Lab Questions – Business

Money is a medium of exchange representing something's worth, usually through coins or banknotes. 2. How did religious views influence money-lending In early Italy? When did money lending become acceptable? Many religions frowned upon money lending. Italy contained many Christians and Jews and their biggest question was whether money lending was worth living eternally In hell. The practice of lending money only became acceptable when the Meddle family rose around the asses. 3. How did the Medici get around the usury laws?The Medici got around the usury laws by changing how people studied God, and by buying the ruling of the pope, since the pope could do no wrong, this made them exempt from Illegal money lending. 4. How did the bond market develop? The bond market Is a financial market where new debts are Issued; It Is used to support the expenditures of the public and government. 5. What Invention did the Dutch have that influenced the stock market? The Dutch invented the stock excha nge in Amsterdam, which acted as the first stock market in the world. Their first traded stock was for the East India company, and the idea blossom soon after that. What was the first joint-stock company? What determined the stock prices? A joint-stock company is a business entity that is owned by shareholders. The first joint-stock company was the Company of Merchant Adventurers to New Lands in 1553. Their stock prices were determined by how many shareholders their were. 1 . What is money? Coins or banknotes. 2. How did religious views influence money-lending in early Italy? Whether money lending was worth living eternally in hell. The practice of lending money only became acceptable when the Medici family rose around the asses. Exempt from illegal money lending. 4. How did the bond market develop? The bond market is a financial market where new debts are Issued; It Is used to support the expenditures of the public and government. 5. What Invention did the Dutch have that influence d the stock market? The Dutch Invented the stock exchange In Amsterdam, which acted as the first stock market In the world. Their first traded stock was for the East India company, and the Idea blossom soon after that. 6. What was the first Joint-stock company? What determined the stock prices?A Joint-stock many Is a business entity that Is owned by shareholders. The first Joint-stock company was the Company of Merchant Adventurers to New Lands In 1553. Their stock prices were determined by how many shareholders their were. Lab Questions – Business By architects 1 . What is money? Money is a medium of exchange representing something worth, usually through The bond market is a financial market where new debts are issued; it is used to support the expenditures of the public and government. 5. What invention did the company is a business entity that is owned by shareholders.

The Financial Perspective In A Business Commerce Essay

Harmonizing to Atrill and McLaney ( 2009:335 ) , this facet of the balanced scorecard will stipulate the fiscal returns deemed by the administration ‘s stockholders every bit good as return on capital employed ( ROCE ) , runing net income, gross revenues gross growing and capital acquisition ( Alkaraan, & A ; Northcott, 2006: 173-179 ) .The client positionKey to the client position is the demand to ‘leverage relationships across different concern units to offer the client lower monetary values, better entree to goods and services, and more complete offerings ‘ ( Kaplan & A ; Norton, 2006:104 ) , as illustrated by the instance of McDonald ‘s. Furthermore, this country of the balanced scorecard efforts to place the sort of client or market the administration wishes to function and as a consequence will invent steps to estimate client satisfaction every bit good as record new client growing degrees ( Atrill & A ; McLaney, 2009:335 ) .The procedure positionThis fa cet of the balanced scorecard trades with the synergisms gained through sharing common procedures ( Kaplan & A ; Norton, 2006:103 ) , e.g. buying, fabrication, distribution and research that can capitalize on economic systems of graduated table or nucleus competencies to leverage advantage ( Slack, Chambers & A ; Johnston, 2007:73 ) . In add-on, this facet of the balanced scorecard will have steps to estimate the per centum of gross revenues derived from new merchandises, clip to market inside informations, merchandise life rhythms times every bit good as response times to client ailments ( Atrill & A ; McLaney, 2009:335 ) .The acquisition and growing positionAtrill & A ; McLaney ( 2009:335 ) province that this country of the balanced scorecard focuses on leveraging value from ‘human capital development ‘ . Basically, it is the designation of those people, systems and processs that are deemed necessary for long-run growing. In order to measure this, there ought to be ste ps such as employee motive, employee accomplishment profiles, staff turnover degrees and calling development that create intangible assets that support cross-unit coaction ( Johnston & A ; Stoughton, 2009:564-590 ) and, finally, the administration as a whole.Evaluation of the four positionsAtrill and McLaney ( 2009:335 ) point out that the balanced scorecard is non normative of any peculiar aim or step that should be implemented across the board. This is likely due to the fact that administration is a diverse entity made up of different concern units that consist of different organizational constructions and operate in different concern environments and, as a consequence, it would be prudent to let such units to develop their ain balanced scorecards to reflect these differences ( Kaplan & A ; Norton, 2006:104 ) . However, from a corporate degree, the balanced scorecard represents a pyramid attack to puting aims and steps ( based on environmental factors ) that cascade down to all th e concern units in the administration but still keep linkages with the original â€Å" maestro â€Å" or corporate scorecard. Although the balanced scorecard incorporates other steps ( i.e. procedure ) these do non take away from the overall of importance of the fiscal position, but relate back to it in the signifier of cause-and-effect relationships. For case, an investing in staff development ( larning and growing position ) may take to an betterment in client service being offered ( process position ) that is registered in increased client satisfaction ( client position ) that is finally represented in increased gross revenues and net incomes ( fiscal position ) ( Atrill & A ; McLaney, 2009:337 ) .The line of best tantrum?It would be hard to apportion the balanced scorecard to the impression of best fit vis-a-vis the four positions ( as outlined by Slack, Chambers and Johnston ( 2007:67-70 ) ) , as the strategic subjects used are applicable throughout the administration. Despit e that, I would venture to state that the balanced scorecard does impart itself rather nicely to the market position every bit good as the operations resources position.Corporate scheme and the balanced scorecardAs mentioned above, the balanced scorecard can be allocated to all four positions on operations scheme outlined by Slack, Chambers and Johnston ( 2007:64 ) . For illustration, the top-down attack can be supported by the corporate balanced scorecard in order to joint what objectives ( i.e. the who, what, when, where, how much inquiries ) will specify the initial corporate scheme that the administration wishes to prosecute. Alternatively, a balanced scorecard developed by a concern unit ( i.e. bottom-up attack ) may reflect its demand to get the better of daily restraints ( i.e. the degree of skilled people available to make a peculiar occupation in the local occupation market ) or advance order-wining capablenesss ( e.g. capitalize further on a nucleus competency, such as dis tribution ) . This could, in bend, act as a accelerator for emergent schemes ( Slack, Chambers & A ; Johnston, 2007:64 ) . As for a market/customer position ( Slack, Chambers & A ; Johnston, 2007:67 ) , the balanced scorecard ‘s client aims and steps will, gratuitous to state, turn out utile in placing competitory factors ( i.e. bringing, clip, production specification, etc. ) that can be interpreted as cardinal public presentation aims lending to an administration winning more usage. This could, in bend, act as a accelerator for emergent schemes leting an organisation to find the grade of possible cleavage in the market and reference it ( Slack, Chambers & A ; Johnston, 2007:67-70 ) . Finally, the acquisition and growing aims and steps of the balanced scorecard could turn out highly utile in supplying a better apprehension of the resources and capablenesss within an administration. This will let the said organisation to leverage added value from its concern unit ‘s nucl eus competencies and intangible resources ( i.e. relationships with providers and clients ) to do headroom in the market ( Kaplan & A ; Norton, 2006:104 ) . However, Child ( 2008:87 ) offers a prophylactic word of warning about concentrating on one facet of the scorecard ( i.e. nucleus competencies ) at the disbursal of the other aims. He cites the Hatfield derailment in 2000, as an illustration of uneven focal point and hapless integrating of schemes. However, by the same item, Child ( 2008:90 ) besides says that good integrating of schemes ( i.e. corporate, concern, functional and emergent ) can ease ‘dynamic capablenesss ‘ that will let an administration to ‘seize new chances leting it to reconfigure itself and accomplish sustainable competitory advantage. ‘DecisionIt would be incorrect to see operations scheme as arising from one peculiar beginning, e.g. top-down. Clearly, the concern unit ‘s operations scheme is unfastened to many influences from t he concern environment every bit good as internal/external organizational forces. However, if the balanced scorecard is designed good ( Atrill & A ; McLaney, 2009:337-339 ) , it can assist the said concern unit develop utile aims and steps by which to estimate and better public presentation that benefit the administration financially as a whole and supply a nexus between scheme and construction ( Kaplan & A ; Norton, 2006:104 ) .

Role of Courts in Fulfilling the Objectives of the Human Rights Act 19 Research Paper

Role of Courts in Fulfilling the Objectives of the Human Rights Act 1998 - Research Paper Example The author of the paper states that the discrepancy created, in determining as to who constitutes a public authority, by the UK courts has adversely affected human rights protection. The failure of the courts to properly utilize the mandate given to them by Parliament, in this context, has proved to be unfair and biased towards individuals; thereby violating the provisions of the Human Rights Act 1998. As such the present status of the case law, in this regard, has proved to be irreconcilable with the objectives set out by Parliament. The Courts have been interpreting the provisions of section 6(3) (b) in a narrow way so that most of the organizations are not covered by the definition of Public Authority. The result is that the rights provided by the European Convention are not being implemented properly. Furthermore, courts are determining whether a regulatory body can be considered as a public authority, under the purview of s 6(3)(b), Human Rights Act, on the basis of their instit utional position. In the Aston Cantlow case, the House of Lords had opined that there was a need to adopt a different approach while dealing with important public authorities. This new approach was to be different from that adopted in cases involving functional agencies. Under Section 6(1) of the Human Rights Act, such core public authorities have to invariably ensure that the rights provided by the Convention are respected in their activities, irrespective of public or private activities. Section 6(3) (b) of the Human Rights Act stipulates that the core authorities are under an obligation to ensure that the rights of Convention had been adhered to in their public functions. According to Lord Hope, there should be a clear demarcation between the public and private functions of core authorities, as required by Section 6(3) (b) of the Human Rights Act. This particular section has wide applicability and is dependent to a large extent on the various factors involved in any particular ca se. The function performed by any particular authority determines whether that authority is a core public authority.

Comprehensive Case Analysis Research Paper Example | Topics and Well Written Essays - 250 words

Comprehensive Case Analysis - Research Paper Example Thus they have to educate, integrate and even retain a rapidly changing and diverse working population. If I were goldstone, I would have also taken the same move considering the increased cases of deaths from HIV/AIDS employees (Nkomo, Fottler, & MacAfee, 2008). However, I would come into a consensus with the families of the employees to ensure that we share the costs. This case has furthered my thinking on human resources management. It has made me understand that there are ethical considerations involved in business decisions and it is upon the human resource department to determine what the company is capable to offer. This is considering the company’s available resources and its goals and objectives. As a health care manager, this case has made me realize the importance of a healthy workforce in an organization. It is important for an organization to invest in the health of its workers to ensure that they maximize on their potential thus increasing on their productivity. Moreover, a healthy workforce ensures that an organization cuts on costs and achieves its goals and objectives (Burke & Cooper,

PDA Slim Part 2 Essay Example | Topics and Well Written Essays - 1000 words

PDA Slim Part 2 - Essay Example The strategy chosen implied decreasing the price of the X5, raising the X6 price and raising the X7 product price. The X5 product is entering the latter part of its growth phase thus a 10% price decrease was used, the X6 was increased by 10%, while the X7 price was increased by 20%. The reason for the greater increase in the X7 product was that the product shown negative profitability thus the price had to be increased enough to turn the product line into a profitable one. Based on the original information no product would be discontinued. The allocation of R&D budget strategy is based on giving more money to product with the greatest potential and under saturated markets. Allocation of R&D budget for each of the products was: X5 =15%, X6=50%, X7=35%. Tbe result for the first round was a total profit of 328.2 million. Both the X5, and X5 profits did very well with over 150 million of income each. The X7 profits were -$3.3 million. The X5 product more than double in total revenues, with profitability going up The market saturation of this product went up to 53%. The strategy seemed to work wonders as far as drastically increasing the revenue stream from this product. The X6 product market saturation went up to 33%, while its revenue growth went down 18%. The profitability of the product improved by 7%. The performance of the X7 product was lackluster. Its overall revenues went up a moderate 8%, while its profitability improved by still remained at a -6% level implying an unprofitable operation. The second round followed the same exact strategy with the same weighted distribution. The results from the first round seem very good, thus I continue with the formula. The results were not what I expected. The major problem was that the 10% decrease to the X5 handeld caused an accelerated movement in the product life cycle. The price movement caused the market saturation to reach 98%. The

Sterling college scholarship opportunity Essay Example | Topics and Well Written Essays - 750 words

Sterling college scholarship opportunity - Essay Example   However, apart from helping me in my Christianity life, I believe Sterling College is the ideal place that can pursue my career from. I would like to study biology in this college and specialize in medicine as a cancer doctor specifically for children, which is my dream career. Since my childhood, I have always inspired to become a doctor so that I can help to relieve people pain, and even save the lives of those who die as a result of lack of medical services. During my holidays, one of the things I like ding most is visiting the less fortunate specifically the sick and aged. During such times, when I visit the sick in hospitals I always meet children who are diagnosed with cancer. Though being with them give me the joy of knowing that am showing passion to others I still feel I have a duty to do more than that. As such I believe that pursuing a career in medicine will place me in a better place to help such children and others and most importantly help me to achieve my dream.St erling college is the only institution with the adequate resources and a conducive environment for me to pursue this career. Additionally, in line with its mission, â€Å" to develop creative and thoughtful leaders who understand a maturing Christian faith†( internationalstudent.com) , Sterling college will not only help me to became a professional but also a Christian professional who can do my job not necessarily for the purpose of earning a living but most importantly do it for the glory of the God.

Information Security Assignment Example | Topics and Well Written Essays - 750 words

Information Security - Assignment Example Conversely, network security refers to any activity that is designed to protect an organizations network. This specifically includes activities protecting usability, integrity, reliability the safety of the network and data. Communication security systems are found to relate to information security in a health care organization in that they aid in protecting the leakage of confidential information pertaining to a healthcare organization’s patients. Network security relates to information security in a healthcare organization as it helps prevent the information contained in a healthcare organization’s network from threats such as spyware and adware, hacker attacks as well as viruses, worms and Trojan horses (Kim and Michael, 96). On networks such as Facebook that require that each account be associated with only one person, a number of approaches can be used to uniquely identify individuals and the necessary data access for this to happen. These validation approaches can either be human assisted or online approaches. In a network such as Facebook a number of approaches can be used including the use of passwords and biometric authentification (Kim and Michael, 147). When choosing passwords users often select things that they will easily remember, this includes options such as the date of birth or age. It may be possible for hackers to easily obtain this information and use it to access the system. On the other hand, the issue of false acceptance on secure biometric system is relatively small. People often create long and complex passwords in a bid to try and maximize security. When entering these passwords, it becomes relatively easy for them to make typing errors causing rejection. On the other hand, biometric systems rarely experience these kinds of errors. The notion of bring your own device has in recent times become a hot topic across the entire

Benjamin Franklin Research Paper Example | Topics and Well Written Essays - 750 words

Benjamin Franklin - Research Paper Example His father was a soap maker, Josiah Franklin and his mother was Abiah Folger. In the age of 12 Franklin started his career at his brother’s print shop in Boston. He realized that in order to become successful he had to work hard and, first of all, learn hard, so he started self education, learning different languages and scientific subjects. Thus he managed to learn Latin, Italian, Spanish, and French; moreover, he learned some of physics, biology, and chemistry all by himself. When his brother refused to hire Benjamin as a correspondent in his own news paper The New England Courant, Franklin adopted the pseudonym Mrs. Silence Dogood, and â€Å"her† 14 imaginative and witty letters were published in his brother’s newspaper, which the readers of the news paper liked a lot (â€Å"Benjamin Franklin Biography† n.pag.). However, Benjamin’s brother gone wild when he discovered that the letters were Benjamin’s, so young Benjamin Franklin was forced to escape to another city, looking for luck; he settled down in Philadelphia and considered the place as his home for the rest of his life. â€Å"Franklin furthered his education in the printing trade in Philadelphia, lodging at the home of John Read in 1723. Nevertheless, the following year, Franklin left for London under the auspices of Pennsylvania Governor William Keith, but felt duped when letters of introduction never arrived and he was forced to find work at print shops there† (â€Å"Benjamin Franklin Biography† n.pag.). He managed to publish his first pamphlet, "A Dissertation upon Liberty and Necessity, Pleasure and Pain†. In 1726 Franklin got back to Philadelphia and changed a lot of job positions, like he had been a bookkeeper, a shopkeeper, and a currency cutter (â€Å"Benjamin Franklin Biography† n.pag.). In late 1727, Franklin established his own print shop and later he purchased The Pennsylvania Gazette, which became one of the most popular in the colonies (â€Å"A Quick

Write a mission, vision, and values Article Example | Topics and Well Written Essays - 250 words

Write a mission, vision, and values - Article Example Marketing manager in Stratsim company should bear in mind that core values are important in the growth of the company and that he should establish a good personal relationship with the various stakeholders .For instance, the customers being served on time, tax returns are remitted on time and in full amount, maximizing shareholders return and finally the company should be able to meet their financial obligation such as paying creditors and suppliers. These will help the company develop a good personal relationship since it’s the core issue in business. Mission simply illustrates why companies exist, why the various stakeholders wake up in the morning and do what they do. It also outlines what function the company performs. It distinguishes one company’s activity from the other. A good mission is that which represents truth and reality about the company.Management should know that mission statement serve to inform various stakeholders such as management, shareholder, suppliers, government and employees of the company. The statement guides these stakeholders towards strategic and operational decision. Mission statement for Stratsim Company will be, â€Å"To manufacture high quality vehicles that satisfy consumers need at an affordable price†. This statement provides the consumer with two sets of information that is; vehicles being manufacture are of high quality and the price at which Strasim sell the vehicle is affordable allowing one to easily purcahse. This is a statement showing how Stratsim Company will do things, In other words it outlines a picture into the future. Without a vision statement an organization will never know where they are headed. Vision statement guides us, it gives us purpose and it is a powerful motivation tool for an organization. An example of a vision statement for Stratsim will be, â€Å"By the year 2020, Stratsim Company will be the leading

Urban vs Rural India Essay Example for Free

Urban vs Rural India Essay Urban vs Rural India About 80 per cent of the Indian population live in villages. When travelling through the length and breadth of this subcontinent, one can really visualise the difference betweenrural  and  urban  India. There is a big difference between urban and rural India. One of the  major  differences that can be seen between rural  India  and urban India, is their standards of living. People living in urban  India  have better living conditions than those living in the rural parts of India. There is a wide economic gap between rural and urban India. Rural India is very poor when compared to Urban India. Another difference that can be seen between urban and rural India, is their education. In rural India, the parents seldom educate their children, and instead, make their children work in the fields. Poverty, and lack of sufficient infrastructure, can be attributed to the lack of education in rural India. When considering homes, about three-quarters of the households in urban India live in pucca homes. On the other hand, only a quarter of the people in rural India live in pucca homes. While groundwater is the main source of drinking water in rural India, the urban people rely more on tap-water. Urban India is almost electrified when compared to rural India. One can even come across villages where electric power is not yet available. When comparng the sanitary facilities, it is limited in rural india. About 90 per cent of the households in rural India do not have latrines, but this is not the case in urban India. Most of the developments have not yet reached the rural parts of India. With regards to health care as well, rural India lacks  good  hospitals when compared to urban India. Some of the rural areas even lack a dispensery. Summary: 1. People living in urban India have better living conditions than those living in the rural parts of India. 2. Rural India is very poor when compared to urban India. 3. In rural India, the parents seldom educate their children, and instead, make their children work in the fields. 4. About three-quarters of the households in urban India live in pucca homes. On the other hand, only a quarter of the people in rural India live in pucca homes. 5. Most of the developments have not yet reached the rural parts of India. 6. With regards to health care, rural India lacks good hospitals when compared to urban India.

Issues with Offshore Call Centres

Issues with Offshore Call Centres Advancements in communications, software development and other technologies have enabled practically every type of business to expand its services to off-shore locations with the probable choices of countries where both the infrastructure and specific needs of the clients can easily be met. Examples of such services include but are not limited to call-centers, as also the subject of our present dissertation, back office operations, insurance claim processing, revenue accounting as well as web/digital development. Indeed one of the successful areas have the disciplines which involve information technology (IT) related services, making it a crucial element and part of a value chain for present day businesses.  These IT enabled services and business processes are generally sourcedfrom a location where the end-user are not located, hence the remoteprovision of such set of services. The concept behind this phenomenonis to deliver services from off-shore locations using the state of thea rt technologies in communication, also called data networks which mayinclude wireline or wireless. Thus, clients or customers are providedthe same set of services or business processes from workers or subsidiaries based in offshore locations. An example to this respect is that of serving the clients of a multinational in the United Kingdom,where as the individuals involved in serving these clients are located in far off region such as India. In such an environment, there is noneed for the British clients to know about the whereabouts of the individuals serving their particular needs, nor is it necessary for theworkers to divulge such information to the British clients. The gap between the clients and the workers in such a situation is fulfilledthrough the modern forms of communication software. These software enable a British caller for example to place a call to India, withoutrealizing that the call has actually been made to India and in responsean Indian worker will respond to the said query of the British callerrespectively. The objective behind the entire exercise of outsourcingand running an offshore facility by a business operating in the UnitedKingdom or the United States of America is truly economical. As theparent company has to spend only a fraction of the amount otherwiseneeded to run and operate the same set of services in their homecountry (UK or the United States of America). As the global businesses move ever closer to globalization and spreading their business wings in practically every corner of theglobe, outsourcing or setting up off-shore facilities has indeedemerged as one of the fastest and perhaps most successful modes ofaspects of a business value chain. Some of the primary reasons for the immense popularity of the outsourcing include increasing levels ofproductive through measures that are both cheap as well as efficient.Above, all where companies maintain their level of excellence in theservices and businesses processes offered to their clients, the phenomenon of outsourcing has added tremendously to their pool of revenues. One of the first aspects business seek in setting up an offshorefacility is the requisite level of skilled manpower, which is todayavailable in huge quantities in a number of third world countries. Thisskilled manpowers primary and basic requirements include individuals who can speak excellent English, are highly quality conscious, as wellas computer literate. These criteria are found in ample quantify incountries such as India, which has attained the status of being thenumber one choice for companies the world over. Another importantcriteria which business organizations in the Western countries seek arethe factor of cost, as also the largest and most important element inthe entire outsourcing decision. A brief comparison of the wages ofqualified personnel in the United Kingdom or for that matter in theUnited States of America with qualified personnel in India shows thatthere is a huge difference ranging from 70-80 percent. This hugedifference automatically calculates into a net savi ng of 50-60 percentfor the company based in United Kingdom or the United States ofAmerica. Then there is the aspect of customer service and delivery,which accounts for a major element in any business. This particularaspect has been more than emphasized by majority of the businessorganization with their headquarters and principle offices in thewestern countries. The maintenance of exceptional standards and qualityin both the deliveries of services and business processes ensures thatclients and customers alike remain content. It is these set of reasonsthat more than serve as potentials and viable options for setting upoff-shore facilities for products and services for companies, inparticular those with principle bases in the western countries. A briefsurvey of the Fortune 500 companies revealed that more than 200companies from this elite list had already set up their off-shorefacilities in a country where the availability of the above set offacilities had more than provided for their continued and progressivesuccess over the years. (Youndon, 2004) As reiterated in the above lines, the outsourcing phenomenon andsetting up of offshore facilities in a more economical and professionalenvironment is increasingly revolutionizing the entire mode of runningand operating businesses. This is not only in the United Kingdom, theUnited States of America, but in a number of countries of the Europe aswell. The majority of the focus is however limited to the countrieswhere English is the first language spoken, and where the entireclient/customer base is English speaking. It is precisely thiscriterion of the English language that both the United Kingdom andUnited States of America have found third world countries where Englishhas reached the standard and status equal to or nearly equal to thestandards found in the said western countries. The fact that Indiabecame a number one choice in approximately a decades time isprecisely the reason as Indian government and the public both havefocused on making their populations excel in the English langua ge, aswell as the various basic forms of computer literacy. Youdon, E., writing in his book Introduction to Outsourcing printedby Prentice Hall quotes studies carried out by an American surveygroup, Cutter Consortium notes that outsourcing has become amainstream phenomenon in the period between 2000 and 2004. The samesurvey also revealed that, unlike the dot.com bubble of the 1980s, thisphenomenon shown no signs of recession. On the contrary the high-techboom initiated by the outsourcing phenomena will more than likely takeon the shape of a permanent trend, one which will keep on increasingwith the passage of time.   (Youndon, 2004) The survey by Cutter Consortium also showed that the rising trends ofoutsourcing has led to extremely high levels of unemployment in thecomputer industry of the United States of America, and in additionthere has been a gradual shift of tens of thousands of IT related jobsto countries such as India, the Philippines, Russia, and China. Thus,one may note that though setting up of offshore businesses has led to atremendous boom for companies and organizations in the UK and theUnited States of America from every practical perspective. The sametrend has resulted in the rising levels of unemployment, particularlyin the US, as also mentioned in the preceding paragraphs. A brief into the not so recent history, say the decade of the 1990swould reveal that even the largest of multinational companies couldnever have imagined, and for some it was a radical thought to moveentire departments from hub of US cities to for example the city ofBanglore in India or to Moscow in Russia. However, the age-old conceptof savings and down-right economics led the path to seekinglower-paying employees, yet this was truly difficult as the advances intelecommunication technology and requisite levels of computer literacywas still a far-off dream for countries such as India and Russia. However, only a decade later, in 2002, there have been such tremendousdevelopments and rising levels of computer literacy, as well as commandover English language in the said countries. This has been combinedwith the simultaneous advances in technology, which duly raised thedemand for offshore facilities. The same offshore facilities has nowreached some 28 percent of the entire IT budget for Europe and theUnited States, a mark reached within two years from 2000 to 2002. Asalso confirmed by the findings of Forester Research in their 2002survey, the allocation of major IT budgets for offshore facilities willlikely increase by a significant percentage in the coming years. Asimilar survey carried out by Gartner Group showed that by year 2004,some 8 out of every 10 CIOs in American organizations had receivedorders to set-up a part, if not entire technology service department tooffshore facilities. The same studies also confirmed that 4 out 5companies would already have taken the step by t he end of year 2004. To name only some of the famous American names who have already set upshop in the different cities of India, Russia, Eastern Europe and Chinainclude computer giants such as IBM, Microsoft, Oracle, Unisys6, andDell. Also included in the list of companies who have established callcenters in above said countries are a number of banks, firms based onthe New Yorks Wall Street, insurance companies, as well asmultinationals such as General Electric who serve their clients with atruly information-intensive network and IT departments. Credit-cardcompanies, consumer appliances companies as well as a number of otherindustries have also established offshore call centers. (Robinson andKalkota, 2004) The offshore facilities of business organization, irrespective of theirorigin in the United Kingdom or the United States of America haveattained the status of the principal phenomena, as also reiterated inthe above paragraphs. Majority of these who have set up shop asoffshore facilities are those involved in software development,maintenance, project management, and it is these particular segments ofIT industries that are earmarked to witness tremendous growth in thecoming decades. Unlike the dot-com bobble of the 1980s decade, thereare no signs that these phenomena of outsourcing, including callcenters will likely see a period of recession in the near future.However, there are questions put up by economic pundits, such as thelikelihood of leveling off, say at 10 15 percent or at a higher levelof 50 percent with the focus on overall employment within the sameindustries. The answers to such queries are the same, which is thecontinued growth and competition will remain and serve as the principletrigger for this spate of continued growth. Taking an insight view of the number of industries which haveestablished call centers in far off and remote regions/countries, itwould be evident that majority of them fall in the category ofknowledge based industries. The phrase of knowledge based industriesis coined precisely to make a distinction with other industries as callcenters are providing just this. They are providing services withstrong points in just two areas of expertise; first is their computerliteracy and second is their command of English language. Thus, one maynote that these two aspects are the core, and perhaps the pivotalreasons for the tremendous success of the call centers, aside from thecost factors for the parent companies based in the United Kingdom orthe United States of America. A brief on the US companies in search of setting up call centers asoffshore facilities shows that they are deemed as innovators in thisparticular phenomenon of outsourcing. In doing so, these companies takeinto account three principle aspects, which also serve as potentialconflicts with the consumers. One of the first aspects which assists these businesses is theeconomics and high speeds offered in the telecommunication and Internetfacilities for call centers, as compared to similar facilities say adecade ago. Examples to this effect include mortgage-approvaldepartment of a business which wishes to set up a call center facility,as the business would be least concerned whether it is a technologicalpioneer or not. Similarly such businesses need not worry about the highcosts incurred in advanced telecommunications which may otherwise wipeout any savings achieved from strategy of employing low wage employees.(Youndon, 2004) Second aspect which serves as a conflict between the businesses settingup call centers through outsourcing and their consumers the widespreadknowledge about the phenomena of call centers and outsourcing. Even ifone were to compare the increasing awareness and knowledge about callcenters with that of, for example a decade ago, it would be evidentthat little was known. For example call centers now include in theiragenda conferences held amongst the various call centers throughvideo-phone, or even video conferencing; the increase use and knowledgeof consultants for call centers who assist in such processes asselection of vendors, negotiation of contracts, and management ofadministrative and financial details. In this context, the overwhelmingwave of information at the disposal of these new breed of consultantsin the call center business may not necessarily guarantee the successof the respective call centers. However, they do enjoy an edge in areasof advice and guidance as compared to th eir counterparts in the ITarena (for example data entry operators/pioneers), say a decade ago. The third aspect which serves as the conflict between the businessesand their consumers over the call centers and outsourcing is theincreasing pressure to investigate into the affairs of the outsourcebusiness, or the call center in our case study. A decade ago, the casewas somewhat opposite, as there was little or no pressure toinvestigate the activities of the outsource businesses. One may notethat the decade of the 1990s was indeed a boom time for a number ofcompanies, and the general atmosphere was one of generous wages and asteady growth of employment. This trend was augmented by competition atthe global level, which also witnessed a steady growth of outsourcingbusiness the world over. Yet, the single most factors that perhapsserved to halt this growth was outgrowth and rising global demands forgoods and services, which outstripped supply. It would take a decade,when this rising demand of goods and services was be somewhat matchsupply, a phenomenon which we presently witness in e ntire outsourcingincluding call centers in the third world countries. Thus, present conditions on the call center arena the world over showthat supply is more than the demand for goods and services. It isprecisely this reasoning, that majority of the companies wishing to setup a call center now have a greater choice to select workers andregions where workers are least expensive. This is more commonlyobserved in the knowledge-based industries, which also includes thecall centers of India, Russia, Philippines, and China. As also a stateof conflict between the companies and their consumers, the first(businesses) are now more pressurized to cut back on costs due tofierce global competition, hence the search for ever more cheaperknowledge based labor force with less demanding working conditions andlow-paying employees respectively. The above section has briefly discussed the phenomenon and trends thathave become a mainstream for call centers, as also some of the businessperspectives from the point of those companies wishing to set up callcenters for economic reasons, competition, and growth of theirrespective organizations. However, the segment of consumers too is ever important and perhapscrucial element of a call center business. As it is the presence ofconsumers for whom the call centers emerge in the first instance.Since, majority of the consumers belong to countries where Englishlanguage is the first language, the emergence of call centers withEnglish language speaking employees is indeed a pre-requisite. The highwages prevalent as well as demanded by employees in the Englishspeaking countries including Canada, the United Kingdom, and the UnitedStates of America has forced large number of companies to outsourcetheir businesses, in part if not in whole to regions and countrieswhere is ample availability of less paying employees, yet havingcommand of the English language and are computer literate. For this theprobable choice falls on countries such India, the Philippine, theRussia and China. However, the standard and expertise of language orcomputer literacy are not the only factors, which make an ou tsourcingorganization successful. In this respect, the consumers as the principle beneficiaries of callcenters have a rightful demand to obtain services and products that areof optimal quality; a set of factors that has been somewhat left out bythe companies operating call centers in remote regions of the world. Aprime example to this effect can be observed from a complaint from agroup of consumers against call center operators and their employees,which duly resulted in a ruling from a court of public opinion with thefollowing wordings; You have no right to bother us and leave us dangling. And if we dobusiness with you, your word isnt good enough. You have to prove it. Though the above ruling is only a hint at the prevalent unease on thepart of consumers, yet this more than provides for call centeroperators and businesses to polish up their role in the provision ofgoods and services from offshore facilities, and through the use ofemployees with a little different accent, and perhaps little knowledgeon the actual complaint or command when calling up potential clients. The consumers at the end of call centers have also found strongfootings from both the laws and regulations, which have more, thanrestricted the activities of operators of, call centers. This can beobserved in the new set of US Federal regulations which place a limiton call abandonment rates, caller ID blocking, as well as demandinbound upsetting agents to ask consumers for their account IDs, andabove all to record those calls. A similar act favouring Th consumersis the Do-Not-Call or (DNC) registry which may become effective in thevery near future. The DNC is said to have a very strong support fromboth the US Congress as well as the US public. Though the registry hasyet to become fully effective and become a law, there are already morethan 50 million US phone subscribers who have filed for the DNCregistry. All these regulations and acts that are deemed to assistconsumers from the operators and businesses of call centers are perhapshuge hurdles from the perspective of the businesses. As theseregulations and laws, also termed as outbound rules will not onlyrestrict call center operations, but also serve to cost huge job lossesboth within the countries where call centers are operating, as well asthe offshore facilities which have been set to gain economic and othercrucial business advantages. A survey carried out by the American Teleservice Association (A.T.A.)revealed that the outbound rules could mean job losses to the tune ofsome 2 million individuals in the United States alone. As one of thefirst steps taken against the levy of such laws by the US government,legislators and public prosecutors, the A.T.A. has filed suits againstthe DNC regulations. Another aspect to be noted vis-a-vis the consumers at the end of callcenters is that the implementation of regulations and laws benefitingthe US consumers will have a direct affect on the US employees of callcenters, in turn forcing businesses to give importance and focus onoutsourcing and offshore facilities for call center businesses. Thus,even if and when there is a likely shift in the call centers, the joblosses for US employees will probably be effective even without suchlegislations. To satisfy the consumers, the call centers will thushave to comply with such regulations, even if these results in huge joblosses as also mentioned in the preceding paragraph. Yet another set of incentives and benefits for the consumers which alsoserve, as direct conflicts with the businesses are the marketingmethods employed by respective businesses. For example, businesses whenfaced with such strict measures and legislations as stated above mayturn to options such as direct mail, direct response, and inserts inpublications to prompt inbound calls, emails, and chat sessions. Inresponse to such changes in regulations and calls from publicofficials, the call centers at home will have to undergo and bringabout changes. These may include modifications in predictive dialersincluding their complete replacements, replacement of modern callrecording equipments and bring about changes in the mode of sellingfor both inbound and outbound agents, in turn positively affectivityand raising the standard of phone calls to consumers. The call centerson the other hand In contrast, the call centers operating in remote andfar-off locations with advantages in lower costs for both employees andinfrastructure will be least affected from such measures at homegrounds. In this context there are two particular regulations which directlyaffect the call center operations and which also serve as potentialconflicts with the businesses as well. The first is the TelemarketingSales Rule (TSR) which is administered by the US Federal TradeCommission (FTC). The second is the Telephone Consumer Protection Act(TCPA) which falls under the US Federal Communications Commission(FCC). Under the workings of both the FTC and the FCC, businesses are allowedto place calls to consumers who have given prior consent, and who haveenjoyed previous business relationships with the respective firms.There is also a time factor involved in such calls according to whichthere has to be a transaction within the last 18 months, and similarlya period of 90 days must have passed since the last inquiry was placed.On the other hand both these regulatory authorities and theirregulations become ineffective if and when a consumer refuses to accepta call, even if there was a business relationship in the recent past,and it is the obligation of the respective businesses to honor suchrefusals. The levy of and changes in the rules by both the TCPA and TSR havecalled for changes in the outbound calls for call center operations. Anexample to this respect include call abandonment rules, according towhich marketers have to connect live agents to place calls to theconcerned consumers, and this call has to have to duration of 4 ringsor a time limit of 15 seconds, and compliance of neither may result inabandonment of said call/s. A second rule of both the TCPA and TSR restricts the number of callsabandoned to just 3 percent, which are answered by live persons.However the TSR rules measure the same on a per day basis and a percampaign basis, while its sister authority, the TCPA measures the callover a months period. In compliance of such regulations and in response to the complaints ofthe consumers, the TCPA claims that no calls are abandoned if theresponse is in the form of voice messages within 2 seconds of receiptof a consumers call. Similarly the calls are not abandoned if theconsumer has previously consented to receive messages, includingexisting business relationships. (Read, 2004) Though outsourcing is being largely concentrated in areas of softwaredevelopment, maintenance, manufacturing, logistics, and adding thelatest area of knowledge based industries, one may note thatoutsourcing has perhaps been there for the last nearly 2 decades.However, the changes that have perhaps revolutionized the entire out-sourcing business, in particular the emergence of call centers includessuch disciplines as customer, transaction processing, finance andaccounting, human resources, desktop support and software development. The core reason, and perhaps the strongest factor to force theemergence of such huge numbers of call centers in remote regions of theworld such as India and China as prime examples are cost-cuttingstrategies by making earnings look all the more attractive. Included inthe cost-cutting strategies was the wages and salaries of theemployees, truly a major chunk of operating costs, which was dulyreplaced with employees hired at a fraction of what would otherwise bepayable for example within the United States of America or UnitedKingdom. This was amply found in the offshore labor, who were bothcomputer literate as well as well suited to serve the English speakingconsumers on the North American continent, and the United Kingdom. A brief comparison with other process-improvements innovationsincluding but not limited to Total Quality Management, Re-engineering,and Six Sigma, the offshore outsourcing too is predicted to facesomewhat similar consequences, and for arriving such a conclusion, itis only imperative that one studies the cycle of the above saidinnovations measures taken by business organizations. Included in this management drive innovation cycle are 4 principle steps, through each business organization has to undergo. The first is the slope of hype, and one may note that outsourcing, inparticular the emergence of call centers are passing through what maytermed as the honeymoon period, as also evident from the tremendoussuccesses achieved by majority of the organizations setting up callcenters. The duration of the hype period has witnessed a large numberof organizations somewhat copying or initiating projects based on thepresent forms of innovation. This is done to gain experience from thecurrent and ongoing process management techniques, without the need toinvest in experimenting. Another feature of such a tactic is a merepursuit of a competitor within the same industry. An example to thisrespect can be observed in the trends of e-commerce and e-business inthe later part of the 1990s decade. Thus, it was observed thatpractically every business organization was in pursuit of an e-commercestrategy, often without a detailed insight or logical reasons for doingso. A wave of e-commerce companies thus e merged offering best ofservices, and searching for a place in the market as a trustedadvisor in their endeavours to compete win offshore contracts. Suchcompanies were duly aided by venture capitalists that fueled the hypethrough a number of attractive financial instruments. The second principle of process management is that of despair, orrather the slope of despair. As the business enters the slope ofdespair, it is evidence that the honeymoon era, as also described inthe preceding paragraph has come to abrupt end. The offshore projectsinitiated in rather haste, including initiation or blindly following acompetitor with the same industry will witness a failure as noconsideration was given, nor any wieghtage given to the decision ofsetting up an offshore facility, or call center. The result of taking adecision in such haste is that promises to consumers remainunfulfilled, in turn triggering a possible backlash from within theorganization. Recent examples to this respect can be observed in thedecisions to call back and close shop decision taken by famous namessuch as Dell and Lehman Brothers. It is also observed that during thisslope of despair, a large number of organizations that are not seriousin operating offshore facilities would opt for closing down theiroffshore facilities. Further, such companies would either go for acomplete re-evaluation of their principle strategies, while those whoare truly serious in pursuing and benefiting from their offshore plans,continue to excel and strive to maximize their earnings from thetremendous set of advantages hidden in the operation of offshorebusinesses, including call centers. The third important aspect in the process management innovation measureis that of consolidation and assimilation. This step is immediatelyproceeded after that of despair where serious contenders stay on, andthose who step in the market without serious considerations eitherere-evaluate their strategies, or completely fall back and retreat totheir home grounds. The business of e-commerce witnessed similar trendsand behaviors. Having undergone the crucial step of consolidation, abusiness more often than not enters the slope of profit era. As alsoevidenced in majority of the businesses involved in e-commerce, mostorganization have today realized that e-commerce is not a merenecessity, rather a pre-requisite for their businesses. A similar spateof events awaits the offshore business, where call centers arepredicted to reach levels of extra-ordinary profits for their parentorganizations, a likelihood prediction for the end of the presentdecade. The study of the above 4 principle aspects of process managementinnovations shows, as also evident from recent corporate history, thatit is the home countrys economy, which by and large dictates thesuccess or failure of a corporate strategy. Thus, if economy is movingtowards recovery, not only will other businesses suffer, but theoffshore business including call centers will too face the same fate.Similarly, if the home economy is failure, and is continuouslywitnessing a fall, offshore outsourcing as well as all other businesseswill bound to see an acceleration and growth with significant profitmargins who can sustain the ups and falls of offshore businesses.However, there are more than likely chances for the IT sector, inparticular the knowledge based industries which include the callcenters will witness a similar migration as has happened with themanufacturing from the North American and European continents to moveto the Pacific Rim countries. (Gore, 2003) The above section of the dissertation has briefly discussed some of theaspects of offshore call centers including the businesses as well asthe consumers and the conflicts between them. The above section hasprimarily focused on the US businesses as they enjoy the single largestsegment of the global offshore call centers. The is followed by UnitedKingdom enjoying a second place, and which will constitute thefollowing section of our dissertation. The following part will thustake into account a brief history of outsourcing, and move on todiscuss businesses and consumers from the European perspective, with aparticular attention on the implications on the British businesses,British consumers, and the British job markets with respect to callcenters. Having briefly touched the US perspective of outsourcing businesses,the following section discusses the businesses, consumers and theirconflicts from a British point of view. A survey carried by M/s Outsourcing Insight Ltd., Harvard, M., showedthat the year 2000 was a record period for Britain as it witnessed theemergence of some 35,000 call center related jobs, and establishment ofsome 88 call centers. This tremendous growth pattern in the outsourcing business in theUnited Kingdom proved a number of points. For example, it showed that arecord number of businesses had chosen to shift and expand towardsoutsourcing. It also proved that the consumers had a wider choice. Itwas also evident that each call center was offering a more diverse setof services, a more specialized version and an ever-competitiveenvironment to offer for their customers. (Harvard, 2000) However, with the tremendous growth pattern viewed in the expansion ofcall centers, British businesses also realized that there was a crucialneed for an approach that would provide for needed end results andoptimization of their outsourcing objectives. For example, theselection of an outsourcing partner was one such area, which requiredneeded diligence and an equally cautious approach. It was largelyobserved that in their endeavours to increase their market share andcompete in their respective industries, majority of the Britishbusinesses failed to recognize that competition and offering truly highstandards of services and products called for an equally high standardsof capabilities and services. This was only possible in the appropriateselection of an outsourcing partner who fulfil Issues with Offshore Call Centres Issues with Offshore Call Centres Advancements in communications, software development and other technologies have enabled practically every type of business to expand its services to off-shore locations with the probable choices of countries where both the infrastructure and specific needs of the clients can easily be met. Examples of such services include but are not limited to call-centers, as also the subject of our present dissertation, back office operations, insurance claim processing, revenue accounting as well as web/digital development. Indeed one of the successful areas have the disciplines which involve information technology (IT) related services, making it a crucial element and part of a value chain for present day businesses.  These IT enabled services and business processes are generally sourcedfrom a location where the end-user are not located, hence the remoteprovision of such set of services. The concept behind this phenomenonis to deliver services from off-shore locations using the state of thea rt technologies in communication, also called data networks which mayinclude wireline or wireless. Thus, clients or customers are providedthe same set of services or business processes from workers or subsidiaries based in offshore locations. An example to this respect is that of serving the clients of a multinational in the United Kingdom,where as the individuals involved in serving these clients are located in far off region such as India. In such an environment, there is noneed for the British clients to know about the whereabouts of the individuals serving their particular needs, nor is it necessary for theworkers to divulge such information to the British clients. The gap between the clients and the workers in such a situation is fulfilledthrough the modern forms of communication software. These software enable a British caller for example to place a call to India, withoutrealizing that the call has actually been made to India and in responsean Indian worker will respond to the said query of the British callerrespectively. The objective behind the entire exercise of outsourcingand running an offshore facility by a business operating in the UnitedKingdom or the United States of America is truly economical. As theparent company has to spend only a fraction of the amount otherwiseneeded to run and operate the same set of services in their homecountry (UK or the United States of America). As the global businesses move ever closer to globalization and spreading their business wings in practically every corner of theglobe, outsourcing or setting up off-shore facilities has indeedemerged as one of the fastest and perhaps most successful modes ofaspects of a business value chain. Some of the primary reasons for the immense popularity of the outsourcing include increasing levels ofproductive through measures that are both cheap as well as efficient.Above, all where companies maintain their level of excellence in theservices and businesses processes offered to their clients, the phenomenon of outsourcing has added tremendously to their pool of revenues. One of the first aspects business seek in setting up an offshorefacility is the requisite level of skilled manpower, which is todayavailable in huge quantities in a number of third world countries. Thisskilled manpowers primary and basic requirements include individuals who can speak excellent English, are highly quality conscious, as wellas computer literate. These criteria are found in ample quantify incountries such as India, which has attained the status of being thenumber one choice for companies the world over. Another importantcriteria which business organizations in the Western countries seek arethe factor of cost, as also the largest and most important element inthe entire outsourcing decision. A brief comparison of the wages ofqualified personnel in the United Kingdom or for that matter in theUnited States of America with qualified personnel in India shows thatthere is a huge difference ranging from 70-80 percent. This hugedifference automatically calculates into a net savi ng of 50-60 percentfor the company based in United Kingdom or the United States ofAmerica. Then there is the aspect of customer service and delivery,which accounts for a major element in any business. This particularaspect has been more than emphasized by majority of the businessorganization with their headquarters and principle offices in thewestern countries. The maintenance of exceptional standards and qualityin both the deliveries of services and business processes ensures thatclients and customers alike remain content. It is these set of reasonsthat more than serve as potentials and viable options for setting upoff-shore facilities for products and services for companies, inparticular those with principle bases in the western countries. A briefsurvey of the Fortune 500 companies revealed that more than 200companies from this elite list had already set up their off-shorefacilities in a country where the availability of the above set offacilities had more than provided for their continued and progressivesuccess over the years. (Youndon, 2004) As reiterated in the above lines, the outsourcing phenomenon andsetting up of offshore facilities in a more economical and professionalenvironment is increasingly revolutionizing the entire mode of runningand operating businesses. This is not only in the United Kingdom, theUnited States of America, but in a number of countries of the Europe aswell. The majority of the focus is however limited to the countrieswhere English is the first language spoken, and where the entireclient/customer base is English speaking. It is precisely thiscriterion of the English language that both the United Kingdom andUnited States of America have found third world countries where Englishhas reached the standard and status equal to or nearly equal to thestandards found in the said western countries. The fact that Indiabecame a number one choice in approximately a decades time isprecisely the reason as Indian government and the public both havefocused on making their populations excel in the English langua ge, aswell as the various basic forms of computer literacy. Youdon, E., writing in his book Introduction to Outsourcing printedby Prentice Hall quotes studies carried out by an American surveygroup, Cutter Consortium notes that outsourcing has become amainstream phenomenon in the period between 2000 and 2004. The samesurvey also revealed that, unlike the dot.com bubble of the 1980s, thisphenomenon shown no signs of recession. On the contrary the high-techboom initiated by the outsourcing phenomena will more than likely takeon the shape of a permanent trend, one which will keep on increasingwith the passage of time.   (Youndon, 2004) The survey by Cutter Consortium also showed that the rising trends ofoutsourcing has led to extremely high levels of unemployment in thecomputer industry of the United States of America, and in additionthere has been a gradual shift of tens of thousands of IT related jobsto countries such as India, the Philippines, Russia, and China. Thus,one may note that though setting up of offshore businesses has led to atremendous boom for companies and organizations in the UK and theUnited States of America from every practical perspective. The sametrend has resulted in the rising levels of unemployment, particularlyin the US, as also mentioned in the preceding paragraphs. A brief into the not so recent history, say the decade of the 1990swould reveal that even the largest of multinational companies couldnever have imagined, and for some it was a radical thought to moveentire departments from hub of US cities to for example the city ofBanglore in India or to Moscow in Russia. However, the age-old conceptof savings and down-right economics led the path to seekinglower-paying employees, yet this was truly difficult as the advances intelecommunication technology and requisite levels of computer literacywas still a far-off dream for countries such as India and Russia. However, only a decade later, in 2002, there have been such tremendousdevelopments and rising levels of computer literacy, as well as commandover English language in the said countries. This has been combinedwith the simultaneous advances in technology, which duly raised thedemand for offshore facilities. The same offshore facilities has nowreached some 28 percent of the entire IT budget for Europe and theUnited States, a mark reached within two years from 2000 to 2002. Asalso confirmed by the findings of Forester Research in their 2002survey, the allocation of major IT budgets for offshore facilities willlikely increase by a significant percentage in the coming years. Asimilar survey carried out by Gartner Group showed that by year 2004,some 8 out of every 10 CIOs in American organizations had receivedorders to set-up a part, if not entire technology service department tooffshore facilities. The same studies also confirmed that 4 out 5companies would already have taken the step by t he end of year 2004. To name only some of the famous American names who have already set upshop in the different cities of India, Russia, Eastern Europe and Chinainclude computer giants such as IBM, Microsoft, Oracle, Unisys6, andDell. Also included in the list of companies who have established callcenters in above said countries are a number of banks, firms based onthe New Yorks Wall Street, insurance companies, as well asmultinationals such as General Electric who serve their clients with atruly information-intensive network and IT departments. Credit-cardcompanies, consumer appliances companies as well as a number of otherindustries have also established offshore call centers. (Robinson andKalkota, 2004) The offshore facilities of business organization, irrespective of theirorigin in the United Kingdom or the United States of America haveattained the status of the principal phenomena, as also reiterated inthe above paragraphs. Majority of these who have set up shop asoffshore facilities are those involved in software development,maintenance, project management, and it is these particular segments ofIT industries that are earmarked to witness tremendous growth in thecoming decades. Unlike the dot-com bobble of the 1980s decade, thereare no signs that these phenomena of outsourcing, including callcenters will likely see a period of recession in the near future.However, there are questions put up by economic pundits, such as thelikelihood of leveling off, say at 10 15 percent or at a higher levelof 50 percent with the focus on overall employment within the sameindustries. The answers to such queries are the same, which is thecontinued growth and competition will remain and serve as the principletrigger for this spate of continued growth. Taking an insight view of the number of industries which haveestablished call centers in far off and remote regions/countries, itwould be evident that majority of them fall in the category ofknowledge based industries. The phrase of knowledge based industriesis coined precisely to make a distinction with other industries as callcenters are providing just this. They are providing services withstrong points in just two areas of expertise; first is their computerliteracy and second is their command of English language. Thus, one maynote that these two aspects are the core, and perhaps the pivotalreasons for the tremendous success of the call centers, aside from thecost factors for the parent companies based in the United Kingdom orthe United States of America. A brief on the US companies in search of setting up call centers asoffshore facilities shows that they are deemed as innovators in thisparticular phenomenon of outsourcing. In doing so, these companies takeinto account three principle aspects, which also serve as potentialconflicts with the consumers. One of the first aspects which assists these businesses is theeconomics and high speeds offered in the telecommunication and Internetfacilities for call centers, as compared to similar facilities say adecade ago. Examples to this effect include mortgage-approvaldepartment of a business which wishes to set up a call center facility,as the business would be least concerned whether it is a technologicalpioneer or not. Similarly such businesses need not worry about the highcosts incurred in advanced telecommunications which may otherwise wipeout any savings achieved from strategy of employing low wage employees.(Youndon, 2004) Second aspect which serves as a conflict between the businesses settingup call centers through outsourcing and their consumers the widespreadknowledge about the phenomena of call centers and outsourcing. Even ifone were to compare the increasing awareness and knowledge about callcenters with that of, for example a decade ago, it would be evidentthat little was known. For example call centers now include in theiragenda conferences held amongst the various call centers throughvideo-phone, or even video conferencing; the increase use and knowledgeof consultants for call centers who assist in such processes asselection of vendors, negotiation of contracts, and management ofadministrative and financial details. In this context, the overwhelmingwave of information at the disposal of these new breed of consultantsin the call center business may not necessarily guarantee the successof the respective call centers. However, they do enjoy an edge in areasof advice and guidance as compared to th eir counterparts in the ITarena (for example data entry operators/pioneers), say a decade ago. The third aspect which serves as the conflict between the businessesand their consumers over the call centers and outsourcing is theincreasing pressure to investigate into the affairs of the outsourcebusiness, or the call center in our case study. A decade ago, the casewas somewhat opposite, as there was little or no pressure toinvestigate the activities of the outsource businesses. One may notethat the decade of the 1990s was indeed a boom time for a number ofcompanies, and the general atmosphere was one of generous wages and asteady growth of employment. This trend was augmented by competition atthe global level, which also witnessed a steady growth of outsourcingbusiness the world over. Yet, the single most factors that perhapsserved to halt this growth was outgrowth and rising global demands forgoods and services, which outstripped supply. It would take a decade,when this rising demand of goods and services was be somewhat matchsupply, a phenomenon which we presently witness in e ntire outsourcingincluding call centers in the third world countries. Thus, present conditions on the call center arena the world over showthat supply is more than the demand for goods and services. It isprecisely this reasoning, that majority of the companies wishing to setup a call center now have a greater choice to select workers andregions where workers are least expensive. This is more commonlyobserved in the knowledge-based industries, which also includes thecall centers of India, Russia, Philippines, and China. As also a stateof conflict between the companies and their consumers, the first(businesses) are now more pressurized to cut back on costs due tofierce global competition, hence the search for ever more cheaperknowledge based labor force with less demanding working conditions andlow-paying employees respectively. The above section has briefly discussed the phenomenon and trends thathave become a mainstream for call centers, as also some of the businessperspectives from the point of those companies wishing to set up callcenters for economic reasons, competition, and growth of theirrespective organizations. However, the segment of consumers too is ever important and perhapscrucial element of a call center business. As it is the presence ofconsumers for whom the call centers emerge in the first instance.Since, majority of the consumers belong to countries where Englishlanguage is the first language, the emergence of call centers withEnglish language speaking employees is indeed a pre-requisite. The highwages prevalent as well as demanded by employees in the Englishspeaking countries including Canada, the United Kingdom, and the UnitedStates of America has forced large number of companies to outsourcetheir businesses, in part if not in whole to regions and countrieswhere is ample availability of less paying employees, yet havingcommand of the English language and are computer literate. For this theprobable choice falls on countries such India, the Philippine, theRussia and China. However, the standard and expertise of language orcomputer literacy are not the only factors, which make an ou tsourcingorganization successful. In this respect, the consumers as the principle beneficiaries of callcenters have a rightful demand to obtain services and products that areof optimal quality; a set of factors that has been somewhat left out bythe companies operating call centers in remote regions of the world. Aprime example to this effect can be observed from a complaint from agroup of consumers against call center operators and their employees,which duly resulted in a ruling from a court of public opinion with thefollowing wordings; You have no right to bother us and leave us dangling. And if we dobusiness with you, your word isnt good enough. You have to prove it. Though the above ruling is only a hint at the prevalent unease on thepart of consumers, yet this more than provides for call centeroperators and businesses to polish up their role in the provision ofgoods and services from offshore facilities, and through the use ofemployees with a little different accent, and perhaps little knowledgeon the actual complaint or command when calling up potential clients. The consumers at the end of call centers have also found strongfootings from both the laws and regulations, which have more, thanrestricted the activities of operators of, call centers. This can beobserved in the new set of US Federal regulations which place a limiton call abandonment rates, caller ID blocking, as well as demandinbound upsetting agents to ask consumers for their account IDs, andabove all to record those calls. A similar act favouring Th consumersis the Do-Not-Call or (DNC) registry which may become effective in thevery near future. The DNC is said to have a very strong support fromboth the US Congress as well as the US public. Though the registry hasyet to become fully effective and become a law, there are already morethan 50 million US phone subscribers who have filed for the DNCregistry. All these regulations and acts that are deemed to assistconsumers from the operators and businesses of call centers are perhapshuge hurdles from the perspective of the businesses. As theseregulations and laws, also termed as outbound rules will not onlyrestrict call center operations, but also serve to cost huge job lossesboth within the countries where call centers are operating, as well asthe offshore facilities which have been set to gain economic and othercrucial business advantages. A survey carried out by the American Teleservice Association (A.T.A.)revealed that the outbound rules could mean job losses to the tune ofsome 2 million individuals in the United States alone. As one of thefirst steps taken against the levy of such laws by the US government,legislators and public prosecutors, the A.T.A. has filed suits againstthe DNC regulations. Another aspect to be noted vis-a-vis the consumers at the end of callcenters is that the implementation of regulations and laws benefitingthe US consumers will have a direct affect on the US employees of callcenters, in turn forcing businesses to give importance and focus onoutsourcing and offshore facilities for call center businesses. Thus,even if and when there is a likely shift in the call centers, the joblosses for US employees will probably be effective even without suchlegislations. To satisfy the consumers, the call centers will thushave to comply with such regulations, even if these results in huge joblosses as also mentioned in the preceding paragraph. Yet another set of incentives and benefits for the consumers which alsoserve, as direct conflicts with the businesses are the marketingmethods employed by respective businesses. For example, businesses whenfaced with such strict measures and legislations as stated above mayturn to options such as direct mail, direct response, and inserts inpublications to prompt inbound calls, emails, and chat sessions. Inresponse to such changes in regulations and calls from publicofficials, the call centers at home will have to undergo and bringabout changes. These may include modifications in predictive dialersincluding their complete replacements, replacement of modern callrecording equipments and bring about changes in the mode of sellingfor both inbound and outbound agents, in turn positively affectivityand raising the standard of phone calls to consumers. The call centerson the other hand In contrast, the call centers operating in remote andfar-off locations with advantages in lower costs for both employees andinfrastructure will be least affected from such measures at homegrounds. In this context there are two particular regulations which directlyaffect the call center operations and which also serve as potentialconflicts with the businesses as well. The first is the TelemarketingSales Rule (TSR) which is administered by the US Federal TradeCommission (FTC). The second is the Telephone Consumer Protection Act(TCPA) which falls under the US Federal Communications Commission(FCC). Under the workings of both the FTC and the FCC, businesses are allowedto place calls to consumers who have given prior consent, and who haveenjoyed previous business relationships with the respective firms.There is also a time factor involved in such calls according to whichthere has to be a transaction within the last 18 months, and similarlya period of 90 days must have passed since the last inquiry was placed.On the other hand both these regulatory authorities and theirregulations become ineffective if and when a consumer refuses to accepta call, even if there was a business relationship in the recent past,and it is the obligation of the respective businesses to honor suchrefusals. The levy of and changes in the rules by both the TCPA and TSR havecalled for changes in the outbound calls for call center operations. Anexample to this respect include call abandonment rules, according towhich marketers have to connect live agents to place calls to theconcerned consumers, and this call has to have to duration of 4 ringsor a time limit of 15 seconds, and compliance of neither may result inabandonment of said call/s. A second rule of both the TCPA and TSR restricts the number of callsabandoned to just 3 percent, which are answered by live persons.However the TSR rules measure the same on a per day basis and a percampaign basis, while its sister authority, the TCPA measures the callover a months period. In compliance of such regulations and in response to the complaints ofthe consumers, the TCPA claims that no calls are abandoned if theresponse is in the form of voice messages within 2 seconds of receiptof a consumers call. Similarly the calls are not abandoned if theconsumer has previously consented to receive messages, includingexisting business relationships. (Read, 2004) Though outsourcing is being largely concentrated in areas of softwaredevelopment, maintenance, manufacturing, logistics, and adding thelatest area of knowledge based industries, one may note thatoutsourcing has perhaps been there for the last nearly 2 decades.However, the changes that have perhaps revolutionized the entire out-sourcing business, in particular the emergence of call centers includessuch disciplines as customer, transaction processing, finance andaccounting, human resources, desktop support and software development. The core reason, and perhaps the strongest factor to force theemergence of such huge numbers of call centers in remote regions of theworld such as India and China as prime examples are cost-cuttingstrategies by making earnings look all the more attractive. Included inthe cost-cutting strategies was the wages and salaries of theemployees, truly a major chunk of operating costs, which was dulyreplaced with employees hired at a fraction of what would otherwise bepayable for example within the United States of America or UnitedKingdom. This was amply found in the offshore labor, who were bothcomputer literate as well as well suited to serve the English speakingconsumers on the North American continent, and the United Kingdom. A brief comparison with other process-improvements innovationsincluding but not limited to Total Quality Management, Re-engineering,and Six Sigma, the offshore outsourcing too is predicted to facesomewhat similar consequences, and for arriving such a conclusion, itis only imperative that one studies the cycle of the above saidinnovations measures taken by business organizations. Included in this management drive innovation cycle are 4 principle steps, through each business organization has to undergo. The first is the slope of hype, and one may note that outsourcing, inparticular the emergence of call centers are passing through what maytermed as the honeymoon period, as also evident from the tremendoussuccesses achieved by majority of the organizations setting up callcenters. The duration of the hype period has witnessed a large numberof organizations somewhat copying or initiating projects based on thepresent forms of innovation. This is done to gain experience from thecurrent and ongoing process management techniques, without the need toinvest in experimenting. Another feature of such a tactic is a merepursuit of a competitor within the same industry. An example to thisrespect can be observed in the trends of e-commerce and e-business inthe later part of the 1990s decade. Thus, it was observed thatpractically every business organization was in pursuit of an e-commercestrategy, often without a detailed insight or logical reasons for doingso. A wave of e-commerce companies thus e merged offering best ofservices, and searching for a place in the market as a trustedadvisor in their endeavours to compete win offshore contracts. Suchcompanies were duly aided by venture capitalists that fueled the hypethrough a number of attractive financial instruments. The second principle of process management is that of despair, orrather the slope of despair. As the business enters the slope ofdespair, it is evidence that the honeymoon era, as also described inthe preceding paragraph has come to abrupt end. The offshore projectsinitiated in rather haste, including initiation or blindly following acompetitor with the same industry will witness a failure as noconsideration was given, nor any wieghtage given to the decision ofsetting up an offshore facility, or call center. The result of taking adecision in such haste is that promises to consumers remainunfulfilled, in turn triggering a possible backlash from within theorganization. Recent examples to this respect can be observed in thedecisions to call back and close shop decision taken by famous namessuch as Dell and Lehman Brothers. It is also observed that during thisslope of despair, a large number of organizations that are not seriousin operating offshore facilities would opt for closing down theiroffshore facilities. Further, such companies would either go for acomplete re-evaluation of their principle strategies, while those whoare truly serious in pursuing and benefiting from their offshore plans,continue to excel and strive to maximize their earnings from thetremendous set of advantages hidden in the operation of offshorebusinesses, including call centers. The third important aspect in the process management innovation measureis that of consolidation and assimilation. This step is immediatelyproceeded after that of despair where serious contenders stay on, andthose who step in the market without serious considerations eitherere-evaluate their strategies, or completely fall back and retreat totheir home grounds. The business of e-commerce witnessed similar trendsand behaviors. Having undergone the crucial step of consolidation, abusiness more often than not enters the slope of profit era. As alsoevidenced in majority of the businesses involved in e-commerce, mostorganization have today realized that e-commerce is not a merenecessity, rather a pre-requisite for their businesses. A similar spateof events awaits the offshore business, where call centers arepredicted to reach levels of extra-ordinary profits for their parentorganizations, a likelihood prediction for the end of the presentdecade. The study of the above 4 principle aspects of process managementinnovations shows, as also evident from recent corporate history, thatit is the home countrys economy, which by and large dictates thesuccess or failure of a corporate strategy. Thus, if economy is movingtowards recovery, not only will other businesses suffer, but theoffshore business including call centers will too face the same fate.Similarly, if the home economy is failure, and is continuouslywitnessing a fall, offshore outsourcing as well as all other businesseswill bound to see an acceleration and growth with significant profitmargins who can sustain the ups and falls of offshore businesses.However, there are more than likely chances for the IT sector, inparticular the knowledge based industries which include the callcenters will witness a similar migration as has happened with themanufacturing from the North American and European continents to moveto the Pacific Rim countries. (Gore, 2003) The above section of the dissertation has briefly discussed some of theaspects of offshore call centers including the businesses as well asthe consumers and the conflicts between them. The above section hasprimarily focused on the US businesses as they enjoy the single largestsegment of the global offshore call centers. The is followed by UnitedKingdom enjoying a second place, and which will constitute thefollowing section of our dissertation. The following part will thustake into account a brief history of outsourcing, and move on todiscuss businesses and consumers from the European perspective, with aparticular attention on the implications on the British businesses,British consumers, and the British job markets with respect to callcenters. Having briefly touched the US perspective of outsourcing businesses,the following section discusses the businesses, consumers and theirconflicts from a British point of view. A survey carried by M/s Outsourcing Insight Ltd., Harvard, M., showedthat the year 2000 was a record period for Britain as it witnessed theemergence of some 35,000 call center related jobs, and establishment ofsome 88 call centers. This tremendous growth pattern in the outsourcing business in theUnited Kingdom proved a number of points. For example, it showed that arecord number of businesses had chosen to shift and expand towardsoutsourcing. It also proved that the consumers had a wider choice. Itwas also evident that each call center was offering a more diverse setof services, a more specialized version and an ever-competitiveenvironment to offer for their customers. (Harvard, 2000) However, with the tremendous growth pattern viewed in the expansion ofcall centers, British businesses also realized that there was a crucialneed for an approach that would provide for needed end results andoptimization of their outsourcing objectives. For example, theselection of an outsourcing partner was one such area, which requiredneeded diligence and an equally cautious approach. It was largelyobserved that in their endeavours to increase their market share andcompete in their respective industries, majority of the Britishbusinesses failed to recognize that competition and offering truly highstandards of services and products called for an equally high standardsof capabilities and services. This was only possible in the appropriateselection of an outsourcing partner who fulfil

Survival In Auschwitz Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Imagine now a man who is deprived of everyone he loves, and at the same time of his house, his habits, his clothes, in short, of everything he possesses: he will be a hollow man, reduced to suffering and needs, forgetful of dignity and restraint, for he who loses all often easily loses himself.† This short quote is taken from Primo Levi’s â€Å"Survival in Auschwitz†. It depicts a true story of Primo Levi during the Holocaust, who was relocated to an extermination camp after beginning a great life after college. Primo was captured with a resistant group from Italy. He used his college education and degree in chemistry to stay alive.   Ã‚  Ã‚  Ã‚  Ã‚  The above quote brings a similar quote to mind. â€Å"What does it profit a man if he gains the whole world and yet loses his own soul†. That quote is taken from the front wall of St. Aloysius Catholic Church in Olivia, Minnesota. It gives an idea about our savior Jesus Christ’s life. He spent his whole life teaching the word of God and humanity to all people of any race or religion. These two, Primo Levi and Jesus Christ, lived similar lives.   Ã‚  Ã‚  Ã‚  Ã‚  Primo lived growing up as a Jewish citizen during the bad economic times of Europe. Adolf Hitler and his Nazi party blamed this economic tragedy on the Jewish society. Primo tried to fight against this, but like most Jews was found guilty and taken to conservation camps. Here he was giving the chance of what he learned in life...

Buying A Computer :: essays research papers

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Art and Nature in Shakespeares The Tempest Essay -- Tempest essays

     Ã‚   Shakespeare is one of the greatest artists the human race has ever produced.   In the Tempest, he decides to determine which is more powerful – art or nature?   He symbolizes art through civilization and nature through man and his natural place on Earth.   Through the plot, Shakespeare reveals his own beliefs concerning which force is greater.   The Tempest shows the respectable differences between art and nature, but eventually concedes that art is weaker and must bend itself to nature. In The Tempest, Shakespeare’s Prospero has gotten himself into trouble by entertaining an insatiable thirst for knowledge.   Prospero’s downfall was brought about because he valued knowledge and art over pure power.   Through Prospero, Shakespeare questions the validity of man’s quest for art and beauty.   However, the question is resolved in the end of the play when Prospero once again becomes a Duke, doing so through art.   In this, Shakespeare shows that art is in fact useful.   In the beginning, art is questioned, but in the end it proves to be Prospero’s most powerful saving grace, all the while ultimately bowing to nature.   Shakespeare presents the influences of both nature and art throughout the play, ultimately with nature prevailing.   The tempest he creates in the first act, the anchor that sets into motion the events of the play, is wholly dependent on nature's own capacities.   Ariel stirs up the winds and sea to fr... ...ween nature and art.   He is careful not to dismiss art as unworthy simply by being the weaker force, but rather regards it as a unique force that must succumb to that which is superior. Shakespeare's stance on the subject of art versus nature is aesthetic, allowing both forces to compete equally, yet ending with the ultimate success of nature.  Ã‚  Ã‚   Bibliography Meller, A., Moon, G.T. Literary Shakespeare Sydney: Canon Publications 1993. Lecture on "The Tempest" C. Holmes 1988. Shakespeare, W. The Tempest. Ed. Sutherland, J.R. 1990. Mikhail M. Morozor, The Individualization of Shakespeare's Characters through Imagery", Shakespeare Survey. 1989. "Tempest & Court Masques" By H. C. Sherwood

Disney Cruise Case Study

Marketing Strategy Development Proposal – Disney Cruise Line Dave Rothenberg & Kang Liu Marketing in Tourism and Hospitality Dr. Ceridwyn King Temple University School of Tourism and Hospitality Management Structure Executive Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 1. 0 Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 2. 0 Situational Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 2. 1 Internal †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 2. 1. 1 Organization Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 2. 1. 2 SWOT Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 2. 1. 3 Target Market Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 2. 2 External †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 2. . 1 Porter’s Five Forces †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 2. 2. 2 PEST Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 2. 2. 3 Competitor Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 2. 3 Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 3. 0 Problem/opportunity Identification.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 4. 0 Marketing Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 4. 1 Product/service strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 4. 2 Distribution strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 4. 3 Communication strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 5. 0 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 Reference list†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦14 Appendixes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Executive Summary Disney Cruise Line has been running since 1988 and was successful in the past 24 years. In this report, the situation analysis of the company will be provided separately into internal analysis, which includes organization analysis, SWOT analysis, and target market analysis, and external situation, which includes Porter’s five forces, PESTE analysis, and competitor analysis. By viewing the situation analysis, it is clear that Disney Cruise Line has a disadvantage on the scale of business and a strong advantage on its brand and the loyalty of its customers.Last but not least, t hree marketing strategies, which are product/service strategy, distribution strategy, and communication strategy for next 12 months have been developed at the end of the project in order to give the direction to the company’s yearly marketing plan in 2013. 1. 0 Introduction Disney Cruise Line was founded in 1988 with its first ship, Disney Dream, follow by Disney Wonder in the next summer. After enter the cruise line industry for decades, Disney Cruise Line now became one of the most famous cruise line companies in the world. Now, Disney has four ships on line and serves travelers to several destinations around the world.In 2012, it is estimated Disney Cruise Lines will own nearly 3% share of the worldwide cruise market (2012 World Wide Market Share, 2011). Disney Cruise Line has position itself as a head in the cruise line industry, providing a place as Disney theme parks, where families can spend their time together and every member can have fun. 2. 0 Situational Analysis T he purpose of this situational analysis is to understand Disney Cruise Line’s external and internal situation, including the customer, the market environment, and the firm’s own capabilities.The situational analysis will forecast current and future trends in the dynamic environment in which the Disney Cruise Line organization operates. 2. 1 Internal The conduction of the internal analysis will portray how the organization itself operates. This internal analysis will include decision-making within Disney Cruise Line, promotional programs, the image of the organization, and an assessment of the key internal strengths and weaknesses of the organization. 2. 1. 1 Organization Analysis Disney Cruise Line is one of the new businesses from the Walt Disney Company; ther Disney companies are in the film industry (1928) and the Disney theme parks (1955). The first ship, Disney Magic was launched in 1998 and then Disney Wonder joined the fleet in 1999, the next year. Those were th e only two ships that the Disney Company had for the last 13 years until Disney Dream was launched in 2011. Disney Cruise Line has now established itself as a leader in the cruise industry, providing a setting where families can reconnect, adults can recharge and kids can immerse themselves in a world only Disney can create (Disney Cruise Line, 2012).Disney Cruise Line continues to expand its blueprint for family cruising with its fourth ship, Disney Fantasy, scheduled to make its maiden voyage in 2012 (Disney Cruise Line). 2. 1. 2 SWOT Analysis In order to satisfy customer needs and have the greatest opportunity to reach its full potential, the Disney Cruise company must understand its external and internal situation, including its customer, the market environment, and the firm’s own capabilities. In doing so, a SWOT analysis was conducted in order to point out the company’s internal strengths and weaknesses, as well as external opportunities and threats.Appendix A sh ows the SWOT analysis conducted for Disney Cruise Lines. In conducting a SWOT analysis many trends in within the organization as well as in the surrounding environment were identified. With our own analysis, we found key strengths in the organization essential to the success of Disney Cruise Lines. Disney Cruise lines is owned and operated by the largest media and entertainment company in the world (Cruz, 2011). This strength provides customers with a product and service marked by the excellence of the Walt Disney organization.  Also you can read about  History of the Culinary Arts.Disney Cruise Lines currently employs over 150,000 people with an average turnover rate of eight years. This shows us that employees are satisfied with their employer, and will in return portray this to the customers. Disney Cruise Lines are continuing to introduce new innovative products to the market. Disney’s new â€Å"first of it’s kind† 4,000 passenger ship brings with her ev en more features and a wave of innovation (Young, 2011). This ship is the first cruise vessel to be equipped with an onboard water rollercoaster.Disney’s Fantasy, which will premiere in April, will also carry new ground breaking features only available from Disney companies. Along with the introduction of two new ships, Disney Cruise Lines are expanding their ports to three new cities. New to 2012, Disney Cruise Lines will be sailing from New York City, Seattle, and Galveston, Texas (Weissman, 2011). The addition of these new ports will allow customers from even wider geographical regions to enjoy the unique Disney experience on the sea. Through conducting the SWOT analysis a number of weaknesses were also able to be identified.A major trend in customer’s perception shows that the Disney name only appeals to family’s seeking a vacation (Mena, 2011). There is currently little marketing or promotion being conducted in order to appeal to different groups of custome rs. It is commonly perceived that Disney only offers family fun, and does not interest customers seeking a more multi-dimensional experience (Archer, 2011). Also, the Disney Cruise Lines demand nothing but excellence from their employees while on board the ship. However, it will take a vast amount of resources to continually train the staff in order to upkeep the superior service.This will cost the organization a great amount of resources on an ongoing basis in order to properly train all of the staff. Superior service, however, is an absolute necessity within this industry as leading competitors such as Carnival Cruise lines have above average customer satisfactory ratings (Mena, 2011). A number of opportunities were also identified within our analysis that could assist in the achievements of the organization. Continuing the company’s expansion into new regions by increasing the ports from which the ship sails, will allow more customers to access the service both internation ally and domestically.The CLIA has reported an increase in cruise line passengers within the United States by 10. 3% from 2009-2010, proving an increase in domestic demand (Mena, 2011). Disney Cruise needs to continue to respond to this rising demand by opening new homeports throughout the country. In response to this rising demand, Disney is providing two new vessels to the fleet, from which it can market their services beginning in 2012. (Cruz, 2011) This provides the organization with opportunities to advertise this unique product and expand above the competition.Disney’s newest ship, the Disney Fantasy, will debut in April of 2012. The addition of this much-anticipated vessel will provide the organization with an opportunity to market a product that will provide extensive customer appeal and attract new patrons. Some potential threats to the Disney Cruise line were also noted within the situational analysis. Perhaps the most important of all is the fact that demand will v ary accordingly with its surrounding environment. For example, irregular weather patterns as well as natural disasters serve as a major threat to the wellbeing of the organization (Scull, 2011).The fertility rate has also been decreasing since 2007 and is predicted to keep failing in the next few years (Brady, 2012) (refer to Figure 1). Figure 1: â€Å"Recent Trends in Births and Fertility Rates Through June 2011,† The trend identified in Figure 1 may potentially affect the entire organization as Disney Cruise markets specifically to families with young children. As a result, the demand for the product may decrease due to the decreased fertility rate. Another external threat to Disney Cruise is the overall customer’s perception of the safety of the cruise industry.The recent sinking of the Costa Concordia cruise vessel on January 13, 2012 will impose personal fear of safety in potential customers (D’Emilio, 2012). Although the cruise industry is currently experi encing growth, on-shore resorts also pose a potential threat to the cruise industry. Another threat that may affect the company’s public perception are the social and ethnic groups who protest against by the Disney Company, including the Disney cruise ships as a result of alleged inappropriate activities and things such as damage caused to the local marine life by the ships.This has brought about negative media attention, which may ultimately affect the customer’s view of the Company (Mena, 2011). This has the potential to directly put a damper on the entire Disney brand name. 2. 1. 3 Target Market Analysis In order to effectively find which consumers and markets the Disney Cruise line should be targeting, a target market analysis must be constructed. This analysis will allow the Company to view and analyze the current target market as well as decode other target markets that would be beneficial to the organization.The target market of Disney Cruise Line is similar to Walt Disney theme parks that are directed towards families with young children. The cruise line is strongly supported by the Disney culture created by the Disney organization (Watts, 1995). Since the cost of taking a cruise is higher than going to the theme parks, families interested in taking a Disney Cruise must have high and stable incomes (Silverstein, 2010). Because the distance will influence the motivation of the tourists, the major target market should be the residents in the United States.From the 2009 to 2010 primary vacation season, the amount of American tourists leaving from USA based ports increased by 3. 2% (Mena, 2011). To further identify the preferences of families when taking a Disney Cruise, a survey (see Appendix B) has be designed to gain better insight into their profile. The survey can be viewed in Appendix B in which we used to gather target market information. 2. 2 External Within the conduction of the situational analysis, an external analysis is conducted in order to analyze all of the forces outside of the organization.This analysis includes competitor information, consumer information, industry information, and outside forces information. These external forces will assist in creating the best marketing decisions for Disney Cruise Line. 2. 2. 1 Porter’s Five Forces In order to better understand the business decisions that are needed to be made by Disney Cruise Line, the Porter’s Five Forces model presents the relative power that each of these forces has in the industry and their impact on the Disney Cruise Line.By looking at the model portrayed in Appendix C, Disney Cruise Line will be able to identify the key forces influencing the industry. According to Porter’s five forces, it is clear that competitors and suppliers have more power than the Disney Cruise Line. Although Disney Cruise Line has its specific position in the cruise line market, other cruise line companies are older and bigger than Disney. (Clancy , 2008). Furthermore, the basic facilities that the other cruise lines offer are quite similar, such as providing rooms, restaurants, events and transportation to destinations.Thus, competitors become one of the most important threats to the company. Also, the suppliers in cruise line companies have high bargaining power. They are companies such as shipyards which include large companies that provide unique products, i. e. the cruise ships themselves, and which contribute to their high bargaining power. Another example is the petroleum companies which provide one of the most important sources in the cruise industry, oil. The price of oil cannot be control by one or few companies and is related to the international situation existing at the time.On the other hand, one of the more unique features in the cruise line industry is economies of scale. The cruise line companies provide many different destinations, a large number of ships and build the loyalty of their brand to increase the barriers to entry in the market by others (Huxley, 2008). This causes a low threat of new entrants. Moreover, the bargaining power of buyers in the industry is also low. According to the report from Cruise Line International Association (CLIA), the number of customers in the cruise line industry is increasing (Scull, 2012).Another reason for optimism toward the Disney Cruise Line is the high degree of loyalty to the Disney brand. The Walt Disney Company has created a magical world that cannot be replaced easily (Johnson, 1981). This is why although the price of Disney Cruise Line is very high, there are still many people wanting to take a cruise on the Disney Cruise Line rather than other cruise lines. Therefore, the bargaining power of buyers can be considered low. Last but not least, the potential substitutes for the Disney Cruise Line are Walt Disney Resorts, other family resorts, and package tours which include flight ticket and hotels.However, in addition to providing a Disney experience, the cruise provides travelers the opportunity to travel between ports. As the result, the threat of substitutes in the cruise industry is considered to be low. 2. 2. 2 PESTE Analysis The PESTE analysis is a framework used by business strategists to identify those factors operating in the ‘outer’ (macro) environment of a firm which impinge upon its activities and profitability in addition to factors affecting its immediate product markets. PESTE has five elements: political; economic; social; technological and environmental (PEST, 2006).These factors play an important role in the cruise line industry. However, they are usually outside the control of the corporation and must be considered as either threats or opportunities. The PESTE analysis diagram for Disney Cruise Lines can be viewed in Appendix D. In order to get a more complete view of the company’s current and future environment, the PESTE analysis has been conducted to assess the market from the standpoint of Disney Cruise Lines. Information gathered will help identify how external factors affect arketing situations and how they might influence future marketing activities. The PESTE diagram in appendix D illustrates the PESTE analysis conducted for Disney Cruise Lines. In conducting the PESTE analysis, it presents the factors in the political environment that affect Disney Cruise Lines in the positive ways and those which provide opportunities to the organization. For example, the U. S. government is expanding the Global Entry Program to make it easier for frequent tourists to visit the United States (Bart, n. d. ).Such a policy brings more tourists into the U. S. and has the potential to increase the demand for the Disney Cruise Line. Furthermore, the technological environment creates exciting new opportunities for the cruise line industry. Cutting edge technology has been added to many cruise lines in the market in 2012 allowing them to utilize new and ever expanding tec hnology (Archer, 2012). For example, it is now more convenient than ever for customers to plan and book a cruise vacation online with the do-it-yourself travel agent option, acquired by Disney (Pike, 2012).The Disney Cruise Line can use these new technologies to develop new service, such as incorporating a â€Å"Virtual Porthole†, a service provided on the new Disney Dream. These portholes offer a real-time view outside the ship via live video provided by high-definition cameras placed on the exterior of the ship (Cruz, 2012). On the other hand, the factors in the social environment today show the negative impact to the industry. Religious welfare groups who protest Disney for what they deem as offensive material will have an impact on the company and the marketing decisions the company makes.There are also groups that claim cruise ships are harming the environment. These trends will affect consumers and particularly when customers are making decisions of choosing either an o nshore resort vacation, or an open sea cruise vacation. Recent events have also highlighted the potential dangers and safety factors of the cruise line industry. The recent Costa Concordia cruise ship that has sunk has attracted media attention and will alter the markets perspective on the safety of open sea vacations (D’Emilio, 2012).If consumers are concerned about the safety of cruising, they may choose an onshore resort vacation instead of the cruise Last but not least, current economic and environmental factors do not appear to be having a real significant impact in the cruise line industry. Although the industry is still trying to survive from an extremely difficult economic period from 2008- 2010, the demand on the wave season in 2012 is still high (Mena, 2011; Yong, 2012). The wave season is the cruise industry’s peak sales period of the year, typically running from January to March for most lines.The cruise line industry usually uses this to predict the demand for the following quarter in the year. (Yong, 2012) In conclusion, the political environment and technological environment have positive impacts and provide encouraging opportunities to the cruise line industry. On the other hand, the current social environment can be the threat to the industry. Additionally, while the economic environment does not appear to significantly influence the cruise line industry at this time, the organization should still be aware of its potential impact. . 2. 3 Competitor Analysis The competitor analysis plays an important role in marketing plan. It not only shows the position of the organization in the market but also presents both the advantages and disadvantages of the organization compared to its competitors. By looking at the competitor analysis, the organization can correct the marketing direction and clear its position in the industry. Furthermore, the organization can ensure that the product is superior so as to satisfy the customers, especially the customers in the target market.The direct competitors of Disney Cruise Line are other cruise line companies, including those with different types of marketing positions. The figure shown in Appendix E uses the two factors, price and the level of family orientated packages provided to identify the position of all the competitors. By looking at Appendix E, it presents that the Disney Cruise Line, Royal Caribbean, Norwegian and Carnival are in the same position group which are highly family-oriented. Furthermore, Disney is the only company which provides true luxury cruise line products to the family market.According to the figure portrayed in Appendix F, Royal Caribbean and Norwegian are the main competitors to Disney Cruise Line. All three companies provide special kids programs but using different names (Sloan, 2011). Another similarity between Disney and Norwegian is that both of them have their own fictional characters. Disney Cruise Line has Disney’s character such as Mickey Mouse and Toy Story. On the other hand, Norwegian has characters from Nickelodeon such as â€Å"Spongebob Squarepants†. Since there are more cartoon characters in the media today, Disney should be aware of he potential competition non-Disney characters play in consumer’s decision making. In addition, Disney and Royal Caribbean both provide unique cruising experiences but in different way. Royal Caribbean provides many adventure facilities on their ships, such as onboard rock climbing wall, ice skating rink, mini-golf course, surfing simulator, and boxing ring; these are very attractive to some family members, particularly teenagers. On the other hand, Disney is more focused on younger children and families as a whole.By including in Disney’s special show the famous Disney characters and the â€Å"Magical moment†, it attempts to create the unique Disney experience for every family. Disney creates a moment that parents and children can experience to gether. The similarities between the Norwegian and Royal Caribbean cruise line are primary pricing and the diversity of destinations. The average per person price of Disney Cruise is over $250 per day while the other cruises are closer to $100 per day, significantly cheaper than Disney. The diversity of destinations is another difference between Disney and its two main competitors.Since Disney has only 4 ships, it can only provide a few destinations to its customers. On the other hand, Norwegian and Royal Caribbean have 12 and 22 ships respectively. Based on the size of the company, they provide more choices of destinations than Disney, and this becomes another weakness to the Disney Cruise Line company. 2. 3 Summary Through conducting of the situational analysis, many reoccurring themes were highlighted which are important for making good marketing decisions for the Disney Cruise organization. It is evident that the Disney’s Cruise organization makes beneficial use of the Di sney experience and theme.As seen in the SWOT analysis, while Disney Cruise offers a unique experience attractive to families, the company is also not as established as its competitors within the industry. This also appears to be evident in Porter’s five forces when considering Disney’s position in the industry since its competitors have been in existence longer, are much larger, as well as competitor footprint. The targeted market analysis presents that the family consumer market is the targeted audience for Disney Cruise, but as was also shown in the SWOT and competitor analysis’s, packages and services are high priced and limited.The analysis has shown that Disney Cruise offers a unique theme attractive to all family vacation seekers, but also shows the already established and large competition to the organization by the long stand cruise lines. 3. 0 Problem/opportunity Identification Through conducting the situational analysis, it is evident that the Disney Cruise organization is unable to compete with leading competitors due to their lack of size and ports. This problem is especially apparent in the organization’s competitor analysis where the small size of the organization relative to competitors within the industry is portrayed.This is troublesome for the Disney Cruise Line as tourists usually select their cruise line based upon destination first and then look for accommodations that satisfy personal desires (Jenkins, 1978). Disney currently only provides a few destinations which are all located near the continental United States, such as Alaska, Hawaii, Canada, Mexico, Spain, and the Bahamas. In contrast, its competitor, Royal Caribbean, provides destinations all around the world, including various ports in South America, Europe, Africa, Australia, and Asia. This makes it impossible for Disney Cruise to compete based upon ports.Expanding the size of the company is a strategy that would require significant resources and time. The Disney Cruise organization does however possess the opportunity to create a niche market targeted towards customers who remain loyal to the organization. It has been shown that customers in the cruise industry often show a high degree of loyalty to the organization which they choose (Sun, Jiao, & Tian, 2011). Through conducting an internal analysis, it is made clear that consumers who use Disney’s products and services often remain loyal to the organization and are likely to purchase from the Disney brand again.Disney Cruise has the opportunity to specifically target Disney loyalists who are seeking a new form of the Disney experience. In doing so, the Disney Cruise organization must focus its marketing on the journey rather than the destination. The best opportunity for the organization is to develop a specific market in which the consumer will not be influenced by the amount of ports that are offered. In order to create a niche market, which is defined as targeting one segment of a market (McDaniel, Lamb & Hair, 2007), Disney Cruise Line must market itself to Disney loyalists.The organization must implement and execute certain marketing strategies that target current and previous Disney customers. 4. 0 Marketing Strategy As seen in section 3. 0, the major weakness of Disney Cruise Line is the size of the organization. This causes a problem for the company because it cannot compete with its competitors on the quantity of service such as choices of destinations, date of departure, and the period aboard. In order to counteract this weakness, it is necessary to develop a marketing strategy for Disney Cruise Line.Developing a marketing strategy will help the company to achieve its goal by defining a target market, setting marketing goals, and developing and maintaining a marketing mix (Shoemaker & Shaw, 2007). According to previous sections, Disney Cruise Line is unique in the cruise line market, due to the ability to create a unique â€Å"Disney exp erience† for its customers and attract tourists with its â€Å"Disney brand† (Watts, 1995; Pettigrew, 2011). Thus, the goal of the company should be to focus on a niche market. In this case, the niche market is visitors who have been to Disney theme parks and are highly loyal to the Disney Company.In order to achieve this goal, Disney Cruise Line has to create a specific position which occupies a place in consumers’ minds that cannot be replaced by its competitors (McDaniel, Lamb & Hair, 2007). Furthermore, the functional strategy mix for Disney Cruise Line in the next 12 months is a product/service strategy, distribution strategy, and communication strategy. 4. 1 Product/service strategy Product and service are the basic items in a company. According to Shoemaker and Shaw, product/service mix is defined as the combination of products and services aimed at satisfying the needs of the target market (Shoemaker & Shaw, 2007).In addition, since positioning is about d esigning product/service offering and accompanying image to occupy a unique place in customers’ minds, product and service play an important role in a positioning strategy (King, 2012). In order to segment the market, Disney Cruise Line has to develop a unique product which turns a cruise line experience into a â€Å"Disney experience†. As Disney has its characters, shows, and a private island, Castaway Key, Disney Cruise Line should position itself as a destination rather than just a travel mode. In addition, DisneyCruise Line should provide more package options which combine the existing travel resources, such as Disney resorts and Adventures by Disney, to offer more experiences to their customers. 4. 2 Distribution strategy The distribution mix is made up of all channels available between the firm and the target market that increase the probability of getting the product and the customer to each other (Shoemaker & Shaw, 2007). In other words, it is a mix of ways cus tomers purchase the product. Thus, where to sell the product to customers has become the most important question in this strategy.The target market of Disney Cruise Line is families which have been to Disney resorts and like the experiences. They usually have a high loyalty to the Disney Company. In this situation, direct marketing is the best strategy to use. Direct marketing refers to the techniques used to get costumers to make a purchase from home, office, or other nonretail setting (McDaniel, Lamb & Hair, 2007). This provides more opportunities for customers to purchase the product. In this case, Disney resorts and Disney theme parks can become channels through which Disney Cruise Line can sale its products.Furthermore, Disney companies can share the customer information and send out e-mails directly to their potential customers to create the motivation of booking their next trip with Disney Cruise Line. 4. 3 Communication strategy One of the proposed strategies that will assis t in the development of a niche market is to create a Disney loyalists rewards program. The development of a rewards program focuses on current customers rather than on potential customers or competition. This type of strategy is a form of relationship marketing, which is intended to establish, develop, and maintain successful relational exchanges (Morgan, 1994).This promotion targeting frequent customers will create communications between the firm and the market that increase the tangibility of the product/service mix, monitor consumer expectations, and persuade customers to purchase (Shoemaker & Shaw, 2007). A rewards program for the frequent customers of Disney will influence these consumers towards future business with the organization, creating a niche market. 5. 0 Conclusion In conclusion, it was found through the conduction of the situational analysis that Disney Cruise Line could not successfully compete with its major competitors based upon size alone.It is noted in the ana lysis that consumers within the cruise industry will often use ports as a deciding factor in determining their interests. Disney Cruise Line must counteract this problem by marketing to and creating a niche market for Disney loyalists. In doing so, the organization must focus on targeting previous Disney customers who are looking for another way to experience the Disney theme. This strategy is one that could be implemented within a 12 month time period, and serves as a strategic plan to counterbalance the lack of size and ports of the Disney Cruise organization. Reference list Archer, J. 2011). Seven ships for seven seas. Travel Weekly (UK), 5(Nov 2010), 14-16. Bart, J. , & USA, T. (n. d. ). President invites the world to visit. USA Today. Brady, E. H. , Paul D. S. , & Division of Vital Statistics. (2012). Recent trends in births and fertility rates through June 2011. NCHS Health E-Stat. Retrieved from http://www. cdc. gov Clancy, M. (2008). Cruisin' To exclusion: Commodity chains, the cruise Industry, and development in the Caribbean. Globalizations, 5(3), 405-418. Cruz, G. (2011, July). Disney Dream. Cruise Travel. (July/August 2011), 14-17. D'Emilio, F. (2012, February 8).Costa Concordia survivors to push for change in laws. USA Today. Retrieved from http://travel. usatoday. com/cruises/story/2012-02-08 Disney Cruise Line, (2012). Disney Cruise Line Fact Sheet 2011. Retrieved from http://disneycruise. disney. go. com Garcia,J. (2012, February 12). Disney sees big year ahead for cruise ships. Tourism and Travel. Huxley, L. (2008, May 16). Could the tide be turning for how cruise is sold?. Travel Trade Gazette UK & Ireland. p. 13. Jenkins, R. L. (1978). Family vacation decision-making. Journal of Travel Research 16(4):2- 7. Johnson, D. M. (1981). Disney world as structure and ymbol: Re-creation of America experience. Journal of Popular Culture, 15:1, 157-165 King, C. (2012). Hospitality & culinary arts. Boston, MA: Pearson Education Company. McDaniel, C. , La mb, C. W. , & Hair, J. F. (2007). Marketing Essentials. (5). Mason, OH: Thomson Higher Education Mena, H. (2011). Cruise industry overview 2011. Florida-Caribbean Cruise Association. Retrieved from http://www. f-cca. com Morgan, R. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38. Retrieved from http://www. jstor. org/stable/1252308 PEST. (2006). Collins Dictionary of Business.Retrieved from http://www. credoreference. com Pettigrew, S. (2011). Hearts and minds: children's experiences of Disney World. Consumption, Markets ; Culture,  14(2), 145-161. doi:10. 1080/10253866. 2011. 562016 Pike, J. (2012). 2012 Survival guide. Travel Agent,  339(9), 28-33. Scull, T. W. (2012). Cruising 2011. Cruise Travel, 33(4), 8-18. Shoemaker, S. , ; Shaw, M. (2007). Marketing Essentials in Hospitality and Tourism: Foundations and Practices. Boston, MA: Pearson Prentice Hall. Sloan, G. (2011, September 16). How to pick the perfect cruise. USA Today. Sun, X. , Jiao, Y. , ; Tian, P. (2011).Marketing research and revenue optimization for the cruise industry: A concise review. International Journal of Hospitality Management, 30(3), 746- 755. doi:10. 1016/j. ijhm. 2010. 11. 007 Watts, S. (1995). Walt Disney: Art and politics in the American century. Journal of American History, 82(1), 84-110. Weissmann, A. , ; Tunney, D. (2011). Disney Cruise Line adds New York, Seattle and Galveston homeports. Travel Weekly, 70(15), 6. Woodside, A. G. , ; Megehee, C. M. (2010). Advancing consumer behaviour theory in tourism via visual narrative art. International Journal of Tourism Research,  12(5), 418-431. Young, S. J. 2012). Cruise industry's wave season under way: Signs are encouraging, say travel agents. Travel Agent, 339(9), 8. Appendixes Appendix A – SWOT analysis Strengths| Weaknesses| 1. Owned and operated under the largest media and entertainment company in the world, Walt Disney. 2. Corporation employs over 150,000 people. 3. O perated under Disney’s well -established brand name. 4. The introduction of new, innovative ships. 5. Expansion to new ports and shipping destinations throughout the world. 6. Low turn over rate for employees. 7. Management is committed and confident in continuing promotions and attracting new customers. 8.Provides unique atmosphere that can not be replicated elsewhere. | 1. Limited range of target audience. 2. Customer perception of non-dimensional experience. 3. Already established and successful competition. 4. Resources needed to train employees to maintain exceptional service. | Opportunities| Threats| 1. Expansion into new markets internationally and domestically. 2. Addition of new ships can satisfy the rising demand. 3. New ship â€Å"Disney Fantasy† to debut in April. | 1. Demand may vary accordingly with environment. 2. Demand may vary seasonally and is weather permitting. 3. Public perception of cruise industry’s safety. . Expansion and growth of on-s hore resorts will decrease interest in cruise lines. 5. High competition within cruise line industry. 6. Social and ethnic groups protests against Disney brand. | Appendix B – Survey ————————————————- This is a survey designed to find out the target market and the consumer behavior of Disney Cruise Line. It may take you 5-10 minutes to complete the survey. Thank you for your cooperation Question Group A- Motivation 1. Are you interested in attending Disney Cruise Line? ?Yes ? No 2. Have you ever been to any Disney’s theme park? ?Yes ? No 3.Have you ever been to Disney Cruise Line? ?Yes ? No (Go to question 7 if your answer is NO) 4. How do you like the overall experience on Disney Cruise Line? (Choose one) Strongly dislike Some-what dislike Normal like strongly like ? ? ? ? ? 5. Rank how the following items were attractive to you on Disney Cruise Line? Choose one on each question, from 1 (very unattractive) to 5 (very attractive) Price of the ticket†¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 2 3 4 5 Quality of the room†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 3 4 5 Quality of the Service†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 2 3 4 5 Taste of the food†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 2 3 4 5 Activities on the cruise†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 2 3 4 5 The destination of the trip†¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 2 3 4 5 Show provided on the cruise†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 2 3 4 5 Disney’s Characters†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 2 3 4 5 Program for Children†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 2 3 4 5 Question Group B – Satisfaction 6. After your experience, how satisfied are you with the following items on Disney Cruise Line?Choose one for each question, from 1 (very unsatisfied) to 5 (very satisfied) Price of the ticket†¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦. 1 2 3 4 5 Quality of the room†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 2 3 4 5 Quality of the Service†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 2 3 4 5 Taste of the food†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 2 3 4 5 Activities on the cruise†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 2 3 4 5 The destination of the trip†¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 2 3 4 5 Show provided on the cruise†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1 2 3 4 5 Disney’s Characters†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 2 3 4 5 Program for Children†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 2 3 4 5 Question Group C – Other cruise experience 7. Have you ever been to any other cruise line? ?Yes ? No 8. If answer to question 6 â€Å"Yes†, which cruise line did you take? (Circle one or more) ? Carnival ? Caribbean ? Celebrity ? Coasted ? Crystal ? Cunard ? Holland ? MSC ? Norwegian ? P & O ? Princess ? Regient ? Royal ? Other 9. Compared to the other cruises you have experienced, what are the 3 areas where you think Disney Cruise Line is better? Rank 1(Most favorite), 2(Second favorite), 3(third favorite) in the following items] ? Price ? Food ? Service ? Program for children ? Activit ies at the destination ? Show ? Room ? Characters ? Activities on cruise ? Other 10. Compared to the other cruises you have experienced, what are the 3 areas that you think Disney Cruise Line is worse? [Rank 1(Worst), 2(second worst), 3(third worst) in the following items] ? Price ? Food ? Service ? Program for children ? Activities at the destination ? Show ? Room ? Characters ?Activities on cruise ? Other Geographic questions 11. What is you gender? ? Male ? Female 12. What age group are you in? ?Under 12 ? 13-17 ? 18-24 ? 25-29 ?30-39 ? 40-49 ? 50-64 ? over 65 13. Which country are you resident in? ?The United States ? Other 14. What is your marriage situation? ?Single ? Married ? Divorced 15. How many children (under 18) are you live with in your family? ?None ? 1 ? 2 ? 3 ? More then 4 16. Who did you travel with on the cruise line? (Choose one or more) ? Alone ? Husband/Wife ?Son/Daughter ? Boyfriend/Girlfriend ? Parent(s) ? Friend(s) ? Colleague(s) ? Schoolmate(s) 17. Would yo u say your family’s total gross income for this calendar year will be? ?Under $30,000 ? $30,000-$49,999 ? $50,000-$99,999 ? $100,000 or more ————————————————- Congratulations! You have done all the questions, thank you again for your cooperation High Competitive Rivalry * Many competitors and industry continues to grow * Similar products offered between competitors * High satisfied customer loyalty Low Supplier Power * Oil price are hard to control Suppliers large corporations * Unique products and services * Ability to constantly change and adapt to times Low Threat of Substitution * Some substitution available for different for of vacation * Uniqueness of cruise industry Low Buyer Power * Increasing number of customers * High loyalty to Disney’s brand * Customers tend to be price sensitive Low Threat of New Entry * High barriers to entry * Economies of scal e * Demand and interest within industry is rising High Competitive Rivalry * Many competitors and industry continues to grow * Similar products offered between competitors High satisfied customer loyalty Low Supplier Power * Oil price are hard to control * Suppliers large corporations * Unique products and services * Ability to constantly change and adapt to times Low Threat of Substitution * Some substitution available for different for of vacation * Uniqueness of cruise industry Low Buyer Power * Increasing number of customers * High loyalty to Disney’s brand * Customers tend to be price sensitive Low Threat of New Entry * High barriers to entry * Economies of scale * Demand and interest within industry is rising Appendix C – Porter’s Five ForcesPolitical * The tourism policy has become more friendly to international tourists, especially to China and Brazil| Economic * Recovery from difficult 2008-2010 economic period * The cruise line industry are not really influenced by the recession| Social * Religious welfare groups protest against Disney for â€Å"offensive material† * Lifestyle trend of consumers rather onshore vacation rather than overseas * Customers opinions of weather or not the cruise industry provides a safe vacation * Public perception of Cruise Lines from social media, including propaganda of sinking ships. Technological * New technological advancement on features for vessels * Overall, 19 new vessels for 2012 include latest technology from competitors * Online booking and advancements in technological travel agencies * â€Å"Virtual Porthole† in all inside staterooms| Appendix D – PEST analysis Appendix E – Competitor map Carnival ? Low Price| ? Disney ? Norwegian ? Royal Caribbean High Price| Coasted ? MSC| ? Cunard ? Princess ? Celebrty ? Holland Regient ? ? P & O Crystal ? | Family Oriented Package Family Oriented Package Characters Unique experience Low Price Different region Program for ki ds Characters Unique experience Low Price Different region Program for kids Appendix F – Competitor footprint