Les Brown-You Deserve Essay Example

Les Brown-You Deserve Paper I’m going to start off by saying I’m a huge fan of Mr Brown. I believe he is a great motivator with a dynamic personality. Years ago, Mr Brown was the keynote speaker at one of my family reunions. His speech, although tailored to family, was mainly about the power we have as individuals to achieve personal greatness. I’m not the only one who left that reunion feeling better about myself and my family as awhole. When we watched the speech in class, I was pleasantly surprised. I’ve heard of the You Deserve seminar but had never heard it myself, so I was excited to be able to watch it in class. I was not disappointed at all. This speech basically talked about the fact that we deserve greatness and how we can achieve it. Mr Brown talks about how we are in fact our own worst enemies when it comes to achieving our goals. There is nothing anyone can say to or about you, positive or negative, that will change who you are unless you let it. As a young man who grew up misdiagnosed as educably mentally retarded and held back in school not once but twice, I’m sure Les Brown wasn’t the most confident student. But, while everyone else had given up on him, Mr Brown met a man who let him know that the label given to him didn’t define him. With that knowledge, Mr Brown has become a success who uses his successes to create success in others. The speech reached me in ways that may not have reached others. I find that I am always my worst enemy when it comes to reaching my goals. It’s not a lack of confidence but a penchant of making excuses and not going all the way in trying to achieve my goals. It’s almost like become afraid of my actual potential. We will write a custom essay sample on Les Brown-You Deserve specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Les Brown-You Deserve specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Les Brown-You Deserve specifically for you FOR ONLY $16.38 $13.9/page Hire Writer After watching this seminar, I now see that as long as I remain in this mindset, I’m never going to be all the way happy. I don’t like having that â€Å"what if† feeling, and unless I do something about it, that’s the way stuff is going to be. I will once again say that Mr Brown is a magnificent motivator, but the truth of the matter is once you see this program, and apply what you’ve learned, your life will change by leaps and bounds. But, you have to actually put in the work to do so. Otherwise, you could have the knowledge and do nothing about it. What a waste that would be.

Enzymes Lab Report Essay Example

Enzymes Lab Report Essay Example Enzymes Lab Report Paper Enzymes Lab Report Paper The size, the smell, the color? Most of us WOUld have to say that if they grabbed an apple that had a bruised body, they would return that apple to the pile in search for that perfect skinned apple. This is why studying catechist oxides is so important! Lets take a look at population numbers and why catechist oxides is so important with the increasing number of people living on Earth. In 2010, the global population was estimated to be around 6. 9 billion people (1). From 2008 to the end of 2011, the number of hungry families in Washington grew from about 88,000 to 163,000 In 2011, 15. Percent of Washington households reported some level of food insecurity, which means they regularly struggle to get enough food for their families, according to the USDA. (2). With an increase like that in the amount of people struggling to feed themselves, how do we think its going to be when the expected population growth on Earth jumps to 9. 6 billion in 2050 (1)? This is why studying catechist oxides is so important. According to a UK news article back on September 19, 2013, Up to two-fifths of a crop of fruit or vegetables can be wasted because its ugly Produce grown in the UK that does not meet detailer standards on size or shape or is blemished is often used for animal feed or simply ploughed back into the ground even though it is edible, with as much as 40% of a crop rejected. (3). Up to 40%! With people going hungry all over the world, if we were able to figure out how to reverse catechist oxides or even halt it for a period, we would be able to have those fruits and vegetables out longer with purchasers willing to buy them because they still hold their pretty appearance. Before I get into more about the actual experiments done in the lab, let me explain in a little more detail about enzymes. Enzymes speed up chemical reactions and those chemical reactions then either consume or change the enzyme itself. Enzymes structures are three-dimensional that are built up by at least one or more peptide bonds that form what is known as an active site. The active site is where the substrate (catechist in this experiment) will go and attach. Many things such as changes in temperature and changes in pH can affect the structure of the active site which will affect the rate of reaction of how the enzyme contributes. Please see below for the chemical reaction done by catechist oxides: (4) This reaction is what causes the fruits and vegetables to brown or looked bruised. In the middle you see where the catechist oxides (remember: it is the enzyme so that means it speeds up the reaction) comes into play. Catechist oxides are found in the cytoplasm of the fruits and vegetables. When catechist oxides is exposed to oxygen, it turns the fruits and vegetables brown. Remember how above I stated that many things can change the structure of the active site, such as pH? Well as it would have it, all enzymes are affected by changes in PH. Not only can it change the shape of the structure of the enzyme, UT it can also change the shape or charges of the substrate as well. That can make it so the substrate is unable to bind to the active site making it unable to go through catalysis. So they work in whats called the lock and kef manner with the substrate. When the optimum pH level of an enzyme is met, it allows it to lock with the substrate to form the catalyst. The optimum pH is where the enzyme is the most active. But just because one enzyme is most active at a certain point, doesnt mean that other enzymes are the same. In fact, the optimum pH can differ greatly from enzyme to enzyme. Please look to the left for what optimum pH will look like on a graph (5). As you can see, at the highest point of the bell curve is where the optimum pH of that enzyme is. The optimal pH allows the reaction between the enzyme and substrate to continue on. My hypothesis for this lab, Exercise C: Effect of pH on the Action of Catechist Oxides: The rate of the catechist oxides activity levels will be altered by the change in pH levels. I believe this is so because as stated above, pH has a great effect on the structure and function of the enzyme itself. The rate of absorption will tell me whether my hypothesis is correct or not. My null hypothesis for this lab, Exercise C: Effect of pH on the Action of Catechist Oxides: The rate of the catechist oxides activity will not change due to the different pH levels. Rather it will stay the same throughout. Methods: was in a group of four people: Kari Serial, Kelsey Heinz and Deborah Thermal. For our Lab 4 Enzyme activities, we were going to be using potato juice (enzyme) and catechist to resemble the natural acting potato and catecholamine reaction. We followed Exercises A B as instructed in the Lab Manual for Lab 4 Enzymes. When it came to Exercise C, we were assigned pH. In order for us to be able o get all the information down, we split up the tasks for this exercise. Deborah and myself were the readers and recorders of the absorbency rates. We used a blank tube to get the absorbency level at 0 on the spectrophotometer at 0 seconds to get the experiment off correctly. Kelsey was the person who would take the test tube in and out of the spectrophotometer on Saris instruction as she was the one doing the 10 second timing. When Kelsey pulled the test tube out that held our pH, she inverted the tube twice before sticking it back into the spectrophotometer. We did this process for a total of 120 seconds and recorded the readings. Results: Table: Absorbency vs Time- Enzyme Activity Thursdays Lab Class Time (sec) pH pH pH pH (replicate) pH pH 0. 01 10 I . 420 0. 206 0. 694 -0. 070 0. 380 20 1. 750 0. 356 0. 820 -0. 033 0. 500 0. 644 30 2. 050 0. 430 0. 880 -0. 001 0. 538 0. 656 40 2. 340 0. 486 0. 940 0. 013 0. 586 0. 642 50 2. 660 0. 550 0. 960 0. 031 0. 614 0. 628 60 2. 940 0. 616 1. 000 0. 050 0. 648 0. 20 70 3. 150 0. 680 1 . 030 0. 074 0. 676 80 3. 400 0. 718 1. 070 0. 133 0. 700 0. 606 90 3. 700 1. 025 1. 110 0. 148 0. 728 0. 596 100 3. 900 1 . 090 1. 140 0. 151 0. 772 110 4. 100 1. 160 1. 180 0. 176 0. 792 0. 578 120 4. 200 1. 250 1. 210 0. 194 . 800 0. 570 color (after 120 seconds) deep rust deep rusty brown rusty brown orange rusty pink-brown The table above not only shows my groups pH level reco rdings, but also the rest of the groups recording as well. On the bottom of the table you will see the color of which those groups determined the contents in their test tubes to look like. While the amount of contents, absorbency readings and timing are all quantitative observations, the color inside the tube was a qualitative observation. All pH levels increased in absorbency except for phi. Because most of the pHs absorbency increased with time, that shows that the reaction teen the enzyme and the substrate are continuing and moving forward. Graph: Absorbency vs Time- Enzyme Activity- Thursdays Lab Class: In this graph above, you can visually see the dramatic increase in absorbency in pH while pH (replicate) has the lowest level of absorbency. Also take not though, while you cannot see it very well on this graph, phi has an absorbency that started out strong, but decreased as time went on. In order for us to determine the reaction rate, we needed to look at the information collected from the experiment that is listed on the first table of this report. I also created operate tables for each pH level for my own guidance. In the mathematical equation, you use y=mix+b. In this experiment, b is equal to O, so really you have y=mix. In order to find the slope or rather the reaction rate, we needed to do the rise/run=m which meant we needed to find the change in y and the change in x. The equation at this point would be ye-ye/xx-xx. Because yell and XSL are both O, you simply had to do ye/xx. In a simpler explanation, you take the 10 second absorbency and divide it by 10. That is how the rate of reaction numbers above came to be. This table includes all the pH data collected. For a view of what this looks like on a graph, please see below. Please take note that due to my excel, I was not able to make it a curve table as it should have been. Rather it is a table with strict points. You can see just the same the high points and low points that you would see if it was a bell curve table. Graph: Reaction Rate vs PH with all pH data: This graph shows that the absorbency level throughout the pHs goes down the higher the pH, meaning the lower the acidity. Though the information presented is all over the board which to me is telling me that most likely, there were errors n the experiment. I will discuss those further in the discussions and conclusions part of this report. There are a couple of outliers that I believe could be taken out in order for the data to be more correct. For those, I would choose to take out pH and pH (replicate). The reason for pH, even though it was the pH that my group was assigned to, it was significantly higher than the rest showing it to be one of the biggest outliers. I then am going to take out pH (replicate) because first, it is a negative number, and second, it is the second largest outlier. Updated Table: Reaction Rate vs H- Excluding pH pH (replicate)- Thursdays Lab Class pH Rate of Reaction 0. 0206 0. 0694 0. 038 PHI 0. 065 An updated graph for the table above is below: This shows a more linear graph with taking out those outliers. This changes the findings though as well from saying absorbency is decreased with a higher pH to the absorbency is increased with the higher PH. Discussion and Conclusion: The absorbency for all by phi increased as time passed; Though there wasnt a direct trend as to the higher the pH level the more it was absorbed or visa versus. In my hypothesis I stated that I believed that the rate of catechist oxides activity will change with the different pH levels. The findings supported my hypothesis because it showed that there was a significant change throughout the pH levels. The higher acidic pHs, such as pH and pH, ended up having the greatest absorbency, though pH was close behind. Phi actually had an absorbency that decreased as times passed. pH absorbency rate was significantly higher than the rest of the class which leads me to believe that we did something incorrect or that something went wrong in our results. While I thought we took special care when putting the contents into the tube and made ere that everything was working correctly, still many things could have gone wrong. We could have had air bubbles or a dirty cavetti that would not let the light to penetrate through, there could have been measuring errors, missed timings, cross contamination of solutions, or even the spectrophotometer could have been set incorrectly or it could have been drifting causing the incorrect information. So like I said, many things could have gone wrong. It seemed that a lot of the information from the other groups was also incorrect. It didnt show an optimum curve at all with the pHs which is the first indicator. So from there .NET ahead and took out the two largest outliers which was pH and pH (replicate) to try and get more of that curve and a more accurate finding. While it came closer to linear and more of a curve, I still believe that the findings in the class with the groups were mostly incorrect. So I would suggest that this experiment be repeated to get better and more accurate results. Because I excluded pH and pH (replicate) from my findings, I would have to say that pH was the most effective. It is more in the safe range for the pHs and is less acidic than pH and pH, which could mean that it allows for easier absorption.

Collective Security Systems during and after the Cold War Essay

Collective Security Systems during and after the Cold War - Essay Example The theory of collective security intended to keep security and maintain peace through a sovereign international organization. In this assignment, I will discuss collective security during and after the old War. Since United Nations was a key organization in dealing with collective security, the organization will be emphasized in an attempt to discuss collective security. Discussion After the League of Nations became incapable of providing collective security to the states, it disintegrated; this led to the development of United Nations. According to the United Nations Charter, the United Nations was to provide peace and deal with security matters, but had to rely on the leadership of Russia and the United States since they were the two super powers. However, although the leadership of security and peace matters rested on the superpowers, the emergence of Cold War and its consequences, in terms of bloc politics, blocked the United Nations from performing its principal goal of providi ng collective security (Kupchan 1991, p. 123). In the hostile condition of the Cold War, the United Nations could not perform its role to implement the provisions of the Charter in most cases related to international peace and security. Although the Cold War barred the United Nations from performing its function satisfactorily, especially in security and peace matters, it successfully pursued its Charter goals in other areas like decolonization, which aided in achieving collective security. After the end of the Second World War, winners of the war saw the need of finding a World organization, which could deal with issues relating to maintenance of peace and security. On this bid, the United Nations became established with an aim of correcting the deficiencies of League of Nations. The principal intention of the superpowers while establishing the United Nations Charter entailed finding a remedy to chief weaknesses of the League of Nations; these included the absence of collective sec urity system for the upholding of international peace. During the Cold War period, the United Nations played a significant role in fighting for collective security among states. After the start of the Cold War in 1947 up to 1960, formation of a collective security was a massive failure. The chief reason for failure of having a collective security system during this period arose from tensions of the Cold War. The idea, which was put during the formation of the United Nations, provided that the two principal powers had to direct the Security Council in formulating the collective security system. However, there emerged mistrust between the two principal powers, which led to divided ideologies of providing a collective security. This division between the two superpowers became vast since the United States used the United Nations to contain Russia (Thakur 2006, p. 109). Under these circumstances, it was remarkably difficult for the United Nations to establish the proposed machinery for m aintaining international peace and security. Since West and East did not trust each other in undertaking military operations on behalf of the United Nations, the activities of the Security Council became limited to a capacity that it could not establish the collective security system. This became evident during the Korean War and the Suez Canal Crisis. During these two conflicts, the Superpowers were still divided and the UN was not capable of providing collective sec

Discretion Granted to National Courts in Relation to the EU Legal Essay

Discretion Granted to National Courts in Relation to the EU Legal Order - Essay Example The body that was named as the European Court of Justice (ECJ) that enables the national courts to refer to it. The preliminary reference procedure has been essential in designing the fundamental principles of the national legal system, the unity of the member countries, and the development and maintenance of the national laws. In Article 234, the Court has the powers to give preliminary rulings in a request from the national courts. The preliminary rulings might be about the interpretation of the Treaty, the legality and the interpretation of the actions of the member countries and the European Central Bank. The national courts have therefore a vital role to play in the administration and how the community law is implemented. However, the European Union Treaty does not precisely define â€Å"the national court or tribunal†. Nevertheless, it is vital to know that the national laws of the member states do not depend upon the definition of the tribunal or national courts by the European Court of Justice. The Court has the role to define the national laws of a given community. ... Moreover, different cases shall be looked upon in the preliminary ruling procedure (Arnull, 1989). The Right and Obligation to Refer Cases The case of Vaasen- Gobbel came up with the decision to define the national court in order to find a way to refer to the ECJ. The case was held by stating that any body making a reference to the European Court of Justice must satisfy a number of criteria: It first need to be established by law, must have a permanent existence, it must be in a position to practice a lasting jurisdiction, must work under the rules of the Community law and its procedures and should apply the rule of law. The Court therefore had to extend the stated criteria to apply to the national courts so that they would be independent (Komarek, 2005). Several other cases including the De Coster Case, enabled the college which previously had the powers concerning the local tax proceedings and never operated on its own nor made its own decisions regarding the process later satisfie d the criteria to operate as an independent body. The De Coster and CLIFIT cases demonstrate the national courts that have the powers to give judgment in relation to article 234 of the European Court of Justice (Komarek, 2007). Even though the case regarding the definition of the court or tribunal that satisfies the previously defined criteria for an independent body is at times inconsistent and therefore provides a room for some critics to disagree on which bodies are to refer cases to the ECJ. However, in order to solve this problem of disagreements, the European Court is coming up with the preliminary reference procedure that would be used by all judicial bodies while they might be dealing with cases involving the Community law (Maher, 1994). On the facts of the case, the De Coster and

John Updike A&P Essay Example | Topics and Well Written Essays - 1250 words

John Updike A&P - Essay Example Within the play the role of Sammy has been on the sidelines of being a conformist. Inevitable to state here that this nineteen-year-old cashier at A&P does not believe in playing around with his point of view and focuses on what is the right thing. More than that, he is proud to say what he sees and then judge in the light of the same which definitely distinguishes him from the rest of the lot in our society. (Saldivar, 1997) He is a non-conformist to start with and he is one that is not really appreciated by the society norms and customs that are so very religiously followed in the present times. The writer has made Sammy the main character in the play whereby he has written of him from the first person’s perspective. This essentially has made his character look a bit highlighted and one that could be seen as the main one during the course of the whole saga. Add to that, the tone with which the writer has penned down the same has been certainly set by Sammy’s rigid and stern attitude which can be rightly remarked as being nonchalant as well as frank as Sammy does clear the air when a question is raised on his calling the things as he sees them and quite rightly so he comes out as clean as a whistle. His wits are a mode of cynicism and this is an added facet when one speaks highly of the frank and vivid attitude related with the young man. (Lewis, 2003) Add to that, he has turned out to be pretty crude at times during the story which meshes along quite nicely with his attitude and ways that he has so very easily been showing. Another aspect that gives evidence t o his non-conformist ways and attitude is that he loves to be taken as an adult by all and sundry and would really mind if someone, out of the blue, starts calling him like a kid as he is of the perception that he possesses wisdom par with no one and his thoughts and feelings have a deep embedded meaning that is not easily comprehensible by people of his age, let alone the ones

Health Information and Communication Systems in Ireland

Health Information and Communication Systems in Ireland Is ICT a key enabler in ensuring seamless delivery of healthcare? A comparison between public and private ICT development in Ireland Abstract This study discusses the innovative changes that have taken place in Ireland in the field of healthcare due to the influx of information and communication technologies. Previous Information communication technologies (ICT), including telemedicine, present opportunities to address rural health-service delivery issues. The research shows that effective management of health services and the delivery of quality systems in Irish healthcare organizations have increased. In Ireland patients are expecting more of healthcare providers and are demanding higher standards of care and service. Simultaneously, those paying for health services have become more concerned about rising health costs and possible inefficiencies. As a result there is widespread interest in understanding what makes for an effective health service and in developing better practices to improve existing approaches to healthcare management in relation to ICT. This study highlights the developments in quality-service management in the Irish healthcare sector and focuses attention on the need for the development of a model for quality implementation in healthcare institutions. In sum the study shows that the development of (ICT) has facilitated the emergence of a complex global urban system in which many formerly lower-order cities have been carving out â€Å"niche† specialist functions serving urban fields of transnational dimension. Chapter1: Introduction Purpose of Study The purpose of this study is to highlight the development of the Information and communication system in Ireland and how it has revolutionized the healthcare sector in Ireland. Research Question This study focuses on the following research questions: What are the current trends of technological development in the Information and Communication Technology sector of Ireland? What are various challenges faced by the Irish healthcare system in relation to Information and Communication Technology? Significance of the Study This study is quite significant as it shows that the concept of globalisation has secured remarkable currency in the academic discourse of the late 20th century, despite ongoing questions regarding both its meaning and extent (Clark and Lund, 2000). The development of internationally integrated production and distribution systems, seen by many as the key feature of globalisation, has been a spatially uneven process. A key factor in this respect has been the differential ability of regions to engage in the informational economy, based on new information and communications technology (ICT), which is the main source of wealth creation and economic growth in the modern world (Castells, 2003). The result has been what Friedmann (2005) calls a process of ‘techno-apartheid’ which has divided the globe into ‘fast’ and ‘slow’ worlds (Knox, 2005), distinguished by the connectedness of individuals, groups and regions to the world of telematics. This echoes Ingersoll’s (2003, quoted in Knox, 2005) suggestion that the key division of the workforce is now that between those who have the capacity to operate ICT (the ‘cyberproletariat’) and those who do not (the ‘lumpentrash’). Golding (2006) makes a similar distinction between the ‘technoliterati’ and the ‘techno-poor’. While Knox defines the fast and slow worlds spatially, equating the former with the ‘triadic’ core and the latter with the remaining global periphery, Hoogvelt (2003) argues that the divide is, in essence, social rather than spatial, with elements of both worlds to be found in all regions of the globe. Thus, within advanced economies, a process of social polarisation has been widely reported (Friedmann, 2006 and Sassen, 2004) and has been intimately linked by Graham and Marvin (2006) to the development of ICT use. This is not to suggest that those who work in the fast world are homogeneously well-paid and affluent; rather, they represent a wide range of remuneration levels depending on such factors as economic sector, location, function, ethnic group and gender (Castells, 2006). What they do tend to have in common, however, is relative employment security due to the high demand level for their ICT skills. Rationale This study follows a logical approach and identifies the fact that both in Ireland as well as globally, there are major geographical variations in the relative balance between fast and slow worlds, with the former mainly to be found in the traditional core regions of North America, western Europe and Japan and an additional small group of newly industrialising countries which have had the institutional capacity to invest massively in modern ICT and associated educational infrastructures (Freeman, 2004). The slow world – found predominantly in the less developed countries of the global periphery and accounting for the bulk of the world’s population – is becoming increasingly marginalised and is moving, as Castells (2003, p. 37) puts it, â€Å"from a structural position of exploitation to a structural position of irrelevance†. Definition of Terms ICT: Information and Communication Technology: it is the study or business of developing and using technology to process information and aid communications. Sistem : SISTeM a soft systems methodology, stakeholder analysis and participative simulation modelling. NHS: (National Health Service) The organization providing national healthcare services in the UK. Chapter 2: Literature Review The process of quality implementation has become a key concern for those involved in hospital management in Ireland. In a national context, the effective management of health services and the delivery of quality systems in health-care institutions have increased in significance in recent years. In line with wider developments in other service industries, consumers (patients) are expecting more of health-care providers and are demanding higher standards of care and service. Simultaneously, those paying for health services have become more concerned about rising health costs and possible inefficiencies. As a result there is widespread interest in understanding what makes for an effective health service and in developing better practices to improve existing approaches to health-care management and delivery. In 2005 a comprehensive report on funding from the Commission on Health Funding highlighted that solutions to the problems faced by the Irish Health Service did not lie primarily in the system of funding, but rather in the way that services were planned, organised, and delivered. Similarly, in a report from the OECD (2003), it was argued that although the Irish health system had delivered a continuous improvement in health standards, there was still scope for further improvement in efficiency, and that this could be achieved through better allocation of resources. More recently, the government health strategy (DOHc, 2001) highlighted the requirement for a system to monitor progress and systematically evaluate the quality and effectiveness of health services. According to the strategy: Monitoring and evaluation must become intrinsic to the approach taken by people at all levels of the health services. Specifically, the strategy suggested that the way in which health and personal social services are planned, organised, and delivered has a significant effect on the health and well-being of the population. Organisational structures must be geared to the provision of a responsive, adaptable health system which meets the needs of the population effectively and at affordable cost. One of the guiding principles inherent in the published strategy was that of a â€Å"people-centred† health system. A responsive system must develop ways to engage with individuals and the wider community which receives its services. The health system must become more people-centred, with the interests of the public, patients, and clients being given greater prominence and influence in decision making at all levels (DOHc, 2001). According to Bowers (2001), major structural reform, coupled with strong management and political will, are required to ensure change for the better. In Bowers’ view, finance alone will not improve the system. Rather, a concentrated effort must be made to ensure a responsive and efficient service. As previously noted, a conclusion of the Report of the Commission on Health Funding (2005) was that the solution facing the Irish health services did not lie primarily in the system of funding but rather in the way that services were planned, organised, and delivered. This is reinforced by a recent report on the Irish health-care sector which suggested that the issues and challenges facing the health service are fundamentally the same as those outlined by the Commission on Health Funding, except that they are compounded by much higher expectations/demands by consumers (Deloitte and Touche, 2001). Thus, although modern health services have undergone radical change in many areas (Robins, 2003), managers of health services are currently reporting a large increase in the number of patients needing beds, with consequent ever-increasing waiting lists. Accident and emergency departments are under particular strain, and the difficulties of dealing with the growing needs of the increasing elderly population are beginning to become apparent. Although the Irish health service is free for all those requiring medical treatment through a publicly funded system, the current situation is hauntingly similar to that of the Victorian era of health care in Ireland. As a result, the Office for Health Management in Ireland (OHM, 2001) has suggested that current deficiencies in health-care provision and delivery underline the importance of providing quality service management and implementation in Irish health and personal social services. In achieving this aim, the OHM has contended that those working within the system must change how they go about their work and how they work together. Changed public-sector environment The focus on health-care service and quality has evolved from a more general interest in continuous improvement initiatives within the public sector. The prevalent trends in the private sector are towards continuous and pervasive change and increasing interdependencies, and it has been suggested that close parallels can be drawn between the private and public sectors. Public-sector organisations now find themselves in a cyclone of change as they attempt to adapt to turbulent environments in a pragmatic and systematic way (Lovell, 2004). In the UK and also in Ireland, these organisations have been subject to cuts in government spending, as well as demands for enhanced efficiency and effectiveness. In response to such changes, there has been a policy shift towards greater competition and an attempt to apply management practices from the private sector to the public domain. The Irish public sector has been officially pursuing change and reform through its strategic management initiative (SMI), a program for improving the management of the civil service which was formally launched in 2004 (Department of the Taoisearch, 2004). The SMI evolved from the growing internal and external pressures for better services and for more effective management of public services. In that context the continuous improvement of customer service has been a specific focus of the SMI since 2003, when the quality service initiative was launched. The program set out a series of quality principles according to which dealings with the wider public would be coordinated and managed. These initiatives aimed to make public administration more relevant to the citizens for whom the service exists, and simultaneously sought to remove barriers which have traditionally restricted performance and job satisfaction within the public sector. In recent years, Ireland has experienced a rise in consumerism. Increases in revenue available to fund public service provision have gone hand in hand with rising public expectations of standards of service. As a consequence, management skills and competences in providing for improved standards of customer service have become recognised as being central to delivering real transformation in the public sector. However, the development of such capabilities, particularly in relation to managing effective quality implementation, presents considerable challenges for those involved. Nowhere is this more evident than in the health-care sector. A review of recent international evidence points to the challenges of implementing quality service in health-care institutions. Gaucher and Coffey (2000) confirmed that implementing a process of total quality management (TQM) in health care is a pragmatic, specific, and systematic methodology. However, this requires a firm commitment from the leadership to change their former ways of working and doing business. Gaucher and Coffey (2000) cited many reasons for TQM failing – including poor leadership and a lack of management commitment – but also noted that revitalisation can rejuvenate the process. These authors asserted that the role of those implementing the process is to nurture and breathe energy into the process when enthusiasm and commitment are declining. The importance of the support of senior management for quality-management projects is also advocated by Berwick et al. (2000). These authors undertook a national demonstration project in the USA in the late 2000s and described how organisations could implement the entire quality-improvement process – from defining the problem through to implementing a solution and consolidating the gains (Berwick et al., 2000). A literature review carried out by Jackson (2005) identified that much work had been undertaken in the UK in determining the clinical effectiveness of many health-care organisations, but that very little research had been implemented in the area of managerial effectiveness. Furthermore, West (2001) determined that, in organisations that outperform others on different dimensions of performance, there was evidence that management is important, as are the combined efforts of individual clinicians and teams. There have been several approaches espoused for achieving quality management in health-care institutions, many of which have been technical and generic in their approaches (Moeller et al., 2000). Specifically, Donabedian (2000) introduced the concepts of structure, process, and outcomes, along with the development of self-assessment and accreditation through the International Organization for Standardization (ISO). In many instances these programs have met with mixed reactions, and their implementation has varied. A criticism levelled at hospital performance is that it has been rather insular, and has paid little attention to developments in related fields, such as organisational sociology, organisational behaviour, management studies, and human-resource management (West, 2001). If quality programs are to have lasting and significant effects, that they must follow a systemic approach such that all aspects of an organisation are integrated and focused on continuous improvement and customer satisfaction (Joss, 2004). A variety of approaches has been used to improve quality and to ensure its delivery, but not all have been successful. Indeed, some have merely added bureaucracy and higher costs to health care (Jackson, 2005; Ennis and Harrington, 2001). Recent research has shown that 45 per cent of patients experience some â€Å"medical mismanagement† and that 17 per cent suffer events which lead to a longer stay or more serious problems (Ovretveit, 2000). This is increasingly caused by complex systems of care which do not appear to be managed effectively. Joss and Kogan (2005) strongly recommended that a comprehensive set of criteria be included, against which to evaluate progress. These criteria should be based on the main requirements of TQM, and should include any additional factors generated by the organisation and/or by evaluators. A three-year evaluation of TQM in the National Health Scheme (NHS) indicated that there were clear factors which predicted successful implementation, the most important of which was the need to have a structured, pre-planned approach based on a thorough understanding of alternative approaches (Joss, 2004). Moreover, a recent study from the UK (O’Sullivan, 2005) demonstrated how one NHS Trust achieved continuous quality improvement through determination, education, and implementation, supported by visionary and involved leadership in all areas, a multi-talented enthusiastic clinical audit department, and a high-quality dedicated staff. Nabitz and Walburg (2000) suggested that possible solutions to quality problems might lie in the approach promoted by the European Foundation for Quality Management (EFQM). The EFQM has developed a model to structure and review the quality-management processes of organisations. Self-assessment, benchmarking, external review, and quality awards are essential elements of this model and, as reported by Sanchez (2000), this approach represents an important means of achieving excellence in health care. Within the literature there are also many studies showing the benefits of applying models of quality implementation in health-care organisations (Naylor, 2005; Ruiz et al., 2005). Such studies have pointed to the real benefits that accrue to organisations which have used such approaches (Pitt, 2005). Business excellence methodology for quality improvement The introduction of internationally respected quality frameworks – the Malcolm Baldrige National Quality Award (MBNQA) in 2003, followed by the EFQM in 2005 – has provided an opportunity for organisations to self-assess, using the models of TQM and business excellence which underpin these frameworks. In this process of self-assessment, an opportunity exists to identify the strengths and weaknesses in the current management of operations. In the USA, the effectiveness of the Baldrige process has been lauded by many (Gaucher and Coffey, 2000) who have indicated that organisations can learn about best practices from Baldrige-winning companies, and will thus be assisted in developing a composite for excellence. Although the Baldrige criteria were developed for commercial institutions, there has been keen interest in the adaptation of the model within health-care organisations in the USA following a pilot health-care project in 2005. To date, no health-care entity has yet achieved Baldrige-winner status, although Gaucher and Coffey (2000) have asserted that it is only a matter of time before there is a health-care winner. Moreover, these authors went on to say that the true benefit of the Baldrige process is not about winning an award. Rather, it is about the provision of a road map for a journey – a framework for both incremental and breakthrough improvement and business excellence. Within the European context, since its introduction in 2001, the EFQM model has been attracting considerable interest across all sectors, and has become a well-recognised quality-management framework. Stahr et al. (2001) concurred with Gaucher and Coffey (2000) in stating that the model provides a means by which organisations can assess their paths and develop solutions to achieve excellence. Other authors have espoused the model as being surprisingly effective, with awards being presented to those firms considered to be the most accomplished exponents of TQM in Europe (Wilkes and Dale, 2005). Across European health care at an institutional level, an increasing number of organisations are making direct investments in the training of staff in the concepts of business excellence (Stahr et al., 2001; Jackson, 2001). The NHS Executive in the UK has provided a central lead in endorsing the model as an important framework for delivering on the clinical governance agenda. Furthermore the British Association of Medical Managers (BAMM) has promoted its use as a tool for organisational self-assessment (Stahr et al., 2001). Its use and adoption has been further supported by the British Quality Foundation which provides a major educational and support role in the use and adoption of the model in health care and other sectors across the corporate landscape. Without doubt, the future performance of health-care organisations will be assessed against wider goals than previously. There will be a greater emphasis on measuring organisational performance and, if performance is below par, rapid investigation and appropriate intervention will ensue (Naylor, 2005). Moeller (2001) concurred with this, and identified evaluation of health services as a prerequisite. However, Zairi et al. (2005) warned that measuring organisational effectiveness in the delivery of health care is a challenging task. Joss and Kogan (2005) strongly recommended that a comprehensive set of criteria should be included, against which to evaluate progress. This should be based on the main requirements of TQM, supplemented by other organisational criteria thought to be important by the evaluators. A three-year evaluation of TQM in the NHS indicated that there are clear factors which predict successful implementation – including awareness of the need to have a structured, pre-planned approach based on a thorough understanding of alternative approaches (Joss, 2004). Moreover, as demonstrated by O’Sullivan (2005), successful implementation requires the support of visionary and involved leaders in all areas, together with dedicated and educated staff. Examining organisational effectiveness in Irish health care As suggested by Nabitz and Walburg (2000), the solution to quality problems might lie in the approach promoted by the EFQM. As reported by Sanchez (2000), this approach represents an important means of achieving excellence in health care which concurs with earlier descriptions by Gaucher and Coffey (2000). Self-assessment can examine current practice and establish capability, thus driving improvement rather than a reaction to weaknesses in the current system (Russell, 2005). There are also many studies in the literature which show the benefits of applying the business excellence model for quality implementation in health-care organisations (Naylor, 2005; Jackson, 2005a; Nabitz and Klazinga, 2005; Arcelay et al., 2005). Such studies have pointed to real benefits that have accrued to organisations using such an approach. Furthermore, Jackson (2005a) demonstrated that the adoption of the principles of self-assessment and business excellence can lead to the achievement of a culture of continuous improvement. Russell (2005) noted that the adoption of the â€Å"outside-in† approach of the EFQM model enabled organisations to use the model as a developmental and management framework. For Arcelay et al. (2005), the model provided a global, systematic regular analysis of the activities and results by comparing them with the criteria of the excellence model. Moreover, the process made it possible to make comparisons with other private and public organisations. Using a systems view of an organisation enables managers to focus on the processes between the parts of an organisation, rather than on the parts themselves, which is similar to physicians using a systematic model in which to analyse signs and symptoms, and thus make a diagnosis. An effective organisation is one in which the total organisation, through its significant subparts and individuals, manages its work against goals and plans with a view to achieving these goals within an open system. Methods of management that have been developed in manufacturing environments are naturally regarded with scepticism in non-manufacturing sectors. However, according to West (2001), studies that have been conducted on the link between the organisation and management of services and quality of patient care can be criticised both theoretically and methodologically because of the many different mechanisms that may be operating at once to produce the relationship between volume and quality. West (2001) asserted that a more rigorous body of work exists on the performance of firms in the private sector, often conducted within the disciplines of organisational behaviour or human resource management. Ireland and the International ICT System Dublin has, in the 2000s, carved out several niche international functions for itself, one of which, call centre activities, has been the principal focus of this study. According to a report in The Irish Times (August 20, 2003), Ireland accounts for 30% of all international call centres located in western Europe. The great bulk of these are to be found in Dublin. The central role of ICT in call centre activities has facilitated their centralisation in Ireland, from where markets spread across Europe and even further afield can readily be served. As Sassen (2005, p. 56) has observed: â€Å"Information technologies, often thought of as neutralising geography, actually contribute to spatial concentration†. Call centre activities, therefore, have helped Ireland to escape the bounds of geographical peripherality, thereby contradicting Wegener’s (2005) gloomy prognosis which visualised cities in the periphery as inevitable losers from growing inter-urban competition in Europe. This has been cleverly portrayed in an IDA advertisement which shows Ireland at the centre of a surrounding group of disembodied European countries ( Fig. 1). These latter are no longer seen as being more or less distant from Ireland, but as constituting a set of different language and market territories, all equally accessible from Ireland. However, Dublin’s growing international reach and the growing technological sophistication of its economic base should not mask the fact that, structurally, it retains a dependent position within the international division of labour. Its rapid recent economic expansion has been largely based on the attraction of branch plant operations which remain poorly embedded in the local economy (Breathnach, 2005). à Ã‚ nd, while the rising skill levels associated with recent inward investment have facilitated substantial improvement in living standards generally, in the specific case of the call centre sector, much of the employment which has been created remains relatively poorly paid – a fact which is directly linked with the high proportion of women workers in the sector, despite their high skill levels. Furthermore, the rapid growth of the call centre sector in the 2000s looks increasingly unsustainable as the end of the decade approaches. Growing labour shortages are driving up labour costs which, in conjunction with increasing housing and transportation problems, are beginning to attenuate Dublin’s attractiveness as a call centre location: according to a 2005 survey of call centre locations in Great Britain and Ireland, reported by Allen (2005), Dublin had fallen to the 29th position of 46 locations surveyed, having been in the top 10 in 2006. The response of the IDA has been to devote additional resources to promoting non-Dublin locations for call centre projects. However, even if this is successful in the short run, in the longer term the future of call centre employment will be increasingly threatened by technological developments, such as speech recognition technology and especially the rapidly growing use of the internet for making reservations, placing orders and seeking information. The IDA has justified its promotion of the call centre sector, despite the inferior nature of much of the employment involved, largely on the grounds that it provides an initial base upon which more sophisticated forms of employment can be built. Its long-term strategy, in other words, is to encourage firms which have established call centres in Ireland to add on additional functions, such as financial management and software development, to these initial operations. Already there has been some success in this area of ‘shared services’ back-office activities: by mid-2003, some 25 such operations had been established, and were projected to employ over 3000 people by the year 2000 (information supplied by Forfà ¡s). Ultimately, however, all of these activities remain as back-office activities, whose essential linkages are external to the Irish economy. In other words, their Irish location is not crucial to the parent companies of these operations; rather, it is contingent on the availability of certain attractions which may either be transient or reproducible elsewhere (Allen, 2005). As Wilson (2005) has noted, call centres are essentially a highly footloose sector, with few local economic linkages and little fixed investment in machinery and equipment: they therefore can be relocated quite readily in the light of changing comparative factor conditions. The National Health Service (NHS) in the UK published its NHS Plan in July 2000 (http://www.nhs.uk/thenhsexplained), saying that patients and people were central to its radical reform of healthcare and that although this included more hospitals and beds, shorter waiting times and improved care for older people, an essential element was that patients should have more power and information. As Grimson et al. (2000) rightly comment, healthcare is an information-intensive business, with data on an enormous scale gathered by way of hospitals, clinics, laboratories and primary care surgeries. Central to any information-intensive business is, naturally, the effective sharing of that information and, in order to empower and better engage the patient, how best that can be done. Funded by the UK’s Department of Health, the British Library’s integrated Telemedicine Information Service (TIS), described in the latest edition of the NHSMagazine (http://www.nhs.uk/nhsmagazine), is to improve the take-up of telemedicine technology in the UK, reinforcing the importance that information and communication technologies (ICTs) are seen to have in the sharing of information and the engagement of patients in their healthcare. By way of explanation, the word â€Å"telemedicine† has been coined as a way of capturing, in only one word, how ICT is being used in healthcare. However, as Curry et al. (2003) rightly comment, terms such as telemedicine, teleconferencing, health informatics and medical informatics seem to be used interchangeably, and that there is some confusion as to what is, and is not, involved, citing various studys, including those of Preston at al. (2002) and Mark and Hodges (2001) to support their claim. As there is some disagreement with the term, we use in this study the meaning assigned by Perednia and Allen (2005), that is, the use of information technologies in helping to provide medical information and services in healthcare. Whatever its name, or its definition, it concerns, in one way or another, the mediating role that technology plays in the interaction between humans, whether patient or healthcare professional. At the time of writing, there are 138 telemedicine projects in the UK (http://www.tis.port.ac.uk/tm/owa/projects.allUK), and they cover aspects of healthcare as diverse as mental health, diabetes, foetal monitoring and accident and emergency care. Indeed, it points to one of the advantages of telemedicine; its applicability across a wide range of clinical issues. However, while these projects certainly cover a diversity of issues, they have something in common, that is, they address only one of these clinical matters. Each system is designed differently, is unlikely to be compatible with another, and needs different technical support and user training. Whilst such individual systems have proved useful in a particular context (see, for example, Gilmour et al., 2005; Jones et al., 2006; Lesher et al., 2005; Loane et al., 2005; Lowitt et al., 2005; Oakley et al., Health Information and Communication Systems in Ireland Health Information and Communication Systems in Ireland Is ICT a key enabler in ensuring seamless delivery of healthcare? A comparison between public and private ICT development in Ireland Abstract This study discusses the innovative changes that have taken place in Ireland in the field of healthcare due to the influx of information and communication technologies. Previous Information communication technologies (ICT), including telemedicine, present opportunities to address rural health-service delivery issues. The research shows that effective management of health services and the delivery of quality systems in Irish healthcare organizations have increased. In Ireland patients are expecting more of healthcare providers and are demanding higher standards of care and service. Simultaneously, those paying for health services have become more concerned about rising health costs and possible inefficiencies. As a result there is widespread interest in understanding what makes for an effective health service and in developing better practices to improve existing approaches to healthcare management in relation to ICT. This study highlights the developments in quality-service management in the Irish healthcare sector and focuses attention on the need for the development of a model for quality implementation in healthcare institutions. In sum the study shows that the development of (ICT) has facilitated the emergence of a complex global urban system in which many formerly lower-order cities have been carving out â€Å"niche† specialist functions serving urban fields of transnational dimension. Chapter1: Introduction Purpose of Study The purpose of this study is to highlight the development of the Information and communication system in Ireland and how it has revolutionized the healthcare sector in Ireland. Research Question This study focuses on the following research questions: What are the current trends of technological development in the Information and Communication Technology sector of Ireland? What are various challenges faced by the Irish healthcare system in relation to Information and Communication Technology? Significance of the Study This study is quite significant as it shows that the concept of globalisation has secured remarkable currency in the academic discourse of the late 20th century, despite ongoing questions regarding both its meaning and extent (Clark and Lund, 2000). The development of internationally integrated production and distribution systems, seen by many as the key feature of globalisation, has been a spatially uneven process. A key factor in this respect has been the differential ability of regions to engage in the informational economy, based on new information and communications technology (ICT), which is the main source of wealth creation and economic growth in the modern world (Castells, 2003). The result has been what Friedmann (2005) calls a process of ‘techno-apartheid’ which has divided the globe into ‘fast’ and ‘slow’ worlds (Knox, 2005), distinguished by the connectedness of individuals, groups and regions to the world of telematics. This echoes Ingersoll’s (2003, quoted in Knox, 2005) suggestion that the key division of the workforce is now that between those who have the capacity to operate ICT (the ‘cyberproletariat’) and those who do not (the ‘lumpentrash’). Golding (2006) makes a similar distinction between the ‘technoliterati’ and the ‘techno-poor’. While Knox defines the fast and slow worlds spatially, equating the former with the ‘triadic’ core and the latter with the remaining global periphery, Hoogvelt (2003) argues that the divide is, in essence, social rather than spatial, with elements of both worlds to be found in all regions of the globe. Thus, within advanced economies, a process of social polarisation has been widely reported (Friedmann, 2006 and Sassen, 2004) and has been intimately linked by Graham and Marvin (2006) to the development of ICT use. This is not to suggest that those who work in the fast world are homogeneously well-paid and affluent; rather, they represent a wide range of remuneration levels depending on such factors as economic sector, location, function, ethnic group and gender (Castells, 2006). What they do tend to have in common, however, is relative employment security due to the high demand level for their ICT skills. Rationale This study follows a logical approach and identifies the fact that both in Ireland as well as globally, there are major geographical variations in the relative balance between fast and slow worlds, with the former mainly to be found in the traditional core regions of North America, western Europe and Japan and an additional small group of newly industrialising countries which have had the institutional capacity to invest massively in modern ICT and associated educational infrastructures (Freeman, 2004). The slow world – found predominantly in the less developed countries of the global periphery and accounting for the bulk of the world’s population – is becoming increasingly marginalised and is moving, as Castells (2003, p. 37) puts it, â€Å"from a structural position of exploitation to a structural position of irrelevance†. Definition of Terms ICT: Information and Communication Technology: it is the study or business of developing and using technology to process information and aid communications. Sistem : SISTeM a soft systems methodology, stakeholder analysis and participative simulation modelling. NHS: (National Health Service) The organization providing national healthcare services in the UK. Chapter 2: Literature Review The process of quality implementation has become a key concern for those involved in hospital management in Ireland. In a national context, the effective management of health services and the delivery of quality systems in health-care institutions have increased in significance in recent years. In line with wider developments in other service industries, consumers (patients) are expecting more of health-care providers and are demanding higher standards of care and service. Simultaneously, those paying for health services have become more concerned about rising health costs and possible inefficiencies. As a result there is widespread interest in understanding what makes for an effective health service and in developing better practices to improve existing approaches to health-care management and delivery. In 2005 a comprehensive report on funding from the Commission on Health Funding highlighted that solutions to the problems faced by the Irish Health Service did not lie primarily in the system of funding, but rather in the way that services were planned, organised, and delivered. Similarly, in a report from the OECD (2003), it was argued that although the Irish health system had delivered a continuous improvement in health standards, there was still scope for further improvement in efficiency, and that this could be achieved through better allocation of resources. More recently, the government health strategy (DOHc, 2001) highlighted the requirement for a system to monitor progress and systematically evaluate the quality and effectiveness of health services. According to the strategy: Monitoring and evaluation must become intrinsic to the approach taken by people at all levels of the health services. Specifically, the strategy suggested that the way in which health and personal social services are planned, organised, and delivered has a significant effect on the health and well-being of the population. Organisational structures must be geared to the provision of a responsive, adaptable health system which meets the needs of the population effectively and at affordable cost. One of the guiding principles inherent in the published strategy was that of a â€Å"people-centred† health system. A responsive system must develop ways to engage with individuals and the wider community which receives its services. The health system must become more people-centred, with the interests of the public, patients, and clients being given greater prominence and influence in decision making at all levels (DOHc, 2001). According to Bowers (2001), major structural reform, coupled with strong management and political will, are required to ensure change for the better. In Bowers’ view, finance alone will not improve the system. Rather, a concentrated effort must be made to ensure a responsive and efficient service. As previously noted, a conclusion of the Report of the Commission on Health Funding (2005) was that the solution facing the Irish health services did not lie primarily in the system of funding but rather in the way that services were planned, organised, and delivered. This is reinforced by a recent report on the Irish health-care sector which suggested that the issues and challenges facing the health service are fundamentally the same as those outlined by the Commission on Health Funding, except that they are compounded by much higher expectations/demands by consumers (Deloitte and Touche, 2001). Thus, although modern health services have undergone radical change in many areas (Robins, 2003), managers of health services are currently reporting a large increase in the number of patients needing beds, with consequent ever-increasing waiting lists. Accident and emergency departments are under particular strain, and the difficulties of dealing with the growing needs of the increasing elderly population are beginning to become apparent. Although the Irish health service is free for all those requiring medical treatment through a publicly funded system, the current situation is hauntingly similar to that of the Victorian era of health care in Ireland. As a result, the Office for Health Management in Ireland (OHM, 2001) has suggested that current deficiencies in health-care provision and delivery underline the importance of providing quality service management and implementation in Irish health and personal social services. In achieving this aim, the OHM has contended that those working within the system must change how they go about their work and how they work together. Changed public-sector environment The focus on health-care service and quality has evolved from a more general interest in continuous improvement initiatives within the public sector. The prevalent trends in the private sector are towards continuous and pervasive change and increasing interdependencies, and it has been suggested that close parallels can be drawn between the private and public sectors. Public-sector organisations now find themselves in a cyclone of change as they attempt to adapt to turbulent environments in a pragmatic and systematic way (Lovell, 2004). In the UK and also in Ireland, these organisations have been subject to cuts in government spending, as well as demands for enhanced efficiency and effectiveness. In response to such changes, there has been a policy shift towards greater competition and an attempt to apply management practices from the private sector to the public domain. The Irish public sector has been officially pursuing change and reform through its strategic management initiative (SMI), a program for improving the management of the civil service which was formally launched in 2004 (Department of the Taoisearch, 2004). The SMI evolved from the growing internal and external pressures for better services and for more effective management of public services. In that context the continuous improvement of customer service has been a specific focus of the SMI since 2003, when the quality service initiative was launched. The program set out a series of quality principles according to which dealings with the wider public would be coordinated and managed. These initiatives aimed to make public administration more relevant to the citizens for whom the service exists, and simultaneously sought to remove barriers which have traditionally restricted performance and job satisfaction within the public sector. In recent years, Ireland has experienced a rise in consumerism. Increases in revenue available to fund public service provision have gone hand in hand with rising public expectations of standards of service. As a consequence, management skills and competences in providing for improved standards of customer service have become recognised as being central to delivering real transformation in the public sector. However, the development of such capabilities, particularly in relation to managing effective quality implementation, presents considerable challenges for those involved. Nowhere is this more evident than in the health-care sector. A review of recent international evidence points to the challenges of implementing quality service in health-care institutions. Gaucher and Coffey (2000) confirmed that implementing a process of total quality management (TQM) in health care is a pragmatic, specific, and systematic methodology. However, this requires a firm commitment from the leadership to change their former ways of working and doing business. Gaucher and Coffey (2000) cited many reasons for TQM failing – including poor leadership and a lack of management commitment – but also noted that revitalisation can rejuvenate the process. These authors asserted that the role of those implementing the process is to nurture and breathe energy into the process when enthusiasm and commitment are declining. The importance of the support of senior management for quality-management projects is also advocated by Berwick et al. (2000). These authors undertook a national demonstration project in the USA in the late 2000s and described how organisations could implement the entire quality-improvement process – from defining the problem through to implementing a solution and consolidating the gains (Berwick et al., 2000). A literature review carried out by Jackson (2005) identified that much work had been undertaken in the UK in determining the clinical effectiveness of many health-care organisations, but that very little research had been implemented in the area of managerial effectiveness. Furthermore, West (2001) determined that, in organisations that outperform others on different dimensions of performance, there was evidence that management is important, as are the combined efforts of individual clinicians and teams. There have been several approaches espoused for achieving quality management in health-care institutions, many of which have been technical and generic in their approaches (Moeller et al., 2000). Specifically, Donabedian (2000) introduced the concepts of structure, process, and outcomes, along with the development of self-assessment and accreditation through the International Organization for Standardization (ISO). In many instances these programs have met with mixed reactions, and their implementation has varied. A criticism levelled at hospital performance is that it has been rather insular, and has paid little attention to developments in related fields, such as organisational sociology, organisational behaviour, management studies, and human-resource management (West, 2001). If quality programs are to have lasting and significant effects, that they must follow a systemic approach such that all aspects of an organisation are integrated and focused on continuous improvement and customer satisfaction (Joss, 2004). A variety of approaches has been used to improve quality and to ensure its delivery, but not all have been successful. Indeed, some have merely added bureaucracy and higher costs to health care (Jackson, 2005; Ennis and Harrington, 2001). Recent research has shown that 45 per cent of patients experience some â€Å"medical mismanagement† and that 17 per cent suffer events which lead to a longer stay or more serious problems (Ovretveit, 2000). This is increasingly caused by complex systems of care which do not appear to be managed effectively. Joss and Kogan (2005) strongly recommended that a comprehensive set of criteria be included, against which to evaluate progress. These criteria should be based on the main requirements of TQM, and should include any additional factors generated by the organisation and/or by evaluators. A three-year evaluation of TQM in the National Health Scheme (NHS) indicated that there were clear factors which predicted successful implementation, the most important of which was the need to have a structured, pre-planned approach based on a thorough understanding of alternative approaches (Joss, 2004). Moreover, a recent study from the UK (O’Sullivan, 2005) demonstrated how one NHS Trust achieved continuous quality improvement through determination, education, and implementation, supported by visionary and involved leadership in all areas, a multi-talented enthusiastic clinical audit department, and a high-quality dedicated staff. Nabitz and Walburg (2000) suggested that possible solutions to quality problems might lie in the approach promoted by the European Foundation for Quality Management (EFQM). The EFQM has developed a model to structure and review the quality-management processes of organisations. Self-assessment, benchmarking, external review, and quality awards are essential elements of this model and, as reported by Sanchez (2000), this approach represents an important means of achieving excellence in health care. Within the literature there are also many studies showing the benefits of applying models of quality implementation in health-care organisations (Naylor, 2005; Ruiz et al., 2005). Such studies have pointed to the real benefits that accrue to organisations which have used such approaches (Pitt, 2005). Business excellence methodology for quality improvement The introduction of internationally respected quality frameworks – the Malcolm Baldrige National Quality Award (MBNQA) in 2003, followed by the EFQM in 2005 – has provided an opportunity for organisations to self-assess, using the models of TQM and business excellence which underpin these frameworks. In this process of self-assessment, an opportunity exists to identify the strengths and weaknesses in the current management of operations. In the USA, the effectiveness of the Baldrige process has been lauded by many (Gaucher and Coffey, 2000) who have indicated that organisations can learn about best practices from Baldrige-winning companies, and will thus be assisted in developing a composite for excellence. Although the Baldrige criteria were developed for commercial institutions, there has been keen interest in the adaptation of the model within health-care organisations in the USA following a pilot health-care project in 2005. To date, no health-care entity has yet achieved Baldrige-winner status, although Gaucher and Coffey (2000) have asserted that it is only a matter of time before there is a health-care winner. Moreover, these authors went on to say that the true benefit of the Baldrige process is not about winning an award. Rather, it is about the provision of a road map for a journey – a framework for both incremental and breakthrough improvement and business excellence. Within the European context, since its introduction in 2001, the EFQM model has been attracting considerable interest across all sectors, and has become a well-recognised quality-management framework. Stahr et al. (2001) concurred with Gaucher and Coffey (2000) in stating that the model provides a means by which organisations can assess their paths and develop solutions to achieve excellence. Other authors have espoused the model as being surprisingly effective, with awards being presented to those firms considered to be the most accomplished exponents of TQM in Europe (Wilkes and Dale, 2005). Across European health care at an institutional level, an increasing number of organisations are making direct investments in the training of staff in the concepts of business excellence (Stahr et al., 2001; Jackson, 2001). The NHS Executive in the UK has provided a central lead in endorsing the model as an important framework for delivering on the clinical governance agenda. Furthermore the British Association of Medical Managers (BAMM) has promoted its use as a tool for organisational self-assessment (Stahr et al., 2001). Its use and adoption has been further supported by the British Quality Foundation which provides a major educational and support role in the use and adoption of the model in health care and other sectors across the corporate landscape. Without doubt, the future performance of health-care organisations will be assessed against wider goals than previously. There will be a greater emphasis on measuring organisational performance and, if performance is below par, rapid investigation and appropriate intervention will ensue (Naylor, 2005). Moeller (2001) concurred with this, and identified evaluation of health services as a prerequisite. However, Zairi et al. (2005) warned that measuring organisational effectiveness in the delivery of health care is a challenging task. Joss and Kogan (2005) strongly recommended that a comprehensive set of criteria should be included, against which to evaluate progress. This should be based on the main requirements of TQM, supplemented by other organisational criteria thought to be important by the evaluators. A three-year evaluation of TQM in the NHS indicated that there are clear factors which predict successful implementation – including awareness of the need to have a structured, pre-planned approach based on a thorough understanding of alternative approaches (Joss, 2004). Moreover, as demonstrated by O’Sullivan (2005), successful implementation requires the support of visionary and involved leaders in all areas, together with dedicated and educated staff. Examining organisational effectiveness in Irish health care As suggested by Nabitz and Walburg (2000), the solution to quality problems might lie in the approach promoted by the EFQM. As reported by Sanchez (2000), this approach represents an important means of achieving excellence in health care which concurs with earlier descriptions by Gaucher and Coffey (2000). Self-assessment can examine current practice and establish capability, thus driving improvement rather than a reaction to weaknesses in the current system (Russell, 2005). There are also many studies in the literature which show the benefits of applying the business excellence model for quality implementation in health-care organisations (Naylor, 2005; Jackson, 2005a; Nabitz and Klazinga, 2005; Arcelay et al., 2005). Such studies have pointed to real benefits that have accrued to organisations using such an approach. Furthermore, Jackson (2005a) demonstrated that the adoption of the principles of self-assessment and business excellence can lead to the achievement of a culture of continuous improvement. Russell (2005) noted that the adoption of the â€Å"outside-in† approach of the EFQM model enabled organisations to use the model as a developmental and management framework. For Arcelay et al. (2005), the model provided a global, systematic regular analysis of the activities and results by comparing them with the criteria of the excellence model. Moreover, the process made it possible to make comparisons with other private and public organisations. Using a systems view of an organisation enables managers to focus on the processes between the parts of an organisation, rather than on the parts themselves, which is similar to physicians using a systematic model in which to analyse signs and symptoms, and thus make a diagnosis. An effective organisation is one in which the total organisation, through its significant subparts and individuals, manages its work against goals and plans with a view to achieving these goals within an open system. Methods of management that have been developed in manufacturing environments are naturally regarded with scepticism in non-manufacturing sectors. However, according to West (2001), studies that have been conducted on the link between the organisation and management of services and quality of patient care can be criticised both theoretically and methodologically because of the many different mechanisms that may be operating at once to produce the relationship between volume and quality. West (2001) asserted that a more rigorous body of work exists on the performance of firms in the private sector, often conducted within the disciplines of organisational behaviour or human resource management. Ireland and the International ICT System Dublin has, in the 2000s, carved out several niche international functions for itself, one of which, call centre activities, has been the principal focus of this study. According to a report in The Irish Times (August 20, 2003), Ireland accounts for 30% of all international call centres located in western Europe. The great bulk of these are to be found in Dublin. The central role of ICT in call centre activities has facilitated their centralisation in Ireland, from where markets spread across Europe and even further afield can readily be served. As Sassen (2005, p. 56) has observed: â€Å"Information technologies, often thought of as neutralising geography, actually contribute to spatial concentration†. Call centre activities, therefore, have helped Ireland to escape the bounds of geographical peripherality, thereby contradicting Wegener’s (2005) gloomy prognosis which visualised cities in the periphery as inevitable losers from growing inter-urban competition in Europe. This has been cleverly portrayed in an IDA advertisement which shows Ireland at the centre of a surrounding group of disembodied European countries ( Fig. 1). These latter are no longer seen as being more or less distant from Ireland, but as constituting a set of different language and market territories, all equally accessible from Ireland. However, Dublin’s growing international reach and the growing technological sophistication of its economic base should not mask the fact that, structurally, it retains a dependent position within the international division of labour. Its rapid recent economic expansion has been largely based on the attraction of branch plant operations which remain poorly embedded in the local economy (Breathnach, 2005). à Ã‚ nd, while the rising skill levels associated with recent inward investment have facilitated substantial improvement in living standards generally, in the specific case of the call centre sector, much of the employment which has been created remains relatively poorly paid – a fact which is directly linked with the high proportion of women workers in the sector, despite their high skill levels. Furthermore, the rapid growth of the call centre sector in the 2000s looks increasingly unsustainable as the end of the decade approaches. Growing labour shortages are driving up labour costs which, in conjunction with increasing housing and transportation problems, are beginning to attenuate Dublin’s attractiveness as a call centre location: according to a 2005 survey of call centre locations in Great Britain and Ireland, reported by Allen (2005), Dublin had fallen to the 29th position of 46 locations surveyed, having been in the top 10 in 2006. The response of the IDA has been to devote additional resources to promoting non-Dublin locations for call centre projects. However, even if this is successful in the short run, in the longer term the future of call centre employment will be increasingly threatened by technological developments, such as speech recognition technology and especially the rapidly growing use of the internet for making reservations, placing orders and seeking information. The IDA has justified its promotion of the call centre sector, despite the inferior nature of much of the employment involved, largely on the grounds that it provides an initial base upon which more sophisticated forms of employment can be built. Its long-term strategy, in other words, is to encourage firms which have established call centres in Ireland to add on additional functions, such as financial management and software development, to these initial operations. Already there has been some success in this area of ‘shared services’ back-office activities: by mid-2003, some 25 such operations had been established, and were projected to employ over 3000 people by the year 2000 (information supplied by Forfà ¡s). Ultimately, however, all of these activities remain as back-office activities, whose essential linkages are external to the Irish economy. In other words, their Irish location is not crucial to the parent companies of these operations; rather, it is contingent on the availability of certain attractions which may either be transient or reproducible elsewhere (Allen, 2005). As Wilson (2005) has noted, call centres are essentially a highly footloose sector, with few local economic linkages and little fixed investment in machinery and equipment: they therefore can be relocated quite readily in the light of changing comparative factor conditions. The National Health Service (NHS) in the UK published its NHS Plan in July 2000 (http://www.nhs.uk/thenhsexplained), saying that patients and people were central to its radical reform of healthcare and that although this included more hospitals and beds, shorter waiting times and improved care for older people, an essential element was that patients should have more power and information. As Grimson et al. (2000) rightly comment, healthcare is an information-intensive business, with data on an enormous scale gathered by way of hospitals, clinics, laboratories and primary care surgeries. Central to any information-intensive business is, naturally, the effective sharing of that information and, in order to empower and better engage the patient, how best that can be done. Funded by the UK’s Department of Health, the British Library’s integrated Telemedicine Information Service (TIS), described in the latest edition of the NHSMagazine (http://www.nhs.uk/nhsmagazine), is to improve the take-up of telemedicine technology in the UK, reinforcing the importance that information and communication technologies (ICTs) are seen to have in the sharing of information and the engagement of patients in their healthcare. By way of explanation, the word â€Å"telemedicine† has been coined as a way of capturing, in only one word, how ICT is being used in healthcare. However, as Curry et al. (2003) rightly comment, terms such as telemedicine, teleconferencing, health informatics and medical informatics seem to be used interchangeably, and that there is some confusion as to what is, and is not, involved, citing various studys, including those of Preston at al. (2002) and Mark and Hodges (2001) to support their claim. As there is some disagreement with the term, we use in this study the meaning assigned by Perednia and Allen (2005), that is, the use of information technologies in helping to provide medical information and services in healthcare. Whatever its name, or its definition, it concerns, in one way or another, the mediating role that technology plays in the interaction between humans, whether patient or healthcare professional. At the time of writing, there are 138 telemedicine projects in the UK (http://www.tis.port.ac.uk/tm/owa/projects.allUK), and they cover aspects of healthcare as diverse as mental health, diabetes, foetal monitoring and accident and emergency care. Indeed, it points to one of the advantages of telemedicine; its applicability across a wide range of clinical issues. However, while these projects certainly cover a diversity of issues, they have something in common, that is, they address only one of these clinical matters. Each system is designed differently, is unlikely to be compatible with another, and needs different technical support and user training. Whilst such individual systems have proved useful in a particular context (see, for example, Gilmour et al., 2005; Jones et al., 2006; Lesher et al., 2005; Loane et al., 2005; Lowitt et al., 2005; Oakley et al.,

Using Technology for Research and Learning in the Field of Education Es

Using Technology for Research and Learning in the Field of Education In the last decade technology has expanded greatly. Now, we can order movie tickets, make reservations, and even listen to music without ever leaving the comfort of our own homes. But technology tools are not only used for entertainment purposes. These tools also help us learn and explore new things. The purpose of this paper is to investigate the effectiveness of technology tools as they apply to learning and research within education. Tools for Teaching and Learning The computer is a very important tool used in education. â€Å"During the past three decades, computers have become the most talked about, written about, and ubiquitous machines ever to be imposed upon mankind.†( Rockart, 1995, p. 55). The ENIAC (Electronic Numerical Integrator and Calculator) is said to be the first computer. It was a â€Å"huge machine having thousands of vacuum tubes and consuming vast amounts of electrical power.† ( Merrill, 1996, p.54). By the early 1970’s, the regular computer was invented. Around the same time, something called the Internet emerged. The Internet is a worldwide network. It connects LAN’s, WAN’s, and other regional networks from all over the world together into one global network. Recently, the Internet has become very popular. It was predicted in 1996 that by the year 2000, most universities and many homes would have Internet connections. (Merrill, 1996). This prediction was correct. By linking a computer to t he Internet, one can gain access to a wide variety of additional resources and services. One can send e-mail, access electronic boards, and obtain a huge amount of information from different databases. Using e-mail greatly benefits students. With access t... ...ing. Retrieved October 8, 2001 from: http://ccaat.sas.upenn.edu/jod/teachdemo/teachdemo.html. Questia launches student research and paper-writing service. (2001). Information Today, 18, 34. Retrieved October 7, 2001 from Academic Search Premier Rockart, J. F., & Morton, M. S. (1995). Computers and the Learning Process in Higher Education. Berkeley, CA: McGraw- Hill. Scott, E. (2001). Using the internet, online services, and CD-ROMS for writing research and term papers. Book Report, 19, 80. Retrieved October 7, 2001 from Academic Search Premier. Schank, R.C., & Cleary, C. (1995). Engines for Education. Hillsdale, New Jersey: Lawrence Erlbaum Associates, Publishers. Wilkes, D. (2001). Turning Math into a Positive Experience via Tech Tools. Media & Methods, 37, 185-204. Retrieved September 29, 2001 from Academic Search Premier.

Molson Canadian Beer to China Essay

This paper will analyze a products potential to enter a foreign market. The product, Molson Canadian, is a well known and reputable Canadian beer with a rich history. For our purposes, we have attempted to formulate a plan for Molson Canadian to enter the Chinese beer market. Utilizing empirical data, statistics and research on the Chinese beer market, we have gathered significant information regarding entry into this market. After analyzing China as a country, their beer market and relevant business information, we developed an effective way for Molson Canadian to be introduced into the Chinese market. In addition, we have highlighted some potential opportunities and threats associated with this plan, thereby rationalizing the entry mode we have chosen. After all the information was presented, we concluded that the most effective way to introduce Molson Canadian to the Chinese market was to export the product, utilizing distributor and import contacts to have the beer sold at on-trade sites such as upscale bars and eateries. The following information provided explains our direction and reinforces our decision to enter the market in this fashion. Introduction. The beer brand Molson is one of Canada’s oldest consumer brand names and one of North America’s oldest brands. John Molson established Canada’s oldest brewery in 1786 near the St. Lawrence River in Montreal, Quebec. The Molson company has a range of beer selection including: Molson Canadian, a lager beer containing 5% of alcohol per volume, Molson Canadian Light contains about 2% of alc/vol, Molson Canadian 6. 0 Cold Shots (6% of alc/vol), Molson Canadian Sub Zero (it can served at temperatures below freezing through innovative technology) and its new Molson Canadian 67 (contains only 67 calories). Along with the Molson brand of beverages, Molson also owns the rights to other brands such as the various Rickards brands as well as distribution rights of popular imports such as Heineken from Holland. Molson Canadian is the company’s signature beer, using freshwater from Canadian lakes and the best quality barley in the recipe. Molson’s brewing methods do not utilize preservatives in order to maintain crisp, clean and fresh taste. Instead, they use traditional best methods along with skilled brew masters to ensure best quality from suppliers to retailers. As a result, Molson has received numerous awards in the past, including the gold for â€Å"North American Style Lager† in 2008. In 2005 Molson Brewery merged in equal parts with American brewing company Coors, forming the Molson Coors Brewing Company. The purpose of this report is to introduce a marketing plan for Molson to enter the Chinese consumer market. The main objective is to analyze and determine possible ways to successfully distribute Molson’s signature beer (Molson Canadian) to the Chinese consumer market. The next sections provide country and business analysis as well as the marketing mix in order to construct an effective and efficient marketing plan. Also, an action plan will be prepared to consider implementation of strategies and their associated budgets. Country Analysis China is located in eastern Asia and is the fourth largest country in the world. It borders a number of countries including Vietnam, North Korea, India and Pakistan. China also has the largest population in the world with more than 1. 3 billion (1,338,612,968) people. China also has several languages and dialects spoken throughout the country, but the major ones are mandarin and Cantonese. (CIA Fact book 2010) China is a communist state, however in the last 30 years the nation has gradually changed from a centrally planned economy to a more market oriented economy. This transition has benefited China because it opened its’ boarders to international trade, increasing the countries import/export figures dramatically over the years. In addition, the more open economic system allowed for an influx of foreign direct investment into the country. China’s rampant growth in the past 30 years is evident in the country’s economic statistics. 2009 country GDP numbers place China as 3rd overall worldwide in total GDP with $8. 791 Trillion (US$), only second to the European Union and the United States. (CIA Fact book 2010) This figure can be put into perspective however when analyzing GDP per capita where China places 128th worldwide with only $6,500 (US$), a figure which has been improving throughout the years. Although china is one of the fastest developing countries in the world, its’ government still faces several challenges including reducing corruption, sustaining adequate job growth rates and environmental concerns such as pollution. In addition, China has long been perceived by other nations as a country not up code regarding certain policies such as human rights and intellectual property rights. However, their inclusion into the World Trade Organization in 2001 has vastly improved their global standing and many joint and domestic initiatives have been undertaken to improve the perception of China globally. Rationale for Choosing China There were several key reasons for choosing China as our target market. China’s vast population was an influence because it provided a large potential consumer base. Another reason is the large demand for beer which continues to grow as middle and upper class income levels continue to rise in the country (Datamonitor 2004). In addition, several international beer brands have not managed to effectively penetrate the Chinese market. Therefore, if an international beer company in china survives an initial tough few years, it has the potential to make significant profits going forward. The beer industry in China will be analyzed in more detail in the following sections. Other important reasons for the selection of China was that its’ healthy trade relations with Canada throughout the years. China is Canada’s 2nd largest trading partner, only second to the United States of America with bilateral trade between China and Canada reaching over $50 billion(CAN) in 2009 (Statscan, 2010). Finally, notion that China is the fastest growing nation in the world and is predicted to be the world’s largest economy by 2025 had a significant impact on our selection. (Foreign affairs and international trade Canada, 2005) (See Appendix A) Environment of the Beer Industry in China â€Å"China is one of the world’s largest alcohol producers in the world and in the next few years it is expected to go surpass the United States as the largest alcohol producer in the world† (Newman, Ian 2006). China has a very large beer market worth around $6. 154 billion (USD$) and produced more than 26,244 million litres in 2004 (Datamonitor 2004). Both of these figures are significant increases from the previous year 2003. For the majority of brewers around the world, the Chinese beer market is too large to ignore and at times, too hard to grasp because of its complicity. China is viewed as the next big opportunity in the beer industry because its large population and its high economic growth is unmatchable elsewhere. However, many international brewers have failed to penetrate the Chinese beer market. This could be due to unfamiliar market dynamics and the presence of too many domestic beer brands in the Chinese market. Although many international brands have failed, some like SAB Miller have succeeded. It is believed that focus on quality brands and long term entry plans were contributors to the success companies like SAB Miller have had in the Chinese market. Some of the leading brewers in China include Tsingato brewery, SAB Miller, Fosters Group Limited and Noble China Inc. (Datamonitor 2004) Threats and Opportunities Having looked at the general environment of the beer industry in China, our focus will now shift to the threats and opportunities in the market. First, one of the main threats is the other large beer companies and breweries that we are going to be competing with, both domestic and international. Chinese domestic beer accounts for a large percentage of consumption in the country, and as an international product, we will be facing stiff competition from other international companies already present in the market. A less concerning threat is that the older demographics in China prefer to drink more wine than they do beer. This however is contrasted by the increasing popularity of beer in the nation. The biggest opportunity is the fact that the China has largest population in the world and also that it is the world’s fastest growing country. Another opportunity is that there is steady growth rate predicted in the next few years for the beer industry (Datamonitor 2004). Another key opportunity is that Chinese consumer’s value taste and reputation in their beverage products, we believe that Molson Canadian can cater to this need with our product implementation. (Industry Digest, 2005) On the technological side, the Chinese market has several domestic brewing companies in the nation. This could be very useful because the technology to produce beer in China is readily available. On the negative side, China incorporates strict restrictions on content through various media. For example, internet censorship is common in the nation, leaving marketers with limited when choosing which type of media to use for marketing purposes (Human Rights Watch, 2006). Socially, alcohol plays an important role in Chinese tradition and Chinese society as a whole. Alcohol is used in a lot of Chinese traditional festivals and celebrations, as well as it is also a very important part of Chinese religions. Alcohol can also be found in traditional Chinese medication and also used for cooking (Newman, Ian 2006). Market Buyer Characteristics Many of the beer buyer characteristics in the Chinese market are similar to those of Canada. First, gender plays a large role in that the majority of beer consumers are males. However, the female segment of the market has steadily continued to increase as china develops further, mainly due to increased spending power of Chinese women. However, this gender bias cannot be overlooked as the female segment of the buyers is very important because in some major cities like Beijing, women make up to around 30% of beer drinkers in the city. Most of the buyers of beer in china are between the age groups of 25 to 44, similar to the demographics found in Canada (Industry Digest, 2005). Another important aspect about buyer behaviour in China is that it varies according to the region or province. The same applies for the beer market in China, for example people from the southern regions of China drink more beer at bars an pubs and banquets whereas people in the northern regions are more likely to drink beer while dining because they believe that it ads flavour to their dining. Also in the south of China the climate is very hot so casual drinking as a means to cool down is common similar to Canada in the summer months. (Industry Digest, 2005) Furthermore, reasons why people buy beer in China are important aspect for marketers. For consumers in China, value and good taste are important characteristics that consumers tend to look for. These qualities of beer products precede the importance of other factors such as price and brand reputation. Brand loyalty to domestic brands is more common in certain locations such as Beijing, but brand loyalty overall in general is not a decisive factor for many consumers in the Chinese beer industry. â€Å"People between the ages of 16 to 44 who live in Guangzhou and shanghai, switch brands on a regular basis† (Industry Digest, 2005). Selection of and Rationale for Chosen Mode of Entry into the Target Country The entry mode that we have chosen for entering into China will be exporting through an import contact that will then use local distributors to sell our product. The reason that we have selected this option is that although there is a huge potential for companies to succeed in the Chinese beer market, there are still many risks of doing business in China. By choosing exporting as our first step, it allows us to reduce financial and investment risks. Many studies have shown that having a good relationship with the Chinese government and business owners is a significantly important factor for foreign companies to success in China (Owen, 2010). Therefore, before moving into further actions such as partnerships and joint ventures, we want to have Molson establish a good working relationship with the Chinese government. At the same time, this entry mode will also give Molson ample time to develop the relationship with potential Chinese partners, as well as get better understanding about the government regulations for foreign ownership of land & building resources. Last but not least, comparing this mode of entry to partnerships and joint ventures, exporting requires less finical investment. For example, Molson does not need to build factories or set up mass manufacturing operations right away which will save a significant amount of money right from the get go. In addition, if anything goes wrong initially, this entry mode allows us to withdraw the business from China much easier than if we had already established manufacturing operations in the country. Objectives. Due to the risks that beer companies are facing in expanding into the Chinese market, Molson Canadian wants to move slowly into the Chinese market. In other words, the company wants to test the environment first and then take the necessary steps to further the expansion process. First of all, Molson Canadian will establish the mode of entry which is the exporting strategy, and then the company will choose a well known Chinese beer company such as Tsingtao as our distributor, because this will reduce the uncertainties. While working with Tsingtao, Molson Canadian wants to ensure distribution networks are reaching desired locations for sale of product and look for other possible distributors and partners as well in order to get it prepared for our future development purposes such as joint ventures or partnerships. The next objective that we suggest is gathering forecasting information for potential future margin and feedback from consumers. This step will help us to make sure if the Chinese market is really worth to investing in and develop strong indicators to our customers’ preferences, in order to better serve our customers. During this stage, Molson Canadian will also be able to get more familiarized about the Chinese regulations related to the beer companies, especially for foreign companies. After the completion of this stage, the company will be able to develop plans for future operations based on the information that it has collected from before. If the information does not support the expansion, then Molson Canadian should stop developing, and possibly withdraw the business from China. If everything goes well, the company will pick the right distributors and partners that have been evaluated before to start the joint ventures or partnerships with local Chinese companies. The reason that we decided to do joint ventures or partnership eventually is that based on information from the Euromonitor International, which states by doing a joint venture it will allow foreign companies to gain local market knowledge â€Å"These joint ventures should provide foreign companies with a necessary foothold in the market which can, in the future, be exploited by their own products† (Euromonitor International, 2004). The last objective is to work towards generating steadily increasing profits in the future, which will be in more details in our action plan. Limitations There are also limitations that could affect Molson Canadians entry into the Chinese market. As we mentioned before, the uncertainty of the Chinese market is a huge concern. First of all, the government regulations and standards are different from what we have seen in the North American market. Based on the article written by Owen, issues included the â€Å" Chinese top-down approach to standards and conformance, Openness and transparency, Low confidence in private-sector standards setting and conformity assessment, and Inconsistent implementation creates uncertainty†(Owen, 2010) are all the concerns that Molson needs to pay attention. The second uncertainty is that the intense competition will be created by both local and foreign beers companies in the crowded industry. As represented by Euromonitor International, there are several foreign breweries doing business in this market now. Many of which have found that the market is more difficult to operate than they expected before entering the Chinese market. Problems included comparatively high production costs and a fragmented market, combined with oversupply, has caused a market slowdown which led many companies to cut their prices. Many of the companies have already chosen to exit the market and cut their losses (Euromonitor International, 2004). Criteria In terms of the time frame, we estimated that will take one year to complete the objectives from 1 to 3, which is also considered to be our primary expansion. As mentioned above this includes the establishment of the entry mode- exporting, develop appropriate distribution networks, and collecting forecasting information and feedback from consumers. The secondary expansion includes the envelopment future operating plans such as joint ventures or partnerships; after everything has been created our final goal will be work towards generating steadily increasing profits in the future. We estimated that will take 1 or 2 years to finish framing the joint venture or partnership structure. Segmentation For our segmentation we decided to focus on 5 main demographic criteria’s. We obtained basic secondary data based on the past buying patterns of Chinese and other Asian consumers. From that data, we sorted and decided upon with segments of the market we would test for. We based the selection of the criteria on hypothesis testing and concluded that only traits that that appeared consistently within two standard deviations (95%) of each segment’s sample would be counted; these demographics being on age, region, ethnicity, financial capacity and lifestyle within the 18 – 45 age range. For this analysis we have ranked them in order of popularity and difference in cost relative to other premium beers; from this analysis we have distilled this ranking system. * Molson Canadian Subzero is loved for its flash and fancy appeal * Molson Canadian Lager is popular for its strong distinct flavour * Molson Canadian Light beer is popular for its smoother taste and lack of a strong after taste * Lastly Molson Canadian ‘67 is the least preferred. This is due to the misconception that diet beers are more diluted than regular beers and that consumers are getting less for their money. From our demographic analysis of Chinese consumers of a certain demographic tend to prefer certain tastes to be present in their alcohol and while these preferences are not as potent in affecting purchase decisions as they would be in north America, never the less they are significant to warrant analysis and attention. Characteristic| Characteristic Related| Price| Westernized | Stronger Alcohol| More expensive| Traditional| Smoother Alcohol| Less Expensive| Sichuan | Stronger Alcohol| Less expensive| Han| Smoother Alcohol| Less expensive|. Tibetan| Stronger Alcohol| Less expensive| Southern| Smoother Alcohol| Less expensive| Northern| Stronger Alcohol| More expensive| Old | Stronger Alcohol| average| Young| Smoother Alcohol| Less expensive| (Data Extrapolated from China’s beer consumption and Barley imports) From our analysis we can conclude that as you move up north and become more westernized the taste for alcohol becomes steadily stronger and that people value alcohol more. We have found that there are many cultural factors that the affect the purchasing characteristics of each segment. Age: Age is a significant factor when incorporating this model, with younger generations preferring relatively cheaper products than the older generation. As China’s socialistic society progress, legislation has greatly altered the spending habits of consumers. Such like the 1 child policy has left a significantly smaller working force to support the country. With most average working couples supporting 3 generations simultaneously (Adams, 2008), this can impact greatly on the decisions regarding the purchase of the luxury items such as premium foreign beer. Region: In regards to region, there are smaller difference in the tastes and spending habits of northerners vs. southerners. While the South has a higher pay-grade than those of the north, historically the south has always been a more crowded and competitive place (Trent, 2009). Thus those living there adapt to have a more conservative outlook in regards to consumption and purchases. Contrary, while the average northerner earns significantly less money they are more likely to spend extra for what they want (Trent, 2009). Also cities along the coast tend to adopt more western ideals than those located on the interior of China. Ethnicity: While china’s population is 87% Han (Doan, 2008) there is a small population of minorities that also live in china. Though living in the same country this minority have significantly different tastes from your average Chinese. These Minorities include Tibetans, Wiggers and Manchus. Lifestyle: Since China has opened its doors to international products and cultures, there have been many Chinese that have adopted a more western-lifestyle. With Western styles often come more western tastes (Qingbin et at, 1998), in contrast to the smoother taste western-styled Chinese prefer a stronger tasting alcohol. Marketing Mix This section presents strategic alternatives that Molson Canadian should take into consideration, recommendation of the suitable alternative and implementation of marketing plan through the use of the controllable elements of marketing mix. Strategic Alternatives There are two strategic alternatives that Molson Canadian can use to expand its beer brand to Chinese consumer market. Molson Canadian can expand its beer brand to Chinese consumer market by exporting its product line on trade or off trade. Alternative 1: The first alternative for Molson Canadian is to export its product line on trade, meaning that their target locations for sale are establishments which serve alcohol. For our product, we want to target specifically high end restaurants, pubs and bars. High end restaurants, pubs and bars would offer high quality products; therefore the best quality beer would also be expected from customers. One of the main strengths of Molson Canadian is that they utilize high quality ingredients as well as a team of brew masters that make sure the beer follows the high quality standards, qualities that Chinese consumers would be drawn to. Additional strengths of Molson Canadian is that it offers product differentiation such as best quality barley and no use of preservatives for its production. Also, the products country image is perceived as good quality product since it is North American which means that the products symbolize Western civilization, status and modernity (Zhou & Hui, 2003). A weakness that should be taken into account is that Molson Canadian is not well known in the Chinese market, so it may be difficult to find consumers initially. However, opportunities in Chinese alcohol industry should be considered regarding this matter. For instance, an opportunity encountered is that there is an increasing demand for better tasting and premium products, meaning that premium beer sales will be more likely to increase in upcoming years (Euromonitor International, 2010). Also, another significant opportunity is that as consumers’ disposable incomes increase, consumers will be able to spend on leisure time such as going out to pubs and bars. In fact, there is a strong development of the consumer foodservice market, as well as, an increase of premium beer in forecasted years which accounts for 70% of total value growth from 2008 to 2013 in local currency (Euromonitor International, 2009). In addition to the above points, Chinese consumers are not price sensitive regarding on-trade places, indicating that premium and standard beer will become popular among the consumers (Euromonitor International, 2009). Lastly, a major threat towards this alternative is that the rise of prices for materials such as oil and energy can affect transportation cost. The National Development and Reform Commission (NRDC) had reported a price increase of RMB 1,000 per tonne for oil which is approximately equivalent to US$ 170 in 2008 (Euromonitor International, 2009). This means that there will be a need for adjustments in terms of price of beer to circumvent export costs to China. Alternative 2: The second alternative for Molson Canadian to export in China is to sell its product off trade. For this alternative, Molson Canadian beer should be sold in small grocery stores and/or hypermarkets. In order to better analyze this alternative for better profitability of the company, a mini SWOT analysis should be established. A major strength for this company is that the beer could be sold as standard lager beer to Chinese market with product differentiation. For example, the beer could be differentiated towards its high quality ingredients used in the production such as barley and hops and its high quality control standards. A weakness encountered in this option is that Molson Canadian is not a well known beer brand among Chinese market. An opportunity for selling Molson Canadian beer off trade is that this is main channel of sales accounting for 68% of volume sales in 2008 (Euromonitor International, 2009). Also, small independent grocery stores in rural areas account for 66% of total volume sales in 2008 (Euromonitor International, 2009). However, threats should also be taken into account for this alternative. A major threat there is high competitive market between domestic and foreign beer brands. In fact, the three top companies China Resources Enterprise Co Ltd, Tsingtao Brewery Co Ltd and Beijing Yanjing Brewing Corp accounted for 41% of total volume sales in 2007 (Euromonitor International, 2009). There are also two leading international companies participating in Chinese beer market which are InBev and Anheuser-Busch. Another threat encountered is that consumers are price sensitive towards beer in off trade channels as they have a range of beer selection as well as prices that differ from different brands issues (Euromonitor International, 2009). Recommendation. The best alternative for Molson Canadian is to target on-trade businesses, especially high end restaurants, pubs and bars. The main criterion for choosing this alternative was based on willingness to pay for high priced product. Also, Molson Canadian should consider the high competition with domestic and foreign beer brands in off-trade markets. In order to reach Chinese consumers, we have weighed the pros and cons of this alternative and believe that Molson Canadian would have the best chance for success by initially focusing on selling to high end restaurants, pubs, bars and so on. The first reason for this chosen alternative is that customers will pay for high quality at any price. The customers will pay for a product that provides better taste, healthier and premium packaged products (Euromonitor International, 2010) since their disposable income allows buying better quality products. In fact, according to China Alcoholic Association, beer volume production has increased 6 % in the first half of 2009 (Euromonitor International, 2010). Also, when beer is sold in high end restaurants, its price will be set much higher price than at grocery stores, so Molson Canadian can generate profit using this method. According to Euromonitor International (2010), standard and premium beer account for only 10% of total sales volume, but generate around 50% of total profits in China’s beer sector. One of downsides towards marketing on-trade is that it may be difficult to break into the market since Molson Canadian is not recognized publicly in China. Also, Molson Canadian may face fierce competition in Chinese on-trade markets. For example, Budweiser, Heineken, Tiger, and Carlsberg are the main multinationals that have majority of the premium beer sales on trade. This alternative is preferable to the other option since it provides the means to generate long term profit and on-trade customers will favour buying high quality product as their preferences change. Another reason for choosing this alternative other than off-trade is that grocery stores will offer a variety of beer brands that are cheaper and domestic Chinese brands, therefore consumers will have more general knowledge of the products available to them. Once the strategic alternative is implemented, there will be opportunities and challenges that should be relevant to Molson Canadian. A potential opportunity for Molson Canadian is to introduce Molson Canadian 67 which is a type of beer that contains only 67 calories. This is a significant advantage for this company since Chinese people are becoming more concerned about their health and wellness. In terms of challenges that Molson Canadian may face is that there will be competition within foreign beer brands such as Heineken that could affect Molson Canadian’s profitability. Implementation In order to execute the marketing strategy of exporting Molson Canadian beer to Chinese market in high end restaurants, pubs and bars, the company should consider the 4P’s of the marketing mix. First, the product provided is Molson Canadian lager beer by Molson Coors Brewing Company which is a high quality Canadian brand which Molson Coors will be able to sell its beer as premium brand because of it offers clean, crisp and fresh taste as well as the no use of preservatives. The price for Molson Canadian beer lager is planned to be high since most of target market in China is represented by medium to high income consumers. Consumers in high end restaurants, pubs and bars will able to buy a bottle of Molson Canadian lager beer for more than 20RMB or $3US(Eumonitor International, 2009) since high end restaurants will place their price three times its market price. For the promotional aspect of our product, Molson Canadian attempt to use practices similar to those found in the North American markets. The use of commercials and posters display the refreshing qualities of a Canadian lager beer will be a major focus of the promotional ads. However, unlike the Canadian and American markets where beer commercials incorporate sexual messages to sell their products, ads in China will mirror those of beverage companies already operating in the country. To do this, the sexual appeal found in North American type commercials will be replaced with the quintessential Chinese humor found very often in Chinese advertisements. In addition, another promotional campaign will be launched in China based on the current public relations department knowledge of Molson Coors regarding drinking and driving programs. This program will be shared with the government of China to increase awareness since drink driving is one of major factor causing traffic accidents. In fact,† according to the Ministry of Public Security, the number of road traffic accidents reached 107,193 during the first half of 2009, with the number of fatalities and injuries reaching 29,866 and 128,336 respectively† (Euromonitor International, 2010). This promotional tool will be helpful to reduce barriers that the government may place for Molson Canadian. Finally, another way to promote the beer brand is to provide an event marketing strategy since ‘international sporting, economic and cultural events are strong drivers for beer consumption† (All China Marketing research, 2008). For instance, Molson Canadian can potentially sponsor the 16th Asian Games in China which is taking place from November 12th to 27th, 2010 (Guangzhou Asian Games Organising Committee ,2010). Therefore, this sponsorship will bring brand awareness. Molson Canadian may have a backup plan if the sponsorship does not work out through donating a certain amount of money to the Asian Games event so then there will be also the brand name out there for consumers. A last marketing mix factor is place which could be achieved by utilizing the same distributors of Coors Light to d.