External Communications Anaylsis †Walt Disney Corporation Essay

Public relations have always realized the importance of communication with its target audiences. Without it, an organization runs the risk of inconsistent public opinion from both its internal and external publics. Effective external communication is a vital part of an organizations public relations strategy. An organization may have several objectives in mind when it communicates with its external publics. Some of these include: Providing information to consumers about the organizations products and services Promoting the organization Respond to inquires concerning the organizations products and services Adverting the organization This paper will examine the effectiveness of the Walt Disney Company’s communications process when promoting its 1995 film, Pocahontas. This paper will also discuss impact of these effective communications to its external publics. Walt Disney once said, â€Å"I only hope that we don’t lose sight of one thing – that it was all started by a mouse.† In 1928, Walt Disney and his brother Roy created what would eventually become the Walt Disney Company, in a small office in Los Angeles. One would be hard pressed to find an organization that knows it audience more accurately than the Walt Disney Company. For over 75 years, Disney has been appealing to children and their parents in not only the United States, but also worldwide (Harris, 167). Disney released its very first full-length feature animated film, Snow White, in 1937, to critical acclaim and worldwide success. The 1940’s and 50’s produced films such as Fantasia, Bambi, and Alice in Wonderland. These films became instant classics and the Walt Disney Company found what every company dreams of – a recipe for success. After the success in the early 1990’s with Beauty and The Beast, Aladdin, and especially the record breaking, The Lion King, Disney needed to find a way to keep its momentum going for its next animated feature film, Pocahontas. In order to attract public interest, Disney began promoting the film five months before the film’s scheduled release, in June 1995. A Disney source says the campaign for Pocahontas â€Å"is every bit as great as it was for The Lion King. In some aspects, it’s even greater† (qtd in Broeske). Disney went on to fuel the media frenzy with a Pocahontas press presentation in New York’s Central Park on January 31, 1995 (Broeske, 8). Not only did Disney begin promoting the film early, they also launched a 24-city mall display that offered mall goers a â€Å"sneak peek† at the process of creating an animated film. The mall attraction also included a 26-foot replica of John Smith’s ship in which kids could climb and explore (Harris, 168). The mall attraction generated hundreds of thousands of visitors and gathered local publicity in every city reached from February through June 1995 (Harris, 168). Disney also teamed up with such brands as Nestlà © TM, Mattel TM, and Payless Shoe Source TM, in order to reach its target audience. By offering animated candy bars, doll figures of the main characters, Pocahontas and John Smith, and offering Native American-style moccasins, Disney was able to cross into the hands of its key target – children. In early June, Disney’s CEO Michael Eisner went on to invite all New Yorkers to participate in a free lottery for tickets to preview Pocahontas, once again in Central Park. Over 500,000 people participated in the lottery and 100,000 lucky winners won the opportunity to see the film on four 120-foot screens (Harris, 168). The impact surrounding the public relations strategies in promoting the Pocahontas film was unprecedented by Disney. In response to the overwhelming success of The Lion King, Disney executives knew they needed to generate a high level of interest in Pocahontas. The story itself, for the first time in Disney history, is based on American History. While there is still a  debate between scholars as to whether Pocahontas’ role in history was accurate, this version focuses on the love story between her and Captain John Smith, a British settler (Broeske, 8). While history dictates that most children do not like movies based on history, Pocahontas proved that opinions could be changed, as it brought over $300 million in box office sales before finally being released on VHS and DVD. The Walt Disney Company name is synonymous with words like wholesome, family values, and moral. Disney’s longstanding popularity with children and adults alike has fueled this media juggernaut into one of the largest corporations in the world. Essential to the success of all of the public relations activities was Disney’s efforts to leave no stone unturned in its attempts to generate unprecedented interest in its new film, Pocahontas (Harris, 169). Works Cited Broeske, Pat H. â€Å"The Pocamotion.† Entertainment Weekly. 260 (1995): 8 Harris, Thomas L. Value Added Public Relations – The Secret Weapon of Integrated Marketing. Chicago: McGraw-Hill, 1998.

Case Study: Developing the Leaders of Tomorrow

Produce a four pages report on NSW public sector commission discussing their approach to management and leadership development while highlighting the added value, this kind of approach brings to the success of organizations in general. In the next ten years, NSW expects a large number of retired managers by up to 75% from Department of Finance and Services. In 2008, NSW started preparing succession management to have a pool of managers and leaders for future changes. According to Berger & Berger succession management define as â€Å"the daily process of cultivating future talent through coaching, mentoring, feedback, counseling and development†. NSW develop succession management planning for the sake of developing the present manager in the organization through daily process, coaching, personality assessment and 360 – degree feedback and other tools to assess the leaders. NSW focused on succession management in order to have capable leaders and managers to be ready to deploy those managers would retire in the next ten years. Succession management ensure an organization has the right management available today as well will take over the role of managers and leaders in the future. It ensures the continuity of leadership, and to keep the blood continuing in the organization such as having new and developed mangers and leaders ready to replace those will retire. Therefore, NSW concerns about succession management in order to develop a pool of managers with specific capabilities and competencies ready to take over for a managers or executives within the organization. The succession management helps organizations measures the strength of their pool of talent and recognize where there gaps in the talent. The NSW established Leader Development Program that focused on the skills and attributes managers need to lead effectively in the public sector of the future. The program is developed and builds on the NSW Executive Capabilities such as: Communication and interpersonal effectiveness, facilitating workforce effectiveness, achieving results, organizational context and environment astuteness, managing customer and stakeholder relationships, leadership, strategic thinking and planning, and change management (from EDP PowerPoint document). The program provided to the development requirements of five different groups of leaders as follows: Aspiring managers, new managers, business managers, senior managers, and executives. To develop aspiring managers, a five –day program was implemented. The program involved personality –style feedback, which designed to improve self-awareness and overcome inner barriers to psychological growth and development leadership competencies. For instance, the inner feeling is limit inspiration, creativity and risk taking (Yukl,2013). Therefore, before become a successful manager, it is important to re-join with one’s feelings, and challenge the hidden fears (Yukl, 2013). Also the program covered the role of manager, and skills requirements of management function. A personality- style assessment and 360-degree feedback tools program used for new and business managers. This helps the participants to increase their self –awareness. 360-degree feedback also called as multisource feedback is assumed that most leaders lack accurate knowledge about their skills and behavior, and the feedback can be used to improve it (Yukl, 2013). The Managers obtain information about their skills or behavior from standardized surveys filled out by other people such as bosses, subordinates, and sometimes outsiders (Yukl, 2013). In NSW the program provide the manager with 360 – degree feedback from three key parties – people, business and leadership the modules take place over 10 months. Moreover, Coaching and mentoring sessions used to help the participants to interpret their experiences and learn new skills from their manager. The benefit the participants will gain through learning from their managers’ experience is the amount of challenge in projects, the variety of tasks, and the feedback. For senior managers and executives, the aim was to build a constructive behavioral leadership. The participants received their personality and leadership behaviors from 360-degree questioners. The assessment focused to measure participants’ predominant orientation (people vs. task-orientation), and measures what behaviours are mostly adopted at work and in interaction with other employees (aggressive, passive or constructive behaviors). The 360- degree feedback contains two profiles: self – image and how others evaluate or see you (Human Consulting, 2012). In NSW, a seven module were delivered over 12 months. After that, an independent external consultant clarified the results of each participant individually, to ensure the acceptance of the results in order to encourage change. Nowadays in its fifth year, NSW have 500 leaders and managers accomplished the program. Managers ready for planning and budgeting, staffing and organizing jobs and reporting relationships to efficiently implement plans, and monitoring and problem solving, beside other managerial skills. On the other hand, there leaders who are ready for setting a direction and constructing a vision and strategies to provide attention for planning, highlighting communication, reliability, and empowerment and inspiring people and structure informal networks of relationships ( Bloisi, Cook, & Hunsker 2003). The assessment of Executive Development Program (EDP) illustrates that the Finance and Services group of managers were the top performers among the 500 leaders and managers. The program focused on thirteen capabilities using eight tools to asses strengthens strategic leadership capability, develop the knowledge and skills required to deliver essential improvement, and motivate talented participants. Each participant commenced online and face-to-face assessment and got a confidential feedback to assist development and career planning. The assessment results ranked the leadership executive capabilities into strengthens and weaknesses categories. The four strongest capabilities are customer focus, complex dependencies, capacity to lead and manage people and organizational resilience. These capabilities added value to the organizations approach. For example, having leaders who focused on customers and understand what clients and customers need and want, and what they think about the organization products and how to improve the services and products to satisfy the customers. This kind of leader develops a competitive strategy for the organization. At the same time, the results show that the executive management needs to be developed in the strategic financial management. The main factors required development are: First, various choice of financial systems and budget management processes among and within the nine service group. The solution is merging and combining the financial system such as payment system, accounting and reporting in the state of funds received and spent and budget implementation process among and within the nine service group. The second weakness is the deficiency of clarity or consistency in the role of Chief Finance Officers and their finance team. To bridge this gap, the Finance Executive have to set a clear nd shared objective for Finance Department and drive an individual objective in order to work together to achieve departmental objectives. Third element need development plan is that the financial department does not play a vital role in the organizational decisions. In fact, the Financial Department consider as one of the major aspects for the organization. Therefore, it has to be taken into consideration when to make any kind of discussion related to the company. For example, if the company wants to maximize their profits the company has to grow business and to do that they need an income. Accordingly, the company either takes loan or goes public by issuing shared and bonds in order to make decision regarding this they have to review the financial reports. The fourth and last gab in capabilities is the level of variances of delegation and accountability given to the line managers. In order to fill this gab, the management need to establish a clear delegation of Document of Authority–DOA which state all the financial procedures and identify the authority level for each of financial manager. Than shared among the manager to clarify the level of authority each manager has. For example, for budgeting the project the financial manage has the authority to sign specific amount of budget (10,000$), in case the budget exceed the above mentioned amount then it has to go to the next level of authority and so on. In conclusion, develop succession management to prepare leaders and managers within the organization helps to invest in short – and long – term development of the employees. Moreover, organization’s workforce exposed as much of the working environment as possible so that they gain a good understanding of what the company requires to remain successful. They are familiar with organization culture and value, knew how to deal with employees and what the customers need and want. At the same time, the organization benefit from leaders development that it has committed employees who understand organization’s strategy and management and ensure the continuity of leadership as well having backup plan of leaders and managers developed and trained to replace those managers will retire in the future.

Let the Freewriting Flow Essay

Peter Elbow, author of the article â€Å"Freewriting† argues that using the technique freewriting is very beneficial for writers. Freewriting is nonstop writing without correcting or checking what you’ve already written. Elbow says writers should use this exercise at least three times a week to improve their writing skills. I strongly agree with his assessment from personal use of this technique. While writing my first freewrite I realized I was less stressed, I felt like the paper displayed my character more, and I was able to share all of my ideas without losing them. We are so caught up in trying to sound educated and proper in our writings it sometimes can take away from the actual piece. Writing while under stress often turns out in a disaster, usually why my pieces of writing aren’t always the best. Just like Elbow has said the reason people get so stressed while writing is because of how we are taught throughout school â€Å"schooling makes us obsessed wi th the â€Å"mistakes† we make in writing. Many people constantly think about spelling and grammar as they try to write. I am always thinking about the awkwardness, wordiness, and general mushiness of my natural verbal product as I try to write down words† (Elbow). This is completely true, the way we are taught in school adds a great deal of stress to the writer. At the beginning of every paper I’ve ever written for school I’ve always had stress because writing was never my strong suit to begin with and the requirements made it that much harder for me to develop a paper. Giving people such high standards for writing, yet telling them to make it their own is quite difficult for the writer because they are more worried about the structure rather than the actual content of the piece. People are also under stress while writing a paper because of who could be reading their piece, audience has a major impact on how a writer constructs their paper. With freewriting though you only have to worry about yourself reading over the paper so your ideas will flow easier onto the page because you a ren’t watching what your write in fear of offending someone. You are able to fully be yourself  throughout the piece. It’s difficult to incorporate character into your writing when you have to follow so many guidelines and worry about so many different things. Elbow states in his writing that you have a voice which is the main source of power in your writing, and unfortunately that â€Å"voice is damped out by all the interruptions, changes, and hesitations between the consciousness and the page† (Elbow). If we all had the same voice and then no ones writing would really be all that special. Freewriting helps the writer to find that voice because they are writing their exact ideas without anything interrupting them. Once they are done with the freewrite they are able to go back and fix it up a little but it will still be their voice and how they felt in the first place. Elbow makes a good point at the end of his piece saying that you only have one voice and you can’t give up on that voice no matter how much you may dislike it because without it you will never be heard, and your writing will never be your own. To me making the piece your own and to actually enjoy writing it is what writing should be about. Not the grammar mist akes, or how well it all flows. It should be about your thoughts and how you feel they should be expressed into a piece of writing. If writing is considered such a personal thing then we shouldn’t be so critiqued on every little thing throughout it. It’s happened more times than not when a writer loses an idea because they were too busy checking back on a previous one and trying to make it better. Using Elbow’s freewriting technique will ensure you to never lose an idea because as soon as it pops into your head you are able to write it down, even if it doesn’t exactly belong right there. Elbow also says that his technique stops the writer from editing their piece while writing allowing the ideas to flow more easily. I know from personal experience I lose ideas constantly because I’m worried about the previous paragraph, and if it was really good enough. When I wrote my freewrite I did not lose any ideas, I was able to get exactly what I wanted to say into that piece of writing and in the end if I wanted to I was able to go back and expand on them. Peter Elbow, author of the arti cle â€Å"Freewriting† has helped me be able to form a more well developed piece of writing through his technique, freewriting. This exercise has helped me stay calmer while I write my paper and helps me to not worry about what I’m writing the entire time. I benefit from Elbow’s technique this because once all of my ideas are out on paper I am able to go back and  form them into well-developed paragraphs just like I am required to do. The requirements from professors, bosses or whoever the audience may be will prevent someone from writing the best they can and making a piece their own because they are too worried about what the audience will think of it or if it’s good enough for their standards. For anyone who has trouble with forming ideas, or gets too caught up in the editing part of the paper while still writing should try out Elbow’s exercise freewriting and they may be surprised at how well it works and how much it may help them. I know I sure was shocked at how much it helped me especially after being a little uneasy about it at first I was pleasantly surprised. The freewriting exercise is what helped me develop this paper. I sat down for about an hour and was able to get all of my ideas down with no worries about grammar errors, or my audience, all I focused on was my ideas and what I thought was best to say in this paper. After I had finished it I went back and turned the freewrite into this piece. Since it worked so well for me I will now use freewriting before I start any of my papers in the future. Citation: Elbow, Peter. â€Å"Freewriting.† Freewriting. Center for Learning, Teaching, Communication, and Research, n.d. Web. 28 Sept. 2014. .

Advertising Images of Elderly

Advertising Images of Elderly The attitudes younger generations have of the elderly and the relationships they share, as well as perceptions older people have of themselves, are directly affected by stereotypes portrayed in television advertisements (Hillier & Barrow, 2011, p. 35). When the elderly are visible in advertising, it is typically in life insurance and emergency catastrophe product commercials.These ads implied that the elderly are feeble, stubborn, grouchy, lonely, ugly, helpless, mentally declined, and isolated (â€Å"Life Call Commercial,† n. d. ). As a group, they suffered from immobility, illness, and frailness (â€Å"August 2004 Commercials part 9,† n. d. ). By portraying the elderly in a negative aspect in advertising, younger audiences and senior citizens began to accept the stereotypical and an unrealistic portrait of aging (Hillier & Barrow, 2011,p 39-41).All too many advertisements that use the elderly perpetuate negative aging stereotypes. These t elevision ads often try to generate media attention that overemphasis the vulnerability of older people (Hillier & Barrow, 2011, p 47). One clear example of this, when Lifecall began running an overly dramatic advertisement in the late 1980’s. Typically, these older actors in these commercials were force to portray characters that were either deathly ill or sprawled across the bathroom floor clutched to a walker, crying â€Å"Help!I’ve fallen and I can’t get up! † The ad gave younger viewers the impression that the elderly were all of a sudden incapable of being alone at home, unable to get help, perhaps for hours or even days. They must rely on their medical alert pendent if they were ever going to call an ambulance, a next door neighbor, family, or a doctor (â€Å"Life Call Commercial,† n. d. ). Running head: ADVERTISING IMAGES OF ELDERLY 4 In other ads, the elderly were repeatedly reminded of negative stereotypes associated with aging (Hillier & Barrow, 2011, p. 7). As the older spokeswoman dropped change into the parking meter, she described to a group of listeners that Colonial Penn Life Insurance helped make sure that her money problems did not become a burden to her family. The commercial continued to communicate with the elderly that the average cost of a funeral was over six thousand dollars (â€Å"August 2004 Commercials part 9,† n. d. ). These advertisements conveyed the idea to the elderly that their departure will place significant financial burdens to their family members.They would more likely be remembered for putting their families into extensive debt. By repeatedly exposing negative portrayals of elderly in Lifecall and Colonial Penn Life Insurance television ads, many children and young adults have lost their respect for the elderly. They believe in wrong or emphasize fictional messages of older people. They see the elderly as defenseless and burdens. Also, the negative stereotypes in television ads have a serious effect on older people’s self-esteem. They take on the negative stereotypes generated on television ads.

Strategic management Essay Example | Topics and Well Written Essays - 2000 words - 5

Strategic management - Essay Example The beef rearing system is characterised by small farmers who mainly keep less that 10 beef cattle. Kapak should increase the number of retailers and expand own distribution network through Agra trading in order to reduce the bargaining power of the retailers. The company should also segment the market and build strategic partnerships with the farmers. The company can start beef cattle rearing in order to ensure a constant supply high quality beef cattle. In addition, Kapak must enter the emerging markets such as Middle East and South America in order to minimise competition in the saturated domestic and EU market. Table of contents page number 1.0. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 2.0. Business environment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 2.1. Pestle analysisâ₠¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 2.1.1. Political environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 2.1.2. Economic environment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 2.1.3. Social environment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 2.1.4. Technological environment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 2.1.5. Legal environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...5 2.1.6. ... Kapak’s Value chain†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 6.1. Beef cattle maturation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 6.2. Processing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 6.3. Distribution and marketing †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 6.4. Customer base†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 7.0. Strategy appraisal and recommendations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 8.0. Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 9.0. Bibliography †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . 10 Introduction Kepak history dates back mid-1960s when Noel Keating established a retailer butcher’s business. Keating continued supplying wholesale beef to the food service sector in to the larger market. The retailer was selling beef under the EU’s Common Agricultural Policy and utilized export credit refunds for large supplies to Middle East and North Africa. The company currently operates nine manufacturing units in Ireland and UK and has employed more than 1,700 employees. In 2010, the company netted about US $ 1 billion in revenues and principal revenue generating activities were animal slaughter and sell of processed meat through the meat division (Bell, McLoughlin and Shelman, 2011, p. 4). The paper will discuss the business env ironment of Kapak, the current strategy, the value chain, and provide strategic recommendations for long-term success and profitability of Kapak. Business environment PESTLE Analysis Political environment The manager of Kepak Convenience Foods has often cited food safety as a major political concern. A major food and mouth

Communication styles of JC Penny v. Sears Term Paper

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Korean American Media Essay Example | Topics and Well Written Essays - 750 words

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