The role of tourism in the development of Nigeria

The role of tourism in the development of Nigeria In discussing this, earlier work conducted on similar research will be made will be made reference to. This include: a research carried out by (Oji-Chukuwka, 2013) entitled Economic development of Nigeria-The Role of Tourism. This study was carried out using structured questionnaire and based on the notion that the federal government has heavily depended on agriculture and crude oil as the main stay of the Nigerian economy. As such, the researcher decided to carry out a research to unravel how well or otherwise the Ebonyi State Tourism Board has contributed to the Nigerian economy through the promotion of its tourism-related activities. The following were the objectives of the study: 1. If the Nigerian tourism sector has met the objectives with which it was set up? 2. If Government’s interference in the activities of the Ebonyi State Tourism board affects its performance in the long-run 3. If Tourism has created equal job openings for all classes of people. In another study, carried out in 2006, Noà «lleOConnor examined how television induced tourism has influenced Ballykissangel’s Residential Community in the long run. Ballykissangel is the title of a BBC television drama that was shot in Ireland. It aired from 1996 to 2001 and had six episodes. OConnor, simply wanted to find out if and how the decision to shoot the series in the rural Irish suburb has affected the tourist inflow into the community. The purpose of the study, according to her, was to examine the influence of television induced tourism on asmall rural basedcommunityinIrelandandhowitcanactuallyinfluencetourist development to adestination. Specifically, the researcher sought to find out the role of the television series’ in developing an area for tourism related activities. The case study chosen therefore for this research was Avoca, a small village in County Wicklow, Ireland that was the setting for the filming ofthe BBCtelevision series Ballykissangel. The major data for the work were collected fromasystematic sample of residents of Avoca and through personal interviews. 2.4. Empirical Literature During the course of consulting other research works that are in line with my research, the different methodologies used proffered different findings and conclusions. These would be highlighted here as part of the empirical literature. The first study, (Oji, Chukwuka, 2013,) discovered that the lukewarm and inadequate funding of the Ebonyi State tourism board was the one of the banes confronting the development of tourism in the state. Also, findings of his study revealed that the government were the major beneficiaries of the tax revenues derived from civil servants, visitors’ expenditure and tourism attraction. On the other hand, OConnor, discovered that alarge number of tourists were attracted toAvoca as due to the fact that the then popular seriesBallykissangel was being shot in the locality. Today , tourism hasbecome Avoca’s most vitalindustry since the closure of its cooper mines. The residents have also realised that not only has this increased their earnings, it has attracted the international attention to the once quiet suburb. It has also created job opportunities for the locals whilst instilling a sense of pride for the natives of the community. With regards to the tourism promotion, this study revealed that Television is currently the most potent of all media used in promoting tourism activities. In view of this, more consideration should be given to television as a medium of advertising. This may be because Television combines motion, sound, and special visual effects. The product can be demonstrated and described on TV. It also offers wide geographic coverage and flexibility as to when the message can be presented (Arens, 1996). 2.5 .Other relevant literature 2.5 .1 The Nature of the Nigerian Tourism Industry Nigeria currently boasts of an array of beautiful landmarks, amazing water-bodies which include the beaches, rainforests in the southern part of the country ,monuments, sites and sound, down to the hustle and bustle which is prevalent in the cosmopolitan cities like Lagos, Abuja and Port-Harcourt. All these have become particularly conducive and attractive for holidaying. Besides the tourist attractions, the culture, norms, artefacts, food, language, mode of dressing which all differ from one part of Nigeria to the other, have all contributed in making the country extremely unique in many ways. On many occasions, international tourists are in awe of the unique selling points of Nigeria despite the attendant issues like corruption and high poverty index. However according to (Uche, 2003) many of these attractions are largely still untapped notwithstanding the fact that they are largely exploited. They are savoured by visitors either rich and in search of adventure, new terrains and exploits. One cannot help but mention some of these attractive tourist sites which Nigeria boasts of. They include the Yankari Games Reserve, Olumo Rock, Mabilla Plateau, Zuma Rock, Gashaka Games Reserve and of course the coastal beaches which are unique and enchanting. Tourism is relatively at an infancy stage in Nigeria. This is more so because of the running neglect of the abundant resources naturally endowed on the country rather than the lack of them. Nigeria’s rich cultural diversity and tourist attractions are inexhaustible. Apart from Cultural sites and reserves which serve as potential tourist attractions, African countries like Nigeria have abundant cultural festivals that are very rich in mythology and diversity which can also be harnessed to generate revenue as well as serve as a means of creating some feeling of shared love and brotherhood among the various ethnic groups in Nigeria. These festivals include the fishing and New Yam festivals celebrated in almost all the nooks and corners of the country at various seasons of the year. The uniqueness of Nigeria’s tourism potentials have been confirmed and recognized by UNESCO, which has singled out the Sukur Kingdom in Adamawa State as a world heritage site. Other unique sites also recognized include the Three Sisters’ Rock, Kamala Mountains, Obudu Cattle Ranch, Lokoja Confluence, Osun Oshogbo Shrine, Gurara Waterfalls, Ikogosi Warm water springs, Oguta Lake, Kwa Waterfalls, Bwasu Hot water spring, Mboi pond, ancient natural and man-made caves and a host of other sites. Many years after the advent of television in Nigeria as well as the proliferation of private television stations across the country very little has been done to promote the tourism sector, which is a neglected goldmine, (Da Silva, 1999). However, despite the rich number of tourist sites and attractions in Nigeria, there have been a lot of impediments to the growth of the sector. These impediments are numerous and include acute conditions of advanced fee fraud popularly called 419, underdevelopment and poverty as well as the growing level of insecurity-fuelled by the activities of the insurgent group, Boko Haram, which many potential Nigerian bound tourist’ many not like to be confronted with. A survey on tourist activities in different geographical areas of Africa shows that Nigeria is one of the least favourite destinations which by extension earn less income. However, in spite of the enormous tourism potentials in Nigeria, the investigation shows that tourisms contribution to economic development in Nigeria leaves much to be desired, (Ovat, 2003). Sensing the impediments to the growth of the tourism sector and realising the important role that tourism can play in the economic and national development of Nigeria, led to the establishment of the National Tourism Policy. (Da, Silva, 1999) says the national tourism policy prescribes various ways of promoting the development of tourism in Nigeria through the following ways: Increase the flow of foreign exchange through the promotion of international tourism Encourage even development of tourism based enterprises. Accelerate rural/urban integration Foster socio-cultural unity among the various groups in the country through the promotion of domestic tourism Promotion and encouragement of active private sector participation Preservation of our cultural heritage and historical monuments Massive and aggressive publicity campaign to facilitate the growth and development of tourism Simplify the issuance of visas to intending visitors. Re-orientation for all security agencies including customs and immigrations,( Da, Silva,1999) While all these promises are okay, revenue from tourism sector has not been encouraging. A careful study of tourism statistics and data reveals that Nigeria in particular is one of the least favourite destination in the world, this by extension results in a colossal loss of revenue with untold hardship and effect on Nigeria’s gross domestic products , (Uche, 2003). On the other hand strongly believes that the Nigerian coastal waters and beaches are dirty and therefore unattractive to tourist. The negative publicity launched by the international media against Nigeria has also affected the tourist traffic in the country with (Nnadozie, 2007) identifying some of the problems affecting tourism development in Nigeria as follows -Government’s nonchalant approach to the tourism industry -The scourge of political instability which encourages wastage and poor resource management -Lack of foresight on the part of the elite who control virtually every sector of the economy. -Inadequate enlightenment and improper coverage of the tourism sector by the mass-media. Nigeria also has key rivals in the tourism industry namely Ghana, The Gambia, South Africa, Egypt, Kenya, Morocco and Mauritania. These countries have a better and more developed tourism industries in terms of infrastructure, maintenance, security and enlightenment. Another impediment to the growth of tourism in Nigeria is the general belief and habit of excessively copying anything western, despite our rich cultural heritage and tourism potentials. It therefore becomes imperative therefore to blame our artists and media practitioners for failing to portray our rich cultural and tourism potentials to the outside world. They often love to portray the culture of the foreigner to the foreigner, they want to speak and dress like them. They want to belong to their kind of caucus, yet they are nothing near them. The end result however is that they have made themselves copy-cats, rather than portraying have their own culture, ( Adekeye, 2007). However in the words of (Nasco, 1986), in this day and age when no country including ours, can’t afford to solely depend on the fluctuating oil market as the primary source of revenue, tourism, my dear friends is indeed an alternative for the mobilization of the much needed foreign exchange and local revenue. The Nigerian Tourism Development Commission, NTDC, traces the advent of tourism in Nigeria back to 1472 with the first Portuguese mercantile mission-trade tourism. However, the first attempt at structuring Tourism in Nigeria came about in 1962 when a group of Nigerians with interest in and commitment to the promotion of tourism set up a body then known as Nigerian Tourism Association (NTA). Prior to the creation of the Department of Tourism in the former Federal Ministry of Trade and Tourism in January 1990, very little or no attention was paid to the development of the sector. However, following the approval for the establishment of the department, a federal bureau was also created to champion the promotion and development of tourism in Nigeria. In the last few years, the Nigerian government has put in a lot of effort aimed at reviving and improving the tourism sector. In an attempt to explore other aspects of the Nigerian economy, economy with an emphasis on the tourism sector, the federal government took some concrete steps at ensuring the development of the culture, travel and tourism industries. They comprised of inauguration of the Presidential Council on Tourism, Federal Ministry ofTourism and its Departments and Agencies with same at the States’ level and Local Tourism Committees which falls in line with the provisions of the National Tourism Policy (NTP) of2005, the Nigerian Tourism Development Corporation (NTDC) of 1992 and the Nigeria Tourism Development Master Plan of 2006. Back in January 2003, President Olusegun Obasanjo, approved the sum of $548 million as grant to the transport, culture and tourism ministries for tourism master plan projects Udeorah, (2004). Primarily, this amount was earmarked to develop transportation, infrastructure, tourist sites, mobilization and public enlightenment towards accelerated tourism development. It is however evident that there is need for the mass media albeit television, to complement government’s effort at tourism development and promotion. Nigeria, with its population and array of tourist attractions and sites is yet to tap into this goldmine as a result of the dearth of tourism programmes on TV stations. Today, the apathy towards tourism, confronts broadcast stations in the country despite the abundance of tourism contents which can be explored to any capacity. The urgency to nurture, promote and sustain the Nigerian tourism sector cannot be over emphasized and can therefore not be overlooked, (Udeorah, 2004) The Nigerian tourism sector is still at an infantile stage amidst the abundant natural human and natural resources. Also, the infrastructures currently in place at the tourist sites and locations in Nigeria are nothing to write home about and consequently not make Nigeria the envy of other nations in this regard. When compared to countries like The Gambia, South-Africa, France and Spain who already have advanced tourism industries, Nigeria does have a long way to go (Dantata, 2011). Speaking at the Nigerian Tourism Investors forum and exhibition in Abuja in May 2014, DirectorGeneral of the Nigerian Tourism Development Board, Sally Mbanefo, noted that tourism is Indeed a tool for national economic development. She said there are several international initiatives that have highlighted the potential of tourism to contribute to economic growth and poverty reduction, as well as to environmental protection, cultural preservation, and job creation .

British Petroleum Analysis Essay

Introduction William Knox D’Arcy founded BP plc, formerly known as British Petroleum, in 1909, they are a global company specializing in oil and gas, headquartered in London, England. BP has continued to grow since its inception, and now employs over 80 thousand people in 70 countries worldwide (Company History,N.D.para1). According to CNN money BP is ranked number six among other global 500 companies (Fortune Global 500.BP.n.d.). Its key strengths are in oil and gas exploration and production; the refining, marketing and supply of petroleum products; and the manufacturing and marketing of chemicals. It supports all its businesses with high quality research and technology (Company History, N.D.para3). External Environment Economic Trends Knowledge is power and the more aware you are of trends within the economy, the more successful you will ultimately be. BP is just one of many companies in the oil and gas industry making an impact on environmental trends. A common goal amongst competitors within this industry is to locate oil and bring it to consumers, due to some of the economical trends this goal is also shifting. The economy is more favorable to lower gas prices, lower carbon emissions, and fuel efficiency. Companies within this industry have to balance the needs of development and the needs of the economy while trying to protect the environment. BP has two main areas of operation, one being the exploration and production of oil and the other being refining and marketing (BP,PLC(BP), N.D.para1) Currently BP like many others in the industry are focusing on ways to lower carbon emissions, and finding new resources of low-carbon energy. One of the ways BP is helping bring these goals and trends into fruition is the utilization of shale oil. Shale oil resources are being discovered all throughout the United States. Shale oil has helped lower gas prices (Oil and Gas,2013.,para3). BP recently purchased Chesapeake Energy Corp’s position in the Woodford Shale-gas play in Oklahoma for 1.75 billion; with this purchase they can expand into shale gas and are hoping to add 200 million cubic feet into production (Major Oil, Meet Shale. 2008,para2) According to BP they are taking various steps in finding ways to reduce the amount of carbon dioxide emissions. One of the ways BP is reducing carbon dioxide emissions is through solar energy, since solar power is carbon free. BP is one of the worlds leading companies within the solar industry, offering various products for consumer’s homes and businesses. BP recently started working with Home Depot to offer solar lighting. BP is also focusing on natural gas, which is making up about 40% of BP’s Portfolio and they are continuing to expand to areas that have a high dependency on carbon, such as the United States, Mexico, and parts of Korea. Wind farms are also sparking debate as BP is looking to expand into this area as well to offer carbon free electricity (What Is BP Doing. N.D.para 23-27). Another economic trend that affects BP as well as the gas and oil industry as a whole is interests rates, exchange rates, and the rate of inflation. There are many factors to consider when looking at the relationship between these rates and gas prices. For example, if these rates were to be raised it would affect the consumers and the manufacturing costs, which would lower the amount of time and money people spend driving, creating less demand for oil, causing the prices to drop. The same would work if the rates lowered, establishing an influx for consumers, which would result in more traveling and higher demand for gas, causing the price to rise (Parry,P.,2013.Para4). Political/ Legal There are several factors in the oil and gas markets that are affected by politics and legalities. One of the main factors is political unrest in the Middle East. The ongoing efforts in Iraq and Afghanistan have driven the gasoline prices to all-time highs. More recently the civil war attacks in Syria are causing problems with development of Iraq’s gas and oil supplies. The Syrian forces have focused these attacks on the energy sector in an  attempt to take away their wealth since oil is main revenue. Due to this focus the attacks have been primarily on oil export pipelines, power generation and transmissions. Luckily, most of the attacks are not occurring in the southern parts of Iraq where the largest supplies of oils are found (Iraq: Syria War Spillover Hinders Oilfields, Pipelines.2014.para3-4). Oil spills into the oceans are a major factor on the politics side of the oil and gas industries. One of the major spills by BP’s Deepwater Horizon drill in 2010, not only took its toll on the company and the industry, but tourism, wildlife, and beaches were all heavily affected in the Gulf areas. Due to the Deepwater Horizon disaster BP is on a five-year probationary period, and there are new safety measures being implemented across the industry, there are new training procedure, risk management processes and equipment (BP gets record fine for Deepwater Horion, 2012.para2). Demographics Demographics refer to a company’s consumers as well as employees. The oil and gas industry consumer base can be related to just about everyone, with the retail aspect of the gas station including gum, drinks, snacks, etc. Gasoline in general is targeted to people that are of age to purchase gasoline generally public over the age of 16, which is the legal driving age. According to the BP website they offer careers in various fields such as business infrastructure, commercial, engineering, operations, sales and support, and technology just to name a few. BP has employees in Europe, Africa, the Middle East, Asia and North and South America (Career Areas.N.D). Employee talent within the oil and gas industry can impose a problem industry wide. Since training employees in these fields can be very costly, it is expensive to train new employees, and industry leaders generally offer top level pay and incentive packages to retain their employees. (Vogt,C. ND.Talent Retention in the Oil & Gas Industry.para1) Technological Trends Technology is the center focus of all companies within the gas and oil industries. Technology affects everything from safety operations, locating resources, and converting products to lower-carbon products. The main focus of technology within BP is safety, and has been since the Deepwater Horizon drill spilled 4.9million barrels of oil into the water of the Gulf of Mexico killing 11 men (BP gets record fine for Deepwater Horizon,2012. Para2). Due to Global warming BP along with their competitors are searching for ways to minimize greenhouse gas emissions. Carbon Capture is a popular method amongst the companies in this industry. Carbon Capture focuses on capturing waste carbon dioxide from sources such as fossil fuel power plants that have an excess of waste. Once the carbon waste has been captured it is transported to storage sites to be released where it cannot re-enter and damage the atmosphere (Sadler, T., 2013.para7). The Keystone Pipeline is another way technology can help the United States achieve energy and independence. The Keystone Pipeline will run from Alberta, Canada down through the Midwest United States ending in Texas. The Keystone Pipeline project has the goal to prove all oil produces in the US access to oil refineries, which in the long run would cut out the Middle East as our biggest supplier (Kalen, S.2012.para2.). Socio/Cultural There are several social and cultural impacts on the oil and gas industry. The main factor is the rising domestic energy prices. Gasoline prices are high resulting in the consumer paying more for gas, in turn reducing the amount of money available for other consumption, meaning people are driving less (McKillop,A.2012.para1). Another factor is government assistance with fuel bills. There are numerous resources to provide help with electric and heating bills, these programs are provided on the federal and state levels for most of the United States. These programs help suppliers such as BP to receive payment for the services, instead of uncollected bills. The Low Income Home Energy Assistance Program (LIHEAP) receives funding from the Federal Department of  Health and Human Services (DHHS). There are several sources available such as weatherization assistance program and the home energy assistance program (HEAP). Although most of these programs receive funding from the state and federal government, there are not enough sources for everyone who needs them. Global BP is an international company specializing in the oil and gas industry. BP no longer just deals with oil and gas as shown by their main business activities which include the exploration and production, refining and marketing and the distribution of energy as well as BP alternative energy. BP is ranked in the top tier of the their competitors such as Exxon, Anadarko, Chevron, Conoco Philips and Shell. Within this industry BP owns several labels as well including, Castrol, Arco, Aral, AM/PM and Wild Bean Cafà © (Our Brands.N.D.para1). BP is the third largest publically traded oil company ranking behind two of its major competitors: Exxon and Shell. BP is the largest gas producer in the United States with fifteen processing plants; they are also considered a top refiner (BP at a glance.2013.para1). Porters Five Forces Barriers to Entry The Barrier to Entry level for the oil and gas industry is high. The oil and gas industry is very difficult to enter just because of the start up costs alone. Some of these start up cost would be the drills, trucks, gas station locations, employees and the technology used to locate the resources in the ground or the oceans. Entering into the industry as a specialist such as offering drilling services to the major companies is more common and feasible. The major barrier to entry into this industry is funding, the majority of companies within this industry have been around for a very long time, such as BP, which was established in 1909. Brand loyalty is a huge factor in high barrier entry, since most of these large companies have a loyal customer base. BP is a very well established company and has been building their large customer base for decades. As defined by Hill and Jones brand loyalty is a consumer preference for products by a certain company (Hill, C., Jones, G. 2012pg58.para2) Suppliers Bargaining Power The bargaining power of suppliers is the ability suppliers have to raise input prices or to raise the cost of the industry. In BP and the oil and gas industry the suppliers bargaining power is high, because there are realistically no substitutes of the product (Hill, C., 2012pg65.para2). There are a variety of oil and gas companies globally, however a few companies dominate the industry: BP, Shell, Exxon, etc. Buyers Bargaining Power According to Hill and Jones the bargaining power of byers is their ability to negotiate lower prices charged by companies within an industry. They also can raise costs by demanding better services and higher quality products (Hill. C. Jones., G. 2012.page63-64). Right now in the oil and gas industry the balance of power is resting in the hands of the buyer because of economic crisis and oversupply of product. Since oil is considered a commodity and generally all companies within the industry use the same methods for drilling, the buyer is able to seek the lower prices and more rewarding contracts. Substitute Product Threats Substitute product threats include the products provided by companies or industries as a whole that can meet the needs of customers. The oil and gas industry does not just mean fuel to run our vehicles, which would mean substitutes would include fuels such as gas, coal solar and wind power, nuclear energy and hydroelectricity. Although there are many areas concerning oil and gas, the threat of substitute products are low, there really are no other sources to compare. Competition The companies in the oil and gas industry operate in a consolidated industry, where the industry is dominated by a small number of companies. BP’s biggest competitors are Exxon, Anadarko, Chevron, and Phillips anytime any of these companies make a move within the industry it warrants a response movement from its competitors. The competitions of the oil and gas industry have high exit barriers, because the demand for the product is static due to the face that all refineries can do the same thing†¦. produce and refine products. Firms Strategies Business Strategy According to Hill and Jones the business level strategy â€Å"encompasses the businesses overall competitive theme, the way it positions itself in the marketplace to gain a competitive advantage and the different positions strategies that can be used in different industry settings, for example; cost leadership, differentiation, focusing on a particular niche or segment of the industry or some combination of these† (Hill, C., Jones, G., 2012 pg.10). According to BP they compete in both business to business and business to consumer markets with a customer base in over 70 countries. BP uses differentiation in several ways but the major use of this method was the use of technology to transform oil rigs to digital platforms. BP strives to ensure the best quality and safety standards, and also modified their safety standards after the Deepwater Horizon drill disaster in 2010. BP is considered a leader in the marketplace. They are ranked as the 6th largest company by market capitalization. (Facts and Figures.n.d.) has competitive prices with other companies in the industry, the prices as a whole usually are pretty even across the board and usually only fluctuate by a few cents. Corporate Level Strategy Corporate level strategy deals with what areas companies should be dealing with in order to maximize profitability (Hill,C 2012. Page10 para3). According to BP they try to create a platform for growth and increased value over long periods of time while continuing to grow and explore new venues. They will continue their research to develop top-level safety and risk management standards, and continue to develop technology to locate and access hydrocarbons and ways to properly extract them. BP will continue to make its presence in the industry known by exploring alternative energy, spending about one billion per year for this research. The current CEO of BP, Tony Hayward, stated at BP’s annual strategy presentation that he â€Å"would be surprised if we saw opportunities at the corporate level†¦it is not something I am terribly focused on† (Crooks, E.2010 para#12) Technology Strategy Technology is at the center of everything BP does, it is used in safety precautions discovery, recovery, efficiency and low carbon future development. According to BP they employ over 500-safety and risk specialist working with managers in the field to help improve decision-making regarding standards (BP and Technology.N.D.para1). BP uses a technology called seismic imaging, which is at the forefront of technology in the industry. Through the use of seismic imaging, sound waves are used to determine where oil reserves are in the ground. This procedure gives BP a major head start in discovering oil and gas and pinpointing where to drill. With a focus on a lower carbon future BP’s main area of growth focusing on wind and biofuels because they have the most potential. Firms Competences Tangible Resources BP’s human resource management gives its employees opportunities to see many ways to excel within the company. Throughout their career human resource management personnel will benefit from a broad base of support and training. Personal support is also available through team leaders, mentors, and fellow employees. Among these employees BP also has teams of engineers developing new and safer means of creating energy. BP has employees that deal with safety measures within the company along with the environment. BP’s employees will also act as an essential partner to the business. The employees will also work on real world projects helping the company reach goals in improving organization and human capital resources. BP’s physical resources were used during the massive oil spill in 2010. The physical resources that were used during this time were mainly manpower. The man-power used were numerous employees, volunteers, and other organizations. Since the oil spill happened in the middle of the ocean, the toxins within the oil spread throughout the Gulf, along with making its way to the US. Over 30,000 people responded to this major oil spill working to collect oil, clean up beaches, take care of animals and plant life effected, and performed other various duties. Another physical resource that BP uses is the natural resource of oil and gases. BP is currently in the production The  Chirag Oil Project. This project has started operations, increasing production from a giant oil field in the Azerbaijan sector of the Caspian Sea. Its major physical resource would have to be its massive oilrigs and pipelines. These rigs and pipelines help extract and transport the oil and gases that have been found and gathered. According to the NASDAQ Annual Income Statement, BP has gone up 29% since 2009 to 2012 in its Current Liquidity Ratio, and the Cash Liquidity Ratio has gone up about 12% from 2009 to 2012. The reason BP’s liquidi ty ratio has risen the past years is due to the current liabilities. The company’s income has lowered after the massive oil spill. The company has lost large amounts of income due to the spill by having to provide cleaning crews, settlements to the people affected by the spill, and the loss of business from consumers. The loss of consumers came due to the negative view of the company after the oil spill in the Gulf. Since, the Gulf oil spill, the company now stresses the importance of development without polluting the environment. Finding alternative forms of energy like solar and hydrogen is part of that vision. This development also brings in more funds to the research and development. The liability caps and the role they may have played in encouraging moral hazard. Just as bank deposits are guaranteed by government deposit insurance, and large banks themselves are probably to big to fail, liability for property damage from oil spills off US waters is limited to $75 million (plus cleanup costs), based on a 1990 law passed after the Exxon Valdiz spill. This presumably mitigates drillers’ incentives to manage environmental risk. Indeed, oil companies enjoy a very cozy relationship with their ostensible guardians; as the NY Times noted, â€Å" decades of law and custom have joined governmen t and the oil industry in the pursuit of petroleum and profit.† The federal agency that oversees drilling, the Minerals Management Service, rakes $13 billion a year in fees in what amounts to a public-private partnership. The business benefits of applying a consistent approach to knowledge management have been significant. BP business managers attributed hundreds of millions of dollars of added value as a direct result of using this approach. A practical example of this has been in the cost reduction in the construction of European retail sites. At the beginning of 1998 a challenge is set of reducing the build costs of retail sites in Europe by 10%. The Alliance (a joint venture between BP and  Bovis) is responsible for the management of these activities in Europe. The Alliance was engaged in the benefits of knowledge management and invited the BP KM Team to help them achieve this outcome. Step change in costs was delivered in 1998 (savings of $74 million) due to the harvesting and sharing of knowledge between the project engineers in Europe. This gave BP Downstream Retail competitive advantage in the Mature European Marketplace. Project engineers in Venezuela, China, Poland, and Japan are now also leveraging this knowledge on a global scale. Similar examples of increased performance have come from BP’s KM application in speeding up business restructuring, developing new oil & gas fields, improving plant productivity and accelerating new retail market entry. Intangible Resources BP has a negative reputation among consumers and other people throughout the world. Due to the massive oil spill and the company almost going bankrupt, its CEO and board of directors have tried to bring a more positive look to the company, by searching for new forms of clean energy. The company has always been known for its big production of oil for numerous countries worldwide. Since the oil spill the company has been implementing a higher and more intense safety standard. Although, BP has a negative reputation, it has a well-known name in the oil and energy business. Some may think that BP is too large to fail due its name and some government backing and funding. BP has been in the oil industry since 1909, starting out drilling in Persia. Along with BP having the largest pipeline in the world has brought solar power to remote villages in the Philippines due the hard work of its employees. BP has used technology throughout its business to keep up with the changing times and the demand for fuel and energy. It has scientist finding new forms of low-carbon energy while reducing BP’s own contributions to carbon in the atmosphere. Under this new banner BP took bigger and bigger steps towards addressing climate change. It installed solar panels at its service stations, brought solar power to remote villages in the Philippines, helped bring hydrogen-fuelled buses to London and introduced new, cleaner types of motor fuel. It created a unit, BP Alternative Energy, devoted to making from all the various types of low-carbon energy viable, large-scale and profitable business. These low-carbon energy sources are solar, wind, natural gas, and biofuels. Along with these new low-carbon  energy sources being made, BP has also unveiled a new way of extracting oil, producing more oil and extending the life span of its oilrigs. The new technology would be beneficial for oilfields worldwide. The company is using new technology everyday as they find new and safer ways to create energy extract, and store oil. The company has used innovations to help with its image in the public eye. They have begun turning used oil and gathered oil from the massive spill to asphalt to be used on roads. Proof-of-concept testing confirmed that the product could meet technical requirements. BP worked with transportation and environmental officials from several states to conduct tests on using the material for highway paving projects. Along with the reuse of oil to asphalt, there has been a movement in the restoration of the Gulf Coast with hard and soft containment booms as well as segregated plastics also were gathered in staging areas along affected area and then sent to waste-to-energy facilities or recycled into new plastic products. One program developed during the Deepwater Horizon incident resulted in routing skimmed fluid s to oil reclamation facilities. The fluids were then sent through a recovery process, which was able to reclaim and convert some of them into marketable petroleum products. Value-Added Chain BP’s inbound logistics activities are comprised of a series of many pipelines, oil tankers, and other forms of transportation that move the extracted crude oil to refining plants worldwide. The company’s massive global operations make efficient and effective logistics that help keep the costs of transporting crude oil low. This efficient global network of transporting crude supply makes more cost advantage for BP in the long run. Light transport is BP’s way of outbound logistics as it utilizes its global networking to perform this logistic. The large supply and distribution logistics network allows BP to perform its light transport and distribution of refined oil with great efficiencies, which help in lowering costs for BP. By lowering the costs of transport of refined oil BP would be able to conduct more research and upgrading the low-carbon energy research. Also this would give the company bigger budget to expand its new technology for creating a safer drilling process. BP’s main operation is refining crude oil brought in from throughout the world. The refining activities of this  company are distributed strategically around the world, with close proximity to its demand markets. With its refineries strategically placed BP has the ability to reach maximum efficient balances between its inbound and its outbound logistics. BP positions its refineries to have proximity to their oil and gas fields while also being to those energy markets. The company markets its oil and gas through its vast global retail network, which is made up of mainly its BP Service Stations. BP has excelled in sales due to its advertising campaign by using the latest social media and television commercials. Another form of advertising many people have seen from BP is though the news stations, by doing positive actions BP is making a better name for itself, which markets BP’s commitment to sustainability and cleanliness in the biotic area in spite of its past failures. The company has rebranded itself as to appear more-green friendly in today’s energy market. It has went as far changing its name from British Petroleum to BP, by which inferring but not stating it stands for â€Å"Beyond Petroleum†. This campaign includes a new look that asserts the company’ commitment to sustainability. The advertised commitment to sustainability and green energy has created a competitive advantage for BP. Competitive Advantage Factors If it is these resources and capabilities, in all their various forms, that create the potential for competitive advantage, the question about how they can actually create it remains. The initial answer is that they must be developed, coordinated and then deployed in such a way that the company can provide goods or services more economically than others or be able to satisfy customers’ needs and wants better than rivals, the ideal being a combination of the two. Whether such competitive advantage yields good profit streams, however depends on a second set of judgments and decisions. The actual products/services to be provided are: the nature and size of the customer market chosen, and the competitive nature of that marketplace. The ability to repeatedly get this right is another set of capabilities. If this is done correctly, the ensuing competitive advantage and its profit stream may not be sustainable. Competitors, anxious to share in the profitable opportunity, the company has uncovered will seek to follow suit. BP has two basic ways of doing this, either directly imitating the product/service or by providing a good/better alternative. In the product/market arena there  are myriad ways of achieving this. Products may be reverse-engineered to discover their component parts and how they were made. Service delivery can be sampled repeatedly until the key elements are identified, and then replicated. Marketing expenditure can be matched, alternative distribution channels found. Even in-company resources and capabilities can be readily emulated or copied. Good competitor analysis can rapidly identify anything from newly installed IT systems to specialist machine tools that have provided a competitive edge. It can uncover new sales or marketing techniques, component sourcing arrangements, specialized service training, supplier partnerships, outsourcing deals and even which alliances or joint ventures are providing new knowledge. All provide keys to imitation or substitution. Widespread recognition of this has led many companies to despair of achieving sustainable competitive advantage. For example, during the 1980s, many financial institutions spent billions on IT systems that would give them a market edge, only to watch rivals buy better, newer, faster equipment that negated any brief advantage they had. In the 1990s, retailers launched credit and loyalty cards to build marketing databases, only to watch rivals do the same. Each apparent advantage quickly turns into just another entry ticket to play in the game. SWOT Analysis A SWOT analysis of BP will show their strengths, weakness, opportunities, and threats. BP is one of the largest vertically integrated oil and gas companies in the world (Research and Markets, 2010A). They are investing millions in research and development. Times and demand are changing, more and more consumers are going green, and to stay in competition with other companies they need to come up with something different. In 2010, BP is the company behind the Gulf of Mexico oil spill. Because of this crisis the company needed to do something to gain the peoples trust. In the past BP has made serious communication mistakes with its stakeholders. BP’s crisis communication was a weak link in its crisis management strategy (Valvi & Fragkos, 2013). Strengths The strength of the company comes from demand, marketing, brand, and research and development. The company’s operations primarily include the exploration and production of gas and crude oil, as well as the marketing  and trading of natural gas, power, and natural gas liquids (Research and Markets, 2010B). BP is ranked at the world’s 3rd largest energy company and is positioned as a multinational oil company headquartered in London (Essay UK, 2013A): Since 2012 BP will have invested $500 million into marketing in the US in an attempt to revamp its brand (Bhasin, 1012, para 1) As I sit here watching the 2014 winter Olympics, I have seen several commercials about BP partnering with the United States, part of its marketing campaign. BP is the number one leading vertically integrated company, involved in upstream, midstream and downstream oil businesses (Bp, plc swot analysis, 2013, pg.5). BP upstream technology programs, involves investing in incremental improvements and new technology that can transform the industry. The new technology will strengthen in exploration, deepwater, giant fields, and gas value chains (â€Å"Our major technology,† N.D, para1). Many people today are concerning themselves with the environment. BP is developing alternative energy, including solar. BP has invested in solar, wind, and biofuel power, trying to provide power without harming the environment (Hitchcock, 2012). Because of upstream technology flagships, BP has been able to maximize resources, increase recovery rates; real-time data technologies are enabling safety, reliability and efficiency across operations (â€Å"Our major technology, N.D., para2). The company began construction of a new high-performance computing (H PC) center in Houston (Bp,plc swot analysis, 2013, pg.4). BP was awarded a contract to unlock high pressure oil and gas resources in deep water, and planned on investing $100 million over 10 years to set up the International Center for Advanced Materials (ICAM) to fund research into fundamental understanding and use of advanced materials, from self-healing coatings to membranes, across the energy industry The advantages that BP has with being a vertically integrated businesses allows them completive advantage from other companies in the global oil market, It provides control over the entire value chain, enabling the company to produce products which are used at different stages in the value chain (Bp,plc swot analysis, 2013,  pg.5). Weakness Between the years 1965 and 2010 BP has spent millions from the many problems endured: ranging from oil rigs capsizing, hazardous substance dumping, refinery explosion, corrosion in pipelines resulting in insulating agent leakage propane price manipulation, North sea helicopter accident, and finally Deepwater Horizon well explosion (Andrews, 2010). From these problems many died, while others were injured. The Deepwater Horizon well explosion was the worst. Congress accused the company â€Å"of withholding data from the ocean floor and blocking efforts by independent scientists to com up with estimates of crude flowing into the Gulf each day†. The US government has named BP as the â€Å"responsible party† for this incident (Andrews, 2010, pg. 20). In November 2012, BP reached an agreement with the US government to pay $4 billion to resolve all federal criminal claims arising out of the Gulf of Mexico incident, leaving BP with a bad reputation, burdened cash flow, which could impede its ability to invest in new opportunities, and deliver long-term growth (Bp,plc swot analysis, 2013, pg.6). The company has experienced a decline in profits. FY2012 recorded operating profit was $19,733 million, a decrease of 50.4% compared to FY2011. The net profit was $11,582 million, a decrease of 54% compared to FY2011. The decrease in the operating and net profits of the company affected the overall profitability of the company (Bp,plc swot analysis, 2013, pg.7). You would think this was the straw that broke the camels back. Not only did it affect the company but it also compacted several states. How would BP ever recover? They will be paying for many years to come. Opportunities BP has been disposing many of its assets to concentrate more on its strengths. So far they have sold $38bn worth of assets since the Deepwater Horizon catastrophe, and plan to sell of approximately $10bn more of assets by the end of next year (BBC News, 2014 para 17 & 19). BP has several external opportunities, including by acquisition in the North Sea area, BP’s  future profit by acting in the suitable boundaries area in the Russia region, implement plan to achieve alternative energy methods insist of Hydrogen, natural gas, wind and solar investment (Nhid, 2011, pg. 9A). Not to mention numerous investments. Threats Many of BP’s threats are external, mainly from the Deepwater Horizon reputation, other threats are: environmental activist, legal and political issues, which will increase the cost of operations for the company investment (Nhid, 2011, pg. 9B), and ethics. The oil, gas, and petrochemicals industry is highly competitive. High competition puts pressure on accessing new opportunities, license costs, and product prices, affects oil products marketing, and requires continuous management focus on reducing unit costs and improving efficiency, while ensuring safety and operational risk is not compromised. The implementation of group strategy requires continued technological advances and innovation including advances in exploration, production, refining, and petrochemicals manufacturing technology (Bp,plc swot analysis, 2013, pg.9). Conclusion In conclusion, BP start up company was British Petroleum, providing gas and oil. The company is evolving with research and development in other avenues. BP has had its ups and downs in the company, the latest being Deepwater Horizon oil spill. From this catastrophe they needed to take a step back and look at things in a new light Through all of this they are ranked number six among other global companies specializing in oil and gas, the third largest publically traded oil company, the world’s third largest energy company, and the number one leading vertically integrated company, who employs over 80 thousand people. Since the cost of training top-level employees is expensive, BP offers an attractive incentive package to keep them with the company. As gas prices soar, and transportation changing the company needs to also change with the demand. BP is in the process of finding new resources of low- carbon energy to lower carbon emission. BP is one of the worlds leading companies within the solar industry, working with Home Depot offering solar lighting. Within the industry BP owns several labels. BP doesn’t have an official mission statement, but provides several different statements called: â€Å"what we do†, â€Å"What we stand for† & â€Å"What we value† (â€Å"Mission statement of,† 2013 para 1) â€Å"What we do: †¨We find, develop and produce essential sources of energy. We turn these sources into products that people need everywhere. The world needs energy and this need is growing. This energy will be in many forms. It is, and will always be, vital for people and progress everywhere. We expect to be held to high standards in what we do. We strive to be a safety leader in our industry, a world-class operator, a good corporate citizen and a great employer. We are BP. What we stand for: †¨Above everything, that starts with safety and excellence in our operations. This is fundamental to our success. Our approach is built on respect, being consistent and having the courage to do the right thing. We believe success comes from the energy of our people. We have a determination to learn and to do things better. We depend upon developing and deploying the best technology, and building long-lasting relationships. We are committed to making a real difference in providing the energy the world needs today, and in the changing world of tomorrow. We work as one team. We are BP. What we value: Safety Respect Excellence Courage One Team† (â€Å"Mission statement of,† 2013 para 2-4) With the amount of money the Deepwater Horizon disaster costs the company, BP had to figure out how they were going to survive. Through SWOT analysis, and research and development they are coming up with ways to help the future grow the company. Recommended Strategic Action People in the U.S. who weren’t aware of BP, before 2010, their brand became well known after the Deepwater oil spill in the Gulf of Mexico. It left BP with a bad reputation. BP needs to continue to re-build their image. Although there are many environmental challenges, BP is adapting to the  needs of a more sustainable society, wanting to be an energy company, rather than an oil company, they need to continue to keep the consumer in mind. BP R & D team continues to come up with new ideas and ways to improve the environment by providing solar, and wind energy, hydrogen, and natural gas. They have sold many assets, continue to sell more, and invest in various projects, they may want to look donating to private organizations to help communities. In their mission, BP claims they value safety; they need to use scenarios before starting a project with safety top priority. Reference: Andrews, P. (2010). Bp where did it all go wrong?. Andrews UK: AUK New Authors. BBC News. (2014, February 4). Bp boss warns of uncertainties due to scottish vote . Retrieved from http://www.bbc.co.uk/news/business Bhasin, K. (1012, February 3). Silverpop official site. Retrieved from businessinsider.com BP.n.d.Retrieved January 26,2014. www.money.cnn.com/magazines/gortune/global500/2013/snapshots/6327.html BP at a Glance.2012. Facts and Figures. Retrieved from January 29,2014. www.bp.com/en/global/corporate/about-bp/bp-at-a-glance.html BP and Technology.(n.d.).BP and Technology. Retrieved from January 29,2014. www.bp.com/en/global/corporate/about-bp/bp-and-technology.html BP gets record fine for Deepwater Horizon (2012). Loss Prevention Bulletin, (228).3 BPPLC(BP).n.d.Retrieved by January26,2014 www.reuters.com/finance/stocks/companyProfile?symbol=BP Bp,plc swot analysis. (2013). London EC1R 3DA United Kingdom: Marketline. DOI: www.marketlineinfo.com Careers.n.d.Careers. Retrieved by February9,2014. www.bp.com/en/global/corporate/careers.html-Careers/BPGlobal Career Areas.n.d.Careers.Retrieved from February9,2014. www.bp.com/en/global/corporate/careers-areas.html CNN Money(2013). Retrived from www.money.cnn.com/magazines/fortune/global500/2013/snapshots/6327.html Company History.n.d.Company History. Retrieved by February9,2014. www.bp.com/sectiongenericarticle.do?CategoryId=6120002&contentId=6000555 Competitive advantage factors- http://prezi.com/vbkiw9bb5kpw/bp-case-analysis/ communication strategies:a case of british petroleum. Industrial and Commercial Training, 45(7), 383-391. Retrieved from ww.emeraldinsight.com/pricelist/us/usprice Crooks,E.(2010,March) Bp’s strategy presentation: growth, cost cuts, biofuels, M&A and more. Retrieved from blogs.ft.com/energy-source/2010/03/02/bps-strategy-presentation-growth-cost-cuts-biofuels-ma-and-more/#axzz2sb5ot8Uy Darbonne,N.(2008).Major Oil, Meet Shale.Oil and Gas Investor,2008(8),11. Essay UK. (2013). British petroleum (bp) swot analysis. Retrieved from www.essay.uk.com Financial ratio-http://www.nasdaq.com/symbol/bp/financials?query=ratios Frank,D., Neault, N., Skalicky, A., Cook, J., Wilson, J., Levenson, S.,& Berkowitz, C., (2006). Heat or Eat the Low Income Home Energy Assistance Program and nutritional and health risks among children less than 3 years of age. Pediatrics, 118(5),e1293-302. Hill,C., Jones, G. (2012) Essentials of Strategic Management.3Ed. 58-66 Hitchcock, P. (2012). Everything’s gone green: The environment of bp’s narrative. Imaginations Journal, 3(2), 104-114. Retrieved from www.csj.ualberta.ca/imaginations Human resources-http://www.bp.com/en/global/corporate/careers.html Innovation- http://www.bp.com/en/global/corporate/gulf-of-mexico-restoration.html Iraq:Syria War Spillover Hinders Oilfields,Pipelines.2013. Retrieved by January30,2014. www.voanews.com/content/iraq-ofifical-sassyria-war-spillover-hinders-oilfields-pipelines/1839415.html Kalen,S. (2012). Thirst for Oil and the Keystone XL Pipeline. Creighton Law Review, 46(1),1-25 logistics inbound-http://www.bp.com/en/global/corporate/about-bp/company-information/our-business-model.html Management philosophies-http://www.bp.com/en/global/corporate/about-bp/company-information/our-business-model.html Marketing and sales- http://www.bp.com/en/global/corporate/careers.html McKillop,A. (2012). Oil Prices and Economic Growth: Are Oil Shocks a Thing of the Past?. Energy and Environment, 23(8),1353-1356. Mission statement of bp. (2013). Retrieved from wwwstrategicmanagementinsight.com Nhid, M. P. (2011, 2 28). Bp market analysis and strategic marketing recommendations. Retrieved from www.academia.edu Oil and Gas.2013.QFinance.retrieved by January 27,2014. www.qfinance.com/sector-profiles/oil-and-gas operations- http://www.bp.com/en/global/corporate/about-bp/company-information/our-business-model.html Organizational resources-http://www.bp.com/en/global/corporate/about-bp/company-information/our-business-model.html Our Brands.(n.d).Different Personalities, One Purpose. Retrieved from January26,2014. www.bp.com/en/global/corporate/about-bp/our-brands.html Our major technology programs. (N.D). Retrieved from BP.com Outbound logistics-http://www.bp.com/en/global/corporate/about-bp/company-information/our-business-model.html; http://prezi.com/vbkiw9bb5kpw/bp-case-analysis/ Physical resources-http://www.dosomething.org/tipsandtools/11-facts-about-bp-oil-spill Reputation-http://www.bp.com/en/global/corporate/about-bp.html; Research and Markets. (2010). P plc swot analysisi. Retrieved from researchandmarkets.com Sadler,T.(2013). Carbon Capture and a commercial Market for CO. International Advances in Economic Research, 19(2),189-200.doi10.1007/s11294-013-9401-8 Technology-http://www.bp.comglobal/corporate/about-bp/bp-and-technology.html; http://www.bbc.co.uk/news/uk-scotland-north-east-orkney-shetland-19497064 What is BP Doing.n.d.Retrived by January28,2014. www.bp.com/sectiongenericarticle.do?categoryId=9011364&contentId=7025801 Vogt, Crystal. Talent Retention in the Oil&Gas Industry Retrieved from smallbusiness.chron.com/talent-retention-oil-gas-industry-14645.html-TalentRetentionintheOil&GasIndustry/chron.com

Case Study Analysis of Casual Togs

Introduction The present-day business environment is characterized by increasing competitiveness in different industries. In this regard, it is vital for organizations to ensure that all their functions or departments are aligned towards being ahead of their competitors (Rugman et al., 2012). There is a wide range of problems that may adversely affect the progress and competitiveness of organizations. These include structural problems, communication, management issues and failure to embrace change. Given that there is no fixed approach to management that is ideal for all organizations, each company has to ensure that it adopts the most ideal approach, which can be determined by several factors in the internal and external factors that are specific to the company (Hill et al., 2014). Businesses also need to ensure that they are flexible enough to promptly change in response to the adjustments that might be taking place in the tastes and preferences of their clients or even the tactics that their c ompetitors in the industry are using. Companies that are not flexible enough might fail to maintain their relevance towards their target market segments and lose their competitive edge (Carter et al., 2013). This report presents a case analysis of Casual Togs, a women’s apparel company that is known for its moderately priced products. Most of the company’s products are blouses, shorts and knit dresses. In the analysis, the report highlights the problems that are being faced by the company and the factors that might have contributed to these issues. The importance of addressing these issues in a business is that it provides a guidance or basis for formulating strategies that will help to improve the company’s performance. The report also provides recommendations for Cy, Casual Togs’ principal stockholder, on the changes that he needs to make in the company. It also provides recommendations on how the company should change its management practice, structure and response to change, so as to avoid a recurrence or the problems it faces. The major problems facing the firm With reference to the case study of Casual Togs, there are a number of problems that are currently being faced by the company. One of these is that many of its products are being returned by consumers because of their low quality. For any business, the quality of products that are offered to clients is among the key attributes that determine its performance in the market (Bhardwaj & Fairhurst, 2010). For Casual Togs, this also led to the loss of a major portion of its old loyal consumers. It also posed a challenge to the company in attracting new clients. Consequences of this issue include a drop in the company’s revenue and its overall brand position in the industry. It has also been outlined in the case study that the company also faces stiff competition from companies that have long been in the apparels industry as well as new upcoming ones. Another issue that faces Casual Togs lies in the human resource department. The company has failed to attract the necessary skills for it to run successfully. This is evidenced by the halt in the construction of the company’s distribution centre in the middle of the construction, which was attributed to the fact that the company did not get a qualified person who could supervise the construction project. In addition to this, two of the company’s designers resigned. This contributed to a drop in the company’s overall production in its nine centres by approximately 15%. The fact that Andy Johnson, the company’s budget manager and Sol Green, the market analyst could not speak to one another also clearly depicts a communication flaw among the employees in the firm. Judy, who was the company’s vice president, is also depicted in the case study as being aggressive in her communication with other employees. There are several incidents mentioned in the case study that highlight the failure by a section of the company’s executives and employees to embrace change. For instance, Judy objected most of the proposed changes, arguing that they were either too expensive or that they had been suggested by incompetent individuals. Another incident was when Andy rejected suggestions that were made by Bill Smith, his assistant, on new approaches that could be used in the collation and analysis of daily sales printouts so as to make better sales forecasts. Even though there are several other issues that are faced by Casual Togs in its operations, three main issues have been outlined in this section. These include the decline in the company’s competitiveness, human resource issues and the resistance to change among a section of the company’s staff. Causes of the Problems The first problem about the company is the fact that it is losing its old customers, and more of its products are being returned as a result of either poor quality or late delivery to customers. For any business to effectively win over the loyalty of its target customers, it has to be dependable in terms of the products and services it delivers (Dervitsiotis, 2011). Prolonged incidences of poor quality products and services or inconsistencies tend to repel customers. As earlier mentioned, there is high competition on the apparel and fashion industry, which also increases the purchasing power of buyers. Failure of one company meet consumer expectations, regardless of how slightly the gap may be, will make even the loyal customers to switch brands (Talib et al., 2011). Late delivery of products to customers also denotes the incompetence of the department that is concerned with the delivery of the company’s products. Another issue that is affecting Casual Togs lies in the human resource management approaches. With reference to the case study presented, there is evidence of a lack of equal of opportunities for career advancement in the company. An example is Andy, who had worked with the company for 15 years without any promotion because was not related with the other managers and was also of a different nationality. According to Choi et al. (2012), one of the causes of employee turnover is the failure of organizations to provide all the employees with a chance to attain their ultimate career goals. The aggressive nature with which Judy addresses employees in the organization also intimidates the employees and lowers their self esteem. This has an adverse effect on the organizational commitment of employees and has and ultimately, affects their levels of productivity (Adler, 2013; Lutgen-Sandvik & Tracy, 2012). The issue of rigidity and failure to embrace change has also contributed to the problems being faced by Casual Togs. One of the organizational aspects that have led to this is the fact that Cy, the company’s president gave all the departmental heads the freedom to make decisions that they considered to be fit for the organization. Whereas it can be argued as an approach that is relevant to the present-day business environment, it poses a challenge to decision making when rapid change are to be made because the opinions of every departmental supervisor have to be considered (Myers et al., 2012). These factors have affected the effectiveness with which Casual Togs adjusts in response to the changes in the market, leading to its dwindling performance. This shows the need for organizations to be flexible enough to maintain its relevance to the target markets (Dervitsiotis, 2011). This section has presented some of the main factors that have led to the existence of the issues that faced by Casual Togs. These include the failure of the company to adhere to quality in the design of its products and the failure to motivate employees, which adversely affects their levels of commitment. Several measures have to be put in place to ensure that the earlier mentioned issues have been overcome. Suggestions for changes to be implemented by Cy, Casual Togs’ President In regard to the issues that have been earlier identified, there are different approaches that ought to be used to change the current situation of the organization. With regard to the quality issues that have led to a loss of clients by the company and increased returns of goods, the direct measure that has to be taken is to ensure that the designers of the company’s apparel products pay attention to detail so as to enhance the quality of the products (Bhardwaj & Fairhurst, 2010). There is also a need to intensify the quality management process to ensure that defective products are minimized (Rosenfeld, 2012). As presented in the case study, market research that is carried out mainly focuses in the levels of sales that should be expected in certain seasons. However, it is also vital for the organization to incorporate the on-going trends in fashion so as to effectively address customer needs (Witell et al., 2011). Human resources in any organization are among the most valuable assets, and have a key contribution towards its overall success. However, it is vital for organizations to motivate them so as to increase their productivity and organizational commitment (Bratton & Gold, 2012). One of issues that are evident at Casual Togs is that employees from a certain nationality are more likely to be promoted than the other employees. In this regard, Cy, the company’s president, needs to ensure that an equality policy is implemented to provide all employees with an equal chance of promotion within the organizational ranks (Giuliano et al., 2011). This will not only motivate employees to work more, but will also attract talented job seekers. The management meetings that were held between managers and other departmental leaders within the organization were informal, marred with emotionally charged arguments, shouting and door slamming. This is a clear indication of the failure to recognize authority an order during these meetings. It is also quite unlikely that such meetings met the intended objectives. To avoid recurrence of such scenarios, the company’s president needs to change the way board meetings are held from informal to formal (Diefenbach & Todnem, 2012). This will instil a sense of order, and will increase the possibilities of attaining the goals set to be met in the meetings. In the presented case, there is evidence of interference of departmental operations by managers or vice presidents of different departments. An individual from a different department could question an action carried out in another department that has no connection to his. Whereas there is need for cross-functional communication and cooperation within an organization (Hongjun & Yajia, 2012), such interferences as those depicted at Casual Togs are destructive. To limit this, the company’s president needs to change the structure of the organization (Deb, 2009). Suggestions to prevent future issues at Casual Togs To prevent future problems from occurring at the organization, it is necessary for Casual Togs to ensure that it makes the necessary adjustments. These include structural changes, management practices and their response to changes taking place in the competitive environment. Suggestions for change are provided in further detail below.Management PracticeThere are a number of changes that ought to be made in the management practices of Casual Togs. The individual in management that raises concern in the case study is Judy, the vice president. Her aggression towards employees, as well as her interference with operations across all departments within the organization, has to be addressed. Given that she is among the majority shareholders in the company and related to the president, there is no possibility of sacking her from the position she holds. Instead, she needs to be encouraged to attend management seminars so as to improve her employee management approach (Bratton & Gold, 2012). R ather than being autocratic in her management and aggressive in communicating with other employees in the organization, she needs to change and become a persuasive or democratic in her management and assertive in communication (Adler, 2013). In persuasive management, managers provide a clear explanation to their employees as to why they have made a certain decision. In democratic management, employees are allowed to make suggestions in the decision making process, and the opinion with the highest votes is selected (Hill et al., 2014). By being assertive in communication, points or arguments are firmly put across to other employees, but respect is still maintained (Adler, 2013). Cy’s approach of management is too lenient to departmental heads within the organizations. This has also affected the way in which he handles suppliers, who often take advantage of his leniency to secure tenders even though they are supplying products at a higher price. Even though his consultative approach to management allows departmental heads to take part in decision making, there is still a need for him to exercise authority, especially when holding meetings with them (Diefenbach & Sillince, 2012).Structural ChangeBefore making a suggestion on the structural changes that ought to be implemented in the organization, it is vital to describe the organizational structure of Casual Togs as depicted in the case study. Based on the informal nature of meetings between departmental heads and the company’s president and the lack of a clear hierarchy of authority in the firm, it can be argued that the organizational structure of the company is adhocratic (Deb, 2009). Even tho ugh such a structure is ideal in encouraging creativity and innovation among employees and effectively adjusting with the changes in the market, it also has several demerits. These include a difficulty to solve routine problems that may arise in the organization, an unclear line of authority and high exposure of the organization to risk (Diefenbach & Todnem, 2012). With reference to the case study, even though Judy is the vice president, she seems to have more authority that the company’s president, Cy. In this regard, the company needs to consider changing its structure to a more formal and well structured bureaucratic structure (Dervitsiotis, 2011). Even though such structures are known to limit innovation and creativity within the organization, it may be ideal for Casual Togs for a number of reasons. These include easing the decision making process, reduction of the exposure to risk and the acknowledgement of a certain structure of authority that has to be adhered to (Bratton & Gold, 2012). Implementing such a structure is likely to eliminate the emotionally charged informal meetings’ scenarios and also the interference of individuals like Judy in all organizational departments.Responding to Changes in the Competitive EnvironmentBased on the fact that the apparels industry is highly competitive and dynamic, it is also necessary for the company to be flexible enough and ready to implement changes that will maintain its relevance to the target markets (Rugman et al., 2012). One of the measures that have to be undertaken to attain this objective is to intensify market research and carry it out on a regular basis. This could be through seeking customer feedback or studying the changing trends through observation. Market research also involves studying the tactics or strategies that are being used by competing companies in the industry (Witell et al., 2011). It is through these market research efforts that the Casual Togs will be able to adjust its product designs and marketing strategies to fit the market preferences while at the same time ensuring that it effectively competes with other players in the market. Maintaining a competitive edge in the industry also depends on the skills that the company has in its human resource force (Dervitsiotis, 2011). It is important for Casual Togs to hire employees that are not only qualified, but also innovative enough to come up with designs that will be well accepted by the target markets. Innovation can also be nurtured among employees in the organization by utilizing appropriate motivational and reward strategies (Wright et al., 2012). Workers at Casual Togs also need to be informed on the inevitability of change in organizations, and why they should always be ready for it. By so doing, resistance to change among employees will be reduced. Some of the changes that may need to be implemented at Casual Togs include technological advancements in the production of its apparel and alteration of product designs to reflect the needs in the market (Myers et al., 2012). Conclusion and RecommendationsConclusionThis report has presented a case study analysis of Casual Togs, a fashion business that mainly deals in the manufacture and distribution of women’s apparels. After two decades of operation, the company’s performance in the market dropped due because of a number of reasons, which have been highlighted in the report. One of these is the poor quality of products, which led to an increase in the volume of returned products. It also led to the withdrawal of many old customers. Another issue that has been identified is the failure to keep employees motivated enough to increase their organizational commitment. The causes of these issues at Casual Togs have also been presented in the paper, as well as some suggestions on how the president of the company can make the necessary changes to improve the situation at the company. Suggestions that have been provides comprise of management changes, structural changes and how the company can respo nd faster to changes and competition in the market. Further recommendations that can improve the company’s brand position are presented hereunder.RecommendationsIn order for the company to appeal to a wider market and increase its returns, it needs to consider expanding its product line. As opposed to the current products that only target ladies, Casual Togs can also consider introducing men’s and children’s clothes. As presented in the case, the products that the company distributes are mainly shorts, blouses and some knit dresses. Introduction of other female apparel like skirts, trench coats and pants can also be advantageous for the company. The case has also highlighted the high costs of production that the company incurs. Though some of these costs are inevitable, the company can reduce the overall costs by using appropriate lean production strategies, which are aimed to minimize the cost and maximize production. Some of the approaches that can be used include minimization or even elimination of errors in the design and production of products and standardization of work processes. In terms of human resource management, the company needs to ensure that it hires and strives to maintain talented and innovative employees that will contribute towards its progress in the market. Some of the approaches to motivation include offering them a reasonable remuneration and rewarding them for unique contribution. Given that the fashion industry is quite competitive, failure to motivate and retain skilled employees may tempt them to cross over and work for competitor companies, which may be detrimental for Casual Togs. References Adler, G., 2013. Management Communication. New Jersey: Prentice Hall. Bhardwaj, V. & Fairhurst, A., 2010. Fast fashion: response to changes in the fashion industry. The International Review of Retail, Distribution and Consumer Research, 20(1), pp.165-73. Bratton, J. & Gold, J., 2012. Human Resource Management: Theory and Practice (5th edition). London: Palgrave. Carter, M.Z., Armenakis, A.A., Feild, H.S. & Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), pp.942-58. Choi, S., Cheong, K.K. & Feinberg, R.A., 2012. Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the context of call centers. Managing Service Quality, 22(5), pp.492-516. Deb, T., 2009. Managing Human Resource And Industrial Relations. Excel Books. Dervitsiotis, K.N., 2011. The challenge of adaptation through innovation based on the quality of the innovation process. Total Quality Management & Business Excellence, 22(5), pp.553-66. Diefenbach, T. & Sillince, J.A., 2012. Crossing of Boundaries–Subordinates’ Challenges to Organisational Hierarchy. Research in the Sociology of Organizations, 35, pp.171-201. Diefenbach, T. & Todnem, R., 2012. Reinventing Hierarchy and Bureaucracy: From the Bureau to Network Organizations. Bingley: Emerald Group Publishing. Giuliano, L., Levine, D.I. & Leonard, J., 2011. Racial Bias in the Manager-Employee Relationship An Analysis of Quits, Dismissals, and Promotions at a Large Retail Firm. Journal of Human Resources, 46(1), pp.26-52. Hill, C., Jones, G?. & Schilling, ?M., 2014. Strategic Management: Theory: An Integrated Approach. Mason: Cengage Learning. Hongjun, L. & Yajia, G., 2012. Study on Chain Companies Human Resources Management. Information and Business Intelligence, 267, pp.227-32. Lutgen-Sandvik, P. & Tracy, S.J., 2012. Answering Five Key Questions About Workplace Bullying How Communication Scholarship Provides Thought Leadership for Transforming Abuse at Work. Management Communication Quarterly, 26(1), pp.3-47. Myers, P., Hulks, S. & Wiggins, L., 2012. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press. Rosenfeld, S.A., 2012. Competitive Manufacturing: New Strategies for Regional Development. New Jersey: Transaction Publishers. Rugman, A.M., Oh, C.H. & Lim, D.S., 2012. The regional and global competitiveness of multinational firms. Journal of the Academy of Marketing Science, 40(2), pp.218-35. Talib, F., Rahman, Z. & Qureshi, M., 2011. A study of total quality management and supply chain management practices. International Journal of Productivity and Performance Management, 60(3), pp.268-88. Witell, L., Kristensson, P., Gustafsson, A. & Lofgren, M., 2011. Idea generation: customer co-creation versus traditional market research techniques. Journal of Service Management, 22(2), pp.140-59. Wright, B.E., Moynihan, D.P. & Pandey, S.K., 2012. Pulling the Levers: Transformational Leadership, Public Service, Motivation, and Mission Valence. Public Administration Review, 72(2), p.206–215.

Facts About Eating Disorders And Gender Socialization

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