Marketing Management Chapter 5 Flashcard

Marketing Management Chapter 5

Term Paper on Health

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HMS Nelson in World War II

HMS Nelson in World War II HMS Nelson (pennant number 28) was a Nelson-class battleship that entered service with the Royal Navy in 1927. One of two ships of its class, Nelsons design was a result of the limitations imposed by the Washington Naval Treaty. This resulted in the entirety of its main armament of 16-inch guns mounted forward of the battleships superstructure. During World War II, Nelson saw extensive service in the Atlantic and Mediterranean as well as aided in supporting troops ashore after D-Day. The battleships final wartime service occurred in the Indian Ocean where it aided the Allied advance across Southeast Asia. Origins HMS Nelson  can trace its origins to the days after World War I. Following the conflict  the Royal Navy began designing its future classes of warships with the lessons learned during the war in mind. Having taken losses among its battlecruiser forces at  Jutland, efforts were made to emphasize firepower and improved armor over speed. Pushing forward, planners created the new G3 battlecruiser design which would mount 16 guns and have top speed of 32 knots. These would be joined by the N3 battleships carrying 18 guns and capable of 23 knots. Both designs were intended to compete with warships being planned by the United States and Japan. With the specter of a new naval arms race looming, leaders gathered in late 1921 and produced the  Washington Naval Treaty. The worlds first modern disarmament agreement, the treaty limited fleet size by establishing a tonnage ratio between Great Britain, the United States, Japan, France, and Italy. Additionally, it restricted future battleships to 35,000 tons and 16 guns. Given the need to defend a far flung empire, the Royal Navy successfully negotiated the tonnage limit to exclude weight from fuel and boiler feed water. Despite this, the four planned G3 battlecruisers and four N3 battleships still exceeded the treaty limitations and the the designs were cancelled. A similar fate befell the U.S. Navys  Lexington-class battlecruisers and  South Dakota-class battleships. Design In an effort to create a new battleship that met the required criteria, British planners settled on a radical design which placed all of the ships main guns forward of the superstructure. Mounting three triple turrets, the new design saw A and X turrets mounted on the main deck, while B turret was in a raised (superfiring) position between them. This approach aided in reducing displacement as it limited the area of the ship requiring heavy armor. While a novel approach, A and B turrets often caused damage to equipment on the weather deck when firing forward and X turret routinely shattered the windows on the bridge when firing too far abaft. HMS Nelson in the years before World War II. Public Domain Drawing from the G3 design, the new types secondary guns were clustered aft. Unlike every British battleship since HMS Dreadnought (1906), the new class did not possess four propellers and instead employed only two. These were powered by eight Yarrow boilers generating around 45,000 shaft horsepower. The use of two propellers and a smaller power plant was done in an effort to save weight. As a result, there were worries that the new class would sacrifice speed. To compensate, the Admiralty utilized an extremely hydrodynamically efficient hull form to maximize the vessels speed.  In a further attempt to reduce displacement, an all or nothing approach to armor was used with areas either being heavily protected or not protected at all.  This method had been utilized earlier on the five classes that comprised the US Navys Standard-type battleships (Nevada-,  Pennsylvania-,  New Mexico-,  Tennessee-, and Colorado-classes). Those protected sections of the ship utilized an internal, inclined armor belt to increase the relative width of the belt to a striking projectile. Mounted aft, the ships tall superstructure was triangular in plan and largely built of lightweight materials. Construction and Early Career The lead ship of this new class, HMS Nelson, was laid down at Armstrong-Whitworth in Newcastle on December 28, 1922. Named for the hero of Trafalgar, Vice Admiral Lord Horatio Nelson, the ship was launched September 3, 1925. The ship was completed over the next two years and joined the fleet on August 15, 1927. It was joined by its sister ship, HMS Rodney in November. Made flagship of the Home Fleet, Nelson largely served in British waters. In 1931, the ships crew took part in the Invergordon Mutiny. The following year saw Nelsons anti-aircraft armament upgraded. In January 1934, the ship struck Hamiltons Reef, outside Portsmouth while en route to maneuvers in the West Indies. As the 1930s passed, Nelson was further modified as its fire control systems were improved, additional armor installed, and more anti-aircraft guns mounted aboard. HMS Nelson (28) Overview:Nation: Great BritainType: BattleshipShipyard: Armstrong-Whitworth, NewcastleLaid Down: December 28, 1922Launched: September 3, 1925Commissioned: August 15, 1927Fate: Scrapped, March 1949Specifications:Displacement: 34,490 tonsLength: 710 ft.Beam: 106 ft.Draft: 33 ft.Speed: 23.5 knotsComplement: 1,361 menArmament:Guns (1945)9 Ãâ€" BL 16-in. Mk I guns (3 Ãâ€" 3)12 Ãâ€" BL 6 in. Mk XXII guns (6 Ãâ€" 2)6 Ãâ€" QF 4.7 in. anti-aircraft guns (6 Ãâ€" 1)48 Ãâ€" QF 2-pdr AA (6 octuple mounts)16 Ãâ€" 40 mm anti-aircraft guns (4 Ãâ€" 4)61 Ãâ€" 20 mm anti-aircraft guns World War II Arrives When World War II began in September 1939, Nelson was at Scapa Flow with the Home Fleet. Later that month, Nelson was attacked by German bombers while escorting the damaged submarine HMS Spearfish back to port. The following month, Nelson and Rodney put to sea to intercept the German battlecruiser Gneisenau but were unsuccessful. Following the loss of HMS Royal Oak to a German U-boat at Scapa Flow, both Nelson-class battleships were re-based to Loch Ewe in Scotland. On December 4, while entering Loch Ewe, Nelson struck a magnetic mine that had been laid by U-31. Causing extensive damage and flooding, the explosion forced the ship to be taken to the yard for repairs. Nelson was not available for service until August 1940. While in the yard, Nelson received several upgrades including the addition of a Type 284 radar. After supporting Operation Claymore in Norway on March 2, 1941, the ship began protecting convoys during the Battle of the Atlantic. In June, Nelson was assigned to Force H and began operating from Gibraltar. Serving in the Mediterranean, it aided in protecting Allied convoys. On September 27, 1941, Nelson was hit by an Italian torpedo during an air attack forcing it to return to Britain for repairs. Completed in May 1942, it rejoined Force H as flagship three months later. In this role it supported efforts to resupply Malta. Amphibious Support As American forces began to gather in the region, Nelson provided support for the Operation Torch landings in November 1942. Remaining in the Mediterranean as part of Force H, it aided in blocking supplies from reaching Axis troops in North Africa. With the successful conclusion of fighting in Tunisia, Nelson joined other Allied naval vessels in aiding the invasion of Sicily in July 1943. This was followed by providing naval gunfire support for the Allied landings at Salerno, Italy in early September. HMS Nelson at Mers-el-Kebir during Operation Torch, 1942. Public Domain On September 28, General Dwight D. Eisenhower met with Italian Field Marshal Pietro Badoglio aboard Nelson while the ship was anchored at Malta. During this time, the leaders signed a detailed version of Italys armistice with the Allies. With the end of major naval operations in the Mediterranean, Nelson received orders to return home for an overhaul. This saw a further enhancement of its anti-aircraft defenses. Rejoining the fleet, Nelson was initially held in reserve during the D-Day landings. Ordered forward, it arrived off Gold Beach on June 11, 1944, and began providing naval gunfire support to British troops ashore. Remaining on station for a week, Nelson fired around 1,000 16 shells at German targets. Departing for Portsmouth on June 18, the battleship detonated two mines while en route. While one exploded approximately fifty yards to starboard, the other detonated beneath the forward hull causing considerable damage. Though the forward part of the ship experienced flooding, Nelson was able to limp into port. Final Service After assessing the damage, the Royal Navy elected to send Nelson to the Philadelphia Naval Yard for repairs. Joining westbound convoy UC 27 on June 23, it arrived in the Delaware Bay on July 4. Entering dry dock, work began to repair the damage caused by the mines. While there, the Royal Navy determined that Nelsons next assignment would be to the Indian Ocean. As a result, an extensive refit was conducted which saw the ventilation system improved, new radar systems installed, and additional anti-aircraft guns mounted. Leaving Philadelphia in January 1945, Nelson returned to Britain in preparation for deployment to the Far East. HMS Nelson (left) with HMS Rodney, undated. Public Domain Joining the British Eastern Fleet at Trincomalee, Ceylon, Nelson became the flagship of Vice Admiral W.T.C. Walkers Force 63. Over the next three months, the battleship operated off the Malayan Peninsula. During this time, Force 63 conducted air attacks and shore bombardments against Japanese positions in the region. With the Japanese surrender, Nelson sailed for George Town, Penang (Malaysia). Arriving, Rear Admiral Uozomi came aboard to surrender his forces. Moving south, Nelson entered Singapore Harbor on September 10 becoming the first British battleship to arrive there since the islands fall in 1942. Returning to Britain in November, Nelson served as flagship of the Home Fleet until being moved into a training role the following July. Placed in reserve status in September 1947, the battleship later served as a bombing target in the Firth of Forth. In March 1948, Nelson was sold for scrapping. Arriving at Inverkeithing the following year, the scrapping process began

The impacts of exhibitions on customer buying decision-making ------ A Dissertation

The impacts of exhibitions on customer buying decision-making ------ A case study of International Auto-expo - Dissertation Example This gives a broad scope of the actual concept and its related and correlating ideas. The research is then complemented by a field work which interviews consumers who made purchases that can be traced to the Beijing International Automotive Exhibition as well as exhibitors and other experts in the industry. This culminates in a number of findings that are critiqued and analysed. It is identified that consumers who make purchases in the international automotive exhibitions belong to a small group of privileged elites. These are people who take their decisions based on ostentation which focuses on luxury and country of origins. Premises in the automotive expos in China are best presented in a hybrid format and system. Also, the collectivist and socio cultural systems and structures of China still play a major part in consumer buying decisions in these fairs. It is recommended that the information and presentation in Chinese international automotive fair must be watched. Also, the techn ological offerings and the innovation on offer must be showcased in the exhibitions. Finally, there must be a strong and appropriate digital system and structure to gather information for follow up as the market is very small and specialized. TABLE OF CONTENT CHAPTER 1: INTRODUCTION 1.1 Background 1.2 Research Problem 1.3 Research Questions 1.4 Research Aim 1.5 Objectives 1.6 Motivation for Research 1.7 Research Approach 1.8 Project Outline CHAPTER 2: LITERATURE REVIEW 2.1 The Exhibition Industry 2.2 Motives, Targets and Standards in International Auto Exhibitions 2.3 Consumer Decision-making & the Exhibition Industry 2.4 The Automobile Industry: Analysis of Foreign and Local Brands in Automotive Exhibitions 2.5 Consumer Psychology in the Automobile Industry 2.6 Decision Making Triggers in the Automobile Industry 2.7 Event Management in International Auto Shows 2.8 Marketing Techniques in International Automobile Exhibitions 2.9 Impact of International Automotive Fairs on the Social and Economic Activities of Consumers 2.10 Cultural Trends amongst Chinese Consumer Psychology 2.11 Gaps in Research 2.12 Conclusion CHAPTER 3: RESEARCH METHODOLOGY 3.1 Research Approach 3.2 Sampling 3.3 Data Collection 3.4 Data Analysis 3.5 Data Interpretation 3.6 Ethical Matters CHAPTER 4: RESULTS 4.1 Interview with Experts 4.2 Survey Results of Interviews with Industry Players/Exhibitors 4.3 Consumer Impact Analysis 4.4 Conclusion CHAPTER 5: DISCUSSIONS 5.1 Expert View of the BIAE 5.2 Exhibitor Offerings, Motives and Targets 5.3 Impacts of BIAE on Consumers' Buying Habit and Decision Making 5.4 Conclusion CHAPTER 6: CONCLUSIONS & RECOMMENDATIONS 6.1 Patterns in Consumer Decision in the Chinese Automotive Industry 6.2 Core Enhancers of Consumer Purchasing Decisions in the BIAE 6.3 Consumer Buying Habits amongst Chinese Consumers in the BIAE 6.4 Recommendations for Enhancing Optimal Practices in International Automotive Exhibitions REFERENCES APPENDICES Appendix 1: Interview Questi ons with Marketer/Organiser of Expo Appendix 2: Marketer Questionnaire Appendix 3: Survey on Automobile Consumers and Attendants of International Automobile Exhibitions CHAPTER 1: INTRODUCTION This chapter of the dissertation will discuss the basic elements and structure of the project. It will commence by examining the background of the main variables to be discussed in the actual research. This will culminate with the identification of

Global and Corporate Strategies Essay Example | Topics and Well Written Essays - 1500 words

Global and Corporate Strategies - Essay Example These are intended strategies which the management effects though intense, circumspect, deliberate planning, organising and executing, after considering all aspects and after giving these strategies a careful and through study. These strategies are well intentioned and management are well aware, from the initial stages itself, about the objectives these strategies would realise. However, emergent strategies are the realised strategies or the result of completed actions. While deliberate strategies are deliberate and planned, emergent strategies may be accidental and may not be really planned or deliberated. In real terms, deliberateness is the result of planned, well thought out, formulated, deigned, strategised and conceived strategies, while emergence may be in terms of innovative, accidental, spontaneous, instinctive and intuitive planning. In certain cases, management needs to take an immediate and critical decision, regarding clinching a competitive bid, or buying of a new unit. In such cases, strategic planning may not work and it would be necessary to rely on intuition, or instinctive nature of the decision maker. It may be proved correct or wrong at a later stage, or carried out "with practical and ethical difficulties." (Macrae 1998). But the fact remains that it is a spur-of -the movement decision and not one arrived after long, deliberate, and planned sessions. This is because "all corporations experience problems in implementing and using a formal planning system." (Henry 1977, p.40-45). Explanation of both strategies - deliberateness and emergence: Planning is a key aspect in deliberateness. Without planning, the question of strategising does not arise. In order to enforce deliberateness, strategies need to imbue it with time, efforts and mental thoughts. All relevant information are put into the decision theory, the options are weighed and assessed, different alternatives courses are considered, extensive analysis of the situation are considered, and then final deliberativeness are made. Therefore, it could be said that rigidity and lack of flexibility could be a main criteria in deliberateness" that might effectively narrow the gap between what-is and what-ought-to-be." (Eppel). Once strategic plans are drafted and finalised, the options for changes or modifications are minimal. Therefore, it would not be wrong to assume that bureaucratic elements are very much present in deliberateness since the laid out systems are to be maintained and followed. Thus a manager becomes restrained and restricted in his functioning, under the deliberateness strategy, since he has to follow the stipulated guidelines in totality, and flexibility, or innovative thinking may not be possible. However, emergent strategies are highly flexible and accommodating. In the case of any disruption or unthought-of threat, the deliberate strategy may be rendered ineffective, or unusable. Under such circumstances, emergent strategies seek to offer alternative solutions, in terms of unplanned, innovative perceptions that may be able to control the situation effectively and find a viable solution. This is

Analysis of Home Burial by Robert Frost Essay -- Robert Frost Home Bur

Analysis of Home Burial by Robert Frost Robert Frost wrote the poem Home Burial after he and his wife suffered the tragic loss of their 4-year-old son. Home Burial shows the emotions people feel after such a loss, and how they face those emotions. Through Frost's experience he shows that men and women grieve in different ways. In Home Burial Frost demonstrates, through the husband, that in the grieving process men tend to show strength. Throughout the poem you see the husband proceed to do his everyday tasks. The husband states, 'Three foggy mornings and one rainy day are enough to rot the best birch fence a man could build.'(Robert Frost). Here is just one example of how the husband is trying to move forward through work. Another example of how the husband tries to continue with life is seen in this statement he makes, 'Can't a man speak of his own child he's lost?'(Frost). In addition to work, the husband tries to get past their loss by speaking of his child. He does not want to forget about his child. Through the use of words, the husband can keep the memory of that child alive; while at the same time get adjusted to the fact that his child is dead. We see through the eyes of Frost, that as the strength and breadwinner of the family, the husband tries to heal his wife Amy?s grief, fix her. Speaking to Amy he says, ?There you have said it all and you feel better.?(Frost). Robert Gale, a critic of the poem says, ?He puts too much faith in words.?(Robert Gale). The husband, in trying to fix Amy?s grief, wants her to believe that since she has verbally stated how she feels, she can now move on. He fails to realize that the pain Amy feels runs deeper than just words, or doesn?t want to believe that his pain o... ...e associated this with the rotting corpse of their child. She sees her husband as unfeeling and unemotional about their child. Since she will not communicate with him, she cannot understand how he could just bury their child and not give it a second thought. Home Burial opens the eyes of the reader. It allows one to see the different ways people grieve. It shows that there is no right or wrong way to grieve, and that just because two people don?t show their grief in the same manner it does not mean that one person is in more pain than the other. This poem shows the importance of communication between a husband and wife, and that the best way to get past the pain of losing a loved one just may be to lean on others, who like you, were also left behind Bibliography: 1) Frost, Robert. 'Home Burial.' 2) Gale, Robert L. 'Home Burial.' MagilOnLine.

Defining Human Resource Management: Function and Roles Essay

Human resource management conducts several operations, and plays a vital role in organizations. Many employees look to human resource management for assistance and representation. A company’s ability to manage people effectively can build a more successful organization, and also helps maintain a more vibrant workforce, which in turn aids companies in keeping a competitive edge in many of today’s industries. The following information defines human resource management, touches on personal experience, and examines the functions and roles human resource management plays in an organization. Human Resource Management Human resource management helps organizations to obtain and develop employees. People comprise any organizations most valuable asset, and sufficiently motivating and maintaining a well-trained workforce allows organizations to perform at optimal levels. Human resource management acts a subset of management, and coincides with the planning, organizing, leading, and controlling functions thereof (DeCenzo & Robbins, 2007). From a personal viewpoint, human resource management involves several activities. At previous larger employers, hiring, training, payroll, and conflict resolution were some of these duties, while others included company party planning, employee benefit disbursement, and annual progress reports. Today, human resource management at a current employer has significantly less duties, as the small property maintenance company employs a much smaller workforce of fewer than 15 employees. However, at all places of personal employment the human resource departments had multiple responsibilities related with not only managing people, but also providing various support functions to the organization. Primary Functions of Human Resource Management According to DeCenzo and Robbins (2007), two primary responsibilities include, â€Å"assisting the organization in it strategic direction and representing and advocating for the organization’s employees (DeCenzo & Robbins, 2007, p. 34). As previously discussed, human resource management can involve several organizational activities, but the main focus constitutes supporting both the company and company associates. The four primary human resource management activities that provide organizational support include staffing, employee development, motivation, and maintenance (DeCenzo & Robbins, 2007). Staffing an organization often requires screening several candidates to seek out the best fit for a particular position. Once hired, human resource departments must provide adequate training and orientation to help not only new employees, but also further develop and enhance existing company staff. Building a quality workforce for an organization takes time and effort from human resource management teams, largely because as stated by DeCenzo and Robbins (2007), â€Å"People, not buildings, make a company successful,† (DeCenzo & Robbins, 2007, p. 32). Additionally, the human resource department finds efficient ways to motivate workers such as benefit packages, performance bonuses, and other influential compensation. This function is highly important, as it helps build and maintain morale. Motivating people can prove to be a difficult task, and as explained by DeCenzo and Robbins (2007), â€Å"Human behavior is complex, and trying to figure out what motivates various employees has long been a concern of behavioral scientists† (DeCenzo & Robbins, 2007, p. 40). Finally, the human resource team must maintain effective communications, employee loyalty, and assist in providing a continuously safe and healthy work environment (DeCenzo & Robbins, 2007). The Strategic Planning Role of Human Resource Management Strategic planning for organizations begins with setting achievable objectives, and the role of human resource management requires finding economically feasible strategies to meet preset organizational goals. According to DeCenzo and Robbins (2007), â€Å"This means working with line management in analyzing organizational designs, the culture, and performance systems, and recommending and implementing changes where necessary† (DeCenzo & Robbins, 2007, p. 34). Additionally, this often involves figuring out ways to reduce costs in personnel, while finding more affordable ways to offer motivational benefits to employees. Human resource management displays added value to an organization by effectively validating the company’s human resource management investments (DeCenzo & Robbins, 2007). Despite the size of an organization, a quality emphasis on human resource management builds potential for successful production efforts. Organizations cannot function without people, and the proper selection and development of employees often benefits from a quality human resource management team. DeCenzo and Robbins (2007) stated, â€Å"Human resource management is a function of every manager’s job, not just those who work in human resources† (DeCenzo & Robbins, 2007, p. 34). Many people tend to think of hiring or payroll when the term â€Å"HR† comes up, when in fact, several important organizational duties and responsibilities come with these positions. References DeCenzo, D., & Robbins, S. (2007). Fundamentals of human resource management (9th Ed.), Hoboken, NJ: John Wiley & Sons, retrieved from the University of Phoenix Electronic Library.