Proposal Submission Letter

Test Cover Letter The Virtual Community Group, Inc. 17 Park Road Rural Town, NH July 1, 1995 Jane Smith, Executive Director Xavier Foundation 555 S. Smith St. Washington, D. C. 22222 Dear Ms. Smith, I am satisfied to present this proposition from the Virtual Community Group, Inc. , mentioning a speculation of $50,000 every year more than two years from the Xavier Foundation to help our Enterprise 2000 initiative.This award would give some portion of the assets required for us to prepare at any rate 1200 low-salary business people in country New Hampshire, helping them secure the PC aptitudes they have to make supportable nearby organizations as we enter the twenty-first century. As somewhere else in the U. S. , the monetary soundness of New Hampshire's provincial networks has endured consistent decay since the mid 1900's. Family cultivates, which once framed a financial base supporting enormous quantities of provincial occupants, have been everything except destroyed by huge scope ag ribusiness.Moreover, since 1960, New Hampshire has lost xx% of its assembling occupations, as partnerships or neighborhood manufacturing plants have closed down or moved activities out of state. Thus, a huge number of people from New Hampshire †especially our youngsters †are moving to urban communities to look for employments, ousting and further ruining provincial networks, yet adding to the developing pool of urban unemployed.By tapping the vitality of the little neighborhood business visionary, and connecting it to the blast in correspondences innovations, we trust it is conceivable to turn around this pattern, empowering rustic occupants to hold suitable, great occupations a long way from modern and urban focuses. Modest communities would again offer a wide range of work openings †from little assembling to administrations to retail †and create sound, enhanced economies without precedent for ages. Shockingly, numerous little business people can't bear the cost of either the preparation or hardware expected to partake in the awards of the Information Revolution.Enterprise 2000 was planned unequivocally to address this absence of equality, and help level the correspondences playing field. Working as a team with microenterprise associations, junior colleges, and organizations which reuse PC equipment, Enterprise 2000 will offer hindered business people the accompanying administrations at low or no charge: †¢Day-time or night classes in fundamental, middle of the road, and propelled PC abilities †¢Training to utilize the Internet and other data systems †¢Assessment of MIS needsAccess to reconditioned PC equipment After two years of experimentation and program improvement, the Virtual Community Group has formed an amazing, effectively replicable model in Enterprise 2000, and built up a serious extent of validity among local gatherings, strategy creators, and funders. Our cooperation with different organizations use each dollar invested.Given that the Xavier Foundation has just made various vital ventures to improve the lives of the provincial poor, we are approaching you to assist us with propelling our joint target above and beyond. I value your thought of this proposition. If it's not too much trouble don't hesitate to call me on the off chance that you have questions or might want us to mastermind a site visit. I anticipate meeting with you soon. Genuinely, Executive Director (This example introductory letter was made for AGM by Molly Clark Associates. )

An Analysis of the Eight Fold Path of Buddhism Free Essays

The Eightfold Path is a way that prompts the halting of anguish and the accomplishment of self arousing. This instrument was delivered through the lessons of the Buddha, Gautama Buddha. He showed his devotees how to follow this way how he did, so they may make them stir and freedom. We will compose a custom article test on An Analysis of the Eight Fold Path of Buddhism or on the other hand any comparable subject just for you Request Now The eight stages in the Eightfold Path are as per the following: Right conviction, Right reason, Right discourse, Right direct, Right job, Right exertion, Right care, and Right reflection or focus. In Buddha’s time, if a potential Arahat wandered from the Eightfold Path or the Four Noble Truths, he would need to admit his transgression or sins to people in general. They tailed it carefully and paid attention to it very for they needed to have the option to arrive at Nirvana. Nirvana is â€Å"the unconditioned condition of freedom, discharge from the pattern of resurrection redeath† (Noss, 2008, 2003: 185). In present time, we live in an exceptionally quick paced, high-stress condition. I wonder if a current day Buddhist would have the option to live as per the Eightfold Path. The initial phase in the Eightfold Path is Right conviction. The Right conviction can likewise be interpreted as â€Å"right perspective†, â€Å"right vision† or â€Å"right understanding†. It is the correct perspective on, nature and the world as they truly may be. It goes about as the thinking for the expert to begin rehearsing the way. It provides guidance and adequacy to the next seven way factors (Encyclopedia, Aug. 2006). Another perspective on Right conviction stated in a contemporary structure is: First you should see plainly what's going on (Soccio, 2007: 51). The subsequent advance is Right reason. In this progression, the Arahat ought to continually attempt to prevail at freeing themselves of whatever characteristics that they know aren't right and shameless. Right comprehension of Right reason will assist the Arahat with distinguishing the contrasts between right expectation and wrong aim (Encyclopedia, Aug. 2006). A contemporary meaning of Right reason for existing is: Next you should conclude that you need to be restored (Soccio, 2007: 51). The third and fourth step, which are I found have been lumped together in the entirety of my perusing, Right discourse and Right lead. One must love all animals with the correct kind of adoration in word and deed (Noss, 2008: 182). When rehearsing stages three and four, Arahat’s must utilize their words and train themselves to not carry mischief to themselves or to other people. You should act and talk in order to target being restored is a contemporary structure on stages three and four (Soccio, 2007: 51). Right methods for work is the fifth step of the Eightfold Path. In this progression, the Arahat’s are not to partake in occupations that can make hurt people. This would incorporate occupations that manage weapons, the purchasing or selling of sex, executing creatures to sell as food, and making or selling liquor. History specialist and thinker, Gerald Heard, altered this progression into a contemporary adaptation meaning: Your work must not struggle with your treatment (Soccio, 2007: 51). Right exertion is the 6th step. In this progression, the Saints should put forth beyond words attempt to abandon all an inappropriate and unsafe considerations, words, and deeds they may have. Rather they ought to be driving forward in thinking of considerations, words, and deeds that would be acceptable and accommodating to other people and themselves (Encyclopedia, Aug. 2006). â€Å"That treatment must go ahead at the â€Å"staying speed†, that is, the basic velocity† (Soccio, 2007: 51). The seventh and eighth last strides of the Eightfold Path are Right care and Right reflection or fixation. In these means, the Arahat’s ought to continually keep their psyche alarm to improvements as they are influencing the body and brain. They ought to know and cautious, making a point not to act or talk through the intensity of lack of regard or carelessness. During the act of right focus, the professional should explore and check their correct view; in the process right information will emerge and afterward followed by right freedom (Encyclopedia, Aug. 2006). The contemporary meaning of these means is: You should consider it unremittingly and figure out how to think about with the profound brain (Soccio, 2007: 51). Presently having recorded and obviously characterized what each progression is, I have presumed that it would be unthinkable for a current day Buddhist to carry on with a real existence as per the Eightfold Path. Indeed, even the most liberal individual would in any case fall flat at least one of these means. Following the Eightfold Path in today’s society would make it essentially inconceivable for an individual to be a profitable individual from the network. Simply see how picking a school major would be influenced by following the Path. In the event that somebody tried to be a Police Officer, the Eightfold Path would forestall that because of the chance of taking a human life. Or on the other hand if a current day Buddhist needed to turn into a legal counselor, that would be ended since the Right Speech restricts one from talking in any kind of damaging or troublesome way. Nobody would have the option to appropriately contend their perspective. In today’s electronic driven, media all over the place, quick paced world I don’t perceive how the Eightfold Path could be a fruitful practice to a contemporary Buddhist. It is an exacting instrument to follow for the Path of Nirvana and I accept that in any event at least one stages would be earned back the original investment by the most faithful Buddhist. The most effective method to refer to An Analysis of the Eight Fold Path of Buddhism, Essay models

The Bhopal Gas Tragedy free essay sample

Evaluations change on the loss of life. The authority prompt loss of life was 2,259. The administration of Madhya Pradesh affirmed an aggregate of 3,787 passings identified with the gas discharge. Others gauge 8,000 passed on inside about fourteen days and another at least 8,000 have since kicked the bucket from gas-related maladies. An administration oath in 2006 expressed the break caused 558,125 wounds including 38,478 brief fractional wounds and around 3,900 harshly and forever impairing wounds. November 1984, the greater part of the wellbeing frameworks were not working and numerous valves and lines were in poor condition. Likewise, a few vent gas scrubbers had been unavailable just as the steam kettle, proposed to clean the funnels was nonoperational. Other issue was that, Tank 610 contained 42 tons of MIC which was considerably more than what security rules permitted. During the evening of 2â€3 December 1984, water entered Tank E610 containing 42 tons of MIC. A runaway response began, which was quickened by contaminants, high temperatures and different elements. We will compose a custom article test on The Bhopal Gas Tragedy or on the other hand any comparable subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page The response was accelerated by the nearness of iron from eroding non-treated steel pipelines. The subsequent exothermic response expanded the temperature inside the tank to more than 200  °C (392  °F) and raised the weight. This constrained the crisis venting of weight from the MIC holding tank, discharging a huge volume of poisonous gases. Around 30 metric huge amounts of methyl isocyanate (MIC) got away from the tank into the climate in 45 to an hour. The gases were blown southeastern way over Bhopal. The underlying impacts of introduction were hacking, heaving, extreme eye disturbance and a sentiment of suffocation. Individuals stirred by these side effects fled away from the plant. The individuals who ran breathed in more than the individuals who had a vehicle to ride. Inferable from their tallness, kids and others of shorter height breathed in higher focuses. Numerous individuals were stomped on attempting to get away. A great many individuals had capitulated by the morning hours. There were mass memorial services and mass incinerations. Bodies were dumped into the Narmada River, under 100 km from Bhopal. 170,000 individuals were treated at emergency clinics and transitory dispensaries. 2,000 wild ox, goats, and different creatures were gathered and covered. Inside a couple of days, leaves on trees yellowed and tumbled off. Supplies, including food, turned out to be rare attributable to providers wellbeing fears. Angling was disallowed bringing on additional flexibly deficiencies. Inside a couple of days, trees in the region got fruitless, and 2,000 enlarged creature corpses must be discarded. On 16 December, tanks 611 and 619 were discharged of the remaining MIC. This prompted a second mass clearing from Bhopal. The Government of India passed the Bhopal Gas Leak Disaster Act that gave the administration rights to speak to all casualties, regardless of whether in India. The intense manifestations were consuming in the respiratory tract and eyes, blepharospasm, shortness of breath, stomach torments and heaving. The reasons for passings were gagging, reflexogenic circulatory breakdown and pneumonic oedema. Discoveries during post-mortems uncovered changes in the lungs as well as cerebral oedema, cylindrical putrefaction of the kidneys, greasy degeneration of the liver and necrotising enteritis. Prompt eases were chosen two days after the disaster. Help measures initiated in 1985 when food was circulated for a brief period alongside proportion cards. Madhya Pradesh governments account division distributed 874 million (US$15. 91 million) for casualty help in July 1985. Widow annuity of 00 (US$3. 64)/every month (later 750 (US$13. 65)) were given. They government additionally chose to pay 1,500 (US$27. 3) to families with month to month salary 500 (US$9. 1) or less. Because of the interval alleviation, more kids had the option to go to class, more cash was spent on treatment and food, and lodging additionally in the long run improved. From 1990 between time alleviation of 200 (US$3. 64) was pai d to everybody in the family who was conceived before the debacle. In 2007, 1,029,517 cases were enlisted and chosen. Quantities of granted cases were 574,304 and number of dismissed cases 455,213. At the point when the processing plant was shut in 1986, funnels, drums and tanks were sold. The MIC and the Sevin plants are still there, as are stockpiles of various buildups. Segregation material is tumbling down and spreading. The zone around the plant was utilized as a dumping territory for risky synthetic compounds. In 1982 cylinder wells in the region of the UCIL plant must be deserted and tests in 1989 performed by UCCs research facility uncovered that dirt and water tests gathered from close to the processing plant and inside the plant were harmful to angle. A few different investigations had likewise indicated contaminated soil and groundwater in the region. Till this day synthetic compounds surrendered at the plant proceed to spill and contaminate the groundwater. Regardless of whether the synthetic compounds represent a wellbeing peril is contested. Sullying at the site and encompassing territory was not brought about by the gas spillage. The territory around the plant was utilized as a dumping ground for unsafe synthetics and by 1982 water wells in the region of the UCIL processing plant must be surrendered. UCC states that after the episode, UCIL started tidy up work at the site under the course of Indian focal and state government specialists.

BPs Marketing Strategy in Changing Business Environment - Free Essay Example

BPs Marketing Strategy in Changing Business Environment 1. Introduction Multinational corporations operating in complex and diverse political, economic, social and cultural environments have to improve, adjust and develop their marketing strategies on a regular basis (Bamberg, 2009:46). Changing environmental factors create new conditions for their operating, which often require considerable and serious changes in strategic decision-making and positioning of companies. Inflexible and rigid firms will cease to be competitive in the market every time changes occur (Fight, 2006:85). The aim of the present report is to identify the past and present changes in marketing strategy of British Petroleum, which have occurred under the pressure of environmental factors. It is evaluated whether these changes were necessary, and future strategic options for British Petroleum are recommended. 2. Background British Petroleum (BP) is a multi-national gas and oil company located in the United Kingdom. Taking into consideration the size of revenues, BP proves to be the third largest energy company in the world. It is reported that its revenue was equal to as much as $308 billion in 2010 (BP, 2010:18). Working in the field of the gas and oil industry, the corporation carries out a wide range of operations, namely exploration, refining, production, trading, power generation, renewable energy production, etc. BP is presented in more than 80 countries all over the world and employs more than 80,000 workers. The company was founded in 1909 as the Anglo-Persian Oil Company, but only in 1954, it was known as the British Petroleum Company. 1998 was marked by the merger with Amoco (BP, 2011:1). Operating in turbulent and dynamic industrial sector, BP has always had to adequately react to the environmental changes and adjust their marketing strategy (Bamberg, 2009:49). 3. BP in Dynamic and Changing Environment Taking into account that this report analyses strategic positioning of BP as a response to environmental changes and influences, the external environment of the company should be carefully scanned. It is important to note that not only contemporary external influences ought to be investigated, but also the environmental factors that used to influence BP some time ago. This will allow for observing changes from a historical perspective. In this sense, the PESTEL framework appears to be a very useful tool. It is argued that the PESTEL framework helps to identify the relative importance of political, economic, social, technological, environmental and legal influences, and can be used to identify the key long-term drivers of change (Fight, 2006:44). It may be critically stated that recent market events have provided a sharp reminder of the central role of energy for our near-term security; insecurity arises from a range of issues, including geopolitical instability, natural dis asters, terrorism and even poor regulatory design (ORCD, 2003:421). Indeed, geopolitical instability proves to be a powerful political factor, which can influence volatility in the energy markets. It is reported that the world is heavily dependent on Middle East since this region has more than 60% of the worlds oil reserves (Thomas White Global Investing, 2010:1). The key oil producing countries are Saudi Arabia, Iran, Iraq, Kuwait, UAE, Venezuela, Russia and Libya. Oil reserves of these countries are demonstrated in the graph below. It is valid to argue that a number of instability symptoms have been observed in these countries recently, including military conflicts, authoritarian political regimes, corruption, etc. For instance, Venezuela tends to use its oil revenues to finance governmental programmes and ideology (Thomas White Global Investing, 2010:1). As it may be observed from the histogram, Saudi Arabia has the largest oil reserves in the world, namely 262.2 billion barrels. Canada, Iran and Iraq have 179.2 billion, 136.3 billion and 115 billion barrels respectively (Thomas White Global Investing, 2010:1). In response to the mentioned political influences, BPs strategy has been changed the following way. Generally, it is possible to observe two main tendencies. First, British Petroleum attempts to hedge political risks in the oil producing countries by means of partnership and deals with the governments. For instance, BP signed a contract with the Russian state-run oil company Rosneft in 2009 (Hernandez, 2011:1). Second, the company evacuated its personnel from northern Africa because of growing political instability in Tunisia, Egypt and Libya. Simultaneously, BP develops its cooperation with emerging economies in Asia, which are more politically stable, namely India (Hernandez, 2011:1). These changes were necessary in order to avoid political risks in the countries, which prove to be the leading producers of oil. Geopolitical ins tability in the world and political tensions in these countries can be viewed as important factors that have led to the fluctuations in oil prices, which may be illustrated by the following graph. As it may be grasped from the graph, crude oil price reached its maximum in 2008 and constituted as much as $91.48 per barrel (IBP Oil, 2011:1). The period from 2002 to 2008 was marked by the gradual rise in crude oil prices. In 2009, the indicator was equal to $53.56, and oil prices started growing again (IBP Oil, 2011:1). It may be argued that fluctuations in crude oil prices are also the result of economic influences. It is obvious from the graph that crude oil prices skyrocketed simultaneously with the coming of the global financial crisis. Another increase in oil prices occurred during the prolonged recession, in the long-term of the financial crisis (Bamberg, 2009:184; IBP Oil, 2011:1). In accordance with Brigham and Ehrhardt (2010:901), the main causes of fluctuations in crude oil prices are demand and supply forces, investment demand and monetary inflation. The US Dollar inflation can be graphically presented the following way. As it is observed, inflation reached its maximum in 2008 when the indicator was equal to 3.85% (Inflation Data, 2011:1). It has already been stated that the rapid growth of crude oil priced took place the same year. As argued by Brigham and Ehrhardt (2010:901), it is possible to establish cause-effect relations between high inflation and the growth of oil prices. Indeed, these environmental factors had economic influence on British Petroleum. The excessive dependence on non-renewable energy carriers and fluctuations in crude oil prices have contributed to the popularity of renewable energy, namely wind, solar and geothermal (Fight, 2006:93). The point is that the reserves of renewable energy are not limited. In response to these economic influences, BP reconsidered its business strategy the following way. It is re ported that the company started producing solar panels after the acquisitions of Lucas Energy Systems (1980) and Amoco (1998). At the present moment, the company proves to be the largest manufacturer of solar panels in the world. BP has launched two main types of solar energy products, namely products for individual consumers and products for organisations. For instance, the firm is planning to run a new solar energy project aimed at energy supply for Wal-Mart stores (BP, 2011:1). Furthermore, it is reported that BP invested more than $6 billion in wind and biofuel energy projects during the period from 2005 to 2010 (BP, 2010:61). These changes were necessary because the PB attempted to attract customers by cheaper and green energy. The volumes of green energy production by BP can be presented by the following graph. It is illustrated by the histogram that BP produced as much as 774 megawatts in 2010. The total volume of wind energy produced by the company is more than the volume of solar energy (BP, 2010:63). However, the company tends to produce more solar energy every following year. If 162 megawatts were produced in 2008, the indicator increased to the level of 325 megawatts in 2010 (BP, 2010:63). Global energy consumption patterns may be viewed as an important social influence on BP. The following histogram illustrates the changes in energy consumption during the last two decades. It can be observed that the worlds population consumed as much as 8,131 million tons in oil equivalent in 1990. However, the indicator constituted 11,808 million tons in 2010 (BP, 2011:1). However, it should be taken into consideration that energy is not consumed equally by different regions of the world (BP, 2011:1). The following graph illustrates energy consumption patterns by economic zones, unions and countries. As it may be understood, this social influence could lead to changes in marketing strategy of BP. It is reported that nearly 20% of the worl d energy is consumed in the US market. To be more specific, the indicator was equal to 89,021 kWh/hab in 1990 and decreased to the level of 87,216 kWh/hab in 2008 (BP, 2011:1). It can be observed that the EU countries consume half the amount of energy used in the US; it constitutes 40,812 kWh/hab. It is interesting to note that the EU consumption patterns had grown by 2008. Furthermore, it should be emphasised that such regions as Middle East and China have experienced enormous growth of energy consumption recently (BP, 2011:1). In response to these socials changes, BP has reconsidered and changed its strategy the following way. The company used to operate in the US market very actively and have large manufacturing facilities in this country during the 1990s. It is understandable that the region consuming nearly 20% of the world energy will be of strategic interest for British Petroleum (Bamberg, 2009:142). Nevertheless, the company attempted to move considerable part of its manufacturing facilities from the US to China during the 2000s. For instance, BPs factories in Frederick, Maryland were closed in 2000 (Wenying, 2004:100). Moving production facilities to China continued regardless of the fact that the Chinese government issued a number of protectionist laws, which require than no less than 85% of input materials must be manufactured in China (Bamberg, 2009:83). These changes were necessary because energy consumption patterns in the US market had reduced by 2008. It may be argued that technological progress is associated with the growth of energy consumption patterns by such sectors as industry and transport. The following graph can be presented to illustrate this relationship. All the four sectors have experienced growth in energy consumption recently. It is reported that in 2008, industry and transport used 27,273 TWh and 26,742 TWh respectively (BP, 2011). It may be explained by the fact that new technologies are more energy consumin g. Furthermore, rapid growth of the worlds population means that more and more oil should be spent on manufacturing of industrial goods and transportation (Bamberg, 2009:42). For example, there were about 400 million motor cars in 2000; however, the total amount of vehicles constitutes more than 750 million today (Heitmann, 2009:167). These technological changes have led to the following reconsiderations and amendments in BPs strategy. First, the company started popularising efficient use of energy and invested in energy efficiency of industrial enterprises and engines for motor vehicles (BP, 2010:53). Second, BP introduces new technologies in their own production process. It was officially stated by the Group Chief Executive that the answer to the problems caused by some technology is more and better technology to reduce the environmental impact of exploration, to reduce the carbon content of the fuels we use, to give people everywhere better choices (BP, 2001:1). To be m ore specific, BP has rationalised transportation of oil and its products and has reduced the content of carbon in its fuel (Bamberg, 2009:142). Being an energy company, BP is subjected to manifold environmental influences. It is possible to differentiate between environmental factors that refer to the global ecological changes and environmental influences provoked by the company itself. The latter are numerous chemical leaks, oil spills and dumping of hazardous substances. For instance, BP was blamed for dumping of chemical wasted in Alaska during the period from 1993 to 1995 (Roach, 2006:1). Prudhoe Bay oil spill, which occurred in August 2006, was the result of pipeline corrosion. More than 5,000 barrels of crude oil leaked and caused environmental damage to the sea life. Another problem was registered in Texas City in 2010 when there was a chemical leak of hazardous elements into the atmosphere (Aulds, 2010:1). Regardless of the fact that BP runs a great number of gre en practices and corporate social responsibilities (investment in renewable energy projects, restoration of the environment after oil accidents, funding of ecological projects and initiatives, etc.), the company was given the Greenwash Award in 2009 (Green Peace, 2010:24). The firm tends to manipulate the public paying considerable attention to its CSR activities. It is argued that BP spends on green practices less than it is proclaimed in official statements of the company (Green Peace, 2010:26). It can be summarised that BP attempted to build positive public image by its green practices in response to the mentioned environmental influences. However, these attempts cannot be classified as successful. These changes in strategy cannot be classified as a necessity. The company could have been more open and honest with the public, which could have created more positive public image. Finally, it may be stated that BP has already had a series of legal arguments with the governme nts and non-governmental organisations. It is reported that yet already BPs actions are facing unprecedented scrutiny, thanks to a years-long history of legal and ethical violations that critics, judges and members of Congress say shows that the London-based company has a penchant for putting profits ahead of just about everything else (Mauer and Tinsley, 2010:1). In response to these legal influences, the company has become more careful and prudent (Aulds, 2010:1). 4. Strategic Position of BP Prior to the identification of the generic strategy of BP, it is necessary to conduct a stakeholder analysis and detect the recent changes in BPs attitude towards different interest groups. The main stakeholders of the company are the government, the press, suppliers, ecological organisations, customers, alliance partners, shareholders, the public and employees (BP, 2010:34). The positioning of these interest groups in the stakeholder matrix can be presented the following way. It may be observed that role of the governments has changed under the influence of political influences and geopolitical instability. The governments of oil producing countries and suppliers appear to be very powerful (BP, 2010:74). At the present moment, BP has to build strong long-term relationships with governments in order to avoid political risks, limitations and possible restrictions (Thomas White Global Investing, 2010:1). It is argued that ecological organisations and customers are less power ful, but they tend to demonstrate greater interest to the company. Ecological organisations and the public are worried about harmful effects of the companys operations. Customers are interested in BP because the energy consumption patterns are growing and there is always demand for oil (Bamberg, 2009:34). The company has several groups of customers, namely car owners using service stations (Aral, ARCO, BP Connect, BP Express and BP2go), users of convenience stores, users of solar panels, users of motor oils and derived products, the transport industry and the aerospace industry (BP, 2010:74). Another important change that has happened recently is that employees power has increased. This change can be explained by several accidents, disasters and safety problems, which have occurred at British Petroleum. For instance, it is stated by the US Department of Labour (2011:1) that the explosion in the isomerisation unit of the BP refinery in Texas City led to the death of 15 worke rs and injury of 170 employees. Similar scandals attract the public attention and interest and stimulate better maintenance of safety standards and norms. It should be noted that the power of the press and the public has increased too (Green Peace, 2010:21). Discussing generic strategies of the company, it is also possible to identify changes. At the early stages of its development, BP was following the cost leadership strategy (Bamberg, 2009:132). Indeed, the company made considerable efforts to remain the leader in developing costs. Nevertheless, it is argued by Business Leadership (2011:1) that the firms cost reduction practices were the main reason for oil spills and leaks. Cost cutting measures prevented the company from timely and regular repairs and maintenance of the infrastructure (Business Leadership, 2011:1). BP has transformed the cost leadership strategy into the differentiation strategy by the present moment. It is argued that the company has endeavoured to redefine its market space by laying claim to activities beyond oil and gas such as alternative energy and a lower carbon future (Bright, 2011:4). As it may be seen, the turbulent and changing external environment has forced BP to undertake a series of new decisions, which were different from those undertaken in the past. These changes in the corporate marketing strategy can be evaluated as a normal reaction to external political, economic, social and technological influences. As a result, it is possible to observe the change in stakeholders power and interest towards the company. Furthermore, BPs generic strategy has evolved from cost leadership into differentiation (Business Leadership, 2011:1; Bright, 2011:4). 5. Future Strategic Options The discussion of future challenges for BP will reveal that future energy consumption patterns will continue growing. The forecast of future changes may be presented the following way. The total volume of energy consumed by the world will have constituted as much as 16,432 million tons in oil equivalent by 2030 (BP, 2011:1). Another important challenge that should be taken into account is possible growth and fluctuations of oil prices. The company should avoid accidents, disasters and safety problems, which prove to be serious challenges to British Petroleum. Finally growing popularity and demand for renewable energy are both opportunity and challenge for the firm (Aulds, 2010:4). Relying on the previously identified environmental influences and pressures, it can be suggested that British Petroleum should follow the diversification strategy as a future option. In accordance with Ansoff matrix, diversification is the strategy, which implies entering new markets with new p roducts (Meldrum and McDonald, 2007:142). This choice of the future strategic option can be explained by a number of reasons. First, growing geopolitical instability and political risks and oil producing countries have forced BP to entering new markets, which are characterised by considerable potential. Second, the company can continue running and developing renewable energy projects, which have become very popular (Hernandez, 2011:1). In the conditions of growing demand for energy, growing consumption patterns and increasing crude oil prices, the company should be more active in the field of alternative energy. A modified version of strategic options was offered by Turner (2005:340). As it can be grasped from the improved framework, BP should follow the offensive strategy in future. It is implied that new services should be delivered to more politically stable and balanced markets (Turner, 2005:340). It is expected that this choice of the future strategy will be consi stent with contemporary changes and tendencies in the industry, namely growing demand for renewable energy, unstable crude oil prices, ecological awareness and energy efficiency (Bamberg, 2009:153). 6. Conclusion and Recommendations It may be concluded that the main strategic changes undertaken by British Petroleum in response to the turbulent and dynamic environment are contracts with the governments to avoid political risks, moving to more stable countries such as India from the northern Africa, acquisition of the solar panel manufacturers, investment in wind and solar projects, moving manufacturing facilities to China, investment in energy efficiency, reduction of carbon content in fuels, participation in green activities an greenwashing. The company had to transform its generic strategy from cost leadership to differentiation since cost reducing practices had led to oil spills and leaks. It may be summarised that the identified changes were necessary. Nevertheless, the company could have been more honest and open in its CSR projects. It is recommended that BP should use the diversification strategy as a future strategic option in order to continue responding to the environmental challenges. The co mpany should diversify its product range associated with the production of solar and wind energy for individual and corporate customers. It is expected that these products will be popular in the emerging markets such as India and China where incomes are not high, but energy consumption patterns are growing very fast. Furthermore, it is recommended that the company should increase expenditures on infrastructure maintenance and employee safety. Together with alternative energy production, this will positively influence corporate reputation after the recent safety scandals and greenwashing. Finally, it is recommended that BP should continue popularising efficient use of energy by individual consumers and industrial enterprises. References Aulds, T. (2010) BP: 500,000 pounds of emissions released, The Daily News, [online] Available at: https://galvestondailynews.com/story/157738/ [Accessed 8 May 2011]. Bamberg, J. (2009) The History of the British Petroleum Company, Cambridge: Cambridge University Press. BP (2001) Technology and business a progress report, [online] Available at: https://www.bp.com/genericarticle.do?categoryId=98contentId=2000347 [Accessed 8 May 2011]. BP (2010) Annual Report, [online] Available at: https://www.bp.com/liveassets/bp_internet/globalbp/STAGING/global_assets/downloads/I/BP_Annual_Report_and_Form_20F.pdf [Accessed 8 May 2011]. BP (2011) Strategy, [online] Available at: https://www.bp.com/genericsection.do?categoryId=135contentId=7038549 [Accessed 8 May 2011]. Brigham, E. and Ehrhardt, M. (2010) Financial Management: Theory and Practice, 13th ed., London: Cengage Learning. Bright, F. (2011) BPs Competitive Strategy: Leadership at What Cost?, [online] Available at: htt ps://www.themixoilandwater.com/2011/01/bps-competitive-strategy-leadership-at.html [Accessed 8 May 2011]. Business Leadership (2011) BP cost-cutting contributed to spill, [online] Available at: https://www.businessandleadership.com/leadership/item/27593-bp-cost-cutting-contributed [Accessed 8 May 2011]. Fight, A. (2006) Cash flow forecasting, London: Butterworth-Heinemann. Green Peace (2010) Carbon Scam, [online] Available at: https://www.greenpeace.org/usa/Global/usa/report/2010/1/carbon-scam-noel-kempff-clima.pdf [Accessed 8 May 2011]. Griffin, R. (2006) Management, 9th ed., London: Cengage Learning. Heitmann, J. (2009) The automobile and American life, New York: McFarland. Hernandez, J. (2011) BP strikes $7.2 billion oil deal with Indian company, [online] Available at: https://www.trendbuzz.com/technology/12913/bp-strikes-7-2-billion-oil-deal-with-indian-company.html [Accessed 8 May 2011]. IBP Oil (2011) History Of Illinois Basin Posted Crude Oil Prices, [online] Available at: https://www.ioga.com/Special/crudeoil_Hist.htm [Accessed 8 May 2011]. Inflation Data (2011) Historical Inflation, [online] Available at: https://inflationdata.com/inflation/Inflation_Rate/HistoricalInflation.aspx [Accessed 8 May 2011]. Mauer, R. and Tinsley, A. (2010) Gulf oil spill: BP has a long record of legal, ethical violations, McClatchy Newspapers, [online] Available at: https://www.mcclatchydc.com/2010/05/08/93779/bp-has-a-long-record-of-legal.html#ixzz0nZaTzdqN [Accessed 8 May 2011]. Meldrum, M. and McDonald, M. (2007) Marketing in a nutshell: key concepts for non-specialists, Oxford: Butterworth-Heinemann. ORCD (2003) Energy policies of IEA countries: 2003 review, New York: OECD Publishing. Roach, J. (2006) Alaska Oil Spill Fuels Concerns Over Arctic Wildlife, Future Drilling, National Geographic, [online] Available at: https://news.nationalgeographic.com/news/2006/03/0320_060320_alaska_oil.html [Accessed 8 May 2011]. Thomas Whi te Global Investing (2010) Geopolitical Instability and Energy Prices, [online] Available at: https://www.thomaswhite.com/explore-the-world/Geopolitical-Instability%20.aspx [Accessed 8 May 2011]. Turner, C. (2005) The international strategies of Europes incumbent telecommunications operators: towards a strategic typology, European Business Review, Vol. 17, Issue 4, pp. 340-351. US Department of Labour (2011) BP History Fact Sheet, [online] Available at: https://www.osha.gov/dep/bp/bphistory.html [Accessed 8 May 2011]. Wenying, C. (2004) Chinas energy outlook 2004, New York: Guida Editori.

Essay about The Impact of Climate Change on Africa

Scientists, economists, and policy makers all agree the world is facing threat from climate warming. Climate warming is caused by excess greenhouse gases such as carbon dioxide which are heat trapping gasses. Human use of fossil fuels is a significant source of these gasses. When we drive our cars, heat our homes with oil or natural gas, or use electricity from coal fired power plants, we contribute to global warming. Including any loss of trees or forests also contributes, considering trees convert carbon dioxide to oxygen. Global warming will have a worldwide effect but the problem is expected to be most severe in Africa, where the people are poor, temperatures are high, precipitation is low, technological change is slow, and where†¦show more content†¦The changes occurring in the habitat of Africa will affect animals, plants, birds, marine life, and humans. There will be many efforts to adapt but only the hardy will survive. Africa has about one fifth of all know n species of plants, mammals and birds. We can begin to predict the impact of climate changes on these species by looking at things that have happened in the past. For example, climate change is known to have caused massive bleaching of the coral reefs in the Indian Ocean, killing 50% in some areas. Climate change can also affect animals on land by changing their range and perhaps exposing them to new predators. Such as the number of animals who migrate seasonally. These changes in seasons and rainfall may change migration patterns, which may also put stress on the land with increasing use by many species. Plant life may also be affected as climate changes are causing plants to either die out or attempt to migrate to a new area. There are several thousand species of plants that could be involved (Desanker, 2003). It also has an effect on the human population. Migrations of people to areas of increased resources can lead to changes in the social structure, and conflict among groups. Third, African farmers have adapted to a certain amount of climate variability, but climate change may well force large regions of marginal agriculture out of production. EvenShow MoreRelatedThe Effects Of Climate Change On Africa1420 Words   |  6 Pages Climate Change in Africa Noah Jones Ms. Martin Humanities 9 Period 1/5 January 12, 2015 Climate Change in Africa Introduction-What is the impact of Climate Change in Africa? How we can help to reduce our carbon output. I. What are the leading causes of Climate Change? A. Electricity B. Transportation C. Industry D. How the greenhouse effect works II. What have been some of the impacts in Africa? A. Impacts on Agriculture B. Impacts on water table C. Impact on economy III. What areRead MoreEnergy, Agriculture, And Livestock1650 Words   |  7 Pages but climate friendly practices for development. 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Strategic Development within NAB

Question: Discuss about theStrategic Development within NAB. Answer: Introduction National Australia Bank (NAB) has been serving the customers in Australia as well as New Zealand for over 150 years and have been providing assistance to their customers in managing their money. Currently, they have over 35,000 people who serve 10 million customers at over 800 locations in not only these two nations but also in other places across the world. The business has been built on the understanding their customers and in providing support to them. Being the largest banking business in Australia, they work with the large, medium as well as small businesses for helping them in starting, running and growing. They provide funding to some of the most vital of the community infrastructures which consist of roads, hospitals and schools in a manner that is innovative, inclusive and responsible. This report will discuss the strategic development of the bank, the past and present strategies applied by it, the business practices that have been criticised, conduct an environmental analys is and describe the organisational culture as well as the leadership style in the National Australia Bank. Strategies Applied by NAB The strategy of NAB was refreshed as a result of the changes occurring in the business environment. The current vision of NAB is to be the most respected bank in both Australia as well as New Zealand. It objective is delivering its shareholders with superior returns. In order to meet such objectives, the refreshed strategy has outlined three goals and the performance is measured against these goals. The goals of NAB consist of turning its customers into advocates, engaging its people as well as generation of returns on equity that are attractive. The strategy consists of focusing on the priority segments, delivering customer experiences that are nothing short of great and execute relentlessly as well as flawlessly. The people of NAB are the main enablers of the companys strategy and its ability in achieving its goals. While the strategies of NAB were developed, the risks as well as the rewards that were associated with the opportunities available were taken into consideration. This consisted of the markets as well as the customer segments in which the bank operates along with the source and also the extent of differentiation in comparison to the competitors. The external and internal environment which NAB faced was also taken into account. For the bank to realise its vision, it has to deliver on its strategy. The strategic priority customer segment thus partly focuses over the medium, small and micro business customers in the sector of Agribusiness and health industries. Constant innovations are being undertaken in order to simplify things for our 29,000 customers of the agribusiness. The focus is on the more attractive segments of customers and wherein the bank is in the best position of competing by considering factors like the size of the segment, return on equity as well as growth rates and the market share along with capabilities as well as performance. Active reweighing of resources has also been undertaken by NAB towards those business parts which provide support to the priority segments for not only strengthening their capabilities but also deepening the relationships that the bank shares with its customers. The Bank also has an understanding that delivering customer experiences that are great is critical in order to attain success in the priority segments and in face of the challenges as well as the opportunities that the external environment and the digital transformation has brought about. The focus is on making life simple for the customers, adopting innovations for them and developing deep relationships with them. The focus will be on execution with the aim of improving the way business is carried out and for managing change. It is progressing towards an organisation that is performance driven. It has been executing changes well, bringing about transformations in processes for speed as well as reliability and maintaining its foundations (NAB, 2015). Criticisms of the Business Practices Two of the business practices of NAB were at the receiving end of criticism in the past. In the first instance in 2002, the bank was accused of breaking an agreement which although unwritten was aimed towards restoring the tattered reputation of the banking industry. As per this, the plan of NAB for closing 56 branches in the rural areas ignored an understanding that was present between the top bankers club of avoiding taking such measures that would result in causing further damage to the public image of the banking industry. This has resulted in a community outrage against NAB which even prompted another bank ANZ offering NAB to purchase its branches. This happened at a time when the image of the banking industry was already quite weak. For the sake of earning profits in the short term, the banks risked its image. The outcome was that NAB said that it would be offering services in the towns that were affected by means of post offices (Sydney Morning Herald, 2002). The second business practice of NAB that came under criticism in the recent years were the revelations that the financial advice arm of the bank was involved in forging the signature of the clients as well as in file reconstructions. It was also involved in giving poor advice which resulted in compensation payouts for few of the clients. This is a way underscored the problem which was existing in the industry of financial advice of Australia (Ferguson Williams, 2015). The report also explained that in the previous five years, there were instances where the planners of NAB had not only forged the signatures of the clients but also manipulated the files of the clients in order to cover up their poor compliance. Certain major incidents were ongoing. The bad behaviour on the part of the banks financial wing was detected as a result of the complaints that the clients lodged and also the queries that were out forward by the regulators. This business practice enraged the staff and they came to belief that the bank was still fostering profit over everything else.The outcome of this business practice was the suspension, termination and resignations of 31 financial planners of NAB as well as the aligned advisers in the last two years as a result of inappropriate advice, conflicting interests, practices that were inappropriate and serious repetition of breaches in compliance. 6 more people were sacked from an advice network owned by NAB Meritum which had 11 0 planners. It also led to calls for broader reforms in order to protect the consumers from the advisers who are unscrupulous (Ferguson Williams, 2015). Environmental Analysis for the Involvement of the Organisation in the Context of the Industry that it Operates In A massive overhaul in the financial system of Australia has been introduced with the aim of acting as a bulwark for securing the system in case there is shocks in future like a financial crisis on a global scale. The aim is ironing out the several competitive inequities which exist in the system that result in disadvantages to the regional banks that are smaller and at the same time also acknowledge the fact that the financial landscape is being changed by the digital revolution and is bringing in new entrants which have to be accommodated inside the regulatory framework (Knight, 2014). The banking sector has over 60 commercial banks. The central bank is the Reserve Bank of Australia which is at the apex. For safeguarding and improving this sector a number of reforms have been implemented by the Government. This has resulted in increased number of banks. At present the banking system in Australia is among the most developed worldwide. The country has a substantial bank-based development of the financial sector through the years by means of reforms which have increased the strength of the institutional framework. However, challenges exist in the form of exposure and concentration (Nyasha Odhiambo, 2013). Swot Analysis of NAB Strengths Brand name is strong It is among the leading financial players with products as well as services which are diverse. The bank has a good revenue as well as interest income It offers financial services in personal as well as business categories Weaknesses The decline that has occurred in revenue is having an affect on growth Absence of global acclaim Opportunities It can expand into other nations Diversification of portfolios Centre for asset management JVs and acquisitions Threats Stiff competition faced from other market players Changes in the rules and regulations of the Government and financial crisis Organisational Structure and Leadership Style at NAB The NAB recently made announcements regarding changes in its organisational structure and also in its Executive Leadership Team in order to drive constant emphasis on its businesses in Australia as well as New Zealand. According to the CEO of the NAB Group, Andrew Thorburn, the successful demerger along with IPO of Clydesdale Bank which took place in the early part of 2016, and also the 80% sale of the Life Insurance Business almost in the completion phase, the time was right was driving into the following stage of changes in the organisation. Such changes are expected to usher higher degree of momentum as well as energy to the goal of the organisation to be customer focused and more simple. It would also assist the organisation in delivering both the shareholders and the customers with better outcomes (NAB, 2016). The organisational structure consists of an executive leadership team which is headed by the NAB Group CEO Andrew Thorburn (NAB, 2016). The organisation is highly passionate about its values as they help in capturing the essence related to their aspirational culture and are a reflection of their deep care for the way of doing things. They provide guidance to the behaviours, actions and decisions while interacting with each other, the communities and the customers. The values that act as guiding principles in inspiring them for meeting the customer needs and achieving the strategy are as passion for their customers, a willingness to win, being bold, respecting people and doing the correct thing (NAB, 2016). The leadership style of NABs Chief Executive Andrew Thorburn is participative. He is seen many times to use blunt language that is mostly avoided deliberately by the other business leaders. However, his focus has been on the people all through his career and has the experience of leading a large organisation on markets that were mature (Yeates, 2014). He has the capacity of quietly motivating his staff although he himself maintains a low profile. He believes in developing a strong culture of leadership (Eyers et al., 2014). The leadership style which is participative places value on the inputs that the team members provide. However, the responsibility of taking the final decision is that of the participative or democratic leader. Such a leader boosts the morale of the employees as employees contribute to the process of decision making. In case there are changes that are required to be made in the organisation, such a style of leadership assists the employees in accepting the changes easily as they have been a part of that change process. Such a style is able to face challenges when decisions have to be made by the organisations in short time periods (Bell Mjoli, 2014). Conclusion The paper analysed the development of strategic leadership at NAB. It was observed that the organisation has undergone changes in its strategy to become more focused on the segments that are the priority ones, on enhancing the experiences of the customers and also on carrying out execution in a manner that is relentless and flawless. The organisation faced criticism in the past regarding its business practices but was able to come out of it. Recently, there were changes in the organisational structure and the currently there is a Group CEO for NAB with an Executive Leadership Team. The core values of NAB comprise making investments in people and also their development so that the strategies can be executed in a successful manner. The style of leadership of the Group CEO is participative which facilities changes to take place in the organisation. Bibliography Bell, C. Mjoli, T., 2014. The Effects of Prticipative Leadership on Organisational Committment. African Journal of Business Management, 8(12), pp.451-59. Eyers, J., Moullakis, J. Wilkins, G., 2014. NAB surprises market by naming Andrew Thorburn as next CEO. James Eyers, Joyce Moullakis and Georgia Wilkins, 3 April. Ferguson, A. Williams, R., 2015. Whistleblower's NAB leak reveals persistent bad behaviour in financial planning, fuels royal commission calls. Sydney Morning Herald, 21 February. Knight, E., 2014. The banking sector reform will affect every Australian. The Sydney Morning Herald, 8 December. NAB, 2015. 2015 - Annual Review NAB. [Online] Available at: https://www.nab.com.au/content/dam/nabrwd/About-Us/shareholder%20centre/documents/annual-review-interactive.pdf [Accessed 3 September 2016]. NAB, 2016. Executive Leadership Team. [Online] Available at: https://www.nab.com.au/about-us/our-business-at-a-glance/executive-leadership-team [Accessed 3 September 2016]. NAB, 2016. Nab Announces Oraganisational Structure and Executive Leadership Changes.[Online] Available at: https://news.nab.com.au/nab-announces-organisational-structure-and-executive-leadership-changes/ [Accessed 3 September 2016]. NAB, 2016. Our Values. [Online] Available at: https://www.nab.com.au/about-us/corporate-responsibility/responsibility-management-of-our-business/high-performing-diverse-and-inclusive-workforce/our-values [Accessed 3 September 2016]. Nyasha, S. Odhiambo, N.M., 2013. The Australian Banking Sector Reforms: Progress and Challenges. Corporate Ownership and Control, 10(4). Sydney Morning Herald, 2002. NAB breaks code of behaviour. Sydney Morning Herald, 15 April. Available at: https://www.smh.com.au/articles/2002/04/14/1018333454094.html [Accessed 3 September 2016]. Yeates, C., 2014. Andrew Thorburn, NAB's new straight shooter with a messianic touch. The Sydney Morning Herald, 11 July.

Writing a Good Research Report Essay

Writing a Good Research Report EssayWhen I first began my undergraduate degree, I realized that I would need to take part in research paper research essays to help me along with my education. However, while there were some professors who looked favorably upon this practice, I was met with a number of negative responses from colleagues. This gave me an idea, and as a result, I have become passionate about doing my best in writing a good research paper essay.So how does one go about writing a good research paper essay? While some might suggest writing the essay during your final year of college, it is actually very important to do so while you are still in high school. If you can get past the initial hesitation, it can save you a lot of time and unnecessary frustration.The first step to writing a good research paper essay is to gather all of your materials. This means a dictionary, a geography book, a recent history book and any other reference material that may be needed for the essay . One method I used was to write down a list of what my writing was about and then attach the name of the person whose writings I was quoting. It has helped me with the clarity and grammar when I am editing the research report essay to make sure I did not quote someone who didn't write about it properly.The next step is to begin researching what you want to write about, and then start writing. As you read, you will start collecting information. Next, it is important to re-read what you have written and put it into context, and finally organize it into a logical outline.In order to make sure that your research report essay is clear and easy to read, you need to make sure that you start out with a strong thesis statement. This will help guide the reader through the content of the research report essay, and it is especially important to include a conclusion to help close the essay.As a final step, you will need to gather quotes from people who have firsthand knowledge on the topic, whi ch will help make the research report essay easier to understand. There are many places where you can get quotes, but I have found that Harvard University's web site is one of the best sources of quotes.Now that you know what you are going to need to write a good research report essay, the rest will fall into place. As you continue to do research, you will find that this process is no longer complicated, and you will quickly get the hang of the writing process.It is really easy to write a research report essay if you just follow these simple tips. The more you read and write, the better you will become at this type of writing.