Visa E-1 para comerciantes bajo tratado (import-export)

Visa E-1 para comerciantes bajo tratado (import-export) La E-1 permite a los ciudadanos de ciertos paà ­ses obtener una visa de trabajo para desarrollar o dirigir en Estados Unidos un negocio de comercio (import/export). La primera condicià ³n de la visa es pertenecer a uno de los paà ­ses con los que USA tiene un acuerdo de ese tipo. Listado de pases cuyos ciudadanos o compaas pueden solicitar una visa E-1 Hay que ser de un paà ­s con el que Estados Unidos tiene un acuerdo de comercio que permite privilegios migratorios. Son los siguientes: AlemaniaArgentinaAustraliaAustriaBà ©lgicaBoliviaBosnia-HerzegovinaBruneiCanadChileColombiaCorea del SurCosta RicaCroaciaDinamarcaEsloveniaEspaà ±aEstoniaEtiopà ­a  FilipinasFinlandiaFranciaGreciaHolandaHondurasIrnIrlandaIsraelItaliaJapà ³nJordaniaKosovoLetoniaLiberiaLuxemburgoMacedoniaMà ©xicoMontenegroNoruegaOmnPakistnParaguayPoloniaReino UnidoSerbiaSingapurSurinamSueciaSuizaTailandiaTaiwnTogoTurquà ­aYugoslavia Otros requisitos de la visa E-1 La persona o la empresa que solicita la visa tiene que tener ya un importante intercambio comercial con Estados Unidos. No sà ³lo tiene que tratarse de bienes, sino que tambià ©n pueden ser servicios. Adems, USA debe ser la fuente o destino de ms del 50 por ciento del total de intercambio comercial que tiene el solicitante de la visa. La relacià ³n comercial de importacià ³n/exportacià ³n debe tener un valor econà ³mico sustancial. Las leyes de inmigracià ³n no dicen exactamente cunto, pero sà ­ que debe ser relevante. El solicitante de la visa debe tener experiencia y conocimientos de negocio suficientes para desarrollar y dirigir el negocio. Por à ºltimo, esta es una visa no inmigrante, esto quiere decir que la persona a la que se le aprueba al visa tiene que salir de Estados Unidos una vez que su visa se cancele o no se renueve. Para quines estn pensadas estas visas Para ejecutivos y gerentes de empresas. Generalmente la visa es aprobada en 4-6 semanas.  A diferencia de lo que ocurre con la visa L-1 en el caso de la E-1 no es necesario demostrar haber trabajado con la empresa por dos aà ±os antes de aplicar por el visado.   Para trabajadores esenciales o especialistas. Si bien en estos casos es ms difà ­cil obtener la aprobacià ³n.   Pero si se consigue los trmites son muy rpidos: un par de semanas en la mayorà ­a de los casos. Visas para familiares de personas con una visa E-1 El cà ³nyuge y los hijos solteros menores de 21 aà ±os pueden solicitar una visa derivada. Pueden estudiar en Estados Unidos y solicitar un permiso de trabajo enviando el formulario I-765 al Servicio de Inmigracià ³n y Ciudadanà ­a (USCIS, por sus siglas en inglà ©s) y pagando la cuota correspondiente. Para las personas interesadas en traer a sus hijos con ellos a vivir en Estados Unidos es de interà ©s familiarizarse con los puntos bsicos del sistema educativo, antes de haber llegado ya al paà ­s y tener que escolarizar a los nià ±os. Adems, se podrà ­a solicitar la visa B para los empleados domà ©sticos del titular de una E-1. Vigencia de la visa Indefinidamente mientras se pruebe el nivel sustancial de la relacià ³n comercial entre Estados Unidos y el paà ­s del solicitante de la visa. En principio se otorga por dos aà ±os, que se puede extender en incrementos de otros dos aà ±os. Pero se puede renovar tantas veces como se necesite. Por regla general cuando el titular de la visa E-1 viaja fuera de Estados Unidos y se vuelve a ingresar se otorga automticamente esa extensià ³n. Pero esto no sucede con su familia que tiene visado derivado y debe pedir la extensià ³n antes de que su visa actual expire. Esto es muy importante para evitar quedarse en una situacià ³n de ilegalidad migratoria. Forma jurdica para la empresa y dnde crearla Existen 10 tipos de empresa que se pueden crear. Se puede elegir la ms conveniente. Asimismo, a la hora de crear un negocio conviene tener en cuenta asuntos como el monto de los impuestos locales y estatales y tambià ©n el nivel de vida, es decir, cunto es el costo de la vivienda, alimentacià ³n, seguro mà ©dico, transporte, etc. No todos los estados brindan las mismas condiciones para hacer negocios siendo estos los considerados como ms pro-business. En Estados Unidos hay grandes diferencias geogrficas y las condiciones de vida pueden ser radicalmente distintas en un lugar o en otro, como demuestra este listado de las 10 ciudades ms caras y de las 10 ciudades ms baratas.  Por lo tanto antes de elegir dà ³nde crear la empresa, es de obligacià ³n asesorarse.   Otras opciones cuando la E-1 no es posible o conveniente La visa E-2 para inversià ³n incluye algunos paà ­ses no presentes en el listado de la E-1. Es una visa parecida, pero diferente. Una de las cosas que hay que tener muy claras respecto a la E-2 es cà ³mo entender la cantidad a invertir. Si ni la E-1 ni la E-2 son opciones, estas  8 posibles visas para fundar una empresa en USA (startup). Adems, hay ms de 20 paà ­ses que permiten obtener la ciudadanà ­a y/o la residencia a cambio de una inversià ³n. Las condiciones y los precios varà ­an.   Por à ºltimo, si se tiene un mà ­nimo de medio millà ³n de dà ³lares para invertir, la visa de inmigrante EB-5 es una opcià ³n. Se obtiene una green card (tarjeta de residencia) para el inversionista y su familia. Y si se decide asentarse en los Estados Unidos ya sea temporalmente con una visa o definitivamente con una green card es muy importante conocer desde el principio temas legales, migratorios y sociales que van a hacer la vida ms fcil.    Curiosidad Los hispanos somos en la actualidad el grupo minoritario ms numeroso en los Estados Unidos.   Estas son las 10 nacionalidades de hispanos ms exitosas en Estados Unidos. Este es un artà ­culo informativo. No es asesorà ­a legal.

The US Airways has grown to become a successful airline in the US Research Paper

The US Airways has grown to become a successful airline in the US - Research Paper Example After a series of mergers and buyouts, the US Airways grew from just a small airline operating in just a number of airports within the US to big conglomerate with a huge annual turnover (McNicholas 1). This airline has a colorful history and a rich culture facilitated by the presence of loyal customers coupled with hard working employees. However, evidence from reliable studies show that this success or rather triumph has come along with numerous setbacks. As of today, the US Airways faces serious challenges, which include the merger between itself and America West (Vasigh, Ken, and Liam 32). Analysts assent that the anticipated marriage linking the US Airways and America West brought certain obstacles, which comprise of labor challenges, integrating operations, competition, and a weak industry as well as the issue of rebranding the whole airline probably using a different color (Yunich 2). Despite being a low cost airline, the US Airways is still dealing with lost employee morale sp ecifically after the effects of September 11 started exerting heavy toll on the aviation industry (Taneja 65). Generally, in order for the US Airways to stay firm in business, it has to introduce few changes and alter a number of its stipulations. It is therefore recommendable for the US Airways to move from excessive assets, the filing of Chapter 11 (Bankruptcy, BUS 371), and lost customers to a â€Å"load factor† (Moyer and Reynolds 51). Position of the problem Since the problems facing the US Airways are numerous, it is substantial to include a number of spectrums that establishes several positions aimed at getting a clear picture of the situation. It is agreeable that merging with the America West is crucial for the US Airways business operations (Lu 34). It can result to increased profit margins, reduced competition, and potential utilization of the company assets (Pender and Richard 50). However, a critical review of the company’s feedback from various players in the same market shows that, the merger may never happen simply because other airlines competing for the same clientele claim that this merger may diminish them by rendering their businesses useless. Profoundly, the US Airways offers a low cost service to its customers while the America West offers similar services in addition to other favorable offerings to its clients (McNicholas 2). As such, a merger between these dominant airlines would mean increased competition pro the other airlines, which would result to low profit margins, loss of customers, and subsequent exit in the industry (Brent 92). Of course, not even a single airline would want this to happen so contesting against this marriage is a priority to most of the foreseen victims. Since the major problem facing the US Airways is the issues that resulted from its subsequent merging with America West, understanding that the US Airways should not lose sight of its mission and visions statements is imperative (Vasigh, Ken, and Liam 40). With reference to the US Airways statements visions and mission, the company seeks to provide safety and value to its customers (Moyer and Reynolds 75). Additionally, it commits itself into making every flight count and dedicates its corporate social responsibility department towards maintaining a sustainable environment. Although there has been no terror effects of any plane crash

Approaches to Effective Change Management Essay

Approaches to Effective Change Management - Essay Example It is important for change managers to be open for new ideas that may be significant in the change process, which encourages all the stakeholders involved to participate and own the organizational objectives, thereby making it possible for the change managers to accomplish their tasks (Ivancevich et al. 2007). Kotter (1996) observes that change management also requires that the important decisions be defended from denunciation by other players who might not be informed or whose interest might only be focused on resisting change irrationally. If change managers allow new ideas to be dismissed in such a manner, there can be no progress. However, while defending the ideas against criticism, it is important to consider the suggestions of others who might have a different perspective in regard to approaching change. For example, technical personnel who understand the organizational systems better can offer essential advice regarding the necessary changes that are beneficial. Flexibility i n decision making is important for change to be accomplished. In other words, change managers need to disregard the manner in which they have always approached matters related with decision making. They need to allow flexible practices that broaden their scope of thinking, which allows them to identify new opportunities and methods of working. Rigidity in decision making hampers innovativeness in organizations since they do not open up to change (Szamosi & Duxbury, 2002). In other words, organizational culture is important in determining the success of the change process. It may hinder or promote change and therefore change managers should be keen on maintaining a culture of flexibility in organizational decision making. Promotion of flexible working is also important to ensure that the employees are aware that the typical procedures followed in the workplace can be changed at the realization of any opportunity for improvement, which is significant in avoiding resistance to change a mong the organizational staff (Lines, 2004). According to Ivancevich et al. (2007), successful change management involves learning from past experiences. The change managers can use examples of situations where they failed in the past and apply the knowledge to avoid undesirable occurrences in the change process. In choosing the approach towards implementing new ideas, it is important to keep focused on the positive aspects instead of looking at the possibilities of encountering difficulties in the implementation process. Focusing on potential difficulties leads to undesirable pessimism that may hamper progress. Risks also need to be shared by forming strong partnerships that are also significant in developing new ideas (Szamosi & Duxbury, 2002). Bennett & Durkin (2000) observes that the information obtained in the change management needs to be analyzed and sorted out to distinguish between the vital information from the irrelevant. Failure of the change managers to make out the dif ference in such information leads to the presence of surplus data that makes the tasks even more difficult. Such situations cause exhaustion and low morale in implementing the organizational activities, and the change process may be abandoned before the change management goals are accomplished (Mourier & Smith, 2001). On the other hand, Lines (2004) observes that there is a tendency for managers and data collection staff to make assumptions that they collect all the information that can be accessed while they do not. In other words, improper judgment regarding the information received by the change managers leaves substantial information that might be useful to the management

Article Analysis Essay Example for Free

Article Analysis Essay The article entitled â€Å"The Last Frontier† is a discussion of China in the past decades that had been known as a Communist country wherein all the people must follow the rule of the government so that wealth is equally divided to all, which the Capitalists have no voice to the economic stand of the government. That is why people had no right to criticize the rule which freedom of expression is limited only to those who are in authority. Only those who are in position are the ones who have the access on government transactions. If you were caught opposing an issue about a transaction in the government, they will be caught and put into jail without a fair trial. That is how they perceive justice during those days. However, Chinese people today can do what ever they want from choosing what they wish for themselves like finding the right job, to even do marry-making on wherever they wanted and even having an organization to which they can look after their environment. There was also an instance that where in a group of people decides to take its ground against the ruling power but failed because their stand does not have a favor for the government. Even though thousands of protesters flocked the streets of China, the government still did not let anyone use this as a tool to overthrow their government. The very example on the futile rule happened during the massacre in Tiananmen Square wherein thousand of protesters where they call for democracy and stop to corruption had made paid for their lives. Thus, the government made a deal with its people â€Å"we will give you freedom to make money, but politics is off limits (67),† giving them a little access to whatever transaction that the government is into. Reference Author. Date. The Last Frontier. Publisher

Changing Policy on Medieval Heresy Essay -- essays research papers

Heresy, as defined by the medieval church, is 'an opinion chosen by human perception, found on the scriptures, contrary to the teachings of the church, publicly avowed and obstinately defended' (Moore ix). The word 'Heresy' originates from the Greek word, 'Hairesis', meaning 'choice' (George xi). During the Medieval time period, which stretched from the 700's to the 1400's, heresies became sought out as religious alternatives to the constraining Catholic Church (George 342, Roach 11). The common people began to become increasingly more educated (Roach 52). With this came the ability, the need, to question authority (Moore 3, Roach 59). Because of the Church's religious monopoly and the laity's demand for knowledge, heresy became a widespread practice across Europe during the Middle Ages, causing the Church to reconsider their methods of controlling the spread of heresy and devise new ways to appease the opposing heretical factions. The Roman Catholic Church, which had once been a unification of the churches of both the Byzantine Empire and the Western Empire, divided into the Eastern Orthodox Church and the Western Roman Catholic Church (Hamilton and Hamilton 4). The Eastern Orthodox Church, located in Constantinople, spoke out greatly against heresy: ?The Faith of the three hundreds and eighteen fathers assembled at Nicaea...shall not be set aside, but shall remain firm. And every heresy shall be anathematized? (Roach 10). The Church despised heresies and tried to abolish heresy using any method they could (Moore 8-10). Heresy?s spread through Europe was not appreciated by the Church, but it remained unquestioned by the larger part of the civilian population for a time because people began to make more choices in their lives... ...orced to reevaluate their means of suppressing the rising heresies and the heresies devised new ways to fit better into society (George xiv). Cited 1. George, Leonard. Crimes of Perception: an Encyclopedia of Heresies and Heretics. New York, Paragon House, 1995. 2. Hamilton, Janet and Bernard Hamilton. Christian Dualist Heresies in the Byzantine World c. 650-c. 1450. New York: Manchester University, 1998. 3. Lambert, Malcolm. Medieval Heresy: Popular Movements from Bogomil to Hus. New York: Homes & Meier, Inc, 1976. 4. Leff, Gordon. Heresy in the Later Middle Ages: The Relation of Heterodoxy to Dissent c. 1250-c. 1450. New York: Manchester University, 1969. 5. Moore, R.I. The Origins of European Dissent. Oxford: Basil Blackwell, 1985. 6. Roach, Andrew P. The Devil?s World: Heresy and Society 1100-1300. United Kingdom: Pearson Education, 2005.

Greggs plc Essay

1.0 Executive Summary Greggs plc intend to expand their operations into international markets in order to satisfy their overriding objective: ‘to be Europe’s No. 1 Bakery’. Germany has been selected as the host country and justification for this decision has been discussed. Moreover, Greggs will enter the German Bakery market through the employment of a ‘Foreign Direct Investment’ method, more specifically a ‘Sales and Production Subsidiary’. This report outlines the blend of marketing mix components used to position the offering; the implementation method adopted to ensure effective product and service delivery; and the control mechanisms utilised to make sure that objectives are achieved. 2.0 Introduction Greggs is the currently the leading UK retailer in the bakery market having experienced high levels of growth in 2002. The company achieved revenues of  £422.6 million, an increase of 11.9% on the previous fiscal. Its operating profit also witnessed an increase of 11.8% to  £35.3 million in 2002. Their popularity has rapidly increased as consumers are seeking quick, convenient and indulgent foods to complement their fast-paced lifestyles . Greggs is actively expanding their operations and have over 1,200 retail outlets under the Greggs and Bakers Oven brands . They entered into the international arena in 2003 with the opening of two outlets in Belgium. This strategy was pursued in order to fulfil the company’s long-term objective of becoming a leader in the European market place. Further international expansion will therefore satisfy their current objectives and enhance their presence in the European bakery market. 2.1 Report Objectives To justify market choice To undertake internal and environmental analysis for the home and host country To identify the most appropriate foreign entry strategy To tailor a services marketing mix to requirements of the host market To suggest methods of implementation to allow successful market penetration To monitor the progress of this venture through the employment of control mechanisms 3.0 Mission statement â€Å"We intend to be Europe’s finest bakery-related retailer, achieving our ambitious growth targets by attaining world-class standards in everything we do. Our purpose is the growth and development of a thriving business for the benefit and enjoyment of employees, customers and shareholders alike. 3.1 Values Greggs is a customer-focused business, seeking to provide excellent products and services that deliver enjoyment and value-for-money. We are committed to people development, within a considerate culture that combines autonomy and accountability and maintains a strong focus on profitability. In all our activities, we aim to achieve excellence through continuous improvement†. 4.0 – Market Choice Cannon and Willis propose a method of â€Å"simple elimination † to identify a potential host market. This method of market choice ensures that the remaining country satisfies all main criteria highlighted by the  organisation. The diagram below shows a systematic approach to finding a suitable market for Gregg’s expansion. Industrial, economic and cultural factors will be integrated into the selection process as these are central to Greggs’ operations in addition to their main aim: ‘To be the no.1 bakery retailer in Europe.’ Parallel to their objectives, all non-EU countries will be excluded from the selection process. Greggs’ second priority is to enter markets which display fast growth in bakery markets. The countries with the highest levels of category growth are shown below: Figure A Country Cakes and Pastries Market – % Category Growth 1995 – 1999 Portugal 4.60% Germany 3.70% France 3.60% Spain 1.80% Denmark 1.80% Using this table, Greggs may eliminate Denmark and Spain from their market choice selection process. Psychological distance between the home and host country can also determine the success of international activities and thus have been incorporated into the process. The French have a wide selection of elaborate, exquisite and gourmet dishes. This contradicts the typical product proposition offered by Greggs. Although Greggs could consider a focused differentiation strategy targeting niche  markets, the abundance of specialist bakery retailers would suggestively make the French bakery market difficult to penetrate effectively and therefore exclude it from further scrutiny. Portuguese market trends highlight an increasing demand for â€Å"wholesome, family products â€Å". In contrast to the latter, Greggs offer an ‘on the move’ food proposition which is typically consumed individually rather than in a family environment. Suggestively the Portuguese are reluctant to embrace new food offerings as research illustrates a strong preference for traditional cuisine served in traditional restaurant settings . Moreover the market is dominated by both high street retailers such as Podaria Popular and industrial manufacturers thus implying high barriers to entry are high. Having adopted this process of elimination, Germany appears to be the prevailing market choice. Despite the high labour costs, long vacation time and slow economic growth , Germany’s overall economic performance is the 3rd largest in Europe and consequently presents itself as an attractive market choice for Greggs. â€Å"Products with a convenience character are continuing to prove popular in the German bakery market, ranging from ready to eat and impulse products to in store bakery products â€Å". Furthermore, â€Å"across the bakery market, international bakery specialties such as croissants, ciabattas and baguettes are rising in popularity, a reflection of higher consumer demand for more non-traditional or novel products â€Å". This market therefore presents itself as an ideal location for Greggs to expand their international operations. Greggs will pursue a ‘concentration’ technique with regard to country and customer target group. â€Å"A company may concentrate its efforts by entering countries that are highly similar in terms of market characteristics and infrastructure to the domestic market â€Å". This will enable Greggs to minimise risk and benefit from cultural fit. Moreover, as in the UK they will concentrate efforts on a focused target audience. 5.0 – Internal and Environmental Analysis 5.1 – Internal Analysis 5.1.1 Strengths Internal strengths need to be assessed to identify assets, capabilities and core competencies that are transferable to the host country. Greggs is a well recognised bakery retailing brand in the UK which aims to â€Å"create a single and cohesive Greggs brand nationwide â€Å". This is being executed using a coherent and consistent promotion of the company’s proposition and brand across the country. Greggs have sustained a strong cash flow which allows them to invest money in maintaining in their retail outlets, bakeries and brand. Key investments include significant funds spent on production facilities to support the growth of retail operations. Greggs actively seek to position their stores in prominent locations relative to distribution channels and customer access. Greggs stores are typically located in busy and heavily populated towns where their fast and convenient proposition is ideal. In response to the 6.4% increase in demand for takeaway foods , Greggs is adapting their servicescape to cater for these growing needs. 5.1.2 Corporate Culture Greggs operates in a risk taking corporate culture which allows them to be innovative and responsive to market changes. They believe in providing high customer service aiming to retain customers by inducing loyalty and trust. They place great emphasis on motivating and empowering employees as they believe that continued growth of the business is a reflection of the workforce . These competencies are transferable and of equal value to the  German marketplace. Greggs are actively expanding their operations internationally in order to spread risk, increase international brand awareness of their product portfolio and exploit fast growing new markets. 5.1.3 Value Chain Greggs UK have produced a ‘Value Chain Analysis’ which is â€Å"an analytical tool that describes all activities that make up the economic performance and capabilities of the firm .† This can be used by Greggs to exhibit core competences that can be exploited in the host market . 5.2 – Environmental Analysis The environmental analysis aims to identify the current situation of the German bakery market using relevant tools of analysis and international research methods. A PEST analysis has been used to identify influential factors for Greggs in Germany as discussed. 5.2.1 International Marketing Research â€Å"Marketing research refers to gathering, analysing and presenting information â€Å". It is the lack of knowledge on foreign markets that is one of the major barriers an international marketing manager must overcome . It is therefore imperative that Greggs formulate an effective market research strategy as the first step in overcoming this barrier. In this case, international marketing research was carried out for the purpose of reducing potential risk and providing us with a final systematic and objective approach for our proposition. Primary research has not been undertaken due to the limitations of this report. However, if Greggs were to implement this internationalisation  proposal, primary research would be an imperative tool when considering market choice. These could include qualitative methods such as interviews and observation. Secondary forms of research carried out have included Government reports, Internet sources and textbook literature, and further strengthened by journal articles. This variety of data collection methods helps to provide a rich analysis from numerous sources as a foundation for decision-making. From this research the following factors have been taken into consideration when considering Germany. 5.2.2 Social & Economic Environment Social factors, as outlined in the PEST analysis outline the increasing trend towards ‘on the go’ consumption. This reflects the busy lifestyle of the working population in Berlin hence the choice of location. The economic factor of high disposable income also provides an attractive reason for Germany as consumer spending is high. 5.2.3 Prospective Country Culture Greggs may use the Hofstede model to â€Å"identify persuasive fundamental differences of national cultures † and thereby assess their cultural fit. â€Å"According to Hofstede, the way people in different countries perceive and interpret their world varies along four dimensions: power distance, uncertainty avoidance, individualism and masculinity .† The German culture is a low context and explicit, perhaps ever more so than the British. Moreover, â€Å"the German national mentality is of a relatively high level of uncertainty avoidance. The Germans do not like a sense of insecurity which makes them feel uneasy in business. (Germans work with) hard facts, and sound arguments â€Å". There are therefore slight cultural differences that the UK management team will have to consider upon entering the German market. 5.2.4 Market Competition Competition in the German market is a key variable of Greggs’ success. Figure B- Competitor Analysis Germany cakes and pastries market share (% value) by company Manufacturer 2000 2001 Bahlsen 11.2 9.1 Lady Cake-Feine Kuchen 8.0 6.9 Dahli Kuchen 7.4 7.2 Grossbà ¤ckerei Wendeln 7.0 7.0 Dan Cake 3.2 3.4 Kuchenmeister 7.8 11.3 ABK 9.0 8.6 Private Label 15.1 16.5 Other 31.3 30.0 Total 100 100 It is therefore important to identify, analyse and monitor competitive movement. Figure B illustrates the potential competition in the German bakery market in accordance to market share 5.2.5 Geographical Climate Greggs’ sales are affected only by climatic extremes – very hot weather can depress demand for bakery products, and prolonged rain or snow can make people reluctant to go out and make their usual daily purchases . This pattern is mirrored in Germany and therefore fluctuations in sales must be accounted for. 5.2.6 The German Market The use of the Porters 5 Forces model has recognized the attractiveness of the German bakery market through the identification of barriers to entry and potential substitutes . 6.0 – International Marketing Objectives In light of the organisations resources and competencies, the following objectives have been established: 6.1 Short Term Objectives Utilise promotional mechanisms to encourage trial and to inspire customer loyalty to the brand By fulfilling this objective, Greggs will be working toward securing a loyal customer base thereby defending themselves, to a large extent, from competitors. Conduct quarterly pricing reviews to ensure that prices remain competitive with rivals By ensuring competitive prices, Greggs’ reinforce their commitment to offering ‘value for money’ as highlighted in their mission statement. To ensure all employees receive high standards of training that is reflected in high quality service to the consumer Greggs corporate strategy highlights the importance of a fun and supportive working environment. They promote themselves as being a â€Å"great place to work † and encourage personal development. This in turn reflects on their high quality service offered to the end consumer. 6.2 Long Term Objectives To continually monitor, anticipate and challenge competitor movements in the bakery market. This will allow Greggs to remain innovative and develop new and adapted recipes in response to market changes and consumer needs. To strengthen and build upon our place market to achieve 4% position by 2010. This will be achieved through â€Å"core growth and introduction of new outlets â€Å". It will enable Greggs to be a proficient player in the German Bakery market (see Figure B) To broaden the Greggs product portfolio by 5% year on year. This will permit Greggs to expand their operations, in line with their growth ideals, and additionally offer a larger product range to ever-evolving consumer needs. To launch a further 6 stores in Germany by 2010 thus expanding scope and influence. This will facilitate Greggs strive towards achieving their main aim: ‘To be Europe’s finest bakery-related retailer.’ Increase awareness of the Greggs brand in the German bakery market By attaining brand awareness, Greggs will able to insulate themselves, to an  extent, from the wrath of competition. The German bakery market is largely fragmented thus making it an attractive market for potential new entrants. 7.0 Foreign Market Entry Strategy â€Å"Firms deciding to enter a foreign market face a critical decision in choosing the best market entry mode to service the market. This decision is crucial because it can have an ongoing impact on a firm’s international business performance .† Root (1994) suggests three different rules ‘Naà ¯ve rules’, ‘Pragmatic rules’ and ‘Strategy rules’. However as a result of the increasingly heterogeneous nature of the international market, it is important that Greggs do not generalise their approach, but adapt each entry mode according to the host market. The mode selected in Belgium therefore, may not be entirely applicable to Germany. Based on this rationale, Greggs will be employing ‘Strategy rules’ which is when all entry modes are compared and evaluated before a choice is made . Moreover, according to Hollensen (2001) â€Å"some firms have discovered that an ill judged market entry selection in the initial stages in the firms internationalisation can threaten the firms future market entry and expansion activities â€Å", hence illustrating its importance to Greggs plc. Greggs will need to consider the main groups of entry mode influencers prior to choice in order to identify the most appropriate and profitable mode. 1) Internal Factors According to the Company’s Act (1985), firms with over  £5.75 million in turnover and over 250 employee are classified as large. Greggs more than qualifies this with a turnover of  £422.6 million and employment of 17600 people in 2003. This provides them with an adequate resource capability to open up a sales and production subsidiary in Germany. Moreover, in developing their theory of internationalization, Johanson and Vahlne 1977 assert that â€Å"uncertainty in international markets is reduced through actual operations in foreign markets (experiential knowledge) rather than through the acquisition of objective knowledge .† Greggs have already ventured into Antwerp and Leuven in Belgium hence increasing their experiential knowledge and expertise. Greggs produce is fresh and baked goods. In order to maintain this stance, the only feasible option would be to produce, as well as sell in the host country. Additionally, because Greggs will promote themselves as a British company, they will be communicating a clear differential and competitive advantage. 2) External Factors Both the UK and Germany are members of the European community thereby reducing their Socio-Cultural distance. This proximity between countries will therefore favour hierarchical modes of entry. Due to the proximity between countries perceived risk is reduced. Companies are therefore less reluctant to pursue more involving modes of entry. It has been stated that â€Å"the size of the host country is an important attraction to foreign direct investment † as large and growing markets will make management more likely to commit resources to the development of a wholly owned subsidiary . With a population in excess of 825 Million people in 2002 Germany is evidently a large and growing market making it an ideally suited to a FDI mode of entry. Moreover, the German bakery market is highly fragmented which reduces barriers to entry in the form of dominant competitors. All other variables being equal, the higher the intensity of competition, the more likely a firm is to select an export mode of entry. The German cakes and pastries market is made up of several small players each of which occupy small proportions of the marketplace . This presents itself as an ideal  proposition to Greggs who will be able to establish themselves without dominant opposition. 3) Desired Mode Characteristics The choice of mode of entry will also depend on the attitudes of the decision maker. Although it is difficult to determine how pro-risk or risk averse Greggs Managing Director Sir Mike Darrington is, one may assume from their hierarchical entrance into Belgium that a high risk, expansionist strategy has been adopted and will be pursued. The degree of control that management desire over operations will help establish which mode of entry to employ. Hierarchical modes allow high levels of control over operations ensuring that the latter are carried out to Greggs specification. All else being equal, the greater the resource investment, the lower the flexibility of the business. Consequently, if Greggs pursue a hierarchical mode of entry, they will have to consider their potential limited flexibility. The above suggests that Greggs’ would benefit from a hierarchical mode of entry as it satisfies all criteria for the latter. This is where the firm completely owns and controls the foreign entry mode. However, regardless of the apparent control over operations specified by this mode, the degree of control that head office can exert over the subsidiary depends on how many and which value chain functions can be transferred to the market. Having reviewed all alternatives, its was decided that a Sales and Production subsidiary will be introduced in Germany leaving the Research and Development and Marketing activities to be conducted at home in the UK. According to Hollensen (2001) , having selected this mode of entry, Greggs  will benefit from having full control over the whole operation. Moreover, Greggs has long term market potential in Germany and therefore the ownership of a sales and production subsidiary will enable Greggs to build a strong international presence over a long period of time. This method also eliminates the possibility that a national partner gets a ‘free ride’ and allows Greggs to gain market knowledge directly. A sales and production subsidiary will facilitate rapid entry to the German market allowing quick access to its distribution channels. Plus, no transportation costs will be incurred as raw materials will be purchased in the host country. In addition to those proposed by Hollensen, Greggs may benefit from being able to adapt the ingredients used to German tastes. They can additionally tailor the servicescape to German preferences. Greggs produce is non-durable and therefore it would be inappropriate to needs to be produced and sold quickly as it is predominantly sell fresh food. Retaining R&D and Marketing operations at home will reduce costs and risk. Having established themselves in the German market, Greggs may consider transferring these operations over in the future. Moreover, employing a hierarchical mode will enable Greggs to exploit new market opportunities as soon as they arrive with minimal delay. In line with the latter, Abell (1978) concept of a strategic window states that there are only limited periods during which the fit between the requirements of the market and capabilities of the firm are at an optimum . Investment should therefore be timed accordingly. Although, this method will require a great deal of investment in terms of time, money and commitment, research has shown that â€Å"the profit returns generated by foreign direct investment modes are usually greater than those generated by exporting â€Å". According to the Uppsala Internationalisation Model, companies begin their internationalisation process a) by moving into relatively close markets  first then more distant ones and b) companies entered new markets through exporting. Although at face value it appears that Greggs’ strategy contradicts the assumptions of model, it does however highlight the following exception: Firms that have larger resources can take larger steps with fewer consequences. Arguably Greggs fall under this category. This model also suggests that firms start by entering markets which are nearer in terms of psychic distance hence reducing uncertainty. Germany is considered relatively near and despite language barriers, the German culture is similar to that of the UK as highlighted in the ‘Environmental Analysis’ section of this report.

Principals of Microeconomics Essay examples - 1372 Words

In the modern economic system presented in the world today, microeconomics, and the study of such, is a vital part of the budding economic scholar. In most circumstances, microeconomics is based on the cumulative study of how individuals and firms, or a combination of the two, make decisions regarding the allocation of resources, typically in markets where goods and services are bought and sold. This allocation, or optimization of limited funds through distribution, usually follows 2 standardized theories: the Consumer and Producer. Consumers usually choose to maximize their available preference in the market, with a limited income value or time aspect. This is evident in the world economy, with consumers always being fiscally motivated†¦show more content†¦Within these categories, many sub-markets branch out. Competitive Markers are the most common, having many sellers providing similar products to many buyers. Competitive businesses make profit based off of the relationshi p between net and gross income, and depend on providing a more reasonable price than its competitor. This type of market is seen mainly with a capitalist economy. Monopolistic Markets are similar to Competitive, but they differ in the type of product. Monopolistic businesses provide differing items that all provide a common service. A Monopolistic business gains profit by providing a product that the same basic service as another business, but differs in small details that contour to different types of buyers. The auto industry, proving scooters, motorcycles, automobiles, and other forms of differing transportation is an example. Oligopolistic Markets are less common, but still prevail in the modern economy. An Oligopolistic business is one with few competitors, basing its revenue off of â€Å"outsmarting† its opponents by analyzing their decisions and predicting the outcome. Having an analysis of an opponent provides the basis for Oligopoly, as income is based on providing a product that has more features than another product, released to the public around the same time. The Cellular industry provides a pristine example of the Oligopolistic Market. A Monopoly is one of the more rare markets, mainly dueShow MoreRelatedEssay on Microeconomics and the Board Game Monopoly1024 Words   |  5 Pages All I ever needed to know about microeconomics I learned from the Hasbro board game Monopoly. Some people, like myself, need practical models in order to understand certain concepts and theories. In our text book The Economy Today it completely ignores the intrinsic value of business decisions because you can’t put a numeric value on it. The game Monopolyâ„ ¢ is all about the numbers. In the game of Monopolyâ„ ¢ you have goals: The object is to bankrupt all opponents. 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