Advertisement Analysis Advertising Visual Analysis

ARTH 125 Advertisement Visual Analysis Jiayi Song â€Å"If only I could reach†¦Ã¢â‚¬  Ostensibly selling super glue, this advertisement features a photograph of a muscular male toy with one broken leg. It lies in the center of the photograph with the left broken leg of the figure, a skateboard and a super glue are scattered around the figure. What is most striking in the image, however, is the pose of the figure, his naked upper body with his left arm stretching out to get the super glue, and his desperate facial expression. One can tell that the gender of the figure is male from his naked upper body and the way he wears nothing but a shorts and a pair of shoes. The first reason he appears desperate is because of his facial expression. One can see his mouth open as if he is saying â€Å"help† or â€Å"ouch.† The skin texture on his forehead also shows little wrinkles to demonstrate his craving for the super glue. The second reason is his body language. His body lines are well defined and there are veins bulging not only on his inner side of both his arms but also on his legs. He seems to be exerting his strength by closing his right hand into a fist and stretching his left arm straight towards the glue. His upper and lower body as well show his usage of force by bending a little bit away from the ground. Moreover, his head also bends in the direction of the super glue. His awkward posture is reminiscent of Renaissance paintings depicting Jesus’s uncomfortable body posture on subjects such asShow MoreRelatedPersonal Englishment Assignment898 Words   |  4 Pagesthought it was going to be a bit more overwhelming than it was. I know I see a lot of different types of advertisement my community, however, most are electronic and because they are on Apps, social media or in emails they are almost certainly always directed towards me, therefore, I don’t see a diverse type of advertisements. 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These include the approaches to study of texts, classifications of ads into categories, and according to the themes that they possess the use of Panofsky’s three levels of meaning, approaches to form and content, forms of verbal and non verbal communication. There is also the use of Millum’s four categoriesRead Mo reBurger King s Advertisement As A Blonde Woman With Her Mouth Open Towards A Burger1028 Words   |  5 PagesBurger King published a print advertisement in Singapore, suggestively depicting a blonde woman with her mouth open towards a burger. Under the picture, a marketing statement proclaimed that the new seven-inch burger would â€Å"Blow Your Mind Away†. Perhaps unsurprisingly, the advertisement received a negative public response because of the implied sexual content. Accordingly, it was swiftly dropped by Burger King. In this paper, I will analyze various elements of the advertisement, such as the communication

The United States Fiscal Policy - 1378 Words

The United States has gone through economic successes and turmoil since its independence in 1776. Some of these peaks and troughs were quite severe, but the economy tends to self-correct itself. Prior to the Great Depression, the United States had a laissez-faire approach to economic matters, including on how to balance the budget. However, once the Great Depression started, economists decided the government needed to be involved in the U.S.’s economic affairs as the unemployment rate reached 25%. The first fiscal policy to be instituted was The New Deal by President Franklin D. Roosevelt, but the results were lower than hoped due to the start of the Great Depression. The New Deal was to provide relief, recovery, and reform to the nation,†¦show more content†¦With the national debt reaching $21.7 trillion this year, the United States refocuses on climate change, education infrastructure, military expenditures, and tax reform to reduce spending and spend more precisely . When creating a fiscal policy it is important the policies are timely, targeted, and temporary. President Obama released the budget for the fiscal year of 2017 focusing on some interesting challenges: climate change, treatment for diseases, and economic security. To build off our economic and fiscal progress we will see the sequestration lifted in 2018, as we invest in our future and security. The replacement to these savings comes by closing tax loopholes, tax reform, and spending reforms. As the U.S. moves forward it will use innovation to create a better future for generations to come, as we know available resources are diminishing leading to a scarcity. Therefore, the government must use the current resources in the most efficient ways. The government plans to enforce cleaner transportation infrastructure, with vehicles being more sustainable with low-carbon emissions. They are planning to prioritize the research development in the Food and Drug Administration, focusing primarily on biomedical research and eliminating cancer. The government will be supporting the end to cancer with $1 billion. The budget will invest in future jobs with supercomputing, robotics, or nanotechnology

Competitive the Strategy of GE-Free Samples-Myassignmenthelp.com

Questions: 1.In what ways has Jeff Immelt redirected the strategy of GE? 2.To what extent is the strategy aligned with the requirements of the 21st century business environment? and GEs resources capabilities? 3.What organisational changes has the new strategy necessitated? Will GE be able to successfully execute the new strategy? 4.What alternative strategies should GE consider? Answers: Introduction Competitive strategy and innovation are some of the most important aspects of an organisation. In order to dominate the business, it is necessary that every manager develop a strategy that helps them to understand and analyse the market in an effective manner. The essay highlights the strategies adopted by General Electric (GE) under its new manager. General Electric is an American multinational company situated in New York. The company is a public undertaking that was founded in 1892, by Thomas Edison. It is famous for manufacturing aircraft engines, electrical distribution and energy, gas and so on (Ge.com. 2017). The essay analyses the extent to which the new strategies adopted by the company were aligned with the business environment of the 21st century. The resources and capabilities of GE are discussed along with the organisational changes that were required for incorporating these strategies. Alternative strategies developed by the company are also discussed in the essay. 1.Redirecting the strategy of GE Leading a reputed company such as GE is always a challenging factor for any person. The fact that Jeff Immelt took over the managerial responsibilities of the company from Jack Welch proved a bold decision for the company. Some of the declarations that were made by the new manager included a long-term transformational strategy for the company. The reason for adopting this approach was due to the bombing of the World Trade Centre in 2001. According to Hill, Jones and Schilling (2014), the transformational strategy involves transformation management strategy as a critical component of modern programs. It seeks the support of the individuals as well as the organisation in order to change the functioning of the organisation. The acceptance of the changes comes after its implementation. The benefits of the changes help an organisation as well as an individual to enhance the productivity and skills. In the case of GE, the transformational change that was adopted by Jeff Immelt involved the reconfiguration of the business portfolio of the company. Apart from this, the manager also focused on directing the performance goals towards the revenue goal of the organisation. This is an important decision given the fact that the city had suffered financial loss due to the bombing of the World Trade Centre. In this regard, the focus of the company was drawn to an innovation of products, particularly in the technological field. The competitive advantage of the company can be maintained by the introduction of new technologies that can help in the growth of the company. The innovative nature of the business can also help in maintaining customer satisfaction by providing proper service. Till 2001, GE had been under Jack Welch who had been considered as one of the best managers of the company. Hence, the organisational structure and culture during that period also needed to change. This is mai nly because of the advancement in the business world due to the emergence of new technology and competitors. However, the high point of the strategy came in April 2015. A decision was made regarding the selling of most of the capital of the company. Despite such ambitious changes in the strategies of the company, the sales performance of the company had lagged considerably. The below figure highlights the changes that took place in the company since the inception of the managerial role by Immelt. From the analysis, it has been seen that despite the efforts of Immelt, the company had not been able to meet its target. During the early days of his tenure, Immelt had promised to reach new heights with GE. The increase of sales, return on capital and earnings had been the target by the new manager. Instead, not only these but also the stock of the country failed to reach a considerable position. From 2001 to 2014, the sales of the company fell considerably. Hence, the challenges faced by Immelt were more than the expected challenge. The shareholder value maximisation was also not approved off by the new manager. The emphasis was more on transforming the business portfolio of the company. Immelt wanted to identify the sources of profit of the company. In the words of Spulber (2007), the profit-making ability of a company can help it to progress in the competitive market. It was seen that GE had created profit through the process of cost reduction. This means that the assets that we re invaluable were discarded by the company. During the time Immelt took over this source of creating profit had been already mined out by the company. Hence, Immelt managed to identify four trends based on the poor growth in the economic world. The four global trends include: Demography: With the increase in population, people will need to purchase products that are important in everyday life (Eden and Ackermann 2013). GE manufactures all type of products including entertainment products. Hence, the increase in population will create more demand for these units for the younger generation. Infrastructure: The infrastructure of the company provides an opportunity to invest in energy consumption, oil and gas production, hydrological development and so on. This can be used as an opportunity to meet the targets of the company (Paley 2007). Emerging markets: Immelt manage to identify the developing countries that can add value to the growth of the company outside the USA. The GDP growth rates in countries like Australia, India and Russia are three times more than that in other countries. Environment: Environment challenges are always an important threat to any business (Galavan, Murray and Markides 2008). Challenges such as global warming, scarcity of water and conservation are main factors that Immelt have identified as problems in the business. 2.Aligning the strategy According to Johnston and Bate (2013), the selected strategy of an organisation needs to align with the tactics of the organisation. It is important for every business enterprise to ensure that the strategies undertook to address the requirement of the organisation as well as the factors that affect business. These factors can be both internal as well as external. Dealing with the changing business environment is one of the important factors that need to be considered while formulating the strategy. In the case of Immelt, the strategic decisions that were undertaken by the manager needed to align with the business market of the 21st century. La Piana (2004) stated that in order to formulate plans and strategies keeping in mind the 21st century, it is necessary that every organisation focuses on three important aspects. These aspects include competition, technology and innovation. Along with this customer focus and global presence are also important in considering approaches of the 21 st century. In the case of GE, Immelt identified the advent of technology as one of the major factors that can instigate the future growth of the company. The reliability of the technology and the fact that Immelt considered it as important is clear from the fact that he managed to increase the budget set for research and development (R D) of GE. The transformation began with an upgrade made in the R D centre in Japan. The construction of new R D centres across the countries of business also demonstrates the importance given by the managers in the development of technology. Under Immelt, the company had over 37,000 technologies working in the all the areas of the country. The focus was researching on programs that provided fewer, bigger and long-term prospects. Immelt also focused on technology as well as an approach to innovation. According to Carlopio (2010), the breakthrough in the innovation of GE consisted of diagnosing cure for healthcare patients and securing the technologies that are used. Apart from the technologies, the focus on customers is also aligned with the strategic decisions of Immelt. Despite the financial crisis of 2008, GE managed to have increased revenue of $17.8milion. This is due to the cutting down of the expenditure in the R D department. Immelt ensured that the short-term and long term borrowings were reduced in order to ensure that more cash was flowed in the manufacturing of the product. Customer orientation and value of time of the customers are two most important factors for gaining the satisfaction of the customers (Weatherall 2013). In the view of Immelt, these factors along with building relationship with customers are also important in order to retain customer loyalty. During the start of his managerial career with GE, Immelt focused his attention on the customer satisfaction level that was required for the organisation. The increase in the involvement of customers also resulted in the increase in revenue of the company. The marketing function of the company generated more responsibilities that included the hiring of talented marketing executives and formulate a process that can be used to identify the new products and services. One of the major applications related to the customer management of the organisation is the fact that it takes into consideration the needs of the customer as a whole (Grant 2014). GE focuses on providing bundling products that support services to customers. For example, a healthcare centre requires lightning, gas, turbines or any other products that are manufactured by GE. GE even started cross-business marketing campaigns to secure more funding. In order to maintain the resource and capabilities of the company, Immelt set his focus on increasing the growth rate of the enterprise. As stated by Farkas (2016), every manager needs to make strategies that address the growth of an organisation. The growth of an organisation can be attributed to the resources and capabilities that it possesses. Immelt focused on organic growth in order to attain the organisational goals. The organic growth rate of the company was attributed to about 8% per annum. This was an improvement given the fact that the growth rate under the former manager was only 5%. Apart from the growth rate, the earning of the company also improved. Immelt stated that GE can grow two to three times faster with the increased revenue. In this regard, the resources of the company can also grow. With the existing and increase in revenue, the company have managed to expand the market presence of the company. Ivanaj et al. (2015) observed that in order to survive in the busin ess market of the 21st century, it is necessary that every business expand the horizons. GE expanded the business in healthcare sectors, energy, broadcasting and entertainment. The investments in these sectors are important in order to increase the capability of the company. 3.Organisational changes initiated by the new strategy The application of new strategy can instigate changes in the policies and functions of an organisation. The fact that the new changes are accepted in the organisation is an achievement for a manager (Wirtz 2001). In the case of GE, the existing structure and culture of the organisation define the identity of the company. With the change in strategies of the company and the appointment of a new leader, the company underwent changes in the core areas of management. One of the areas that underwent change is the leadership and development of employees. In the early years, GE managed to develop their leaders by providing internal promotions within the organisation. This is one way to encourage and motivate employees based on the work that is done by them (Johnson et al. 2013). The performance management system was based on the quantitative targets that allowed focus and accountability. The strategic initiatives taken by Immelt focused on the targets that led to the earning and growth of t he company. The fact that productivity improvement, reduction in overhead cost and the practice of six-sigma are all based on quantitative target is a highlight of the company. These initiatives taken up by Immelt proved to be a challenge to performance management system that is followed in the company. Johnson et al. (2013) stated that the manner in which growth rate of a company can be determined is based on the internal talent of an organisation. The shift in the strategic priorities had the implementation of the management system of GE. The growth strategies of GE led to the development of proper internal challenge that is important for the progress of the organisation. In order to do so, the support of the employees is an important factor. Employees are put to test based on the skills and abilities that are possessed by them. These skills and abilities are evaluated based on the performance of the employees. Afuah (2009) stated that a benchmarking strategy can be used in order to identify the traits required for growth in an organisation. In this regard, Immelt managed to focus his attention on obtaining benchmarking strategies based on the analysis of 15 companies. This helped in the growth of revenue in the company and helped in identifying the required trends necessary for g rowth. It has been seen that the major change that Immelt brought about is the change in the structure of the organisational. The advent of a new and modern world warranted major changes in the organisational structure that was set up in the 1980s under Welch. Welch had broken the sectors into small divisions in order to have a concise business method. However, in order to organise cross-business integration, Immelt managed to disorganise the sectors and unite them in an effort to restore organisational goals. This reorganised tactics helped in reducing the number of business sectors. This helped in uniting the company and ensuring that the growth rate of the company keeps on increasing. During 2002, 2005 and 2008, the number of business sectors reduced from 12 to 5. However, after the reorganisation, the number was increased to 9. The innovation that was needed to drive the goal of the organisation with the profitability and cost control was the main focus for Immelt. Twomey (2012) observe d that innovation in big large projects often led to the cause of risks. The opportunities for the business required cooperation from that increased the likelihood of the business. Immelt also updated the marketing strategies that were used by the company. The development was necessary in order to transfer business from the R D and the increased technologies that help in understanding the business market. Thus, these changes are necessary in order to align the changed strategies implemented by the manager. The success of these strategies can be based on the fact that the manager and employees of GE form a united effort in meeting the organisational strategy. 4.Alternative strategies Grant (2016) stated that alternate strategies are important in order to ensure that the failure of the initial plan can be backed up. The alternative strategies need to be based on the analysis of the risk factors and other external or internal factors that may hamper the growth of an organisation. In this regard, it can be said that the alternate strategies prove as a method to reimburse the mistakes that were done at the initial stage. In the case of GE, the strategies adopted by Immelt saw both loss and profit for the organisation. The organisation did not have success initially due to the transition phase. The promises made by Immelt were not kept due to the factors that affect the growth of the organisation. The innovation and customer orientation of the company required the high level of collaboration between employees and customers. This can be considered as an alternate method to ensure that the metrics based measurement of performance management can be carried forward. Marit an and Lee (2017) stated that the manner in which most companies in the United States achieve outstanding performance can be used as a benchmark for the organisation. It has been seen that since the inception of the new role as the manager of GE, the performance of the company has been on the downside. The role of Immelt as a manager has not been proven due to the poor results of the company. It has been seen that the profit in different sectors and products have decreased considerably in the last few years. For example, the profits earned by the company using power and water supply in 2010 were $5.80 billion. However, the profit dropped to $5.35 billion during 2014. In this regard, the alternate solution based on such decrease in profit needs to be made in the marketing department. According to Chevalier-Roignant and Trigeorgis (2011), to ensure the increase in profits, it is necessary that every organisation maintain a formative marketing management that can help in analysing the market of the business. Proper investment regarding the choice of sectors needs to be done in order to maintain profits. In this regard, one alternate solution that was developed by Immelt was the fact that he managed to reduce investments in areas that had low growth and profit prospects. These areas include the domestic appliances, which did not complement the capabilities of GE. The exit fro m businesses of plastics was also notable in terms of increasing the profit of the organisation. The fact the US Financial Regulation view GE to be an important financial institution justifies the change in the financial sector in the organisation (Di Stefano, Peteraf and Verona 2014). Another important change that needs to be considered is the internationalisation of business. The global presence of the company proved to be cost-effective as the positioning of the company needs to be based on proper analysis of the market. The fact that the company wanted to work directly with the Government required huge capital investments. The fact that the company targeted Nigeria as a potential market for investment can be a downfall of the company (Porter 2008). This is mainly because of the fact that Nigeria is a poor country can have the severe impact on the profit-making policies of the organisation. Thus, the alternate strategies are important in order to understand the possibilities of risk and analyse ways to mitigate the risks that may hamper the organisation. Conclusion Thus, it can be concluded that the new managerial system of GE has not been effective in maintaining the reputation of the company. The fact that the strategies of Immelt have countered the existing culture of GE has made it difficult for employees and customers accept the changes. In this regard, it can be said that the improvement show in the company has been negligible. Bibliography Afuah, A., 2009.Strategic innovation: new game strategies for competitive advantage. Routledge. Carlopio, J., 2010.Strategy by design: A process of strategy innovation. Springer. Chevalier-Roignant, B. and Trigeorgis, L., 2011.Competitive strategy: Options and games. MIT Press. Di Stefano, G., Peteraf, M. and Verona, G., 2014. The organizational drivetrain: A road to integration of dynamic capabilities research.The Academy of Management Perspectives,28(4), pp.307-327. Eden, C. and Ackermann, F., 2013.Making strategy: The journey of strategic management. Sage. Farkas, F., 2016. Hard and Soft Approaches of Strategic Organisational Change Management.Strategic management,21(2), pp.13-22. Galavan, R., Murray, J. and Markides, C. eds., 2008.Strategy, innovation, and change: Challenges for management. OUP Oxford. Ge.com. (2017).GE | The Digital Industrial Company | Imagination at Work. [online] Available at: https://www.ge.com/ [Accessed 14 Nov. 2017]. Grant, A.M., 2014. The efficacy of executive coaching in times of organisational change.Journal of Change Management,14(2), pp.258-280. Grant, R.M., 2016.Contemporary Strategy Analysis Text Only. John Wiley Sons. Hill, C.W., Jones, G.R. and Schilling, M.A., 2014.Strategic management: theory: an integrated approach. Cengage Learning. Ivanaj, S., Ivanaj, V., McIntyre, J., Da Costa, N.G. and Lozano, R., 2015. Multinational Enterprises' strategic dynamics and climate change: drivers, barriers and impacts of necessary organisational change.Journal of Cleaner Production,30, p.1e4. Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regnr, P., 2013.Exploring strategy text cases(Vol. 10). Pearson. Johnson, G., Whittington, R., Scholes, K., Angwin, D. and Regnr, P., 2013.Exploring strategy text cases(Vol. 10). Pearson. Johnston, R.E. and Bate, J.D., 2013.The power of strategy innovation: a new way of linking creativity and strategic planning to discover great business opportunities. AMACOM Div American Mgmt Assn. La Piana, D., 2004.Play to win: The nonprofit guide to competitive strategy. John Wiley Sons. Maritan, C.A. and Lee, G.K., 2017. Bringing a resource and capability lens to resource allocation.Journal of Management,43(8), pp.2609-2619. Nieves, J. and Haller, S., 2014. Building dynamic capabilities through knowledge resources.Tourism Management,40, pp.224-232. Paley, N., 2007.Mastering the rules of competitive strategy: A resource guide for managers. CRC Press. Porter, M.E., 2008.Competitive strategy: Techniques for analyzing industries and competitors. Simon and Schuster. Spulber, D.F., 2007.Global competitive strategy. Cambridge University Press. Twomey, D., 2012.Labor and Employment Law: Text Cases. Cengage Learning. Weatherall, A., 2013.Computer Integrated Manufacturing: a total company competitive strategy. Elsevier. Wirtz, J., 2001. Strategy in the contemporary world.

Proctor Gamble

Table of Contents Introduction Key issues Alternative courses of action Evaluation of alternative courses of action Best alternative course of action Conclusion Reference List Introduction An assessment of the performance of a particular company involves the analysis of facts surrounding particular cases that affects its operations in the market in one way or the other.Advertising We will write a custom assessment sample on Proctor Gamble specifically for you for only $16.05 $11/page Learn More In the case of Proctor Gamble, a number of issues that have caused many challenges in its operations can be analyzed in order to understand where the management of the company went wrong, and seek alternative courses of actions. These issues are mainly concerned with the leadership of the company, the culture and the rationality of the decisions made by the company’s management (Drury 2008). It is important to note that the concept of globalization to gether with all the issues that define it convey strong aspects of the ideologies of a common pool in the company. This is to say that the concepts visualize a shrinking globe that is characterized by a dense network of interaction among all its parts. People have to take into consideration the entire globe when making any kind of judgment. This is important even in situations where local solutions remain crucial to a particular issue. It is worth noting that globalization reflects the tragedy of the common people, the company and common situations. It also transcends individual actors and this includes even the most powerful companies around the globe and even the most powerful nations (Shim Siegel 1999). Key issues The issues involving globalization of Procter Gamble (P G) revolve mainly around the birth of its Purpose, Values, and Principles (PVP). Taking into account that PG has been one of the oldest surviving companies in America, it can be deduced that this fact has made i t globalize its operations.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More One of the most important factors that have led to its prosperity is the organizational culture. The company’s organizational culture allowed it to operate in 23 countries by the year 1980. The company deals with household products and personal goods. It also deals with laundry and foods. Initially, the company reproduced its brand management structure in line with its globalization. All its products were produced and developed in the U.S. RD center. These products would later be produced by individual branches situated in other countries. However, with improved models of operations in Europe, another RD center was developed in Europe that enhanced the distribution of the products. This framework, according to the management of the company, would help its branches worldwide adapt to the technological inp ut of the company. For some reasons, the PG Company caught the merger and acquisition wave. The company thus accelerated its globalization program. The acquisition of drink manufacturing companies, pharmaceutical companies as well as Richardson-Vicks (RVI), also made PG a more globalized company. Alternative courses of action There are a number of alternative actions that can be taken by PG in order to enhance its mission of globalization and improving its market efficiency. The company can use global strategies and local adaptations models to tackle some of the issues (Drury 2008). The model can encompass factors such as increasing the market sensitivity. When a company becomes more market sensitive, it becomes more responsive to any modifications of the market forces. The company can undertake more frequent market analysis programs in all its branches worldwide. This will enable it to keep abreast of developments in the market. The company can then initiate programs that may inclu de rebranding of their products so as to gain a larger market share and increase the consumer choice of their products.Advertising We will write a custom assessment sample on Proctor Gamble specifically for you for only $16.05 $11/page Learn More In addition, fact based decisions must be emphasized because it enhances logical reasoning. There are a number of management tools that can be used in such aspects. They include PERT and technical tests. In addition, force field analysis as well as optimization tests can prove to be very important in fact based decisions. Other factors which are equally important in making fact based decisions are blind tests and concept and use tests. It is also important for the company to make periodic formal reports on how the management process operates in all its branches worldwide. The organizational culture helps a lot in this process especially in propagating the findings of the reports. It is also important to note t hat customer-driven culture helps the company develop a competitive culture in which its products gain a larger market share. This also improves the volume of the products in the market and hence enables the company to continue to exist and expand its operations. PG branches must adhere to the marketing strategies of the entire company (Super Business 2011). When PG performed poorly in the stock market, the management embarked on a strategy to make it turn around. This strategy employed the idea of the PVP whereby the purpose, values and principles of the company were redefined. Under the leadership of Lafley, the company was able to make a major comeback into the stock market. Its shares were among the most traded after Lafley distributed the ’10 things I believe’, to his colleagues. Thus, he explained how important the values of leadership, ownership, integrity, trust and passion for winning were in challenging times. Therefore PG was able to return to its principles whereby it respected individuals, valued differences, was strategically focused. The company also became more externally focused and developed a culture of mutual interdependence as a way of life. This shows how culture is important in any business organization.Advertising Looking for assessment on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More During the period of the first five years in the millennium, PG had to make some behavioral changes that would help the company to fulfill its purpose. There was a need for the company to adapt to the global market trend (Kanter Bird 2009). This process would require the company to become more collaborative in the market. It also required the company to be more externally focused. Hence, this was achieved through a global matrix framework. Strengthening of external partnership also came in handy in this process. The company also needed a sort of innovation strategy to help it cope with the challenges in the market. Due to the poor performance of the company’s shares in the stock market, Lafley reminded his colleagues how important innovations were in improving the image of the company. The employees had to collaborate better so that they become more responsive to local and international market changes. The company also needed to live its values and principles in order to cre ate and then transfer product and practice innovations throughout the global organization. The principles of PVP developed by the company’s management aimed at contributing to global sustainability. This is because the company’s external relations and sustainability initiatives evolved around the organizational transformation of the company. These principles also serve as a key strategic arm to global business operations (Super-business 2011). Evaluation of alternative courses of action The courses of actions in these issues require a closer investigation and analysis because they need not cause negative effects to the company. It is important to note that every alternative course of action has at least one or more point where the course begins. This is why planning also involves the process of alternative courses of actions. Hence, a problem must be identified, data must be collected concerning the problem and the data must be analyzed. After the analysis, alternative courses of action can then be identified. This is because the alternative courses become clearer when the data collected has been analyzed. After identifying with the alternative courses of action, the alternatives must be evaluated by looking at the cost and benefits of all the alternative courses of action. The next step is to look at the best alternative and choose it. Thereafter, detailing the alternative, implementing and monitoring and controlling follow. Rationality in any decision making process is aimed at reaching some goal that cannot be attained without an action. This means that a rational decision making process must have a clear comprehensive procedure that also seeks to analyze the alternative courses by which a goal can be reached under existing conditions (Kanter Bird 2009). Rational decisions must have the characteristics that will enable it to analyze and evaluate alternatives in the light of the goal that is being sought. The ability of a company’s mana gement to develop alternative courses of actions is as important as the ability to select an alternative. The management of a company therefore is faced with the challenge of helping in such kinds of situations. The management also needs to assist in choosing the best alternative that is found through the concept of limiting or strategic factors (Barret Sexton 2008). It is important recognize the presence of certain limiting factors because these factors stand in the way of accomplishing certain desired objectives. The recognition of these factors helps an organization to prepare and be responsive to any change of situation. This also makes it possible to narrow down the search for alternatives to those that will overcome the limiting factors. This is guided by the principle of the limiting factor which states that by recognizing and overcoming those factors that stand critically in the way of a goal, the best alternative course of action can be selected. In this situation, we shal l look at the quantitative and qualitative factors. Quantitative factors can be measured in numerical terms such as time or various fixed operating costs. On the other hand, qualitative factors are those factors that are intangible. They cannot be measured in numerical terms. This includes the quality of labor relations, the risk of technological change, or the international political climate (Barbara 2010). The quantitative factors in the PG Company include the time needed for implementation of a particular modification such as a rebranding project, innovations, and the market volume of the company’s products. On the other hand, qualitative factors include the change of culture that will enhance innovations, the redefinition of PVP, and the extent to which these values are absorbed by the employees (Van de Ven, A. 1999). The process of innovation requires a style of leadership that allows the management to give some sort of autonomy to the employees. Thus, the leaders must h ave good qualities of leadership that will enhance expansion of the business operations of this company. Qualities of leadership do not change, despite the organizational changes through time. The only thing that changes is the structure of the management of the organization. This is because throughout time, there has been loss of middle management. This comes as a result of flattening of company’s structure. These reasons prompt the current organization leadership to possess greater project management skills that improve its culture (Snell, a. 2009). The leader must therefore be visionary and inspirational so that they may know what needs to be achieved and create an image of how things ought to be (Snell, b. 2009). An effective leader must also be aware and be influential. The awareness of a leader will make them understand the abilities of each individual. A good leader must also understand their role in influencing the group that they lead. Hence an influential leader wil l use vision and employ the services of stakeholders in order to sway an opinion. This is what is needed at PG in order to make the company more competitive in the market (Koontz Weihrich 2006). The other alternative course of action involves cultural aspects that will also enhance the global operations of the business. Corporate culture is the laid down structures within a business organization that allow clients with the perfect job to have a good experience in the organization. This culture is the one that determines whether the working environment is good or not. A potential employee may shun a particular company simply because of the informal negative statements that are said of that organization (Drury 2008). Another organization may have a good reputation that will encourage potential employees to apply for vacant positions. It is therefore important for a company to encourage their employees to keep the corporate culture in mind every time they interact with clients and oth er organizations. For this reason the company has got to redefine its PVPs in a more succinct manner so that the employees can comprehend better, absorb the culture more and subsequently act as good ambassadors of the company in the market. This will result in the increase of market volume of the company’s product in the market. Best alternative course of action In all the alternative courses of action, the change of culture acts as an umbrella body because it is the most important. The entire organizational structure of the company is changed by a change of culture. Thus the top management as well as the workers of the company embraces a new culture that will improve the quality of the PVPs of the company (Martin 2002). The company has to disentangle itself from the usual business as usual phenomena and embrace contemporary organizational rituals. Organizational rituals are those rituals that can be used to maintain or develop a healthy working environment for efficient busi ness operations. In the business world, rituals should not be viewed as a signal of psychological problems. It is important for any organization that aims at globalizing its operations to use the knowledge of the past positively so as to maximize the chances of success in the future operations of the business. Conclusion In any situation analysis, a problem must be identified, data must be collected concerning the problem and the data must be analyzed. After the analysis, alternative courses of action can then be identified. This is because the alternative courses become clearer when the data collected has been analyzed. After identifying with the alternative courses of action, the alternatives must be evaluated by looking at the cost and benefits of all the alternative courses of action. The next step is to look at the best alternative and choose it. Thereafter, detailing the alternative, implementing and monitoring and controlling follow. Reference List Barbara, S. (2010). Interne t Architecture and Innovation. Cambridge: MIT Press. Barret, P. Sexton, M. (2008). Innovations in Small Construction Firms. Oxon: Taylor Francis. Broad, C. (2000). Religion, Philosophy Psychical Research. London: Routledge. Drury, C. (2008). Management and Cost Accounting. London: Pat Bond. Kanter, R. Bird, M. (2009). Procter Gamble in the 21st Century (A): Becoming Truly Global. Harvard Business School, Jin Shi. Koontz, H. Weihrich, H. (2006). Essentials of Management. Burr Ridge: Tata McGraw-Hill Education. Martin, J. (2002). Organizational Culture: Mapping the terrain. California: Sage Publications. Shim, J. Siegel, L. (1999). Operations Management. NY: Barron’s Educational Series, Inc. Snell, B. a. (2009). Management: Leading and Collaborating in a Competitive World. Ed. 8. The Mc-Graw-Hill Companies. Chapter 12. Snell, B. b.(2009). Management: Leading and Collaborating in a Competitive World. Ed. 8. The Mc-Graw-Hill Companies. Chapter 12. Super-business (2011). Gl obal Strategy and Local Adaptation. [Online] Web. Van de Ven, A. (1999). The Innovation Journey. NY: Oxford University Press. This assessment on Proctor Gamble was written and submitted by user Ella Salinas to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.