Research Topics: Conceptual Framework Thesis

Venetian Macau in their strategic direction

“Organizations need to understand their operational world. In the classic definition, the two concerns of strategy are the ‘external environment’ and the ‘future’. (1994) states that ‘an organization needs a sense of where it is going and what forces in its environment are going to help or hinder it in achieving its goal’.  (1985) suggests that it helps the organization to explore a limited number of possible directions and create a model of how their actions are going to affect that environment”. – This can provide basis for Venetian Macao in terms of their strategic marketing operations   Strategic Marketing and Operations   There can be effective opportunity for Venetian Macao in their strategic direction that can be supported by such model presented by  along with applicable contribution that may suggest strategic business upon demonstrating competence levels within positive ability to distinguish Venetian operational effectiveness and strategy and that,  claims, (1996) the quest for productivity, quality and speed has spawned such remarkable number of management tools and techniques even though operational improvements were dramatic to translate strategic gains into sustainable profitability within the Macao project. From the interest of marketing decisions within context of strategic planning and implementation as well as operations technology and that, the contribution to Venetian Macao strategic planning are described: (, 1991) -         to minimize business potential -         to provide credible support to the business strategy -         to develop sustainable competitive advantage Thus, the role of operations management is to contribute to value by structuring its activities such that their decisions maximize the impact of the value driver influence. Tourism-based technology can be effective for the Macao project as there offers marketing opportunities in lowering differentiation costs of such capabilities to realize market segments and mix upon setting up valid economies (1994). Marketing is seeking to respond to customers seeking standardized products, ideally in volume quantities. Operation focuses on high volume production with stringent cost controls.   Porter’s Five Forces   Rivalry is considered to be the strongest and most important force in Porter’s model. For instance, the competitors of Venetian Macau can be noted as very aggressive in making innovative moves so as to increase sales and market share, also targeting similar market segments, making the level of rivalry even higher.   The threat on entrants is highly dependent on the presence of factors known as barriers of entry. For the Macao project, the entrant factor can be considered as fair due to a number of reasons. One of which is the fact that operating such business demands a considerable capital. A great deal of capital will not only be necessary for putting up the business itself but also in acquiring the best professionals and technology for product development as well as marketing, entering the same industry and competing with existing tourism approach can be difficult due to customer loyalty and strong service preference factors.   This aspect of Porter’s five forces pertains to the power of the buyers over the manufacturer or the company, Macao assessment is based on the nature of buyer power sources surrounding the company. In particular, the demand for the products produced by the company is reduced due to a number of economic factors. As these factors are difficult to predict, the demand can then decrease at any point. In addition, due to several competitors, products and services offered to consumers are undifferentiated.           The power of the suppliers with the company is fair. This is because supplier concentration for tourism industry needs is low. Considering that Macao is to recognize tourism value upon supporting quality services several suppliers will be very willing to supply goods to the Venetian and should also note that healthy relation with suppliers is as important as those with its customers.   Aside, promotion market mix is indispensable through the various promotion strategies, one is able to acquire as well as retain customers means to achieve an effective promotion strategy does not necessarily imply a high cost. Venetian then, may require unlocking their true potential by optimizing better financial performance, improving business operation policies for suitable market dominance, there has to be execution of specific market approach such as those improving their marketing operation in support for business to business and business to customer paradigms.         SWOT One useful method of presenting Venetian Macau information in way that ensures evaluation is to perform SWOT analysis as there allows Venetian Macau management to signify the decision’s relevance to the organization is it something to build on, to eliminate, to anticipate and something to outmaneuver well. The SWOT analysis will provide enough awareness for Venetian Macau and its business management operations implying relevant points for their resources as well as market approaches and processes in order to stay in shape and in control of their business environment.   Table One: SWOT Analysis   Strengths Strong customer-based Operation and Services Better business standards and disciplined approach towards increased indication of sales and profits   Weaknesses Reliance on effective hospitality and tourism market Reliance on technology Problems in certain global operation strategy stance   Opportunities Execution and growth in human resource activities Deliverance of innovative services for casinos and other leisure programs Ideal avenue for tourism sustainability and effectiveness   Threats Presence of tourism business risks and issues Rising hotel prices and high service charges and costs Slow sales and profits due to competitive markets Business operation regulations have strict norms to achieve     Venetian Macao provides it with widespread brand recognition and strong customer base. The significant rise in revenues and profits provides the company with strong financial base and enables it to undertake new business opportunity. Venetian Macao must be aware of competition and maintain its good business performance, the role of marketing information in such business to business and business to customer can be vital in conducting and analyzing the market.  Venetian Macao will need to apply appropriate marketing communication tools in order for them to relate well to potential clients as such it can be through online advertisements and other ways.       Figure ONE: Conceptual model of integration, strategy, creativeness and performance Changes in the business environment are leading to new and greater demands on strategic planning systems. Moreover, given that strategic planning’s sole purpose is to improve strategic performance, improving, assessing and monitoring the effectiveness of the strategic planning process would appear to be a key managerial task. However, our research has noted that many organizations do not perform the task. When questioned, many practitioners complained that little guidance has been available to assist them in understanding and measuring strategic planning effectiveness (1998a). The tool provides a balanced framework for identifying the salient dimensions of strategic planning effectiveness by addressing three critical areas. The tool helps managers design and implement a more effective planning process, and helps create more effective people. Despite the increasing interest in organizational effectiveness there is little consensus over what constitutes a valid set of effectiveness criteria (Smith, 1998). This is somewhat surprising given that the effectiveness of the overall planning process may be as important as formalisation and comprehensiveness ( 1990). The traditional approach which involves measuring effectiveness in terms of objectives poses a number of problems. For example, effective performance must be determined, in part, by the objectives of the organization itself rather than by an externally imposed standard (1980). Even within the same organization common objectives may differ. The effectiveness of the nature of strategic planning in firms, as opposed solely to performance outcomes has been highlighted as a major problem, ( 1980;  1983). Some writers, have proposed methods to evaluate the strategic planning system (SPS), (1977;1981; 1992;1994). There have been two main approaches to evaluate the effectiveness of a strategic planning system process and ends-oriented (1994). The process approach considers the whole system and provides users with a means of identifying weaknesses, while end-oriented focuses on the outputs of the system. While Foster recommends the sole use of the first approach,  (1998b, 1998c) have shown that perhaps the best measure of effectiveness is to include a combination of both approaches. Organizations can enhance their planning effectiveness by using management and planning tools that make the details of their plans visible (1998). This visibility facilitates vertical integration, horizontal, and cross functional alignment. However, initiating, managing and sustaining a corporate transformation requires close attention to: top-down direction setting; horizontal process redesign, and bottom-up performance improvement ( 1998). Researchers have empirically verified positive effects on performance resulting from consistency in operations and marketing strategies (1987; 1991). However, substantive relationships between dimensions of manufacturing strategy and marketing strategy have not been clearly established. According to (1996,), this lack of linkage continues to be “the first and most serious problem and the main weakness in Venetian Macao. There suggest that the lack of linkage in strategic models is due in large part to the ambiguity surrounding the essence of manufacturing strategy. The elements of manufacturing strategy have been characterized in many different ways, including manufacturing tasks, competitive priorities, order winners and qualifiers, and components of production competence.           Recently, researchers have argued that capabilities form the primary basis for competition between firms. It has been said that in the current business environment, the essence of strategy is to develop hard-to-imitate organizational capabilities that distinguish a company from its competitors in the eyes of its customers” (1992). Core capabilities contained within a firm’s manufacturing processes enable it to differentiate its products from competitors’ products. Like other elements of manufacturing strategy, core capabilities have not been well-defined. (1996) suggest that capabilities are activities that a firm can do better than its competitors. Further, a capability is not something a firm can buy. Capabilities are organizationally specific; they must be developed internally. The fact that they are difficult to imitate or transfer is what makes them valuable. Thus, capabilities derive less from specific technologies or manufacturing facilities and more from manufacturing infrastructure: people, management and information systems, learning, and organizational focus.                   Thinking about strategy requires thinking vertically, from high altitude to low altitude. Strategy looks at effectiveness and success through the eyes of customers and other stakeholders who are receiving a product or service or who impact the delivery of a product or service. Actionable strategy links a shared vision of the future to strategically important products, programs, services and activities. The figure to the right shows how an organization’s strategic elements come together to form strategy. The strategic Strategy Starts With the End in Mind elements needed to create effective strategy include: vision, mission, core values (guiding principles), organization pains and enablers (from a SWOT analysis), customer value proposition, perspectives, and external environmental factors affecting the organization.   Strategy exists at different levels in an organization. First there is high-level, organization-wide strategy. Starting with the mission and vision, strategy at this level can be defined as a collection of a few (i.e., three or four) high-level themes that break a shared vision into actionable focus areas. These strategic themes are complimentary, and, taken together, strategic themes represent the organization’s “pillars of excellence”. Some common examples of strategic themes are operational excellence, strategic partnering, service excellence, and a compelling place to work. How can a shared vision of the future be translated into a set of three or four strategic themes that focus the organization on results and excellence? Remember the strategic planning workshop discussed earlier? Instead of “business as usual”, design your strategic planning workshop by starting with the end in mind. “The end” is an overarching strategic result that allows the organization to work toward something measurable. The overarching strategic result is tied to the vision. With your vision and overarching strategic result defined, a set of complimentary strategic themes can be developed that help make the vision actionable. Each strategic theme will have one strategic result. So the vision breaks down into several strategic themes, and the overarching strategic result breaks down into theme strategic results. Instead of 6 to 12 “strategic goal buckets” in a typical strategic plan, a more manageable three to four strategic themes and strategic results are developed that form the basis of the organization’s strategy. And so far, you have not talked about current programs, products, services, or projects. The mantra should be mission, vision, and strategy first – operations and tactics second. The next step in the process of becoming more strategy focused organization is to determine strategic perspectives, or performance dimensions, that can help transform organization mission and vision into actionable strategy. It takes several perspectives to understand an organization as a system, composed of human capital, infrastructure and processes that are linked together to create customer value. Think of perspectives as different lenses through which strategy can be viewed. In a strategy-based planning and managing system, strategy is analyzed through four perspectives. Typical perspectives are: financial/stewardship, customer/ stakeholder, internal business processes, and organization capacity. Once the strategic themes, results and perspectives have been developed, strategic objectives are developed for themes.       Strategic objectives are the building blocks of strategy, as strategic objectives are expressed as continuous improvement actions, and can be documented, measured, and made actionable through initiatives and projects. One of the most significant contributions to management science over the past fifteen years is something called a “strategy map”. A strategy map is a key component of a balanced scorecard, and shows graphically how the organization creates value for customers and stakeholders and employees. The strategy map is constructed by linking strategic objectives using causeeffect relationships among objectives placed in perspectives. The resulting map shows, at a high level, how an organization creates value strategically for its customers and stakeholders. A strategy map is one of the most effective communication tools an organization can use to build alignment, accountably, and a focus on results. The figure above shows an example of a strategy map for a consulting business. In businesses, the strategy map represents a value chain of continuous improvement activities (strategy) that the organization needs to pursue to be successful.  Once the organization’s strategy map is constructed, critical performance measures can be developed for each objective. Once the measures are defined, targets and benchmarks can be developed to track success of the organization’s strategy against expected performance. The highest priority strategic initiatives are the ones to which we should allocate resources in order to achieve desired strategic results. The figure below shows how the elements of strategy align to form a true strategic planning process, rather than just a program justification process. Strategy is the common thread of an integrated planning and management system, and forms the basis for communicating the organization’s approach for improving mission effectiveness for stakeholders. The finished strategy-based planning and management system translates customer and other stakeholder needs, vision, mission, and values into organization strategic results, strategy, objectives, performance measures and targets, and new initiatives. The process of developing strategic themes and results from the vision and overarching strategic result is a process of strategic discovery and critical thinking. Rather than just looking for a home for the organization’s favorite activities, this process leads to new ways of thinking about the organization from customers and stakeholders downward, rather than from the sum of all the organization currently does upward. It’s a difference between night and day in the outcomes of the process.                                                                       REFERENCE Credit:ivythesis.typepad.com

Venetian Macau in their strategic direction

“Organizations need to understand their operational world. In the classic definition, the two concerns of strategy are the ‘extern...

Research pre-proposal paper assignment essay instructions on How does growing up as an adolescent in a violent environment makes you become cruel to animals?

Write a qualitative research pre-proposal paper on the study “How does growing up as an adolescent in a violent environment makes you become cruel to animals?. The content of the pre-proposal should be as follows: 1. Pre-Proposal – Background/Context. Develop few paragraphs providing sufficient background to describe the background and context in which the problem, condition, or phenomenon is occurring. The Problem, Issue, or Phenomenon of Interest – Describe briefly but sufficiently so a reader unfamiliar with the problem understands the problem. Apply a practical research or applied research aimed at practical or practice-related problems. The problem often reflects a gap in the knowledge base or a need in practice typically made in the form of a recommendation for further research from another researcher. Briefly document the gap to demonstrate that the problem and the need for research have arisen from your review of the literature. Identify the researchers, scholar-practitioners who have the gap or need or have called for further research addressing the problem. If you cannot find recommendations for further research, be sure to connect the problem to the related literature. NOTE: Identify the specific human service practitioner group the study will target and the practice problem occurring for those practitioners. My specialization is Criminal Justice. 2. The Problem Statement – Provide a single sentence researchable problem statement that describes a gap in the knowledge base or needed action (such as the development of a new intervention) to which your purpose statement and research question completely align. 3. The Purpose Statement – Provide a single sentence purpose statement that aligns with the problem statement and research question. For instance, The purpose of the proposed research study is to……in order to……(accomplish what goal?). 4. Research Question – what is the central research question that will drive this study? If you are having additional questions, remember that in qualitative research, the problem statement, purpose statement, and primary research question should be nearly identical in wording and contain the same essence. 5. Rational, Relevance, and Significance – Treat each separately by addressing the following: Why is the proposed research study needed? Be clear and specific. Describe how the proposed study is responding to a practitioner problem for which the need and justification is supported by the literature (research and theory)? How is the need and justification for the proposed study supported by the literature (research and theory)? Who is calling for this proposed research? What is the relevance of your proposed research study to your specialization (criminal justice) in Capella? What is the potential value of your findings to practitioners and scholars within your specialization? What is the potential value of the research findings to the scientific community in general? 6. Theoretical or Conceptual Framework – Briefly describe the theoretical framework that supports your study. What is the theoretical basis for your proposed study? What theories and related research seem to best explain your research problem? Discuss the concepts, assumptions, and generalization or theoretical expectations, and other related information, that make up the framework supporting your study. 7. Research Design – consider and identify the appropriate potential research design to research the problem for solution or answers. For instance, case study (what type? -descriptive, interpretive, explanatory, exploratory or evaluation). What is your rationale for selecting this type? Interviews, used to clarify, and verify observations and artifacts. What exactly will be observed and for how long, and how will observation take place? what artifacts will be collected and analyzed? For what reason? Credit:ivythesis.typepad.com

Research pre-proposal paper assignment essay instructions on How does growing up as an adolescent in a violent environment makes you become cruel to animals?

Write a qualitative research pre-proposal paper on the study “How does growing up as an adolescent in a violent environment makes you beco...

Dissertation proposal assignment essay instructions on Investment appraisal and risk management from an African perspective: The case for Cameroon

Dissertation title:………. What are the main theoretical/conceptual framework and chosen industry context. Maximum 12 words not in question style. Context; what is the background/rational for your dissertation Focus: identify one aim and four focused objective Literature review: Have you found any major theoretical/conceptual framework developed by other authors or writers in your research area? Have you reviewed any recent development in your chosen industry? Research methodology: Have you justified the proposed research philosophy,approach,design,sampling criteria, sample sizes, methods of collecting primary data, methods of analyzing data Ethical consideration and issues: consider ethical issues in relation to participants, informed consent, anonimity,confidentiality, data storage protection safety of participants etc,,, References: what are the major references, minimum 12 relevant journals/books or website, Harvard referencing style. Credit:ivythesis.typepad.com

Dissertation proposal assignment essay instructions on Investment appraisal and risk management from an African perspective: The case for Cameroon

Dissertation title:………. What are the main theoretical/conceptual framework and chosen industry context. Maximum 12 words not in question s...

MBA Dissertation on How Organizational Culture influrence company effectieness – A case study of R Compnay

MBA Dissertation on How Organizational Culture influrence company effectieness – A case study of R Compnay

Disseratation on Reverse Logistics: Effect on competitiveness and cost in an organization.

Independent Variables Toy’s “R” Us Business Competitiveness - The company is experiencing different problems with competitors and its standing in the industry is down (Toys “R” Us Singapore, 2009). But given the proper use of the competitive advantage they have, the company can recover from such problems. The company has competitive advantage over retailers and the industry. One competitive advantage of the company is its brand name. The company is known as one of the established toy outlets in the industry (Toys “R” Us Singapore, 2009). People easily recognize the company and the different product it has. They can easily think about the company when toy selling is mentioned. Another competitive advantage of the company is its image with the clients. The company is known as one store that provides excellent service to the clients. This can be proven by the frequency of visit clients do to the company’s store and other marketing venues. Moreover a competitive advantage of the company is its increasing venue of marketing their products. The company is taking steps to ensure that their products can reach more people at more location that’s why the company engaged in having more branches at different places (Brougere, G. Buckingham, D. & Goldstein, J. (eds.) 2004). The company also made use of the internet and created a website that more people in the world can use to transact with the company. Lastly a competitive advantage of the company is the wide range of business venture they are engaging in. The company is currently engaging not only in toys but in other consumer products like baby clothes and kids apparel. Although their clothing product for kids is not successful the company tries to discover new ways to discover the secret of success in such venture. Toys, games, and media today are increasingly enmeshed in webs of integrated marketing, which depend on what marketers call the synergy between different types of products (Brougere, G. Buckingham, D. & Goldstein, J. (eds.) 2004). Toys are a big part of children’s life. It gives them entertainment, exercise and learning experiences. Toy making is one of the most profitable investments available for entrepreneurs (Brougere, G. Buckingham, D. & Goldstein, J. (eds.) 2004). One company that made a mark in the toy business is Toys “R” Us. The company is one of the largest toy stores. The company as years passed underwent changes wherein they initialized an online shopping site that sells toys and baby products. Another change to the company is its change in ownership.   Business Costs- With regards to the operational and manufacturing costs of toy products and services of Toys “R” Us, the company are devising different strategies to avoid excessive business costs (Brougere, G. Buckingham, D. & Goldstein, J. (eds.) 2004).  Business costs are expenses of the company in manufacturing and delivering their products. Finding ways to reduce costs sometimes may be crucial to firms and is a necessity most of the time. The learning phenomenon and the learning curve offer opportunities for cost reduction programs in general and in the preproduction planning and the product redesign areas in particular (Gillooley, D & Varley, R 2001). In the preproduction planning stage, the type of learning curve to be used subsequently may be affected by the level and content of organizational planning. More precisely, the more preplanning that is done in all aspects associated with the launching of a new product, the lower the cost of the initial unit. With the cost of the initial unit being the starting point of the learning phenomenon, the lower it is through effective preproduction planning, the greater the savings generated by the resulting learning curve (Holzer & Riahi-Belkaoui 1986). Various studies, including an empirical one, have pinpointed the impact of preproduction planning on the time taken to produce the first unit and the dynamic rate resulting during the course of production (Sousa, R. 2003). Authors have emphasized the importance of proper preproduction planning undertaken at the initial stages to lessen the scope of improvement during the course of production, which results in a flatter function, lying considerably below one which depicts a smaller amount of preproduction planning (Holzer & Riahi-Belkaoui 1986). Global business like Toys “R” Us wants to make sure that they minimize cost with regards to their logistics systems (Sousa, R. 2003). Business uses different strategies to reach this kind of desire that they believe can give companies benefits.  Different strategies are used that includes highly organized inventory system, stricter security measures, strong relationship with suppliers and better transport and distribution systems. Aside from the so-called reverse logistics, businesses makes use of a highly organized inventory system to minimize cost in their logistic system (Sousa, R. 2003). By engaging in an organized inventory system companies won’t have to worry about buying supplies constantly thus they can have more savings. Another strategy to minimize cost in logistics systems is stricter security measures. By conducting such strategy supplies tend not to be wasted on useless things and be harmed by security problems. Moreover a strategy to minimize cost in logistics systems is strong relationship with suppliers. By having strong relationship with suppliers companies can convince their suppliers to give them discounts that can help in minimizing their cost (Sousa, R. 2003).  Lastly a strategy to minimize cost in logistics systems is by having a better transport and distribution systems. Transport and distribution system are used in the delivery and transportation of supplies from one inventory facility to another (Sousa, R. 2003). The system should be well organized so that when problems arise solutions are available and the company will not waste supplies.     Business Development- In business development, logistic tends to become the most crucial factor that contributes in decision-making process of the business organization. A decision is the results of making a judgment or reaching a conclusion. Decision-making is a rational choice among alternatives. It is universal to all managers (Slack, N. Chambers, S. & Johnston, R. 2004).  Basically, the success or failure that a person experiences in life depends on the decisions he or she makes.  One decision may make the difference between a successful and an unsuccessful career.  Actually, decision process and continues changes in business arena conforms to the logistic process in a certain business. Meaning, decision processes and continues changes in business arena encourage logistics to change. Over the last two decades of the twentieth century, theories of organisational change have had a tremendous impact on business and not-for-profit companies. The extent of the influence of popular theories of change including Culture Change, Total Quality Management (TQM), Business Process Re-engineering (BPR), Organisational Learning, and, Six Sigma  is evidenced throughout the business world. Many of the top corporations, have implemented one or other change program over the last twenty years, often at the cost of millions of dollars, and involving large-scale restructuring and extensive job losses (Mills 2003).  At the end of the day, while it is generally agreed that certain change programs have become widely popular, there is considerable debate about the success or failure of the subsequent changes themselves. Business critics blame suggested failure on incorrect implementation (Slack, N. Chambers, S. & Johnston, R. 2004). Other business critics are less convinced, questioning the lack of evidence of a clear link between the implementation of selected change program within the logistic system and subsequent business success. It is argued that, within management thought and practice, the notion of organisational change has changed in significance over the last two decades, from one of many potential strategies of managing to a key influence on organisational effectiveness and survival. The focus has shifted from the strategic choice of the actor to one of incontrovertible external forces that managers need to anticipate, react to and manage. It is contended that organisational change as imperative has become an important management discourse that can be witnessed in the discursive practices of companies (Mills 2003). Explaining the popularity of change in logistics in sense making terms it can be argued that change has become a conventional management practice, developed and sustained through a powerful management discourse, whose on-going character influences the decision-making of large and small companies, profit and not-for-profit companies alike (Thompson, A. Jr. & Strickland, A.J. III 2003). Whether or not the adoption of a particular program of change is the right course of action for some companies doesn’t seem to matter. Decisions to implement change programs are based on plausibility rather than accuracy. Prior to 1980, within business texts, organisational change as a management technique was either not mentioned at all or was limited to discussion of group dynamics and employee resistance to change (Mills 2003). Over time, the emphasis on change programs has switched focus from ways to improve employee satisfaction to a goal today of customer-driven corporate effectiveness. But something more than a change in focus has occurred. The notion of organisational change has taken on new meaning. Since the early 1980s, it has become an imperative rather than a technique to be considered at appropriate times, a holistic rather than a piecemeal approach to organisational effectiveness (Mills 2003). Organisational change is done by a company when it believes that the company is not adjusting to the new trends in its environment. The change that needs to be done includes improving the businesses’ relationship with the employees. Business should have good relationship with the employees so that the firm will run smoothly.  This will also make the employee respond to the challenge of competitors with quickness and conviction. Another change that should be done by Singapore business is to educate the employees about the new technologies. This will make the employees have a quick response towards globalization and the market pressures being thrown at this sector in Singapore. Moreover a change that should be done by the business industry is to use diverse kinds of management and marketing strategy so that they can compete with new rival firms that are either within the country or outside the country.   Dependent Variables             Reverse Logistics Application – Reverse logistics stands for all operations related to the reuse of products and materials. It is “the process of planning, implementing, and controlling the efficient, cost effective flow of raw materials, in-process inventory, finished goods and related information from the point of consumption to the point of origin for the purpose of recapturing value or proper disposal (Tibben-Lembke, R. 2002). More precisely, reverse logistics is the process of moving goods from their typical final destination for the purpose of capturing value, or proper disposal. Remanufacturing and refurbishing activities also may be included in the definition of reverse logistics. Individual firms and supply chains will continue to seek ways to achieve competitive advantage. Reverse logistics will be one way to reduce costs, increase revenues and customer service levels and help to obtain market advantage (Tibben-Lembke, R. 2002). Metrics that measure various aspects of the reverse logistics process must be developed and implemented. In sum, for many reasons – costs, customer service and revenue – reverse logistics is an increasingly important part of current and future supply chain strategies. Reverse logistics is a formal methodology for upgrading outmoded equipment as an inexpensive substitute for new equipment and to transform waste into useful products (Tibben-Lembke, R. 2002). These actions may enhance a firm’s competitiveness.       Chapter Summary             This part of the paper discusses the literature review concerning the effect of reverse logistics on the competitiveness of a certain company in Singapore i.e. Toy “R” Us.  This part detailed the discussion about the theories and models to be used.  In addition, the dependent variables (e.g. Toy’s “R” Us Business Competitiveness, Business Costs and Overall Business Development) and independent variable (e.g.  Reverse Logistics Application) in relation to the goal of the study were also discussed.   References: Armstrong, P. (2001). Input-Process-Output Model. Colorado: Colorado State University.   Baldwin, L.H. Camm, F. Cook, C.R. & Moore, N.Y. (2002). Implementing Best Purchasing and Supply Management Practices: Lessons from Innovative Commercial Firms, Rand: Santa Monica, CA.   Brougere, G. Buckingham, D. & Goldstein, J. (eds.) (2004). Toys, games and media, Lawrence Erlbaum Associates, Mahwah, NJ.    Bowman, R.J. (1999). ‘Logistics in Europe: Tear Up the Old Maps’, Global Logistics & Supply Chain Strategies, vol. 3, no. 6, pp. 38-51.   Celly, K.S. Kamauff, J.W. & Spekman, R.E. (1999). ‘Technological Uncertainty, Buyer Preferences and Supplier Assurances: An Examination of Pacific Rim Purchasing Arrangements’, Journal of International Business Studies, vol. 30, no. 2, pp. 297+.   Corbett, M.F. (1996). ‘Outsourcing as a Strategic Tool’, Canadian Business Review, vol. 23, pp. 14-16.   Croxton, K. Garcia-Dastogue, L. Sebastian, J. Lambert, D.M. & Rogens, D. (2001). “The Supply Chain Management Processes,” The International Journal of Logistics Management, vol. 12, no. 2, p. 14.   Earl, M 1996, ‘The Risks of Outsourcing IT’, Sloan Management Review, vol. 37, pp. 26-32.   Gillooley, D. & Varley, R. (2001). Retail product management: buying and merchandising, Routledge, London.   Harris, G. & Taylor, S. (1997). Escaping from the Box: A New Process Model to Support Participation and Improve Coordination. In Center for Quality of Management Journal, Volume 6, Number 3. Cambridge, MA: The Center for Quality of Management, Inc. Holzer, H.P. & Riahi-Belkaoui, A. (1986). The learning curve: a management accounting tool, Quorum Books, Westport, CT.   Katsikeas, C.S. Schlegelmilch, B.B. & Skarmeas, D. (2002). ‘Drivers of Commitment and Its Impact on Performance in Cross-Cultural Buyer-Seller Relationships: The Importer’s Perspective’, Journal of International Business Studies, vol. 33, no. 4, pp.757+.   Mills, J.H. (2003). Making sense of organisational change, Routledge, New York.   Owens, G. Vidal, O. Toole, R. & Favre, D. (1998). “Strategic Sourcing: Aligning Procurement Needs with Your Business Goals,” in John Gattorna (ed.), Strategic Supply Chain Alignment: Best Practice in Supply Chain Management, Hampshire, England: Gower, p. 286.   Slack, N. Chambers, S. & Johnston, R. (2004). The Model of Continuous Improvement, Operations Management, The Newcastle Business School MBA: Pitman Publishing.   Sobrero, M. & Roberts, E.B. (2001). ‘The trade-off between efficiency and learning in interorganizational relationships for product development’, Management Science, vol. 47, no. 4, pp. 493-511.   Sousa, R. (2003). Linking quality management to manufacturing strategy: An empirical investigation of customer focus practices. Journal of Operations Management, 21(1), 1-18.   Testa, B.M. (2005). ‘Asserting supply chain control’, Electronic Business, vol. 31, no. 10, p. 35.   Thompson, A. Jr. & Strickland, A.J. III (2003). Strategic Management: Concepts and Cases. 13th ed. New York, NY: McGraw-Hill.   Tibben-Lembke, R. (2002). “Life After Death: Reverse Logistics and the Product Life Cycle.” International Journal of Physical Distribution & Logistics Management 32: 223-244.   Toys “R” Us Singapore, (2009). About Toys “R” Us, viewed 25 May, 2009, <http://www.toysrus.com.sg>.       Chapter 3 Methodology This study was conducted in order to determine the impact of effect of reverse logistics on the competitiveness and cost in Toys “R” Us in Singapore. For this research, the research applied the descriptive qualitative approach due to the method’s usability and appropriateness. Secondary data obtained from books, journal and periodicals served as the main source of information in this study. Specifically, the literature containing relevant case studies and statistical findings will be used in the investigation. In this study, the descriptive method of research is utilized using a total of randomly selected 200 employees and customers of Toys “R” Us in Singapore.   Research Design This study employs the descriptive research method, which uses observation and surveys. In this method, it is possible that the study would be convenient and quick since this paper aims to determine the marketing issues related to marketing processes. Descriptive research could also suggest unanticipated hypotheses. Nonetheless, it would be very hard to rule out alternative explanations and especially infer causations. Thus, in this paper it is practical and reliable to use this kind of research approach.  This descriptive type of research also utilizes observations in the study.  To illustrate the descriptive type of research, Creswell (1994) will guide the researcher when he stated: Descriptive method of research is to gather information about the present existing condition.  The purpose of employing this method is to describe the nature of a situation, as it exists at the time of the study and to explore the cause/s of particular phenomena. The researcher opted to use this kind of research considering the desire of the researcher to obtain first hand data from the respondents so as to formulate rational and sound conclusions and recommendations for the study.   Research Objectives The following statements cover the objectives as this research endeavor aims to achieve upon the completion of the data and information needed through sound analysis and interpretation of the findings of the study: 1.    To identity the driving forces of reverse logistics in Toys “R” Us and the obstacles and problems they encountered. 2.    To investigate the effect of reverse logistics to the competitiveness and Cost in Toys “R” Us in Singapore. 3.    To identity the significances and benefits of reverse logistics practices in affecting the competitiveness and Cost in Toys “R” Us in Singapore. 4.    To study the most appropriate logistic practices or tools for supporting the success of business operation.   Questionnaires Design To assess the problem at hand, the researcher prepared a questionnaire and a set of guide questions for the interview that is asked to the intended respondents. It was indicated that this will be answered with no more than 20-30 minutes of the respondents’ time. Furthermore, the answers will be completely anonymous and confidential and if there were any particular questions the respondents do not want to answer, it was a standard that they should inform the researcher. The respondents graded each statement in the survey-questionnaire using a Likert scale with a five-response scale wherein respondents are given five response choices. The equivalent weights for the answers are (Frankfort-Nachmias, C., & Nachmias, D. 1992):   Range                                                Interpretation             4.50 – 5.00                                        Strongly Agree             3.50 – 4.49                                        Agree             2.50 – 3.49                                        Uncertain             1.50 – 2.49                                        Disagree                      0.00 – 1.49                                        Strongly Disagree               For validation purposes, the researcher initially submitted a sample of the set of survey questionnaires and after approval; the survey is conducted to five respondents.  After the questions are answered, the researcher asked the respondents for any suggestions or any necessary corrections to ensure further improvement and validity of the instrument.  The researcher again examined the content of the interview questions to find out the reliability of the instrument.  The researchers excluded irrelevant questions and changed words that would be deemed difficult by the respondents, too much simpler terms. Once all the needed and pertinent data are gathered, statistics will be utilized to examine relationships, differences and trends.  After the entire survey questionnaire has been collected, the researcher used statistics to analyze all the data.The statistical formulae to be used in the survey questionnaire will be the following Creswell, J.W. (1994): 1.     Percentage – to determine the magnitude of the responses to the questionnaire.             n % = ——– x 100        ;           n – number of responses             N                                 N – total number of respondents 2.     Weighted Mean               f1x1 + f2x2  + f3x3 + f4x4  + f5x5 x= ———————————————  ;                         xt where:            f – weight given to each response                         x – number of responses             xt – total number of responses   The researcher will be assisted by the SPSS in coming up with the statistical analysis for this study.     Survey Participants   The researcher, in choosing subjects or respondents for the topic at hand, is usually thought of to have the power over who the respondents of the study will be. Such a task would have been easier, except a researcher cannot simply choose out of whim; the subjects must be selected carefully with the intention of having subjects who each posses characteristics that, when put together, will represent a community. It is not only themselves whom these subjects will represent, but the bigger whole or the whole population. In this study, primary research and secondary research will be used. Primary research to be conducted will be using questionnaire surveys to be sent randomly to 200 employees and customers in Toys “R” Us in Singapore. The researcher will tally, score and tabulate all the responses in the provided survey questions. A major aim of the survey is to know the perception of both employees and customers on how reverse logistics affects the competitiveness and costs in Toys “R” Us in Singapore. Furthermore, 3 managers of Toys “R” Us in Singapore will be interviewed personally by the researcher to have an in-depth understanding on the logistics of their company. Each interview with the managers lasted for almost an hour. The main aim of the interview is to know how the reverse logistics of Toys “R” Us in Singapore work, and how it has been beneficial to the company. The researcher conducted the survey personally with the respondents, or either through e-mail or snail mail.   Case Study- Toys “R” Us Singapore[1] As indicated in company’s website, Li & Fung Retailing became a licensee of Toys “R” Us and acquired 100% ownership of Toys LiFung (Asia) Ltd, for the business in Mainland China, Hong Kong, Taiwan, Singapore, Malaysia, Thailand, The Philippines and Macau with provisions for entry into new geographic markets including other South East Asian countries in 2002. Basically, Toys “R” Us is positioned as “the Worldwide authority on kids, families and fun”. It is the largest child-related product specialty chain store in the world. Toys “R” Us believes in providing a happy shopping experience to customers with the biggest selection of toys and baby products priced to offer best value for money. One of the missions of the company is to nurture and develop the core competence of the Toys “R”Us retailing chain in order to be the most preferred shopping destination for toys, baby and kids life-style products in Asia. They also believed that business is built one guest at a time, and they are committed to making each and every guest happy. The company aimed to be the dominant toy retailer in Asia offering the right products, at the right price, at the right place, at the right time in a pleasurable and convenient shopping environment. Basically, the logistics practice of the company is expressive as shown to their number of stores located in different parts of Asia (Toys “R” Us Singapore 2009): Ø  As of mid-April, 2009, Toys LiFung (Asia) Ltd operates 107 stores in 8 Asian markets: Ø  11 stores in Hong Kong (9 Main stores + 2 Toys”R”Us Express stores) Ø  6 stores in Singapore (6 Main stores) Ø  18 stores in Malaysia (6 Main stores + 7 Toys”R”Us Express stores + 5 Toy Box) Ø  16 stores in Taiwan (8 Main stores + 8 Toys”R”Us Express stores) Ø  9 stores in Thailand (3 Main stores + 6 Toys”R”Us Express / Toybox stores) Ø  32 stores in The Philippines (4 Main stores + 3 Toys”R”Us Express stores + 25 Toy Box) Ø  1 store in Macau (1 Toys”R”Us Express store) Ø  14 stores in Chinese Mainland (11 Toys”R”Us Main stores + 2 Toys”R”Us Express stores + 1 Toy Box)   In order to understand the business operation of the company and its logistics and marketing practices, the researcher conducted a SWOT analysis.  SWOT analysis reflects to the strengths, weaknesses, opportunity and threats for Toys “R” Us in Singapore.   Strength Strength of Toys “R” Us is its continuous and fast growth as the years pass. The company is reaching out not only to new markets but to different kinds of venues to market their product like the internet. This gives them a distinct advantage towards their competitors. This also gives the company a distinct identity separate from its competitors. The continuous and fast growth of the company shows how well they are operating and how effective their strategy. Another strength of the company is the employees of the company being trained well. The employees of the company are well trained. The employees were well chosen and well trained to do their respective jobs. These employees are well managed to keep them in line with the objectives and standards of the company. This is strength of a company because it brings out the best employees thus the best service can be given to the clients. If clients enjoy the service of the company they tend to return to avail again the services and products offered by the company this results to satisfaction of the goals of the company. Lastly, the strength of Toys “R” Us is the use of a website which serves as an online shopping centre. The company website showcases different products by the company. Clients can purchase toys or baby products they want through the website.    Weakness Weaknesses are the current problems of the company. To determine the weakness of the company the things that should be known includes the products that are least profitable, areas of the company that is not able to recover cost, the weak brands, the ability of the company to raise money when it needs to, the ability of the company to stand price pressures against competitors, the ability of the company to create new ideas, the faith of employees in management and the ability to compete with other companies in the technology front. A weakness of the company is the safety concern on the different products it sells. Although the products have safety labels there are still concerns on the possible effects of their products to a child. Lastly a weakness of the company is its tight competition with many competitors. The company may belong to one of the largest toy retailing store but it still has problems in competing with new and up coming competitors.   Opportunities An opportunity the company has is the website it has. The company can make the website more user-friendly, helpful and informative so that people will be encouraged to use it. Another opportunity for the company is the wide range of products and services it offers. They can use such products and services to satisfy the needs of the clients and offer these clients everything they need in one shop or venue. This can also be used to increase the status of the company against its competitors. An opportunity for the company is to make their employees multi functioning so that they don’t have to hire more employees. This will create savings for the company and give them advantage towards competitors. Lastly an opportunity for the company is to merge with its non competitors so that they can both benefit from such endeavor. Merging with a non competitor can help in improving the company. The company can merge with company’s that are doing well in another industry and from that merger they can both improve their strengths, fix or lessen their weaknesses, and conquer threats from their respective competitors.   Threats A threat to the company is its competitors. The competitors they have might find a way to equal or exceed the status and performance of the company in the future. This could cause them problems or major hindrances to achieve their goals. Another threat to the company includes the laws in the country they are operating in. Laws are a vital part of a country. These laws are the ones that initiate order and discipline in the country. There may be laws that can cause some delay in selling the products. These laws can hamper business transactions to be completed. These laws are enacted to protect the welfare of local sellers in that specific country.  Since there are different laws in different countries it can also cause problems for the company. Another treat is the economic condition of the countries they are operating in. The status of the economy in Singapore is different from the status of the economy in other countries, the status of economy in Singapore might be good or bad compared to other economy in Asia, America or Europe,  potential problems may arise thus the company should prepare measures to counter it. Lastly a threat to the company is the tariffs and taxes that the company has in different countries, each countries has its own rate of taxes and tariff. Taxes and tariffs are collected by the countries government as additional funds for their projects in that country. The taxes and tariffs collected by a country depend on what the law of the country states. The taxes and tariffs collected by a country is a threat because this causes expenditures to a company. Since its rate varies the company must be wary of the cost of the taxes and tariffs and be able to decide if having a business in that particularly country is reasonable and feasible for the company.      Limitation of Research This research centers on the reverse logistics application in Toys “R” Us and how this can affects the organisation’s competitiveness and costs. Other components, including marketing management, are not within the scope of the study. Because of financial, logistical, and time constraints, this research will not attempt to obtain a representative sample. Thus, the researcher will be extra careful in generalizing the findings of the study The data generated will be used solely to understand the development of green marketing. The researcher is solely responsible for conducting the whole research process and shall abide all the policies regarding the organization as well as the university. The data will not be transferable for any means in person or organization. The research is being done according to the guidelines and rules and regulations of the university. The researcher does not belong to any professional bodies to share the outcome of the research results. The four stages of ethics in doing research are followed by the way of a good design, modes of data collection, analysis of data and for proper dissemination. Both confidentiality and anonymity will be maintained of the informants who have participated or shared information in the research. There will be no Coercion or force to take advantage from the informants. Full voluntary guarantee will be taken from the informants. Due consideration and approval will be taken from the organization which is being studied. Prior objectives and motive of the research will be intimated. There shall be no misrepresentation or misuse of the data collected from the organization. Strict confidentiality shall be maintained. Finally, the university for dissemination of academic purposes might take the data collected.   Chapter summary In order to attain the purpose of this study in determining the effect of reverse logistics on the competitiveness and costs in Toys “R” Us in Singapore, a research design is necessary. As its sample, at least 200 employees and customers will be selected to participate. In this particular study, the survey and interview methods of research will be utilized. These instruments are subjected to approval and validation. After the data collecting procedures, the researcher gathered and summarized all the information acquired from the survey and interview. After analyzing all data gathered, the researcher will then use these results to formulate conclusions and recommendations that will be provided in the next chapters.   References: Creswell, J.W. (1994). Research design. Qualitative and quantitative approaches. Thousand Oaks, California: Sage.   Frankfort-Nachmias, C., & Nachmias, D. (1992). Research methods in the social sciences (4th ed.). New York: St. Martin’s Press.   Toys “R” Us Singapore, (2009). About Toys “R” Us, viewed 25 May, 2009, <http://www.toysrus.com.sg>. <div style="mso-element:footnote-list"> <div style="mso-element:footnote" id="ftn1"> 		 		 		[1] 		All information are from 		company’s website otherwise indicated </div></div>   </div> Credit:ivythesis.typepad.com

Disseratation on Reverse Logistics: Effect on competitiveness and cost in an organization.

Independent Variables Toy’s “R” Us Business Competitiveness - The company is experiencing different problems with competitors and it...