Top Down And Bottom Up Management Styles

Top Down And Bottom Up Management Styles The top-down model is a management strategy where scientific investigation leads the process of identifying and designating specific areas (Kelsey et al., 1995 in MPA connections, 2004). This model is an approach to planning that usually involves a centralized government imposing regulations or laws on resource users (MPA connections, 2004). This model can be very controversial and give rise to opposition as it fails to adequately take into consideration and represent the concerns of stakeholders in the MPA designation process which can result in a community with little understanding of, or support for an MPA site proposal or its management plan (Brody, 1998). This top-down management strategy tends to produce paper-parks in which natural resources continue to be degraded due to ineffective enforcement measures and little compliance with rules and regulations (Brody, 1998). This seems to be evident with regards to Buccoo Reef, where decisions about the BRMP are largely made by govern ment officials or management authorities without considering the contributions of many stakeholders. The local community especially those indigenous to the Buccoo Village region, feels disrespected by the lack of communication, and feels that their opinions should be taken into consideration. This lack of communication and support of community involvement, had led to a community that is somewhat disenfranchised, rebellious and uninterested in contributing to protection of the resource. The bottom-up management strategy employs the emphasis on acknowledging local values and perspectives as well as adapting designations to prior use patterns (Fiske 1992 in MPA connections, 2004). This model is a planning approach that usually combines scientific knowledge with traditional knowledge of the users in order to understand and accommodate how they rely on the resource (Graham et al., 1992). Protected areas, either terrestrial or marine, are diverse in their specifications and goals, but share a crucial common ingredient: the role of the public (Springer, 2006). It has thus been realized that biodiversity conversation initiatives cannot be thought in isolation of social issues (Mishra et al., 2009) and biodiversity conservation schemes that do not take local people into account not only raise ethical issues, but also run the risk of being self-defeating (Few, 2000) since ignoring the role of local communities will only exacerbate the problems associated with natural resourc es (Camarago at al., 2009). It is important to note however, that social systems are made of complex components, some of which are inevitably oppositional (Springer, 2006). Nevertheless, these variable roles played by diverse groups of people can contribute to the success of the designated protected area, or in some cases, fracture the entire scenario (Springer, 2006). Over the past two decades, it has become widely recognized that the management of protected areas should include the cooperation and support of local communities (Wells Brandon, 1992). There has been a growing realization that the conventional Gun and Guard method of conservation is no more effective in dealing with the socio-ecological complexity and political dimensions of biodiversity conservation (Mishra at al., 2009). Dealing with such a multidimensional issue, requires integrated approaches that recognize the interconnectedness of social and ecological systems and attempt to link science, policy and societal goals through interdisciplinary methods of problem solving and multi-stakeholder involvement (Mishra et al., 2009). Failure to adopt an interdisciplinary approach to protected area management and manage protected areas as human ecosystems can compromise the biophysical values for which protection was sought (Stevens, 1986 in Lane, 2001). This realization has encouraged the development of community-based conservation (Mehta Kellert, 1998 cited in Bajracharya et al., 2005), which emphasizes the role of communities in decision making (Adams Hulme, 2001). Community Involvement Community-based conservation approaches to decision-making in the management of protected areas are increasingly being implemented (Bajracharya et al., 2005) and many projects have now been initiated in various countries, most notably in Africa, where implementation of such community-based conservation practices have contributed to decreases in poaching and improved conservation (Wainwright Wehrmeyer, 1998 cited in Bajracharya et al., 2005). Designation of protected areas can sometimes result in a variety of negative consequences for rural or local communities by means of restriction of access to traditionally used resources, disruption of local cultures and economies by tourists, resulting in social and cultural disruption and possibly enforced poverty (Mishra 1982 in Bajracharya et al., 2006). These issues have heightened concerns and have led to the growing recognition that for protected areas to be effective, local people need to be closely involved in their management (Wells B randon, 1992). Several research papers have emphasized that failure to recognize the relationship between nature and people can precipitate local social disruption among other negative impacts (Lane, 2001). The approach of community-based protected area management attempts to influence the thinking and attitudes with the hope that this will eventually lead to changes in behavior, although in some communities, such changes do not always occur (Infield Namara, 2001 in Bajracharya et al, 2005). Achieving community-based conservation is very complex. It is very difficult to stipulate a single value or goal onto an entire community of varying stakeholders as that can be restrictive and ultimately ineffective because it does not represent the community as a whole (Springer, 2006). The extent of variation depends on many factors, such as, the size and character of the community in question, the social cohesion of that particular community and the underlying motivation in making unified decisions (Mascia 2004 cited in Springer, 2006). There is no single, definitive framework that can direct diverse communities toward full agreement of any particular issue, thus encouraging communities to come to a decision that represents a broad spectrum of motivations will facilitate the formation and acceptance of alternative and perhaps even more creative solutions (Chrislip, 1994 in Springer, 2006). It is extremely necessary to understand the social dynamics of protected areas as it can hav e important implications for the implementation of management decisions. The central idea of community-based management or co-management as it is sometimes interchangeably referred, is the idea that if park managers can establish a cooperative relationship with local residents and park users, in which the responsibility is shared, then the task of the professional manager and the nature and importance of local management problems can be significantly changed (Lane, 2001). Establishing a cooperative relationship however depends on how the issue is addressed to stakeholders. Management must determine how best it can interact with the local community to achieve reciprocally acceptable goals (Springer, 2006). As suggested by Springer (2006), the best way to guarantee the accomplishment of these goals is through familiarity of the complex social connections within the community of interest (Springer, 2006). In order to gain an understanding of the intricate social dimensions of any community, it requires a close analysis of that particular community which will call for significant consultation and collaboration with various community members (Chrislip 1994, cited in Springer, 2006). This collaboration between conservation planners and stakeholders is crucial to integrating protected areas into the local socioeconomic fabric of the community, thus overcoming local opposition and behaviors that would otherwise undermine conservation goals while developing effective partnerships between local stakeholders and conservation planners (Lane, 2001). These co-management or community-based arrangements have the potential to provide economic benefits for local peoples (Smyth, 1992 cited in Lane 2001), however the extent of the economic benefit is determined by the nature of the relationship between the community and managers and the willingness of the managers to consider local economic issues (Lane, 2001). To achieve effective collaboration, approaches are required that effectively engage the local community in management and decision making, and that enable their livelihood needs to be adequately met (Bajracharya et al., 2006). This concept of linking conservation with community development has resulted in a major shift in conservation management, based on the assumption that if local communities derive some benefits from conservation, they will in turn be more likely to contribute to the conservation of biodiversity (Wells Brandon, 1992). This linkage of conservation ideals with the societal realm of protected areas addresses biological, cultural, economic and political concerns while empowering communities through effective collaboration and integration in conservation efforts (Granek and Brown, 2005). Before gaining local stakeholder and institutional participation, it is imperative that stakeholder education be a prerequisite to the planning and participation process. Educational programs should be implemented that acknowledge stakeholder concerns and educate stakeholders about the benefits and limitations of implementing a protected area. Granek and Brown (2005) showed in their studies on the Comoros Islands that educating about the natural history to local resource users resulted in greater understanding and appreciation of protecting local resources (Lundquist Granek, 2005). Education however, should not be limited to only stakeholders, but rather include scientists and managers to be educated on issues that will increase their understanding of the socioeconomic processes that will habitually affect implementation (Lundquist Granek, 2005). These processes include information on resource industries, political systems, legal frameworks for protection, social systems and consid eration of potential socioeconomic impacts of protected area designation. Education, though fundamental is not the only area in which focus needs to be placed. Of extreme importance as well is the need for the goal of the protected area to be clearly defined. Explicit goals and objectives that are defined early in the design process is important for improving communication and standardizing expectations of stakeholder groups (Lundquist Granek, 2005) thus allowing stakeholders to be fully aware of the expected outcomes and methods for measuring success consequently encouraging more willing support. Management examples Marine protected areas have met limited success in many developing countries and some researchers attribute part of these shortcomings to inadequate attention to the social context of conserving marine resources (Cinner, 2007). Marine protected areas are important in protecting the marine environment, but are also have substantial socio-cultural impacts (Badalamenti et al., 2000). In many MPAs, the success of the protective initiatives often tends to be proportional to the degree of involvement of the local community (West Brechin, 1991 cited in Badalamenti et al., 2000). Considering the fact that effective execution of community involvement programs is quite multifaceted, one may be curious as to how many programs have actually been implemented and what factors contributed to its success or demise. Granek and Brown (2005) conducted a 3 year study that analyzed the co-management practices implemented in Mohà ©li Marine Park, Comoros Islands. Their assessments proved that even though the co-management approach had some inevitable weaknesses, the strengths significantly benefited the park. Granek and Brown (2005) showed that co-management that integrated education, use of indigenous local knowledge, capacity building and community commitment provided partial mitigation where there was a lack of resources, weak governmental enforcement and inadequate scientific data. Through this integration, the local empowerment that resulted contributed to the development of a conservation ethic that provided potential for long-term success through local interest (Granek Brown, 2005). Co-management in the Mohà ©li Marine Park also proved to empower community leaders and therefore evaded traditional hierarchical political structure (Granek Brown, 2005). Involving the community proved to be of significance because this particular park lacked adequate scientific data, therefore requiring traditional knowledge as a substitute for limited ecological data. This in turn sparked local interest in being active in tracking the parks success. Unfortunately however, with these strengths also exists shortcomings of this co-management approach, for example, parks such as these that are based on limited scientific data and rely on traditional knowledge may hinder effectiveness. A lack of baseline data limits the ability of future research to quantitatively measure success (Granek Brown, 2005). There is also the problem of inadequate government resources that can affect the park success and although there is community involvement in monitoring and policing the park, lack of adequate government enforcement continues to affect its success. Other shortcomings include larger scale political and economic issues such as overpopulation, or lack of available funding which can undermine conservation efforts. However, all in all, the co-management of Mohà ©li Marine Park has been successful thus far and the park has seen a notable increase in ecotourism with an average of 200 visitors per year, and even though the designation and impl ementation of this park were limited by available science, technical and financial resources and federal personnel, it has been compensated by the strength and interest of the local community (Granek Brown, 2005). Successful community-based management has also been observed in the case of Puerto Morelos reef, Mà ©xico. In this MPA, the establishment and maintenance had five stages (a) community leaders who would participate in the project were identified (b) consensus on the need to protect the reef through discussion among stakeholders, NGOs and scientists were generated (c) involvement of government agencies in establishing the status of the MPA (d) take-over of decision-making by centralized government agencies and; (e) continues problem-solving process between the government and stakeholders (Rodrà ­guez-Martinà ©z, 2008). As previously mentioned, education plays an important role and in Puerto Morelos, public education was a main factor in gaining community support for the creation and management of the MPA. General education programs began in the early 1990s with participation of NGOs and scientists and expanded to schools with local teacher researchers, tourist operators and MPA pers onnel in 2003 (Rodrà ­guez-Martinà ©z, 2008). Permanent educational programs began in 2004 which were designed to teach tourist guides about the values, functions, uses and fragility of coral reefs in order to heighten their interest in coral reef conservation and to provide them with better tools for work (Rodrà ­guez-Martinà ©z, 2008). Visual aids and public awareness materials such as websites, booklets and fliers were also used to educated students and the wider public. The efforts put into community education highly contributed to an increase in the willingness to accept the MPA designation and also allowed all community sectors to be open to participation during and after the creation phase. The ultimate result is that Puerto Morelos reef has a very cohesive management strategy that gives the community a sense of ownership of the process and readiness to comply, resulting in an increase in the development of social capital. Pollnac et al., (2001) examined the factors that influence the success of community-based marine protected areas in the Visayas, Philippines. The Phillipines is an extreme example where governmental policy, international aid, universities and NGOs have resulted in the establishment of over 400 MPAs (Pollnac et al., 2001). However, only about 20-25 percent of these MPAs in the Phillipines are successful, raising concern that this high failure rate may result in the rejection of the community-based approach. This study was conducted on 45 community-based marine protected areas in the Phillipines to conclude what factors led to the small success rate and whether or not these factors can be used to better the situation of the other 75 percent of MPA designation. At the conclusion of their study, it was indicated that six main factors appeared to be the most important in the overall success of the community-based MPAs on their sample. Population size was the first observed factor, where the population sizes of the successful MPAs was noted to be relatively small (Pollnac et al., 2001). It was observed that for initial cooperation, a perceived crisis was needed before the project was started, for example reduced fish populations. There was also the need for successful alternative income projects considering the community may not be able to use the resource after protection was designated. A relatively high level of community participation in the decision making process that was high on the democracy scale with, continuing advice from the implementing organization along with inputs from the municipal government were also noted. Though these factors were deemed the most important, it is important to note that they are not the only contributors and even though they worked in these areas the factors may differ in other areas. Hind et al. (2008) conducted studies in Apo Island, Phillipines in attempt to show the benefits of community involvement (bottom-up approach). This study analyzed the effects of the transition of Apo Island from being rated one of the best community-involved MPAs to changing into a top-down, solely governmental organized MPA. Observations showed that the MPA went from being fully supported by the community to complete community disenchantment. This change in management strategy by governmental take over resulted in the exclusion of the community and stakeholder input, resulting is lack of interest and compliance to regulations. Considering the complex heterogeneity of the existing community within the Buccoo Reef and Bon Accord region, sole community management may be very difficult to achieve as there will be a plethora of opinions and personal preferences to appease. Considering the aforementioned examples of successful community management of MPAs where the communities involved are somewhat fluid and more dependent on the resource and thus focused on the goal of conservation rather than that of personal gain as the community of Buccoo Reef, leads to another obstacle in achieving effective community management. This therefore lends to the suggestion of a combination of both top-down and bottom-up strategies to ensure effective management. Recognition is growing for such a combined management strategy as being ideal, as it is an approach that is government-driven but also heavily involves stakeholders (MPA connections). This therefore can lead to an increase in the social capital of the region as involveme nt in the decision making process can heighten interest in conservation and protection of the MPA. In the Caribbean there are said to be greater than 285 MPAs (Burke and Maidens, 2004). The management success of these parks highly varies, with some just being paper parks, and others being successfully managed (see figure 8). In order to obtain this information, Burke and Maidens (2004) analyzed effectiveness of MPAs based on four major criteria: the presence of management activity and to what extent enforcement is executed, the presence of a management plan and the presence of resources. The results obtained showed that as much as 49% of MPAs in the Caribbean region are deemed as being inadequate with only 5% being considered good. Some studies suggest that MPAs are frequently unsuccessful as a reef conservation strategy especially in developing countries, where socio-economic factors such as poverty can drive resource exploitation and the capacity for enforcement is often lacking (McClanahan 1999, in Cinner, 2007). Tourism and Carrying Capacity Tourism is the fastest growing sector of the global economy, and in most countries, coastal tourism is the largest sector of this industry (Tourism and Recreation). In many countries, especially developing small island states, tourism contributes a significant and growing portion of GDP and is often the major course of foreign exchange (Tourism and Recreation). In 1998, direct and indirect GDP from travel and tourism in the Caribbean was over US$28 billion, accounting for approximately 25% of the regions total GDP (WTTC 1999 in Tourism and Recreation). In the Caribbean, tourism is largely coastal or marine in nature and has been built upon the traditional aesthetic appeal of beaches, a marine environment suitable for a range of recreational activities, and warm weather conditions all year round (Tourism and Recreation). Considering the lure of the natural environment, the tourism industry within the Caribbean benefits largely from pristine surroundings, and thus, uncontrolled expansi on and mismanagement can harm the very resources on which it is based (WTTC et al., 1997 in Tourism and Recreation). Tourism growth rates vary greatly among Caribbean states, with U.S. Virgin Islands and Puerto Rico being 15-19% between 1990 and 1994, while that of Grenada, Aruba, Trinidad and Tobago and the Caymans reported as being 33-37% growth, and that of Belize , St. Lucia and Guadeloupe amounting to as much as 50-65% growth for the same time period (Tourism and Recreation). Marine protected areas are established for the primary purpose of conservation or preservation (Agardy et al., 2003), but their multiple use designation often incorporates a recreation and tourism component (Sorice et al., 2007). Undoubtedly, these use values benefit local and regional economies while also raising awareness and support of coral reef conservation, but unfortunately however, tourism and recreation participation can pose various threats to the marine resources, especially to fragile ecosystems such as coral reefs (Sorice et al., 2007). This illustrates the well-known concept of tourism as a double-edged sword and the tenuous balance between positive and negative impacts (Diedrich, 2007). In the past 20 years, there have been larger increases in visitation to marine protected areas in many parts of the world (Inglis et al., 1999).With this increase, is an associated increase in rates of participation in marine related activities such as snorkeling, scuba diving and reef walking (David and Tisdell, 1995) and thus, MPAs are increasingly challenged to maintain or increase tourism benefits while striving to protect the resource (Sorice at al., 2007). Tourism has been thought of as a low-impact coral reef use, relative to extractive practices such as harvesting corals and fish for commercial purpose (Talge, 1993 in Zakai and Chadwick-Furman, 2002), however recent evidence has demonstrated that reefs may become degraded as a result of poor planned or intensive tourist use (Jameson et al., in Zakai and Chadwick-Furman, 2002). A number of studies have demonstrated that recreation and tourism activities such as scuba diving and snorkeling are threats to coral reefs because touching, standing, or trampling on reefs can cause serious damage such as coral breakage, abrasion and mortality (Hawkins et al., 1999 in Needham, 2010). Studies conducted on reef flats in Egypt have proven that heavily trampled reef flat areas showed a linear increase of coral damage with increased trampling intensities resulting in reduced coral cover, higher amounts of coral damage, less old dead coral, less obligate corallivorous fishes and more herbivores (Leu jak, Ormond, 2007). Considering these findings, it might become necessary to restrict the number of visitors to a site, which raises the question: How much use is too much? In order to attempt to answer such a question, one must consider looking at the notion of carrying capacity. Carrying capacity in tourism is a term used often to measure the level of tourism or tourism development an area can accommodate without adverse effects on the resident community, the natural environment, or the quality of visitor experience (UNEP AND WTO, 1992 in Tourism and Recreation). The basic concept of carrying capacity, the need for a limit of threshold in the tourist activity is present in one way or other in the concerns and priorities of local policy makers for sustainable tourism development (Kostopoulou and Kyritsis, 2006). However, to the extent that tourism related pressures on the natural environment create problems on the functioning of protected areas, management agencies need to determine what the various thresholds should be (Kostopoulou and Kyritsis, 2006). When considering thresholds, research has proposed two distinct carrying capacity concepts. Firstly there is the notion of, ecological or biological carrying capacity, defined by Martin and Uysal (1990) as the maximum number of tourists that can be accommodated without causing excessive environmental degradation; and by Hawkins and Roberts (1997) as the amount of use below which an ecosystem can tolerate the amount of disturbance or stress, but above which degradation ensues (Leujak and Ormond, 2008). Secondly, there is the concept of social carrying capacity, which is defined as the level of use before a decline in users recreation experience ensues (OReilly et al., 1986). Social carrying capacity has been proposed as a management tool for use in coastal tourism, with a decline in attractiveness of a beach location, as detected by a decline in visitor numbers being taken as an indicator of unsustainable resource use (OReilly, 1986). Any tourist destination where the environment is important can lose its attractiveness through either deterioration of the environment most likely due to crowding. Several studies have been undertaken to investigate visitor perceptions, mostly in terrestrial settings, with only a few in marine environments (Leujak and Ormond, 2007). However these studies have confirmed crowding as one of the major factors contributing to visitor dissatisfaction (Hoover et al., 1985 in Leujak and Ormond, 2007), with perceptions of crowding depending on different factors such as visitor characteristics and the location where encounters take place (O Reilly et al., 1986). Studies have shown that crowding norms appear strongly dependant on expe ctations, with visitors with greater experience of nature being more sensitive to visitor density (Manning 1985 in Leujak and Ormond, 2007). Intensified recreational use has been shown to reduce recreational enjoyment as negative impacts such as litter, or damage to plants, trees or corals tend to reduce aesthetic appeal and overall experience, although individuals with a lower degree of environmental concern appear to be more accepting of such impacts (Priskin, 2003 in Leujak and Ormond, 2007). Visitor behavior also has an influence on a locations carrying capacity, as visitors may either simply not be aware of the impact they are having, they may be unable to change their behavior as a result of inexperience (for example inexperienced snorkelers or weak swimmers may be in need of instant rest while being out on a reef), or they may be unaware if existing regulations (Leujak and Ormond, 2007). As such it is important to take visitor perception, awareness and satisfaction into accou nt when accessing any tourist destination, or in this case, a protected area as it can provide essential information for sustainable management (Daily 2000, in Uyarra et al., 2009). Leujak and Ormond (2007) used this notion of social carrying capacity and administered questionnaires at various park locations in Egypt which addressed activity preference, coral reef knowledge and park regulation awareness. Visitor perception of reef quality and crowding were also taken into consideration. Based on their findings, it was estimated that to achieve a greater than 50% of visitors being satisfied about reef health, average coral cover would need to be around 25 to 30%, whereas a decrease of coral cover to 20% would leave only 40% of visitors satisfied and a reduction to 10% would leave only 25% satisfied (Leujak and Ormond, 2007). Results from this study showed that experienced recreationalists were more susceptible to overcrowding, preferring fewer people, whereas the less experienced showed preference to larger crowds. Various literatures have stated that determining the carrying capacity of a reef system is highly specific and still somewhat not fully understood. Ho wever, despite the difficulty of accurately assessing the carrying capacity of coral reefs for recreational use, the concept of carrying capacity remains an important and useful tool for coral reef management (Davis and Tisdell, 1995). Management must develop a concept that establishes the best allowable rate of visitation for the specific park in question as there is no one way to determine this since each site will have varying factors acting on it. It is important to assess these factors in order to allow for sustainable tourism within any protected area. The management plan of BRMP has indicated the need to establish some sort of cap on visitation to the reef in order to achieve sustainable usage however no methods to achieving this goal have been mentioned. Sustainable tourism development not only has the potential for longer-term economic benefits for a community, but also can serve to limit environmental degradation (Tourism and Recreation).

Case Analysis Ford Motor Company Essay

Introduction Ford Motor Company is one of the largest multinational automaker in the world and part of the Detroit Big Three, along with GM and Chrysler. Since its inception in June 16, 1903, Ford has gone through many ups and downs. Competition from domestic and international manufacturers, globalization, advancements of technology and the great economic downturn in 2007-2008 meant that Ford had to rethink several of its strategic decisions if it had to survive in the marketplace. When Henry Ford started the company, automobiles were a luxury good that could only be afforded by the rich. He wanted to provide these vehicles to the general public at an affordable price, because Ford believed that this product had the potential to transform society. As such, he focused on production and supply chain efficiency related to the implementation of the assembly line manufacturing process and Ford’s vertically integrated supply chain to produce automobiles at a mass scale. The US auto market was pr imarily dominated by the US Big Three, but this changed during the early 70s and 80s. The increase in gas prices and need for fuel efficient vehicles saw consumers seeking out for Japanese imports, which met the new fuel efficiency standards. The market already was beginning to get competitive. In order to act, Ford tried to cut it costs by downsizing its workers and plants, whereas the need was fuel efficient cars. Ford later regained some of its market in 1988 by diversifying its product offerings by purchasing luxury European brands. It tapped the Chinese market as well beating GM in 1997. Ford had to cut many of its workforces and sell many of its plants during these periods in order to keep costs at a minimum level. The economic downturn of 2007-2008 saw the automobile manufacturers taking a big hit. They were reduced to a position where they needed to ask the US government for a $34 billion bailout. Many uncertainties remained as to what had to be done to sustain in the future. The biggest strategic change came with the decision to hire Alan Mulally in 2006. Mulally made many effective and important changes to Ford’s corporate structure, such as, the ONE Ford plan to create a leaner, more efficient global enterprise and return the company to profitability. Under his guidance, Ford had to restructure its entire business as it was the only way to survive in the highly competitive market. Every step taken by Ford has been risky, but they have yielded result. Ford has overcome challenges of  heavy competition, economic depression and threat of bankruptcy. It is a prime example of how exceptional leadership and strategic skills can help overcome hardships despite turbulent times. Situation analysis 3I Analysis Immediate Competitors Ford Motor Company is operating as one of the leading competitors in the US Automobile Market with 18.4 % of the total market share. The two major competitors of Ford are Chrysler Group LLC and General Motors (GM) with market shares of 11.4% and 20.4% respectively. These leading players of the US Automobile market, together, are known as â€Å"The Detroit Three† and are operating as the key local competitors of the US market. Among the other major global competitors of Ford, Toyota and Honda are competing with market shares of 10.5% and 8% respectively. Impending Competitors Comparatively smaller players of the US Automobile market may pose a threat to Ford Motor Company in near future. Competitors such as Kia (4.3%), Hyundai (5.6%), and Nissan (6.8%) are also trying to firmly hold their position in the automobile market. Mazda, BMW, Mercedes, Mitsubishi, Subaru, Volvo, and Suzuki are also operating as impending competitors of Ford within the automobile market, contributing to 26.3% of the remaining market shares. These competitors can potentially extend their business operations in future and change their strategies that may directly or indirectly affect the operations of Ford Motor Company. Invisible Competitors In spite of potential risk factors, the automobile industry of US is a lucrative industry to compete in. Hence, China and India are expected to expand their automobile business to US very soon. China has already displayed automobiles of Brilliance, Geely, Great Wall, and BYD at the US Auto Shows. BYD specializing on fuel efficient cars may pose a major threat to Ford Motor Company in future. The European market can also become a  potential threat by launching new and sustainable automobiles in the US market and may succeed due to advanced innovation and sustainable manufacturing processes. General analysis Economic: Gas prices quadrupled during the 70s and 80s when the Middle Eastern OPEC nations halted exports to the US and other European nations. The global economic downturn of 2008 saw the US auto sales declining by 37% compared to the last year. Ford, GM and Chrysler had to go to Washington DC to ask the government for $34 billion bailout. In 2011, the earthquake in Japan disrupted production and rising gas prices affected consumer demand. Political/Legal: New vehicle sales in 2009 received support from the federal government when US president Barack Obama signed the â€Å"Cash for Clunkers† bill into law in June. Rules and regulations on vehicle mileage and emission standards are established by the federal government. After talks with the automakers, the Obama Administration eased the requirements to 54.5 mpg, with a 3.5 percent per year increase in fuel efficiency for light trucks through 2021, but kept the requirement for passenger cars at 5%. Environmental: When a massive earthquake and tsunami hit Japan in March 2011, Japanese automakers and parts suppliers experienced major disruptions in their operations and declared that productions would probably not reach normal levels before fall. The increasing global focus on sustainability and need to develop alternate power sources for vehicles, increasing population has led to increase in fuel demand, thus leading to higher gas prices and an increased impact on the environment. Recently the Obama Administration and the auto manufacturers were in negotiations over new standards that could reduce global warming emissions by millions of tons per year and decrease oil imports by billions of barrels during the life of the program. Technological: Today’s consumers are technology-savvy than ever before and with the vast amount of information available on the internet they have access to an almost unlimited amount of information to compare products to determine the vehicles that meet their needs. An alternative to fuel known as biofuel or â€Å"farm fuel† E85 might reduce US dependency on foreign oil and develop a domestic industry that supports farmers. Hydrogen fuel cell vehicles are still in the early stages of development but have the potential to reduce US dependency on foreign oil significantly and lower emissions that cause climate change. Social: Many of the newer models of cars target the Generation Y buyers, as they are important to automakers because they help set trends, from popularizing social media sites to technologies. Industry analysis Threat of product substitutes: High. In the 70s and 80s, the three large US automobile manufacturers which produced larger, heavier and less fuel efficient vehicles saw decline in sales while sales of Japanese imports, which met the new efficiency standards, increased. Electric/gasoline powered hybrid vehicles are the most widely used alternative powered vehicles today and many companies offer fully electric vehicles as well. As the population increases, roads and highways become more congested. Many urban areas are developing or enhancing public transportation systems such as light rail systems and subways, as well as increasing bus routes and schedules. Intensity of rivalry: High The US automotive industry faces heavy competition not only through domestic companies (Ford, GM and Chrysler), but from foreign competitors as well. In 2006, Ford, GM and Chrysler faced intense competition from foreign manufacturers such as Toyota, Nissan and Honda. Supplier power: Medium The auto industry obtains resources from a wide array of firms globally. Although the number of suppliers has decreased since the recession, some of the survivors are growing and beginning to diversify. Many suppliers rely  heavily on the auto industry for a large part of their revenue. Some suppliers even went out of business during the economic downturn and decline of the US auto industry, and more were hurt by the earthquake in Japan in 2011. It is extremely important for auto manufacturers to develop and maintain strong relationships with their suppliers to gain access to their best technologies and receive priority order fulfillment in case of material or product shortages. Buyer power: High Today’s technology-savvy consumers have access to a vast amount of information to compare products to determine the vehicles to meet their needs. Many well-informed consumers choose to shop and negotiate pricing between dealerships, while others prefer not to negotiate pricing at all. As US manufacturers lost market share to their Asian competitors, they realized the need to revise their business plans to place a much higher priority on customer satisfaction, thus creating customers for life. Threat of new entrants: High Factors such as capital requirements, economies of scale, need for distribution channel and threat of retaliation make it unlikely for a new entrant to emerge within the US. However, new entrants can succeed in the US market, as evident by the Asian automakers. Automakers established in foreign markets have been able to gain a foothold by exporting to the US and targeting a niche market. New entrants to the US auto market will eventually come from China and India among others. Marketing and Sales: Ford is now focused on building only the two remaining brands Ford and Lincoln. They now offers product mix to meet the demand of people of all classes They reach the customer through traditional media like radio, newspaper, TV commercials and by also using the social sites. They are also sponsoring famous shows and events like American Idol Service: According to the J.D. Power 2011 Automotive performance, Execution and Layout study all Ford’s newer vehicles have earned the fuel efficiency rating that were above the segment average The F-50 truck is the only large pickup that received the award for both performance and appeal in 2011 Supportive Activities: Human Resource: Ford is best in cutting off company’s employees to improve production or to face any awkward situation like loss for example In 80’s to cover up the loss resulting of not having fuel efficiency facility it cut off its workforce and close plants In August 2001 Ford eliminate 4500 to 5000 of its salaried employees using early retirement incentives In early 2002 ford closed 3 North American assembly plants for which 35000 worldwide jobs were cutoff In 2006 Ford cut 25000 to 30000 hourly jobs and 12% of management positions. It further cut 10000 white-collar job. In 2012 it closed 14 facilities as part of massive restructuring plant Technology development: Ford has invested a lot in the development of fuel efficiency and currently they have 12 vehicles with best in class fuel economy. Not only in fuel efficiency they are also improving in initial quality and appeal  (performance, execution and layout) Though they are laggards but atlast they managed to develop self-parking and blind spot detection facility. In 2011 they invested in hybrid and plug-in-hybrid and they also introduced turbocharged EcoBoost V6 engine They are in the way to introduce intelligence vehicle technology Procurement: Ford signed an agreement with Azure Dynamic Corp. to install plug in hybrid power trains in the F series super duty trucks. Financial analysis Market Share (in volume): From the above two pie charts, the market winners and losers in 2011 can be interpreted financially with the number of cars and light trucks they sold compared to the market sales as a whole (in volume): Profit over time: The following data represents Ford Motor’s net income from year 2001 to 2010: During 2001, Ford has been in bad shape financially making a loss of $162412 million. From before that time Ford was having a hard time to come back and had undertaken downsizing strategy from quite a time to lower its cost as per their profit structure. This trend continued in 2001 as well but the entrant of a CEO in July 2001 made a slight change in the strategy though it kept on with the legacy of downsizing, it also discontinued models that were unprofitable. Hence, with this strategy profits were expected but this didn’t work out, mainly because of the unstable environment of the terrorist attack in September 11, 2001. From year 2002 onward till 2005, Ford was making a bit of profit but still heavily relied on downsizing its employees from time to time. But Ford started making some major losses from 2006 onwards and in order to make this work Alan Mulally was appointed as the CEO. Hence, it came in light that Ford needed a complete restructure in order to cut down costs, lower its debts, increase its revenues, and earn higher profits. Hence, downsizing strategy continued as well but this time with the introduction of new products, discontinuing the outdated ones keeping up with changing consumer trends. With some great decisions the company was recovering and hence, lowered its net loss by 78% in 2007 compared to 2006: however, once again unfavorable economic conditions in 2008 with global downturn pulled the net loss deep down which was more than the net loss made in year 2006 which resulted in the use of downsizing once again. With this Ford applied for bailed out funds, which was rejected and was the cause for their popularity gaining more customers. And hence, with proper planning, and complete restructure of Ford, it earned profits during 2009 and 2010 with effective strategies. As seen in the graph below, Ford has definitely experienced lower sales from 2001 to 2010: but it managed to come back in 2009 and 2010 with providing cars that customer wants: which they didn’t follow earlier.

Emily Dickinson Biography - 1708 Words

Emily Dickinson, regarded as one of America’s greatest poets, is also well known for her unusual life of self imposed social seclusion. Living a life of simplicity and seclusion, she yet wrote poetry of great power; questioning the nature of immortality and death. Her different lifestyle created an aura; often romanticized, and frequently a source of interest and speculation. But ultimately Emily Dickinson is remembered for her unique poetry. Within short, compact phrases she expressed far-reaching ideas; amidst paradox and uncertainty her poetry has an undeniable capacity to move and provoke. Emily Dickinson grew up in a prominent and prosperous household in Amherst, Massachusetts. Along with her younger sister Vinnie and older brother†¦show more content†¦Dickinson neither completed many poems nor prepared them for publication. She wrote her drafts on scraps of paper, grocery lists, and the backs of recipes and used envelopes. Early editors of her poems took the liberty of making them more accessible to nineteenth-century readers when several volumes of selected poems were published in the 1890s. The poems were made to appear like traditional nineteenth-century verse by assigning them titles, rearranging their syntax, normalizing their grammar, and regularizing their capitalizations. Instead of dashes editors used standard punctuation; instead of the highly elliptical telegraphic lines so characteristic of her poems editors added articles, conjunctions, and prepositions to make them more readable and in line with conventional expectations. In addition, the poems were made more predictable by organizing them into categories such friends, nature, love, and death. Not until 1955, when Thomas Johnson published Dickinsons complete works in a form that attempted to be true to her manuscript versions, did readers have an opportunity to see the full range of her style and themes. Dickinson found irony, ambiguity, and paradox lurking in the simplest and commonest experiences. The materials and subject matter of her poetry are quite conventional. Her poems are filled with robins, bees, winter light, householdShow MoreRelatedSolitude Of A Poet By Emily Dickinson1545 Words   |  7 Pagesin Amherst, Massachusetts, Emily Dickinson was one of three children to Edward Dickinson and his wife, Emily Dickinson. According to Pettinger, Dickinson’s roots trace back to her Puritan ancestors from England in the 17th century, who later immigrated to America to freely exercise their religion (Pettinger, The Biography of Emily Dickinson). Dickinson was a quiet, intelligent individual, excelling in Amherst Academy, a school founded by her grandfather, Samuel Dickinson, and later the Mount HolyokeRead MoreEmily Dickinson : A Lover Of Nature1384 Words   |  6 PagesEmily Dickinson: a Lover of Nature Uplifting, longing, and passionate are all feelings that a reader will recognize when he reads one of Emily Dickinson’s poems. When talking about nature, Dickinson uses emotional and exceptional diction to describe what she feels. In her poems, she uses the theme of nature to give her poems a certain feeling that makes the reader never forget about it. Although some critics think that her work expresses her fears, actually Emily Dickinson expresses her unique loveRead MoreMortailty and Eternity in Emily Dickinson Poems Essay1541 Words   |  7 PagesEmily Dickinson is the epitome of the modern poet. Her poetry breaks from the traditional style with dashes to separate ideas. Dickinson, also, challenged the religious belief of her time. Growing up as a Puritan in Massachusetts, Emily Dickinson knew the bible, yet as an adult, she questioned that belief. Many of her poems seem focused on death; death of the body, death of the soul, death of the mind. Why was she so intrigued with death? The poems that embody this theme are: â€Å"Success is countedRead MoreEmily Dickinson s Emily And The English Specking World Essay1744 Words   |  7 Pages Emily Dickinson Emily Dickinson is a very well-known poet. Emily wrote many poems. She has written 1700-2000 poems (4) According to Nicolas Tredell, there was â€Å"only eleven poems published during her lifetime.† (4) She did not know about most of them being published. Dickinson’s sister found the poems and turned them in to be published. Emily did not want her poems to be seen. Dickinson is one of the great poets. Her poems were produced by America and the English-specking world (1). Emily had aRead MoreConsidered As One Of America’S Most Famous Poets, Emily1430 Words   |  6 Pagesfamous poets, Emily Dickinson wrote a variety of poetry throughout her adulthood. Yet, she failed to gain literary notice during her own lifetime (â€Å"Biography of Emily Dickinson†). Her vast ambiguity as a poet was not because of lackluster poems, however, she failed to publish nearly all of the eighteen hundred poems she had written before her death on May 15th, 1886 (â€Å"Biography †). Left to rot, Dickinson’s poems lay hidden until their final discovery by her sister, Lavinia Dickinson, who then submittedRead MoreEssay on Emily Dickinson: Life and Literature1068 Words   |  5 Pages The life led by Emily Dickinson was one secluded from the outside world, but full of color and light within. During her time she was not well known, but as time progressed after her death more and more people took her works into consideration and many of them were published. Dickinson’s life was interesting in its self, but the life her poems held, changed American Literature. Emily Dickinson led a unique life that emotionally attached her to her writing and the people who would read them long afterRead MoreEmily Dickinson1172 Words   |  5 PagesEmily Dickinson’s works are studied by various audiences from high school students to college scholars. Even without striving to hope that her works would impact so many generations, Dickinson has influence d many generations of poets and plays a major role in the development of American Literature. Dickinson did not become famous for her works until after her death in 1886. Not only is Emily Dickinson’s work important to the study of American Literature, most of her writings were composed duringRead MoreEmily Dickinsons Success Is Counted Sweetest Criticism883 Words   |  4 PagesJirawoot Sararit (B.A. English Linguistics) 1st Class Honors, SWU, Thailand Success Is Counted Sweetest Success Is Counted Sweetest is a well-known poem written by Emily Dickinson in 1859. It is obviously seen that the message of the poem is that people who do not succeed are those who truly understand success for what it is (Cummings, 2013). In other words, deprivation can lead to greater understanding and appreciation of what people lack. This paper is composed of three pointsRead MoreEmily Dickinson : Love, Life And Passion950 Words   |  4 PagesZhana Sabevska Professor Smith English 1102 8 February 2014 Emily Dickinson: Love, Life and Passion Emily Elizabeth Dickinson (1830-1886), one of the most enigmatic figures of the world of literature. The daughter of a lawyer, she was born in Amherst, a small provincial town of Massachusetts. For more than three decades of her creative activity she wrote nearly, 1775 poems and 1049 letters. The poetry of Emily Dickinson is like a warm spring breeze, so sensual and gentle, but also sharply stickingRead MoreUnique Elements Within Dickinson s Poetry1188 Words   |  5 PagesPoetry Emily Dickinson is considered to be one of the most popular and prolific poets of her time period. Dickinson had a unique style of writing which pulled in influence from both the Romantic and Realist periods. Dickinson’s style of writing had many elements, such as imagery and advanced vocabulary, which helped differentiate herself from other poets. Dickinson also explored a wide range of subjects throughout her poetry, mainly writing about religion, death, and the mind (Emily Dickinson 1659)

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