Importance Of Strategic Planning For Food Service Business Marketing Essay

Importance Of Strategic Planning For Food Service Business Marketing Essay Strategic planning is important for the food service business, because it matches market opportunities with business strengths and provides direction to achieve set goals. A strategic plan is a roadmap for food service business; it defines the objectives for each critical area of à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹business development, including organization, management, marketing, sales, target customers, products, services and finances. This enables an organization to successfully draw a path and progress towards the set objectives. Function Each level of the food service business can benefit from a well-written strategic plan. A strategic plan should be established before the start of the company, used to as a flexible document during the first year in business and eventually be updated annually during the life of the operation. Although nearing the end of company, strategic plan helps the business, which includes information about the ownership transition benefit. Features The most important elements of the food service strategic plan includes a summary, mission statement, company vision, industries customer profiles, descriptions of all products and services, competitors information, organization and management structure, marketing strategy and key financial statements that include balance sheets, profit loss statement and cash flow statement. The strategic plan is easy to read and understand the companys operations. Most important is to be effective to be used as a measuring tool strategic plan throughout the year. Considerations In the creation of strategic plan, owners should collect information such as company mission statement last years vision, target customer base data, departmental budgets and financial documents that include a balance sheet, profit loss account and the cash flow statement. Key findings from the past year are very important to the partners, directors, officers or key employees who will be working on the companys strategic plan. Advantages Strategic plan gives owners peace of mind, knowing that the company is on the right path towards success. In difficult times, the realization that requires certain aspects of attention is priceless. Owners may be surprised that the communication be improved to find within the company. Company employees can benefit from a better understanding of their roles and the direction of the company. Invest the time in a strategic plan, and the company will be on the road to success. Importance of Mission Statement for Food Service Business (Restaurant) A mission statement is written in the best cooperation. The decision makers in society should sit down and talk about their thoughts and how they want to represent the company to the public. Ideas should be bandied about, considered and voted then. Once they thoroughly discuss, write and re-write the statement, they should make sure that it is something that people know to appreciate and buy customers. It should provide a statement that remains relevant no matter the difficulty of the enterprise, and can serve as an instrument to overcome the adversity rallying the troops. Mission Statement Our mission is to use superior product, service and management innovations to build a global foodservice company that serves value and quality-driven meals, demonstrates transparent integrity in the marketplace and has one of the best rates of return on invested capital in the foodservice arena Mission Statements role in Companys Success The above mission statement is firm articulation of the companys customers, employees and the world about the purpose of its existence. Obviously, our food service business exists to make money, to maximize profits and equity value, but our mission statement is more on the front than the bottom line. Our mission resonates with the public and tells them why it would be advantageous to do the business with our company. This mission statement represents the companys vision, as the company wants to be seen by our clients. Mission statements include a statement of purpose, a business statement, and an indication of the companys values. The indication of the purpose expressly the purpose of the company, in our case, a food service companys purpose is to provide the target market with quality food. Mission statement should inspire the staff. Thus, our mission brings a certain focus on the employee as the purpose of their work, crystallized, and they are able to see the value of their contribution. Customers are reassured when they are exposed to the mission, as they will be able to see that the company is on its purpose (value driven quality food). There are several things that our Mission Statement addresses, 1), who are our customers, 2) what are their needs and desires, 3) how I can meet those needs and wants, 4) What are the values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹that have built our company at present, 5) What values à ¢Ã¢â€š ¬Ã¢â‚¬ ¹Ãƒ ¢Ã¢â€š ¬Ã¢â‚¬ ¹are our company want to have that there, 6), we are all constantly veering together with a single purpose or individual course. Importance of Vision Statement for Food Service Business (Restaurant) Vision Statement Companys well-trained staff, careful planning, targeted market segments, excellent menu, unique value proposition, product quality, hours of operation and accessibility will ensure that Company has a promising future. The management style is flexible, progressive and energetic. Enthusiasm of the management and associates will greatly stimulate the envisioned growth. Vision Statements role in Supporting Companys Mission An organization develops a vision statement and a comprehensive and inspiring mission statement, does not lose the opportunity to present themselves positively to existing and potential stakeholders. All organizations have customers, employees and managers, and most companies need creditors, suppliers and distributors. The vision and mission statements are effective vehicles for communicating with key internal and external stakeholders. The capital value of these statements as tools of strategic management is derived from its specification of the ultimate goals of a company. Entrepreneurial vision provides a context in which people can make decisions at all levels. A shared vision is like a compass and distant destination in the mountains. If you give a group of people a target point and then turn them loose in the mountains in order to reach this goal, they will probably find a way to get there. You may encounter obstacles and bad curves on the road, but with the general direction of the compass, a clear end goal and the belief that they work to a worthy goal, they will probably reach the target. Key objectives and Companys Success Key objectives Establish a financial culture of positive net profit from day one in operation. Successful development of the first two stores in thirty-six months. Achieving accumulated revenue for the first thirty-six months of Companys operations, through two operating stores of $5 million. Creating a Dining Icon in the marketplace through flawless execution of standards and companys core concepts at every level of each stores operations. Become a market leader in the fast casual segment nationwide USA. Key objectives and Companys Success Meeting breakeven point and achieving net profit from day one in operations will make sure that the company is on right track. This will also enable the company to meet its long-term growth funding requirements from within the company, thus eliminating the need for external funding. Operating the second store within first three years will ensure the companys growth. It will also increase the brand visibility which will help increase daily customer visits. Achieving five million dollars in revenue will make sure that the company has enough cash to fund its future growth plan and enable the company to use its internal resources for future funding requirements. Our companys initial two restaurants will provide live operational insight into key areas that affect customer service, product quality and profit performance, including: size of future restaurants; future equipment mix; optimum floor plan for the concept; optimum restaurant staff strength; optimum scheduling-to-peak-demand strategy; and menu-mix based on customer preferences reflected in sales reports. Information from the pilot will contribute to a successful roll-out of the restaurant throughout the country.

Hip Hop and the Black Urban Experience Essay -- Music Essays

Hip Hop and the Black Urban Experience From its conception, hip hop has been branded as music for uneducated street hoods. But, the debut album of the obscure group, Midnight Voices, shatters this stereotype with its thought-provoking commentary on the Black experience in urban America. Featuring saxophone, keyboards, guitar, bass, and percussion, along with the scratches and cuts typically found in rap, Midnight Voices delivers its urgent message of racial injustice with its equally impressive music. The group merges the styles of hip hop and funk to create a refreshing alternative to mainstream rap, which is often characterized by the repetitive sample of beats. In doing so, the band effectively expresses the lyrical content of the songs through its music, and succeeds in creating a complementary blend of provocative lyrics and musical ingenuity. True to the mysterious character of their name, Midnight Voices opens the album with a curious chant titled â€Å"If You Knew Us.† Beginning with a gradual fade-in, the group chants the puzzling phrase â€Å"If you knew us, then uh . . .† repeatedly and without any musical accompaniment. A steady rhythm is maintained throughout, even when the Voices modify their chant by including their names. After the chant is repeated a few more times, the group throws in yet another mysterious line, which further heightens the listener’s curiosity. The line, â€Å"If you knew the voices, then uh . . . you would know the world and uh . . .† provides a hint to the listener of the social commentary to come. The chant then returns to its first verse, and slowly fades out. This short piece serves as an introduction to both the group and the general message of their music and album. The dr... ...n to the musical background. By not using any fancy accompaniment, the group shows that the power and effectiveness of their music need not necessarily be enhanced by any studio tricks commonly used in today’s hip hop and popular music in general. Wylie even comments on the effectiveness of this simplistic approach in raising issues to his listeners: â€Å"R you ready for the relevant rapper/rampaging never running/with knowledge I’m stunning/and gunning/down ridiculous rhymes/that rely on Romper Room beats/no knowledge? Why?† Throughout the album, Midnight Voices manages to dispel the popular belief that hip hop is not â€Å"real† or â€Å"respected† music. Through the group’s gripping lyrics and original music, Midnight Voices has succeeded in proving that rap should be recognized as a unique cultural expression, as worthy of respect as any other art form out there.

Humanitarian Intervention Essay -- Human Rights

The debate of humanitarian intervention and the responsibility to protect have been discussed in international relations discourse more seriously within the last 60 years. The major historical developments which have led to an increase in the intensity of these debates have had beneficial and detrimental effects on Earth within the last 20 years. Several factors have contributed to this including; globalization, the rise in international accountability, an increase humanitarian consciousness to prevent major atrocities from occurring, the expansion of territorial to global responsibility of the western world, and the realization of the western world that regional sovereignty no longer accounts for national security. To develop an opinion on the subject of humanitarian intervention and how beneficial it has been to global justice one must examine the institutions which were created to achieve peace, justice, deterrence, and international stability. The military tribunals following WWII for Germany and Japan called the Nuremburg and Tokyo trials enlightened the victors of the great war. As a result the Allies felt it was essential to create an over-arching legal system of governance in the international spectrum. These trails established that human rights violations which once only gave rise to state responsibility now could be prosecuted against individuals. These trials also brought about the realization in the international community that international law can over-ride domestic law. In 1945 the United Nations was established with the goal of creating international principles and policies which would bring order to the chaotic international political and legal reality. Following WWII nations around the world recognized the nee... ...asure of justice if it is applied to all victims of the Earth not only ones in which major powers have vested interests. Works Cited â€Å"The Failure to Protect, Again: A Comparative Study Of International And Regional Reactions Towards Humanitarian Disasters In Rwanda And Darfur† Hagar Taha http://soas.academia edu/HagarTaha/Papers/609868/The_Failure_to_Protect_Again_A_Comparative_Study_Of_ International_And_Regional_Reactions_Towards_Humanitarian_Disasters_In_Rwanda_And_Darfur â€Å"War Crimes Law Comes of Age† Theodore Meron â€Å"Counter-hegemonic International Law† Balakrishnan Rajagopal â€Å"Essentials International Criminal Law† Slye and Van Schaack â€Å"R2P Alive and Well After Lybia† Thomas Weiss â€Å"The R2P Controversy† Ramesh Thakur and Mary Ellen O’Connell â€Å"Reflections on the Legality and Legitimacy of NATO’s Intervention in Kosovo† Nicholas Wheeler

Husbands Gender Ideology Essay -- Gender Roles, Women

In response to why women remain investing significantly more time in unpaid housework than men (see Shelton and John, 1996; Coltrane, 2000 for a thorough review) and specialised in types of housework, empirical work done by researchers in economics background focuses on relative resource approach that builds on Becker’s model of exchange. Nevertheless, the economic approach is far from satisfactory in explaining why married women who are financially independent perform more housework than their spouses. This brings the argument of gender ideology from the perspective of sociologists. The allocation of time among family members in the work that needs to be done, both in the market and in the household, has important implications for the household’s consumption possibilities. Extending the benefits of labour specialisation that documented in the standard economics textbook, Becker (1985, 1991) suggests that multiperson household often find it beneficial to specialise to some extent in the activities that they undertake, based on comparative advantage. A salient example of such intrahousehold specialisation is married men specialised in market work and married women in household production. This historically division of labour within households is arranged on the basis that women accumulate less human capital. Given women’s relatively lower opportunity cost in work outside the home as compared to men, household members would arrange spouses’ labour in a manner that women should allocate more time to household labour and less to market work in or der to yield a maximum utility for the family. However, women nowadays have acquired as much human capital as men be it in education, labour market experience, occupational attainme... ...economic dependence in housework performed between husband and wife, Greenstein (2000) also found a ‘U’ shaped pattern for women, in which breadwinner wives undertake a greater share of housework than their husbands and a reversed ‘U’ shaped for economically dependent husbands. However, Greenstein emphasise the process of deviance neutralisation instead of gender display in the division of housework. The author suggests that to neutralise a nonnormative provider role of women in the family, both husband and wife may restore to a traditional attitude to make up for gender deviance even if the relative resource approach suggests that the husband should share far more housework. With these theories and fact of the past as the backgorund, we turn our attention to the married couples in Kuching city to account for the asymmetrical distribution of household labour.

Strategic Plan :: essays research papers

Partnerships Because public and private interests in downtown are so inextricably entwined, it is essential that all interested parties work cooperatively to identify and achieve shared objectives. Both public and private investments shape the character of the downtown environment – in terms of how it looks and how it functions. Only if these investments are coordinated can maximum benefits be obtained. When the Center City Commission initiated a strategic plan in 1999, it was responding to the recognized need for a collaborative planning process that both articulated long-range directions for Downtown Memphis and identified short-range action steps to help reach those goals. Two years later, the results of that effort are impressive. In addition to millions of dollars in private and public investment for capital projects, Downtown Memphis has managed to retain†¦ Also significant is the steady improvement in public perceptions of Downtown as measured in the survey conducted by the Center City Commission. While the progress has been considerable, challenges remain, and new trends and influences pose both opportunities and threats to continued prosperity for Downtown Memphis. In light of this, the 2002 Strategic Plan Update planning process was initiated for the purpose of re-examining the issues and priorities established in 1999 Strategic Plan and developing an action plan for the next five to seven years. The process of preparing the Revised Strategic Plan and fulfilling the aforementioned goals was heavily staff driven; but a number of groups were involved in the refinement of the work product and the adoption of the recommendations. Public Meetings throughout the City were held to give downtown stakeholders (property owners, business owners, developers, residents) the opportunity to share their visions and to review the proposed goals of the Center City Commission. In addition to the input from the public meetings, many interested citizens wrote letters to the Center City Commission and completed a survey that was placed on our website, www.downtownmemphis.com. Survey results---- The long-term goals for the development of the Central Business Improvement District reflect the public’s value of some very basic items, such as safety, transportation, usability, and appearance. The goals also reinforce the public’s appreciation of several major anchors within Downtown – the Riverfront, the Main Street Mall, center city neighborhoods, and cultural attractions—that make Memphis unique. A Thriving Central Business District Background on Economic Conditions†¦.(information off of our Fact Sheets) Housing Office Retail Quality of Life Tourism Sustaining Main Street Mall The single most important element in any downtown is its â€Å"Main Street,† the street where retail activity should be concentrated.

Analysis of Motives and Prospects within the OLI Framework: A Case Study of German FDI in China

Abstract This study deals with an analysis of German FDI in China using the OLI framework, an eclectic framework for analysing FDI. Other theories that aid in explaining German FDI’s motives and prospects in China are the internalisation theory and the product cycle theory. This study is mainly qualitative, using secondary data from existing literature. It suggests that German FDI is guided by internalisation advantages, location-specific advantages, and ownership advantages in its motives and prospects in the Chinese market. The internalisation advantages for German FDI in China include incentives derived from conducting such FDI in the country over other locations or through exporting. Location-specific advantages are identified as cheap, trained labour, export-oriented nature of existing FDI, quality of local infrastructure, access to natural resources, and cooperation agreements with local suppliers and the Chinese government. Ownership advantages, on the other hand, are identified as technology-based infrastructure and management know-how. Introduction This report deals with the analysis of motives and prospects within the OLI framework, focusing on a case study of German foreign direct investment (FDI) in China. To begin with, it is important to define and describe what the OLI Framework is. The OLI framework was developed by Dunning (2010) and is considered an eclectic approach to the study of FDI. It has been a guaranteed viable means to think about MNEs, which likewise paved the way for a range of applied works in economics and international business. Albeit it does not constitute a formal theory in itself, the OLI framework is nevertheless helpful in classifying many recent empirical and analytical studies concerning FDI (Reinert et al., 2009). Foreign direct investment (FDI) has been an important characteristic of globalisation. It is different from portfolio investment since it involves a package of assets and intermediate products and is generally carried out by MNEs (Blanco and Razzaque, 2011). Germany is China’s mo st important trade partner from Europe. In 2003, German companies were placed as the top European investors in China and were ranked as the seventh largest investors in the country. Albeit the ˆ7.9 billion investment of German companies in China comprised a tenfold increase from 1995, this only constituted 1.2 per cent of total German FDI. Most of these investors were manufacturing companies (around 2/3 of all German investors). Some of the pioneer German companies in China are Bayer, Siemens, and Volkswagen, which have been doing business with China for more than a hundred years (Reinert et al., 2009). China has large market potential as proved by about 76 million abundant consumers in the country, which is even larger than Germany’s total population. China is also characterised by low-cost assembly line, which serves as a major driver for investing in the country. Apart from it, its WTO membership has been an important driving factor behind German FDI, as WTO enabled ea sier access to China’s market (Bao, Lin, and Zhao, 2012; Reinert et al., 2009). The issues besetting German FDI in China are the unrelenting legal uncertainties in the country, as shown by the lack of intellectual property rights protection; limited market transparency; the rapidly changing regulatory framework conditions and obstacles; inadequate potential supplier networks; and difficulty in searching for relevant market information due to the problem involving the identification of individual market segments (Reinert et al., 2009). Potential German investments also face high input prices in China, such as high prices for raw materials and electricity, thereby making it all the more difficult to attain profit margins. There is also a rising competition in China in the midst of the growing attractiveness of its market. Given this context, this research intends to look into the intentions and outlook of German FDI in China, using the OLI framework to evaluate them.1.1 Objecti ves of the ResearchThe objectives of the research are described as follows: To analyse the German FDI in China in terms of its motives and prospects within the OLI framework; To describe the theoretical underpinnings surrounding German FDI activities in China; and To analyse how the OLI framework functions as a relevant model for the dynamic development of MNEs and German FDI within the increasingly growing Chinese market. Literature Review This part of the research report presents an array of published works relating to the topic of investigation to give light to the important concepts and to serve as evidence to the claim that may be posited. It also involves a description of methodology and data used.2.1 Methodology and Data UsedThis research is characteristically qualitative, which means that it is value-bound and relies on interpretations. It is predominantly inductive and is carried out in natural settings, discounting the use of quantities and measurements, which are confined within the domain of quantitative research (Klenke, 2008). This research also uses a case study method, which is described as â€Å"the study of the particularity and complexity of a single case† (Simons, 2009: 19), which in this report is the German FDI in China. Case study as this report’s research approach acknowledges the tradition in which it is drawn upon, specifically qualitative research (Simons, 2009). Secondary data a re solely used for this report. These are data that have been collected by a person (e.g. an author) and are being used by another (e.g. a researcher) for his/her own purpose (Oleckno, 2008). These data are therefore non-original. In this research report, they are mainly taken from books, academic journals, and relevant online resources relative to the topic being investigated. The search engines used to locate the needed materials are Google, Scholar Google, and Books Google, from which a number of sources have been uncovered. The journal articles utilised from these search engines are published by Wiley and Elsevier.2.2 Literature Review on the Motives and Prospects of German FDI in ChinaAccording to Zhang (2005), China’s location characteristics would help to understand and appreciate massive FDI in the country. The four determinants of China’s location-specific factors for the influx of FDI are its export-promotion strategy for FDI, its dominant availability of che ap labour, and export-orientation of FDI injected by the countries entering China. In the case of Hong Kong and Taiwan, unique links with China (the Chinese connections) are important determinants. The study uses a qualitative method and a case study design in dealing with the subject matter. Its applicability to the topic under investigation is seen in its direct focus on FDI in China and how China has flourished as a location for countries to engage in FDI. The limitation posed by the study is its emphasis in Hong Kong and Taiwan and does not include German FDI, which does not however mean that the study is already totally irrelevant. In the work of Chen and Reger (2006), German FDI in China has been described as one that has grown larger in size and of higher quality (alongside related technological activities), with long-term motives and broad market orientation. German FDI also seeks new markets and expands market shares within China. The authors second Zhang’s (2005) ea rlier claim for FDI determinants in China, such as cheap, abundant labour, and export orientation; and added some more, including China’s huge domestic market, access to natural resources, and enforced tax incentives. The research approaches used by the authors include a mail survey and a database analysis. The work is applicable to the present study because of its emphasis on the nature of German FDI in China. In a separate study by Pikos (2013), the author presents an investigation of the consequences of FDI for German companies in China. The author highlights the differences amongst the following: FDI in China, FDI elsewhere, and exporting. When size and sector activity are controlled, attributes to FDI in China include turnover, employment, net income, profit margins, and total assets, to name some. Albeit performance is boosted through FDI elsewhere, this is however on smaller scale. It is noted that investing in China results in better outcomes than doing FDI in another country, and this is due to China’s large and rapidly growing market. The methods used by Pikos (2013) are descriptive and econometric analysis in order to address the research topic. The applicability of the work to this research is its description of German FDI in China, thereby aiding the research to give light to the topic. A limitation of the study is its focus on location-specific factors for FDI. On the other hand, Zhang and van den Bulcke (1999) state that the expansion of FDI and its embodied technology are two of the key forces that molded the development of the Chinese automotive industry. Germany is an important source of inward FDI in China’s automotive industry, third to Hong Kong and the United States respectively. FDI in the automotive industry during the 80s was highly focused on the assembly of whole vehicles. In the 1990s, FDI became highly concentrated on the manufacturing of parts and components. Since the Chinese government in the 1990s had stric t control of the Greenfield investment projects for whole vehicle manufacturing, the latecomers encountered quite high entry barriers since dominant positions were already occupied by early movers. European automotive multinationals strongly influenced the restructuring of China’s automotive industry since the 80s. Moreover, China’s European car manufacturers have engaged in cooperation agreements with the Chinese government and local suppliers and often extend technical and financial assistance to local suppliers. An example of this is a 5-billion Chinese Yuan contribution of Shanghai Volkswagen for localisation funds (Zhang and van den Bulcke, 1999). The approach of Zhang and van den Bulcke’s (1999) study is chronological, mainly basing from existing secondary literature. The study is relevant and applicable to the topic under investigation as it provides useful and sufficient insights on the nature of the Chinese automotive industry and the chronological deve lopment of European FDI in the country, which can aid in analysing the current motives and outlook of German FDI in China. The research limitation is bounded within the study’s concentration on the Chinese automotive manufacturing industry. Analysis and Discussion The analysis and discussion provided for this research report is anchored on the literature review being carried out for German FDI in China.3.1 Analysis of German FDI in China Using the OLI FrameworkThe OLI Framework pertains to the three potential sources of advantage; namely Ownership, Location, and Internalisation, that lie beneath an organisation’s decision to enter into a multinational level of operation. Ownership advantages explain the reason/s why firms operate abroad whilst others do not, and indicate that successful multinational enterprises (MNEs) possess firm-specific benefits that enable them to overcome the costs entailed in operating in a foreign country. Location advantages, on the other hand, concentrate on the location aimed by an MNE (Reinert et al., 2009). Access to natural resources serves as a location advantage for choosing China for which to invest, as in the case of German FDI. Additional determinants of location selection for FDI are availability of cheap trained labour (e.g. Chen and Reger, 2006; Pikos, 2013; Zhang, 2005) and quality of local infrastructure (Tang, et al., 2012). Other critical factors are a smooth relationship with Chinese authorities, both central and local; and experience to cope with Chinese bureaucracy (Tang, et al., 2012). Such relationship is the bottom line for German FDI to engage in cooperation agreements with the Chinese government and local suppliers, as earlier highlighted by Zhang and van den Bulcke (1999). Zhang (2005) also highlighted in his work that China’s location characteristics would help to understand and appreciate massive FDI in the country. Internalisation advantages – another embodiment of the OLI framework – provide the influence on how a firm decides to operate abroad, making a trade-off between transaction savings and monitoring costs of a completely-owned subsidiary, on one hand; and the advantages of other forms of entry, such as joint venture and exports, on the other. A main characteristic of this approach is that it provides emphasis on the incentives for the individual firm. Mainstream international trade theory has considered this a current standard, which was not the case in the 1970s when FDI was classically regarded as an international movement of physical capital in pursuit of higher returns (Reinert et al., 2009; Taliman, 2007). The internalisation advantages embodied in the OLI framework are also found in the study of Pikos (2013) in the literature review, which magnifies the differences amongst conducting FDI in China, elsewhere, or through exporting, apparently aiming to ascertain the incentives that can be gained from choosing the most suitable out of the three options. The OLI framework is in fact an eclectic paradigm that provides a general theoretical framework for ascertaining firms’ FDI activities beyond their national borders. The eclectic paradigm is an analytical theory that accommodates other FDI theories a nd views most of the theories as having complementariness with each other (rather than having substitutability) of which their application can be fully enhanced (Tang et al., 2012). Internationalisation theory is one of the general theories of FDI, which views a MNE as an organisation that engages in utilising its internal market to produce products and distribute them efficiently in situations where a regular market encounters failure of operation. In effect, the internationalisation theory regards MNES taking on FDI activities abroad as a way to respond to goods and factor market imperfections, which have in fact prevented international trade and investment to operate efficiently (Tang et al., 2012). Through FDI, MNEs are able to produce and distribute their products via internal markets, thereby enabling them to optimise efficient production and improve the total profits. This notion must also constitute the motives and prospects for German FDI to conduct business in China. It mu st be noted that a MNE only employs FDI if the cost is outweighed by the benefits (Suneja, 2006; Tang et al., 2012). Worthy of note is the idea that in the lens of the internationalisation theory, knowledge, information, and research are intermediate products to be readily and directly traded to other countries due to the risk of loss of knowledge advantage (Rugman, 2002). However, MNEs possess vertical and horizontal integration, enabling the creation of their own internal markets, whereby intermediate products such as technology know-how are converted as a firm’s valuable property. This reflects the ownership advantage embodied in the OLI framework, as discussed by Reinert et al. (2009) and Taliman (2007). Hence, as the MNE sustains its competitive advantage, its ownership such as management know-how can be utilised and bolstered (Tang et al., 2012). The Uppsala Model looks at the internationalisation process as cyclic, experiential, and resource-based learning-by-doing, wh ich seems to foresee later research flows regarding dynamic capabilities and temporary competitive advantages with the internalisation framework (Sanchez and Heene, 2010). Based on the analysis, the internationalisation theory cannot in fact be seen as a separate body of thought from the OLI framework because it has a similar trail with such framework in relation to understanding the motives of a MNE (e.g. German firm) and its outlook to engage its FDI in a country like China. Meanwhile, the product cycle theory describes the so-called ‘wild geese flying’ patterns of foreign trade to explain the different economic development phases of countries. This theory cites three phases of industrial development with which each country attempts to elevate itself o the top phase of industrialisation. The theory says that the mature phase takes place once industrialisation development has been extensively laid down over the entire region or country with robust dynamic growth (Tang et al., 2012). It is interesting to consider that the OLI framework may be fastened over the product cycle theory in analysing German FDI in China, and that the relevance of the framework cannot be set aside when the chronological developments involved in the industrialisation process are taken into account. The applicability of the twin analysis of OLI framework and the product cycle theory is seen in Zhang and van den Bulcke’s (1999) study, which uses chronological discussions to describe the growth of European FDI in China, and cites the ownership-specific, location-specific, and internalisation-specific factors of European firms (e.g. German firms) to invest in the Chinese automotive sector.4. ConclusionThis research report deals with analysing the motives and prospects of German FDI in China within the OLI framework. The OLI framework is an eclectic framework that accommodates other theories of FDI and explains the intentions and outlook of MNEs to engage in FDI in China . The motives and prospects of German FDI to continuously seek to invest in Chinese market is propelled by internalisation advantages (e.g. incentives through conducting FDI in China rather than elsewhere or through exporting); location-specific advantages (e.g. cheap trained labour, export-orientation of FDI; access to natural resources; quality of local infrastructure; cooperation agreements with the central and local governments and local suppliers); and ownership-specific advantages (e.g. management know-how; technology-based infrastructure). The rapidly growing globalised market ushers the German FDI to continuously seek newer FDI prospects within China, beset by the growing competition and search for competitive advantages. References Bao, S., Lin, S., and Zhao, C. (2012) The Chinese Economy After WTO Accession. England, Ashgate Publishing Limited. Blanco, E. and Razzaque, J. (2011) Globalisation and Natural Resources Law: Challenges, Key Issues and Perspectives. Glos: Edward Elgar Publishing Limited. Chen, X. and Reger, G. (2006) The Role of technology in the Investment of German Firms in China. Technovation, 26 (3), 407-415. Dunning, J. H. (2010) New Challenges for International Business Research: Back to the Future. Glos: Edward Elgar Publishing Limited. Klenke, K. (2008) Qualitative Research in the Study of Leadership. Bingley, IWA: Emerald Group Publishing Limited. Oleckno, W. A. (2008) Epidemiology: Concepts and Methods. IL: Waveland Press, Inc. Pikos, A. K. (2013) German FDI in China: Consequences for Firms’ Performance (Published Thesis]. Denmark: Aarhus School of Business, Aarhus University. Reinert, K. A. and Rajan, R., Glass, A. J., and Davis, L. S. (2009) The Princeton Encyclopedia of the World Economy. Oxfordshire: Princeton University Press. Rugman, A. M. (2002) International Business: Theory of the Multinational Enterprise. New York: Routledge. Sanchez, R. and Heene, A. (2010) Enhancing Competences for Competitive Advantage. First Edition. Bingley, IWA: Emerald Group Publishing Limited. Simons, H. (2009) Case Study Research in Practice. First Edition. London: SAGE Publications Ltd. Suneja, V. (2006) Understanding Business: A Multidimensional Approach to the Market Economy. New York: Routledge. Taliman, S. B. (2007) A New generation in International Strategic Management. Glos: Edward Elgar Publishing Limited. Tang, S., Selvanathan, E. A., and Selvanathan, S. (2012) China’s Economic Miracle: Does FDI MatterGlos: Edward Elgar Publishing Limited. Zhang, K. H. (2005) Why Does So Much FDI From Hong Kong and Taiwan Go to Mainland ChinaChina Economic Review, 16 (3), 293-307. Zhang, H. and van den Bulcke, D. (1999) The restructuring of the Chinese Automotive Industry: The Role of Foreign Direct Investment and Impact of European Multinational Enterprises. Belgium: University of Antwerp. Analysis Of Motives And Prospects Within The Oli Framework: A Case Study Of German Fdi In China Introduction There are a number of theories that explain motives and prospects of FDI. OLI framework is the one that is most widely used by economists. According to OLI, there have to be advantages that can offset costs of making direct investment abroad. In this paper we apply the OLI framework to understand the motives behind German FDI in China. A case study of Volkswagen China is conducted to show the application of OLI in practice, and to demonstrate why FDI abroad can be a success story despite all the difficulties a company faces in a foreign environment. Literature Review One of the earliest theories explained FDI in terms of market imperfections. Kindleberger (1969) argued that for companies to gain advantage by investing abroad market has to be imperfect . If we assume that markets are perfect there is nothing foreign companies can exploit to make enough profits that will offset costs and risks associated with investing abroad (Kindleberger 1969).. The concept of firm-specific advantages was introduced to explain how market imperfections lead to foreign investment. Among these advantages are superior technology and marketing (Caves 1971), cheap labour (Grubel 1968), management skills (Wolf 1977), and exclusive access to natural resources (Lall and Streeten 1977). . Only when a foreign company possesses these firm-specific advantages can it successfully invest and become a major player in a foreign market and compensate for the disadvantages of being foreign in the country of its operation (Hymer 1976). Vernon’s product life cycle is another major FDI theory that tries to explain motives and the rationale behind FDI. Vernon (1966) dissected product life cycle into three distinct phases – innovation, maturity and standardisation Established companies in developed economies invest in new projects to design innovative products that will sell in future and guarantee a new profit channel for them. When a new product is designed, it is sold in the domestic market. Consumers gradually get used to it and demand new products. This leaves the company with two not mutually exclusive choices – get back to the innovation phase and design something new, or go abroad and produce the same products there. Going abroad is sometimes a better choice because foreign producers (such as China) start to imitate the existing product and become so good at it that the differences with the original become marginal (Vernon 1966). A later theory developed by Dunning (1977) has become widely used in attempts to understand the motives behind FDI. The theory became known as OLI: Ownership, Location and Internalisation. All three elements should be present in order for FDI to occur. This theory will be explained in greater detail in a separate chapter of this paper. Theoretical FrameworkDefinition of FDIAccording to the Organisation for Economic Co-operation and Development (OECD) (2008) 4th Edition of Benchmark Definition of FDI, FDI is â€Å"a category of cross-border investment made by a resident entity in one economy (the direct investor) with the objective of establishing a lasting interest in an enterprise (the direct investment enterprise) that is resident in an economy other than that of the direct investor† . Companies carry out FDI because they want to have direct control over their enterprise. This is what makes FDI different from portfolio investments which usually result in an ownership of less than 10 per cent of a foreign company’s capital. Hence the investor does not have real control over the foreign company (OECD 2008). Mergers and Acquisitions (M&A) and Greenfield investments are the two different types of FDI. The choice between them has different implications for the parties concerned. M&A happen when an existing company is bought out by a foreign firm. In contrast Greenfield investments are investments into new assets. For developing economies, including China, M&A are more common, for developed economies like Germany Greenfield investments are a popular choice (Shatz and Venables 2000). FDI are divided into horizontal and vertical; only in a few cases do the two occur simultaneously. Horizontal FDI occurs when a company invests in a firm built to serve the foreign market (Shatz and Venables 2000). . This foreign firm then performs the same activities as the host firm does in its own domestic market. With vertical FDI, the production cycle is fragmented so that each phase can be completed in a country where it can be done cheapest of all (Shatz and Venables 2000). OLI Framework The OLI framework is a theory that explains motives and the rationale behind multinational corporations’ (MNCs) decision to choose FDI instead of licensing use of their name or product to foreign producers or sellers (Lynn 2008). . FDI is a foreign investment so, for it to occur, the investing firm has to acquire assets in a foreign country. FDI is called direct investment because it results in a direct and real control over the acquired capital. MNC acquires a right to produce what it wants in a foreign country and decide where it wants to sell the product. As explained above, the whole product (horizontal FDI), or parts of it (vertical FDI), can be produced in a foreign country based on the considerations of cost-effectiveness (Shatz and Venables 2000).. FDI occurs because there are advantages to it. The first one is ownership advantage which stands for â€Å"O† in the OLI abbreviation. There has to be some advantage to owning the foreign asset. These can be lower costs, greater reputation, or swifter transition to a foreign market. Take for example Apple. The company has a reputation for high quality products so by owning a production facility in a foreign developing country it can still make profits that will offset costs of FDI (Lynn 2000). . Ownership advantage alone is not enough for FDI to occur. Here is when the â€Å"L† comes into play. â€Å"L† denotes the location advantage. A less costly labour force, access to the natural resources needed in manufacturing and a better geographic position (which leads to more efficient logistics), are some of the location advantages that can make companies seriously consider investing abroad (Lynn 2000). . Again this is not enough for FDI because everything described above can be achieved by brand licensing or through establishing joint ventures. FDI needs a third element – internalization, or control, advantage. This is the â€Å"I† in OLI. When it is believed that MNC can lose market share in case another company gets access to the same asset, FDI becomes the only choice available (Lynn 2000). . It is known that at some stage, foreign producers start copying products produced in the developed world and when they do it they are able to offer cheaper prices thus outperforming foreign producers in sales. To prevent this scenario many companies prefer to go with FDI and gain exclusive control over their assets. Methods and Data In this research, we conduct a critical review of the main theories of FDI, paying special attention to the OLI framework. While we acknowledge the importance of OLI in understanding international business and FDI in particular, we provide a short overview of criticisms of the paradigm so that readers have an understanding of the potential limitations of this research. A case study of German car manufacturer Volkswagen is used as a method of understanding FDI under the OLI framework as applied to the German investor interest in China and the two country’s bilateral economic relations. Additionally, we use statistical information to put some numbers into perspective and cite a research by Deutsche Bank which includes some forecasts as to the future of German FDI in China. Volkswagen (VW) Case Study Volkswagen was founded in 1937 (Datamonitor 2011). The name of the brand translates as â€Å"the car of the people† (Datamonitor 2011).. Volkswagen is represented in China through two ventures – with Shanghai Automotive International Company founded in 1985 and with First Automotive Works started in 1990 in Changchun (VW Annual Report 2010). VW has always regarded China as an important market. Today, there are 9 production facilities in China and 2 more are planned. VW’s target is to sell 3 million cars per year. Through 2015 VW is set to invest a total of 10.6 million euro to expand its production in China. VW is actively involved in producing electric vehicles in China. Both E-Golf and E-Lavida were presented in China and the first electric test was made here in 2011. VW is also set to produce a new brand specifically for the Chinese fast-paced economy (VW Annual Report 2010). Volkswagen Analysis Based on the OLI ParadigmOwnership advantageVW is one of the world’s most successful car manufacturing companies and, as such, it has a lot of advantages. VW is known in Europe for its technological advances and efficient production system. VW brand is strong all over the world. Many consumers associate vehicle design innovation, cost-effectiveness, and high safety standards with VW and consider it as their first choice when making decisions on buying a vehicle (VW official website 2011). Not surprisingly, VW had a competitive advantage over all Chinese manufacturers at the time of the entry into the market (VW official website 2011). In fact, VW is still superior to any of the Chinese car producers. VW exploited its technological dominance and increased its brand recognition. Chinese consumers were happy with the product offered and enjoyed VW’s presence in their country. Currently, VW strives to adjust its technology to meet changing customer need s and develop sustainable models for future (Yu 2010). .Location advantageVW’s joint venture in Shanghai was the most successful car enterprise in China at the time it was established in 1985 and it retains the top position today (Li 2000). . Locating in China, and Shanghai in particular, was the best possible decision for VW in terms of location because the region is rapidly developing and the people’s life standards are improving. Shanghai is the most densely populated and prosperous city in China and it has close ties with the central part of the country (Li 2000). Products from Shanghai are considered to have high quality across China and do not face any obstacles due to local protectionism. It should be also noted that at the time VW entered China it received many incentives and support from the government. The government still stimulates the automobile industry to increase domestic sales and contributes to the development of the sector. Thanks to these location a dvantages, VW China became a success and continues to be a source of decent income for the parent company (Li 2000)..Internalization advantageVW had the first mover’s advantage which helped it to become a major player in the new market. The company managed to take control over the major share of the Chinese market and realise all its ownership advantages. This first mover advantage till today helps VW to be very competitive with regards to Japanese and American rivals. To retain its market share, VW continues to innovate according to the changing tastes of the Chinese consumers and requirements to reduce the strain on the environment resulting from manufacturing and exploitation of automotive vehicles (VW official website 2011).Future of German Interest in ChinaChina has attracted German interest more than any other emerging country since 1997 (Deutsche Bank Research 2004). German companies explain their excessive interest in China by citing the country’s huge market p otential. In 2001 there were about 76 million prosperous consumers in China – a population that is worth FDI in any country despite possible barriers and foreign culture-related challenges (Deutsche Bank Research 2004). This number of prosperous consumers in China is greater than the total population of Germany and it is set to increase tenfold by 2015. The second most important argument for German FDI in China is the â€Å"extended low-cost assembly line† (Deutsche Bank Research 2004). Cost has always been one of the most important considerations in business decision-making.. Heated global competition for competitive advantage and market shares across virtually all industries means that companies need to find cheaper options for manufacture. China is often the best solution because of the low-cost labour force it offers. Not surprisingly, Germany, alongside other strong economic powerhouses, chooses China as a low-cost manufacturing site and actively invests there (D eutsche Bank Research 2004). Another reason for German FDI is the growing economy of China and its potential to become a dominant power. Germany has to defend its interest in a country which is set to become a global leader with an over 1 billion of potential buyers of products and services. Of course, China is a completely whole new world for German businesses that has to be explored until there is sufficient understanding required for making informed decisions. Usually, most foreign companies entering China lack information vital for their success and have to be quick to adapt or risk becoming a failure. China cannot be considered â€Å"one country – one market†. It is bigger than both Eastern and Western Europe put together (Deutsche Bank Research 2004) and it is naive to think that one product design or pricing strategy will work across the whole country (Deutsche Bank Research 2004). Hence a lot of prior planning is required (Deutsche Bank Research 2004). Among other obstacles that can potentially deter German interest in China are high input prices. There are a lot of protectionism locally, and also many logistic and bureaucratic inefficiencies that are not easy or cheap to overcome. Moreover, the global prices for raw materials and energy resources a re growing which adds to the cost of production even in China (Deutsche Bank Research, 2004). The final commonly-cited obstacle to German interest in China is the heated competition amongst different foreign companies coming from such developed nations as USA, Canada, and Australia. Everyone knows about advantages of investing in China and hence there is a lot of competition for assets and control over the market.Criticism of OLI frameworkThe OLI framework offers a very useful insight into the motives and the rationale behind FDI. The paradigm has evolved over the time to adapt to changes in the way international business is conducted (Narula 2010). Critics of the theory argue that because of expansion of OLI’s application to all MNE-related phenomena, it now risksbecoming tautologous (Narula, R. 2010). Narula proposes a return to the classic OLI framework and using alternative theories to understand the more complex new developments rather than internalising everything so th at it fits OLI. Narula acknowledges the importance of OLI in early research on the international business and FDI, but argues that it is not suited for explaining everything that happens in business (Eden 2003). In fact, it is becoming cumbersome to apply OLI to understanding international business, as the latter has became complex (Eden 2003).There is a need for new frameworks. OLI can still be a valuable tool in understanding some aspects of international business and FDI, but should lose its dominance in the academic community (Narula, R. 2010). Conclusion German interest has been present in China for almost half a century. Because Chinese market is huge and has a big growth potential, German companies are likely to look for more opportunities there. Before a decision to invest is made, companies always asses its prospects. OLI framework is often used to see whether FDI is justified. OLI’s critics now say that there should be some additional analysis involved in decision-making, because, as good as the paradigm is, it still cannot explain every complex aspect of international business. References Caves, R. (1971). International Corporations: The Industrial Economics of Foreign Investment. Economica, Vol. 38, pp. 1-27 Datamonitor (2011). Automotive Manufacturing in China http://360.datamonitor.com.www.baser.dk/Product?pid=10C672D5-7559-4A0A-90B3-5EFBDF97D73C [accessed 31 March 2014] Dunning, J. (1977). Trade, location of economic activity and the multinational enterprise: A search for an eclectic approach. University of Reading diuscussion papers in international investments and business studies, no. 37 Eden, L. (2003). A Critical Reflection and Some Conclusions on OLI. Vox Professori. http://www.voxprof.com/eden/Publications/Eden-Reflections-on-OLI-2003.pdf [accessed 1 April 2014] Foreign Direct Investment in China – Good Prospects for German CompaniesChina Special (2004). Deutsche Bank Research. http://www.dbresearch.com/PROD/DBR_INTERNET_EN-PROD/PROD0000000000196028.PDF [accessed 30 March 2014]Grubel, H. (1968). Internationally Diversified Portfolios: Welfare Gains and Capital Flows. American Economic Review, Vol. 58, pp. 1299-1314. Hymer, S. (1976). The International Operations of National Firms: A Study of Direct Investment. PhD Thesis. Massachusetts Institute of Technology Kindleberger, C. (1969). American Business Abroad: Six Lectures on Foreign Direct Investment. Yale University Press Lall, P. and Streeten, S. (1977). Foreign Investment, Transnationals and Developing Countries. London: Macmillan Li X. (2000). Foreign Direct Investment in China: The Importance of Market Entry Timing. The Haworth Press, Inc Lynn, W. (2008). The OLI Framework Temple University. Lecture Notes. http://astro.temple.edu/~pippin/oli.htm [accessed 30 March 2014] Narula, R. (2010). Keeping the eclectic paradigm simple: a brief commentary and implications for ownership advantages. United Nations University. Working Paper Series. https://www.google.com/#q=Narula%2C+R.+(2010).++Keeping+the+eclectic+paradigm+simple%3A+a+brief+commentary+and++implications+for+ownership+advantages [accessed 30 March 2014] OECD (2008). OECD Benchmark Definition of Foreign Direct Investment, 4th Edition, pp. 1-241 Shatz, H. and Venables, A. (2000). The Geography of International Investment. Policy Research Working Paper, Vol. 2338, The World Bank, Washington, D.C. Vernon, R. (1966). International investment and international trade in the product cycle. Quarterly Journal of Economics, Vol. 80, pp. 190-207 Volkswagen Annual Report (2010). http://www.volkswagenag.com/vwag/vwcorp/info_center/en/publications/2011/03/Volkswagen_AG_Geschaeftsbericht_2010.-bin.acq/qual-BinaryStorageItem.Single.File/GB_2010_e.pdf [accessed 31 March 2014] Volkswagen official website (2011). With a new sales record Volkswagen Group China, http://www.volkswagenag.com/vwag/vwcorp/info_center/en/news/2011/01/With_a_new_sales_record_Volkswagen_Group_China.html[accessed 31 March 2014] Wolf, B. (1977). Industrial Diversification and Internationalization: Some Empirical Evidence. Journal of Industrial Economics, Vol. 26, no. 2, pp. 177-191. Yu, Q. (2010). BlueMotion’ powers VW to save energy, boost sales. http://www.chinadaily.com.cn/business/2010-12/20/content_11728087.htm [accessed 31 March 2014] Additional Resources Chunlai, C. (1997). The Location Determinants of Foreign Direct Investment in Developing Countries. The University of Adelaide. http://www.rrojasdatabank.info/97_12.pdf [accessed 30 March 2014] China (2013). German Federal Foreign Office. http://www.auswaertiges-amt.de/EN/Aussenpolitik/Laender/Laenderinfos/01-Nodes/China_node.html [accessed 30 March 2014] Franco, C., Rentocchini, F., Marzetti, G. (2008). Why Do Firms Invest AbroadAn Analysis of the Motives Underlying Foreign Direct Investments. University of Bologna and University of Trento. http://www.etsg.org/ETSG2008/Papers/Franco.pdf [accessed 30 March 2014] World Economy FDI: The OLI Framework. University of Oxford. http://users.ox.ac.uk/~econ0211/papers/pdf/fdiprinceton.pdf [accessed 30 March 2014]

Impact of a Data Classification Standard: User Domain

This Domain defines the users who have access to an organization’s information system. The user domain can be configured to internal use only and only the IT Department can grant access privilege for Remote Access Point. An Acceptable use policy (AUP) will be enforced in this domain to define what each user can and cannot do with any company data he or she has access to. Every user in the organization is responsible for the security of the environment. Workstation Domain In a workstation domain all users connect to the IT infrastructure.Richman Investments provide very secure access for the employee workstation with a username and password in order for the user to log into the machine. Security protocol requires the password to be change every 30 days. Regular updates and continuous antivirus protection are maintained on all company computers. In addition, no personal devices are allowed on the network. LAN Domain Local Area Network domains connect computers, printers, and ser vers to each other physically through a wire or wireless connection. This domain includes data closets, physical elements of the LAN, and logical elements designated by authorized personnel.It can access company-wide systems, application, and data from anywhere with the LAN. A LAN domain requires strong security and access controls, since the biggest threat to this domain is un-authorized access to anything on the network. To require strict security protocols we can disable all external access ports for the workstations. Doing this will prevent any user within the company from bringing an external jump drive, and connection it to the workstations. Also this will help us control company intellectual property, and prevent viruses on the LAN network.