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Managing Bullying in School

Managing Bullying in School

As a parent, if my child were constantly bullied in school, I would be highly concerned about it. One, bullied children develop depression as they feel bad for being looked down upon by their mates. No one wants to be undermined, and all children need to be loved and have a smooth time in school. Bullying takes this innocence away, as a bullied child is perceived as the weak-link and thus can be bullied by anyone. While bullying might not be physical, verbal bullying leads to an emotional breakdown, and this has a long-lasting effect on the child (Muthevhuli & Obadire, 2021). Based on this, I would be overly concerned about my child being bullied.

Resolving bullying cases can be one of the most challenging issues in school. Children are often afraid of reporting bullies to the authority or parents, which can be attributed to the fear that the bullying will intensify (Smokowski & Evans, 2019). Besides, many victims of bullying perceive that they are bullied because it was their fault and that if they looked or acted differently, it wouldn’t be happening. Also, children are afraid of reporting to their parents because they are worried that their parents won’t believe them or do anything about it, while others worry that their parents will urge them to fight back when they are scared. If I found out that my child was being bullied, I would take two major steps: reporting the case to school, but with an anonymous caution to the administration to avoid bullying from getting worse. I would ask the school administration to investigate the matter and deal with it accordingly, as bullying is prohibited in school. Other than reporting, I would speak with my child and let them know that they are not alone. I would ask them to hold their anger as it won’t help to bully back. Besides, I would encourage them to act brave, walk away, and ignore the bully. Acting uninterested or ignoring the bully, whether face-to-face or on the internet, shows that you don’t care, and they will probably get bored with trying to bother the child (Briggs, 2018). 

References

Briggs, F. (2018). Smart parenting for safer kids: Helping children to make smart choices and stay safe. Woodslane Press.

Muthevhuli, B. J., & Obadire, O. S. (2021). Exploring the Effects of Bullying on Primary School Pupils in South Africa. Afr. J. Dev. Stud, 11, 209-228.

Smokowski, P. R., & Evans, C. B. (2019). Bullying and victimization across the lifespan. Springer International Publishing.

Managing Audience Expectations and Satisfaction in Opera and Theatre Suggestions for Opera North

Managing Audience Expectations and Satisfaction in Opera and Theatre: Suggestions for Opera North

Module Code and Module Name

Student Number

Executive SummaryOpera North uses music and opera to present its audience with extraordinary experiences that delight, engage, challenge, and inspire them. The company’s goal is to produce work that is not just innovative and creative, but also ambitious, and to come up with new ways to get the word out about it. A wide variety of performers, artists, and audience members are able to find assistance via Opera North. However, despite its best efforts, Opera North is facing an issue of a declining audience base. In spite of calls for organizations that support the performing arts to pay more attention to the needs of its customers/audiences, only a handful of scholars and academics have tried to measure the level of consumer/audience satisfaction in opera during performances. This information gap will be closed with the development of the first complete model of customer/audience satisfaction in the opera industry, which is the objective of this report. The purpose of this research is to demonstrate that marketing opera should place more of an emphasis on the quality of the opera itself as opposed to the quality of the opera’s ancillary services, and have better management of audience expectations and satisfaction through the use of marketing tools. Regarding the research methodology, the report is framed in the constructivist paradigm, suggesting that no universal method exists regarding how to enjoy social production. A qualitative approach is preferred. The thoughts and sentiments of participants in either the target audience or consumers are the primary focus of qualitative research. Instead, people construct their own individual means to enjoy the opera experience. The report adds that marketing campaigns play a significant role in driving consumer/audience expectations. as such, opera consumers attempt to make sense of the opera experience through interactions with the opera, other audience members, and other objects and factors in the context of cultural events in opera and theater.

Table of Contents

TOC o “1-3” h z u Executive Summary PAGEREF _Toc104185250 h 2Organisational Background PAGEREF _Toc104185251 h 4Aims and Objectives PAGEREF _Toc104185252 h 4Framework Rationale PAGEREF _Toc104185253 h 5Research Question and Methodology PAGEREF _Toc104185254 h 6Research Questions PAGEREF _Toc104185255 h 6Methodological Approach and Rationale PAGEREF _Toc104185256 h 6Research Design PAGEREF _Toc104185257 h 8Participant Selection PAGEREF _Toc104185258 h 8Ethical Considerations PAGEREF _Toc104185259 h 9Process & Internal Responsibilities PAGEREF _Toc104185260 h 9Conclusion PAGEREF _Toc104185261 h 12Reference List PAGEREF _Toc104185262 h 13

Organisational BackgroundEvery day, Opera North (2022) uses music and opera to present its audience with extraordinary experiences that delight, engage, challenge, and inspire them. These experiences are designed to be memorable. Opera North (2022) is a well-known and respected cultural institution in the United Kingdom. It is a national opera company with its headquarters in Leeds. Even though its headquarters are located in the north of England, Opera North (2022) takes a worldwide approach to its business. It is their goal to provide one-of-a-kind experiences on a daily basis as part of their purpose. The work that is produced by Opera North has been recognized with several awards and has been staged in concert halls and theaters all around the Northern Hemisphere and beyond, notably in London and at major international festivals. The Howard Assembly Room plays host to a wide variety of creative gatherings, including live performances of music and spoken word as well as film screenings. The company’s goal is to produce work that is not just innovative and creative, but also ambitious, and to come up with new ways to get the word out about it. A wide variety of performers, artists, and audience members are able to find assistance via Opera North (2022). The company believes that everyone, regardless of background or experience, should be able to enjoy opera and music. Through the participation of individuals of all ages in artistic activities and performances, Opera North Education (2022) hopes to improve the residents’ overall health and quality of life in the communities in which it operates. This is done via engagement with local communities and the presentation of thought-provoking material to successive generations of individuals. Both the Arts Council England and the Leeds City Council continue to be important contributors to the success of the company. It is also able to continue producing award-winning performances because it receives funding from a variety of private sector organizations, trusts, and individuals, as well as a specific sponsorship from the Friends of Opera North and money from its audiences (Opera North, 2022). These sources of funding allow it to continue producing award-winning performances.

Aims and ObjectivesIn spite of calls for organizations that support the performing arts to pay more attention to the needs of its customers, only a handful of scholars and academics have tried to measure the level of consumer/audience satisfaction in opera during performances. This information gap will be closed with the development of the first complete model of customer/audience satisfaction in the opera industry, which is the objective of this report. This approach integrates the lessons from the research published in the literature on service marketing (including performing arts marketing), as well as the research published in the literature on marketing campaigns and their impact on music perception and theater.

For the purpose of the report, participants will be categorized according to their gender and the number of times they attend events. The focus of the research will mostly concentrate on Opera North discussing what management should take away from opera marketing. The purpose of this research is to demonstrate that marketing opera should place more of an emphasis on the quality of the opera itself as opposed to the quality of the opera’s ancillary services. Second, professional opera companies like Opera North are more likely to attract larger audiences if they concentrate on providing an experience for their patrons that satisfies the clients’ psychological requirements (Šimić and Pap, 2019). Third, there is a need for more investigation into the reasons behind the disparate rates of church attendance among men and women.

Framework RationaleSince growing audiences is a top priority in the arts and culture industry, opera house managers and policymakers need to have a good understanding of what makes people enjoy a stage performance. Opera North is curious in what it means to be an opera company in the twenty-first century and wants to learn more about this topic. In order to produce bold and ambitious new work that may be presented in new ways, Opera North unites the many different creative forms and skills that are accessible within the medium of opera. This may be done by always challenging oneself to do new things in a variety of artistic fields. The art form of opera is one that is both revolutionary and all-encompassing (Mich and Peretta, 2017), and the organization’s primary objective is to maintain that feeling of vigor and inventiveness at the forefront of its work even as it extends into other fields such as theater, music, education, and others. However, times are changing. In the wake of the COVID-19 pandemic, there is a need for cultural events to rethink their strategies in order to attract more income and remain viable in the entertainment industry.

Recently, operas, along with many other types of entertainment, have migrated out of conventional theaters and into virtue theaters all over the globe. This shift has occurred on a global scale. The emphasis has switched from the physical stage to online platforms, and audiences have evolved from small, devoted groups to individuals from all over the globe who can watch online, which has led to operas being a cultural force in the entertainment industry (Cacovean, Peluso, and Plăiaș, 2021). Because of this, contemporary opera houses are able to attract a very large number of people. One live broadcast of Opera North might potentially be seen by as many as one hundred thousand people in different parts of the globe.

Several studies on marketing have demonstrated that people’s interest in theater is not what it used to be (Prodi et al., 2015). This is problematic for theater companies like Opera North. The reduction in popularity of opera houses is mostly due to the fact that there are continuously expanding varieties of cultural artifacts available on the market (Šimić and Pap, 2019). Additionally, opera houses are not appealing to new audience members in an age where those with purchasing power are now younger individuals in the millennials and Gen Z age groups (Mich and Peretta, 2017).  The average age of customers and viewers is increasing, which results in a decrease in the number of visits and, most significantly, in the number of loyal viewers. Additionally, the majority of the funding for conventional theaters comes from the state. These theaters often have a very limited budget that is only becoming smaller, and they almost never have funds set aside for marketing or research. The majority of the time, however, they do have funds available for these activities. Therefore, it is essential to discover what makes audiences of traditional theater happy, both in terms of the gender they identify with and the frequency with which they attend.

Research Question and MethodologyResearch QuestionsThe report will be guided by the following research questions:

Why are people’s interest in theater and operas declining despite the advantages of increased reach?

What is the impact of marketing opera and theater events to younger audiences?

Has audience satisfaction been adequately addressed in marketing campaigns?

How can consumer perceived benefits be integrated into opera and theater marketing activities to increase satisfaction?

Methodological Approach and RationaleBecause of the substantial influence that business strategies, audience categorization, and framing have had on opera audiences, the social base has been eroded, and the barrier imposed by cultural capital has increased. This has made it more difficult to enjoy and appreciate opera (Boerner and Jobst, 2008). Opera companies of today aim to grow their audiences, and they’ve learned that in order to do so, potential operagoers need to overcome cultural restrictions that were set in the 1800s. This is something that opera companies have found. The quality of performances, the reasons people go to operas, the degree to which they are happy with performances, and most recently, the experience of going to an opera have all been aspects of opera audiences that have been the subject of research. A study on performance quality indicated that both specialists and non-experts may be trusted, and that their assessments of performance quality are fairly comparable, despite the fact that professionals understood more about specific elements of an opera performance than non-experts did (Prodi et al., 2015). The various aspects of an opera, in particular how well the music and staging fit together, are the most crucial in determining the quality of the opera, with non-experts giving the musical portion less weight and the staging part more weight. The findings of Cacovean, Peluso, and Plăiaș (2021) research on what audiences interpret as satisfactory in regard to operas and theater include the various aspects of an opera, in particular how well the music and staging fit together. Researchers have investigated the reasons people go to events in attempt to better understand what drives people to participate as audiences and how they interpret satisfaction based on expectations. Social hedonism, intellectual stimulation, or emotional stimulation are the primary reasons.

Other researchers have looked at the reasons why people don’t go to the opera or the ballet and found that the top reasons are a fear of being bored, a lack of expertise, and a lack of interest in opera or ballet (Šimić and Pap, 2019). The concept of customer satisfaction has also garnered a lot of interest due to the fact that it not only evaluates the amount of value that is provided to consumers but also projects how they will act in the near future. The difference between what the audience actually saw and what they had anticipated is what is meant to be referred to as the audience reaction (Prodi et al., 2015). The bulk of the time, the satisfaction that one gets from a performance comes from a combination of the performance itself as well as the activities that take place around it. On the other hand, the data imply that these two aspects were more beneficial to the audience than they were pleasurable. The difference between what an individual expects and what they actually receive is what is referred to as value. Different levels of anticipation/expectation from the audience members produce variable degrees of pleasure or satisfaction.

Research DesignRegarding the research methodology, the report is framed in the constructivist paradigm, suggesting that no universal method exists regarding how to enjoy social production. A qualitative approach is preferred. The thoughts and sentiments of participants in either the target audience or consumers are the primary focus of qualitative research. Instead, people construct their own individual means to enjoy the opera experience. The report adds that marketing campaigns play a significant role in driving consumer/audience expectations. as such, opera consumers attempt to make sense of the opera experience through interactions with the opera, other audience members, and other objects and factors in the context of cultural events in opera and theater.

Because the research goal is as presented above, the report chooses to explain the results in terms of symbolic interactionism instead of any of the other possible theories (Carter and Fuller, 2015). Symbolic interactionism says that people interact with things and other people based on the meanings they have given them in the past and on the cultural norms of consumers. These meanings come from how people have interacted with each other in the past (Carter and Montes Alvarado, 2019). So, a person’s experience at the opera is made up of the meanings that opera productions have for them. These meanings are made by the person’s symbolic interactions with other people and objects before, during, and after the opera experience. These interactions are then interpreted according to the person’s cultural norms.

Participant SelectionThe first thing that needed to be done for the research was to locate clients of Opera North who had seen at least one of the company’s operas. In order to get a greater number of followers, a tactic known as “snowballing” is used. This indicates that the individuals who joined the group brought in additional individuals who had previously attended an opera. The method of theoretical sampling served as a guidance throughout the screening of potential new informants. The final sample consisted of 12 patrons of the opera who varied in age, gender, and occupation but were comparable in social class (the occupation served as a proxy for social class) and degree of education.

Three artistic directors from Opera North also joined these individuals in the discussion. Everyone there had some experience in the field of music and the opera. As part of the investigation, in-depth conversations with 12 opera-goers will be conducted in a range of different environments. The author will devise a strategy of conducting interviews that is flexible enough to be adapted to the many topics and tales that emerge as a result of the research. The approach and procedure of the study will investigate the sociocultural backgrounds of the respondents as well as the social and personal aspects of attending an opera before, during, and after the performance.

Identification Gender Age Education Background Music Background/Knowledge Occupation

Participant 1 M >40 University None Employed

Participant 2 F <40 University/Post-Graduate Guitar Research consultant

Participant 3 M >40 University Ukelele/Piano Nurse

Participant 4 M >40 University Singing Music school teacher

Participant 5 F <40 High School Diploma None Entrepreneur

Participant 6 F >40 University Composition Choir Director

Participant 7 F >40 University Theater University Professor

Participant 8 M <40 University/Post-Graduate Piano Employed

Participant 9 F <40 University Guitar Band manager

Participant 10 F >40 University/Post-Graduate Percussions Music label owner

Participant 11 M >40 University None Basketball Coach

Participant 12 M >40 University None Artistic director

Participant 13 F >40 University Guitar Artistic director Opera North

Participant 14 M >40 University/Post-graduate Guitar Artistic director Opera North

Participant 15 F >40 University/Post-Graduate Piano Artistic director North

Ethical ConsiderationsThe respondents’ right to remain anonymous will be upheld, and they will be informed of the objective of the research as well as the fact that they are free to discontinue recording at any moment. The artistic directors of Opera North will be questioned to kick off the interview, and their responses will be used to compare and contrast the information obtained from opera and theatrical enthusiasts with that obtained from industry professionals. The purpose of this endeavor is to collect supporting evidence, which may include news items, reports, pieces from specialist publications, and information about performances and audiences gleaned from the websites of opera houses.

Process & Internal ResponsibilitiesResearch on an audience is essentially any study carried out on a certain group of individuals (the audience!) with the purpose of gaining knowledge about the audience’s beliefs, activities, and routines or of better understanding the audience (Fausti and Farina, 2000). Inclusion in the sample is open to any particular group of interest. It may be intended to be representative of the whole country, or it may be intended to comprise just people of a given age, gender, area, race, and so on. Both of these possibilities are possible. Although the meaning of the word “audience” is crucial, it may change throughout the course of time. According to Rubio Arostegui and Rius-Ulldemolins (2021), the purpose of doing research on a group of people or audiences is to find answers to a variety of problems that they face. These questions might be about which parts of the audience are interesting to them, who motivates them, what obstacles they face, what they think about current items, or how they feel about the branding and customer service of a certain firm (Cacovean, Peluso, and Plăiaș, 2021). When businesses do research with a specific audience in mind, they are better able to interact with that audience and integrate the customers’ ideas and views into the products and services they provide.

Research on an audience’s demographics, interests, and purchasing propensities aims to answer questions regarding how many people there are in a group, what they are like, and are they likely to buy a product or service (Jones, 2016). It is essential to emphasize the fact that the people and organizations that will constitute the target audience are the primary focal point of an audience study (Trubnikova and Tsagareyshvili, 2021). Research on target audiences is conducted with the intention of unearthing information about consumers that may be of assistance to a company in the accomplishment of its marketing or business goals. Because the goal of a digital marketing strategy is to have an impact on the buyer’s journey, marketers have an obligation to interact with the people they are trying to sell to by gaining an understanding of the things they do, the things they believe, and the way they live their lives (Jobst and Boerner, 2011). In order to fulfill the expectations of its customers and make them happy, Opera North must first get familiar with those customers.

Conducting research on the demographics of the ideal customers may help a firm to uncover potential roadblocks, which is one of the most significant benefits of such an endeavor. It answers questions such as whether or whether other businesses are striving to connect with their target demographic but are failing to do so, as well as the reasons why this is the case (Boerner and Jobst, 2008). It’s possible that Opera North will be able to provide its audience material that is acceptable, well-suited, and more necessary to them when it becomes aware of its problems and works to overcome them. In order for the company to meet the requirements of the customers, it must also design methods for getting one step ahead of those customers and offering solutions that anticipate what those customers could want in the near future. Customer research provides businesses with the opportunity to learn more about the people that make up their customer base (Jobst and Boerner, 2011). This provides them with a deeper comprehension of what it is that their customers want, which in turn enables them to build improved marketing strategies to cater to those requirements.

The different ways the research informants have of having fun show how many different kinds of things they perceive as important, their expectations, and how these factors play together with other background issues to create an opera experience. Because of this, there is no single right way to enjoy opera (Shepperd, Sweeny, and Cherry, 2007). Having fun can be done in a few different ways, and each one has its own set of benefits. Each person who goes to an opera has a different experience because they can choose how they will get ready for the next one. But before a potential audience member can find a way to have fun, they must first meet a basic requirement: they must enter the world of opera. Only then can the person who might watch start to figure out how to have fun. If you can enjoy an opera, it means that the methods of marketing, categorizing, and framing that were used during the nineteenth century worked. In the answers, people say that the audience needs to learn more about opera in order to develop a better appreciation for it. This is true no matter what method is used to get ready for a performance.

Consumer Behavior: Determinants of consumer expectations and satisfaction

(Source: Adapted from Druckman, 2021)

It seems like the effect of framing achieved through opera marketing campaigns would be to plan a future trip to the opera as if it were a day to remember. As shown in the figure above, management of consumer expectations is a series of choices and decisions made on a variety of elements in order to dictate satisfaction. It shouldn’t be a surprise that experts and non-experts agree on a lot when it comes to judging the quality of performances, since it seems like one needs some sort of cultural background to understand the genre (Cooil et al., 2007). The results of research on what motivates an audience are in line with the places, strategies, and experiences of an audience member. To be more specific, there is an interest in a certain performance and genre, as well as the act of going out with friends or family, the emotional, intellectual, and social experience, and feelings of inclusion and participation (Anderson, Pearo, and Widener, 2008). There seems to be a link between the framing strategy’s result of “sacralizing” the opera category and the two audience techniques that were made to promote the upcoming opera performance through marketing. These strategies all apply and play out in creating audience expectations and the ultimate satisfaction. The strategy of making the day of the performance a special day seems to show that opera is seen as a sacred cultural form (a key consequence and result of marketing using a framing approach), but the cultural experience strategy sees opera as something that is common, even though it is complicated (Perse and Rubin, 1988). As a result, it emerges that human values interact with the conditions to sacralize, given the conditions aforementioned, to appreciate a cultural form like the case of an opera. The meaning of this is that not everyone who goes to the opera feels “sacralized” by the performance. These methods also generalize the information about how opera fans get ready for a performance they are looking forward to.

Adapted from: (Druckman, 2021)

Post-crisis expectations, following the COVID-19 pandemic, is likely to help consumers in expanding their expectations. People may lower their expectations in preparation for receiving feedback in an effort to exert more control over how they feel about the results of the activities they participate in. This should not come as a surprise considering the close connection that exists between expectations and feelings about the results (Eikhof and Haunschild, 2007). People should always be prepared for the possibility that things may not go according to their plans. In the minutes running up to an opera or a theatrical production, people’s expectations may fluctuate from being accurate to being pessimistic (Šimić and Pap, 2019). If they did this, the disappointment they felt as a result of the results falling short of their expectations would be diminished or removed entirely. This would be the case because they would be more likely to achieve the desired objective. People are keenly aware of the way in which their expectations affect how they feel about the results of their actions, and as a result, they will lower their expectations in order to change how they feel about the results of their acts. As a direct result of this, the viewpoints of a target audience on the results that are significant to them are likely to shift as a direct result of marketing activities.

ConclusionThere have been very few attempts to gauge how satisfied consumers and audiences are with opera performances, despite appeals for performing arts organizations to pay greater attention to their customers’ and audiences’ requirements. This information gap will be filled by the development of the first comprehensive model of customer/audience satisfaction in the opera industry, which is the goal of this study. We hope that the findings of this study will help us better understand how marketing opera can help us better understand how to better manage audience expectations and satisfaction by using marketing techniques.

Overall, fewer people are attending to operas as a result of a variety of factors, including shifting demographics, shifting patterns of leisure, and a reduction in the amount of time that is available for engaging in leisure activities. The final effect is going to be an increase in the amount of competition for the money spent by customers on various forms of entertainment. Because of this, there is an immediate need to make fresh attempts to boost audiences, and this may be accomplished in two ways: first, by encouraging an increased number of people to watch the program, and second, by recruiting new viewers.

It seems like a smart method for performing arts organizations to get more people to attend to their performances would be to employ marketing techniques that appeal to expectations in order to make those expectations come true. This seems like it would be a good approach to attract more people to the events. When a customer’s perceptions of how a product or service performs match well to what they anticipated, we call this level of satisfaction “satisfied customer” (based on past experiences, media reviews and user generated content, word of mouth, advertising, and so on). The report shows that making this contrast would result in satisfied customers/audiences for opera enthusiasts.

Reference ListAnderson, S., Pearo, L. K., & Widener, S. K. 2008. Drivers of service satisfaction: linking customer satisfaction to the service concept and customer characteristics. Journal of service Research, 10(4), pp.365-381.

Boerner, S., & Jobst, J. 2008. The perception of artistic quality in opera–Results from a field study. Journal of New Music Research, 37(3), pp.233-245.

Cacovean, C. M., Peluso, A. M., & Plăiaș, I. 2021. Consumer satisfaction in performing arts: an empirical investigation into Romanian theatres. Arts and the Market.

Carter, M. J., & Fuller, C. 2015. Symbolic interactionism. Sociopedia. isa, 1(1), pp.1-17.

Carter, M. J., & Montes Alvarado, A. 2019. Symbolic interactionism as a methodological framework. Handbook of research methods in health social sciences, pp.169-187.

Cooil, B., Keiningham, T. L., Aksoy, L., & Hsu, M. 2007. A longitudinal analysis of customer satisfaction and share of wallet: Investigating the moderating effect of customer characteristics. Journal of marketing, 71(1), pp.67-83.

Druckman, J. N. 2021. A Framework for the Study of Persuasion. Annual Review of Political Science, 25.

Eikhof, D. R., & Haunschild, A. 2007. For art’s sake! Artistic and economic logics in creative production. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 28(5), pp.523-538.

Fausti, P., & Farina, A. 2000. Acoustic measurements in opera houses: comparison between different techniques and equipment. Journal of Sound and Vibration, 232(1), pp.213-229.

Jobst, J., & Boerner, S. 2011. Understanding customer satisfaction in opera: first steps toward a model. International Journal of Nonprofit and Voluntary Sector Marketing, 16(1), pp.50-69.

Jones, J. 2016. Social media, marketing, and the opera singer. Arizona State University.

Mich, L., & Peretta, R. 2017. Mobile Web Strategy for Cultural Heritage Tourism: A Study on Italian Opera Houses. In International Conference on HCI in Business, Government, and Organizations (pp. 194-208). Springer, Cham.

Opera North. 2022. About Opera North. Available at https://www.operanorth.co.uk/about-us/about-opera-north/

Perse, E. M., & Rubin, A. M. 1988. Audience activity and satisfaction with favorite television soap opera. Journalism quarterly, 65(2), pp.368-375.

Prodi, N., Pompoli, R., Martellotta, F., & Sato, S. I. 2015. Acoustics of Italian historical opera houses. The Journal of the Acoustical Society of America, 138(2), pp.769-781.

Rubio Arostegui, J. A., & Rius-Ulldemolins, J. 2021. Opera houses: from democratization to plutocratic control? Lyric production, economic management, and elite control in the main Spanish opera houses during the period of austerity (2009–2018). International Journal of Cultural Policy, pp.1-20.

Shepperd, J. A., Sweeny, K., & Cherry, L. C. 2007. Influencing audience satisfaction by manipulating expectations. Social Influence, 2(2), pp.98-111.

Šimić, M. L., & Pap, A. 2019. Theatre Marketing–Analysis of Customers’ Satisfaction. Marketing & Menedzsment, 53(4), pp.39-51.

Trubnikova, N., & Tsagareyshvili, S. (2021). Digital challenges for creative industries: case of opera. In SHS Web of Conferences (Vol. 114). EDP Sciences.

Managing and structuring a stable military workforce

Managing and structuring a stable military workforce remains a challenge of every military unit including those with the most sophisticated warfare technology. Unlike most other structured organizations, the army requires a constant supply of skilled management personnel among their ranks to lead emerging missions and, in common cases, fill in for battle victims. Inadequacy of this constant supply is the situation that leads to cranking up officers without adequate experiences into management positions especially at the warfront CITATION Cor07 l 1033 (Cordesman & Sullivan, 2007). It is imperative to note the different facets that make up experience: enough pre-job and on-the-job training in a specified field that brings about skill experience and temporal experience attached to the amount of time spent working in a position. There exist skewed statistics of the parameters that can be used to gauge the experience of personnel deployed in missions CITATION Jan09 l 1033 (Laurent, 2009). The most recognized are the cases of an officer having held a similar management position before or raised through the ranks in the specified role.

Institutionally, a unit may not be properly set up to identify genuinely good and skilled soldiers for reward and promotion. Cronyism in the military is as rampant as it is anywhere else where skilled operators are overlooked and generals recommend trusted lieutenants with whom they have a history that bonds their relationship. Heterogeneity of tribe and ethnicity of soldiers provide part of the problem, especially in regions of the world where tribe has a significant attachment to governance and the military as an institution is still very young and without a fortified tradition of operation that includes training and governance CITATION Jan09 l 1033 (Laurent, 2009).

The debate over how best to attract professionals into law enforcement continues to elicit varied responses as far as their effectiveness go. It has been a challenge to lure individuals with a wide-breadth of skills essential for some specific duties. There are constraints of budget and extraneous requirements that restrict the qualification and flow of applicants into the system. Creating affordable ways of recruiting and retaining skilled officers remains a challenge to the entire law enforcement institution, where financial incentives are the most attractive to new recruits CITATION Cor07 l 1033 (Cordesman & Sullivan, 2007). The situation is thus compounded by this lack of skilled personnel that is needed to go into management.

Possible corrective measures have been thought-up and devised, obviously with ranging levels of success and failure. Mentorship programs have been tested and proven to be effective in preparing a workforce for management positions in areas such as business organizations and educational institutions. It can be applied in the military using a two-prong approach of developing the skills of a private soldier and secondly and most importantly, leading the management trainees though the nitty-gritty of understanding the processes that constitute managing operations. The aim here is to refine and develop their understanding of the whole fabric that is warfare CITATION Cor07 l 1033 (Cordesman & Sullivan, 2007). However, it should be noted that this method is not time-bound as different people have different ways of developing competencies under mentorship.

To prop up the low numbers of skilled recruits into the military, policy should target provision of nonfinancial benefits to target groups. These include college graduates, ethnic minorities, women as well as recruits with previous military or law enforcement experience. The benefits may include on-the-job educational programs, elaborate retirement packages, better housing and broad medical and healthcare schemes that override the often cited impediments that hold back potential recruits (these include the possible threat of injury or death, as well as drawbacks of body fitness and family obligations which are often cited by women). The benefits may help retain recruits and help build a better workforce that will in turn provide a fertile ground from which effective managers can be picked CITATION Jan09 l 1033 (Laurent, 2009).

The most trusted method of building capacity is through training, and can be used in law enforcement to prepare officers for management positions. Professional training and development activities can be set up from the highest levels of the defense ministries. Military effort should be centered more on improving the ability of workforce alongside its prime activities of providing security. One such way is increasing the number of cadets with special responsibilities into military training. Military units across political boundaries can also partner to set up academies for training those among their ranks interested in management positions. This brings with it a wealth of different experiences that can be of mutual benefit. Liaison teams can be set up to monitor officers fresh in management to ensure they grasp the hands-on activities of law enforcement procedures. Identification of core and non-core functions is essential in finding and placing personnel in areas that are most suited to their skills. A suitable method commonly used is placing management trainees in non-core functions to first hone their skills before they are tapped up into more demanding roles of the core functions of the various law enforcement units CITATION Cor07 l 1033 (Cordesman & Sullivan, 2007).

References:

Cordesman, A. H., & Sullivan, W. (2007). Salvaging American defense:the challenge of

strategic overstretch. Westport: Greenwood Publishing Group.

Laurent, J. S. (2009). Defense Management:Testimony Before the Subcommittee on Defense,

BIBLIOGRAPHY l 1033 Committee on Appropriations, U. S. House of Representatives. Darby: DIANE Publishing.

Managers versus leaders

Managers versus leaders

Student’s name

Institution affiliation

Leadership and management are usually regarded as two overlapping concepts. So much ink has been put to delineate the differences between the two concepts. Virtually all researchers, authors academia, students are always concerned about the differences between the two ideas (Zaleznik, 2004). Some hold that leaders are superior to managers. Some may argue that leadership is intrinsic, that is, one is born with while management is something someone can learn. The concept is disputed by many scholars who believe that it is mythical. The truth of the matter is that anyone needs both leadership skills and management traits to succeed in life. No one can separate the two without resulting in serious consequences. Not all managers are leaders and not all leaders are managers. Since some people lead without having any managerial position. Both leaders and managers share similarities. For example, they all influence others through several means.

What is leadership? What is management? The definition of leadership varies from scholar to scholar, author to author depending on their belief. For this paper, leadership shall be defined as the ability to gain followers through the use of special personal attributes. Leaders possess crucial attributes such as vision, integrity, trust, selflessness, commitment, creativity, risk-taking, and excellent communication. The definition of management is easier. Management is both an art and a science. Managers organize people and resources towards a common goal (Zaleznik, 2004). Any organization needs to have both leaders and managers to prosper. A firm needs a handful of great leaders and many able managers.

According to Katz, management usually directs people by exercising their executive, administrative or supervisory powers (Zaleznik, 2004). Managers tend to be task-oriented or goal-oriented. The managers achieve their targets by developing their staff, mentoring the personnel, and resolving disputes within the organization. They ensure the organization is running smoothly. Another scholar defines managers as people who take care of arranging, organizing, budgeting, harmonizing, and scrutinizing activities in an organization. All firms hire managers because they acknowledge they can realize the corporation’s aims. Managers stress on formal directing and controlling their subordinates, structures, systems, and capitals. One critic argues that managers are less risk-takers but they adopt a measure to ensure efficiency. The transactional model states that all employees only follow their manager because of the reward they are assured at the end of the month. Managers need to possess three sets of skills to survive the harsh competition. First, they have to own technical skills that will ensure that they are proficient in a particular area. Secondly, they must have the right human skills to run the personnel that serves under them. Thirdly, managers should have conceptual skills. Conceptual skills are the capabilities to work with ideas. It is important to note that managers usually organize, negotiate, and frequently delegate duties in their day-to-day activities (Bennis, 2015).

There are many definitions and fronts of leadership and leaders. It is more than a skill, or style, or influence. Some leaders lead by example. Such actions propel others to follow them voluntarily. This forms the basis of the definition that leaders have followers. In summary, leaders influence their subjects. Leaders have a vision that attracts followers. Leaders bring people together towards a common long-term goal (Bennis, 2015). They follow their vision. Along the journey, they take risks and sometimes challenge the status quo. Leaders are concerned about their people’s welfare. Leaders exercise the transformational model. The model states that leaders encourage, inspire, and motivate their subjects. The leaders believe in their subjects, giving them room to make decisions and make errors. Consequently, this induces a positive change in the subordinates and the organization as a whole. Together with the traits previously mentioned, leaders should be tough, responsible, realistic, honest, visionary, trustworthy, and decisive. Besides, the leaders should be charismatic and have the ability to resolve issues.

There are several differences between leaders and managers. Leaders create a multidirectional influence relationship while managers create a unidirectional authority association. Leaders encourage change through the transformational style and seek to believe in people while the managers stimulate stability and use authority (Bennis, 2015). Essentially, managers rely on the transactional style. Hence, the core differences lie in the approaches used to influence people.

In the management of human resources, managers and leaders have different approaches. Managers organize the staff, maintain the structure, delegate duties, and authority, implement the vision of the organization, limit the employees’ choices and display low emotion. on the other hand, leaders align the firm, they communicate the vision of the corporate, display high emotion, give more room to employees, and influence the members to form teams and partnerships to accept the vision. When it comes to vision execution, managers control all the processes with limited delegation, they identify and solve the problems as well as monitor the results and are low-risk takers. Leaders, on the other hand, take more risks, inspire and motivate the subordinates to overwhelm their stumbling blocks. In terms of vision establishment, management is involved in planning and executing budgets. They are also manifest detached attitudes about the vision and objectives. Leaders demonstrate a passionate attitude towards their vision and objectives, hence, encouraging her personnel towards it (Rosenbach, 2018).

The differences between leaders are many. The list keeps growing with more knowledge. The manager administers while the leader innovates. Managers focus on systems, resources, and structures while the leader centers on people. Some scholars say that managers imitate while leaders are original in their practice. Leaders frequently challenge the status quo to reach greater heights while managers embrace it. Managers do things in the right manner, while leaders do the right things (Zaleznik, 2004).

Leadership goes beyond the routine task to handle the changes that are bound to happen, whereas management exists as a formal responsibility to cope with the routine complexity (O’Leary, 2016). Critics argue that leaders are better than managers but it is hard to separate the two entities from one another as they always work in liaison. Perhaps one of the reasons why the critics present this argument is due to the better approach used by the leaders in running any entity. Only very few people can connect to their employees the way good leaders do it. This goes further to stress the necessity of embracing better social and communication skills in positions of power. Great accomplishments come with strive and determination not forgetting the need to encompass all the fronts of both management and leadership. The conflict can be summarized using the transaction versus transformational models.

References

Bennis, W. (2015). Managing the dream: Leadership in the 21st century. The Antioch Review, 73(2), 364-370.

O’Leary, J. (2016). Do managers and leaders really do different things? HBR Harvard Business Review.

Rosenbach, W. E. (2018). Contemporary issues in leadership. Routledge.

Zaleznik, A. (2004). Managers and leaders. Harvard Business Review, 1.

Managerial Economics

Managerial Economics

Student’s Name

Institutional Affiliation

Course Tittle

Professor’s Name

Date

The impact of Covid-19 restrictions on tourism

With so many confirmed cases of COVID 19 around the world, the coronavirus epidemic has affected almost every industry worldwide this year. Currently, with the assertion of COVID-19 as a tragedy by the World Health Organization on March 11, there has been so much effort to avert the spread of the infection, which has signified the annulment of numerous happenings, including festivals, sporting games, and movies. The Ireland professional golfers’ association is aware that the golf clubs use several business models in line to provide their services effectively. Majorly all golf club in Ireland is at present affected by commerce disruption as a result of the COVID-19 crisis, whereas government support and advice were evolving almost daily. 

Golf tourism was giving out in €270m yearly to the Ireland economy in the years before COVID 19. This pandemic is an unprecedented and unexpected disaster for our business. Tourism is an important sector in the Ireland economy. It will be essential for me as an individual who has been appointed to do consultancy work for a large golfing resort to keenly provide some lucidity to this club on what the government support is presently available under a number of scenarios. According to the golf association, the revenues have collapsed by approximately 97 per cent, whereas 2021 could be down 80 per cent on the previous year, placing the feasibility of the whole sector at risk. The pandemic is mainly a comprehensive wipeout. It’s not only the virus, but also the travel restrictions too that hinders the tourists. This section focuses on the economic effect of tourism on how demand and supply have been impacted this year by the halt of tourism, in the short and medium-term. This paper section concludes with policy implications. 

The tourism economy in Ireland has been seriously smashed by the coronavirus (COVID-19) crisis, and actions put into practice to contain its spread. Depending on the period of the pandemic, reviewed circumstances show that the potential risk could range between 50%-70% declines in the American tourist economy in 2020 (Bowes et al., 2020). Nearly every golf Club in Ireland is currently impacted by the business disruptions due to this crisis emergency, while administration guidance and sustenance is evolving nearly every day. The COVID-19 epidemic had an unexpected and extensive impact on the tourism sector, for instance, the Golf resort club. The international wellbeing crisis and the hesitantly subsequent from it deeply affected the Golf operations along with individuals, both independent and employed across the sector.

The majority of the Golf did not surprisingly report the risk of closing permanently within three months, stressing on the requirement for quick governments actions to provide help. Ireland is in the phase of fighting the virus while at the same time managing the re-opening of the tourism economy. It is a challenging and complex responsibility, and reckoning the impact on the tourism economy is hard.

The Golf resort needs to put effective measures to deal with falling revenues. Considering ahead, the actions put into practice ahead will shape the tourism of tomorrow (Nhamo et al., 2020). The administration requires to by now deliberate the longer-term insinuations of the pandemic, while remaining ahead of the digital curve, backing up the low carbon changeover, and supporting the organizational change required to create a resilient, more sustainable and stronger golf tourism economy. The emergency is a chance to rethink tourism for the coming days.

The Fall in Demand for Oil

Oil is a vital resource in the entire globe. Individuals use oil in different ways. The universe has used oil for many years, and it will still continue to use it as a basic product. Its usage can be traced back to then in the 1850s. Though, when Edwin Drake manufactured commercially functional amounts of crude oil from a 69-foot well in Pennsylvania in 1859, he made a new era that deliberated oil as a cherished and valued commodity. Oil prices have been varying and changeable since 1859. The findings of additional wells significantly reduced oil costs and made many oil barons abandon the business. Nevertheless, oil costs have augmented over time because of different factors.

The fall in demand in oil usage in March and April generated a sharp reduction in oil charges. In response, several oil manufacturers reduced production. The virus has had a bigger consequence on the oil demand in a manner that after its occurrence, energy prices have seen a fractional retrieval driven by crude oil charges. The recent drop in oil demand and prices has been a result of a number of factors: weakening global demand, the unwinding of some geopolitical risks, several years of upward surprises in the production of unconventional oil, and a significant shift in OPEC policy.

One of the factors that benefit from lower prices is those that are reliant on consumer expenditure. When patrons spend less on oil, they have more non-refundable income for other purchases. The cost of oil has become negative for the first time in history. That denotes that oil producers compensate consumers for taking the resource off their hands over worries that storing volume may perhaps run out in May. Demand for oil has all but become more reduced as lockdowns across the universe have kept individuals inside.

The cost of oil impacts the price of other manufacturing and production across the nation of Ireland. A fall in fuel costs signifies reduced conveyance prices and low-priced carrier tickets. COVID 19 travel restrictions have resulted in an unprecedented fall in demand for oil, according to the World Bank. Costs have dropped abruptly, and below zilch in several cases. With a lot of the world shut down as a result of the coronavirus crisis, the outcomes for supplies have been dramatic. Another factor that causes a drop in oil demand and supply is natural disasters. Such disasters may include flooding and Katrina hurricanes. From a global outlook, political uncertainty in the Middle East results to oil values to fluctuate, as the area accounts for the larger share of the world oil supply. On the other hand, production expenses affect costs, together with storage capacity; even though less impactful, the course of interest rates can also impact the price of supplies.

This the occurrence of COVID 19, causing the economic slowdown, including oil dropping, it is essential to recommend an oil production reduction to sustain reduced demand. The cut would favor US shale manufacturers whose product development has moved oil movements and debilitated the comparative position of both Russia1 and OPEC. It is also essential to gain markets by giving discounts to customers in the Americas, Northern Europe, and Asia. It is also significant for the company to add barrels per day to its production over the approaching months. Oil majors that function across the whole value chain can hedgerow against several of the reduction in upstream returns with augmented margins in purifying and downstream retail corporate. In addition, corporations with trading supports, such as Shell and BP, can discover additional advantages in market instability.

Stopping Teenage drinking

Underage alcohol consumption has become one of the greatest social issues among young individuals in Ireland nowadays. Even though more than half of young adults drink on a regular basis, the main concern is that they are not conscious of how dangerous alcohol can be. The truth is that liquor is normally the reason for a lot of problems among these youngsters. In other words, it ruins lots of young individual’s lives and is currently one of the most serious problems and difficulties the underage generation goes through.

            Consuming alcohol and driving is one big issue normally connected with underage or teenage drinking. Deadly alcohol linked crashes make up 25% of the crashes involved among young drivers. Alcohol decreases the ability to concentrate, dampens parts of the brain that are vital to decision making, and reduces the response time behind the wheel. Those drunken teenagers are treacherous on the road and can simply hurt someone innocent or themselves. Something big requires to be put into practice, or this risky tendency will continue to harm several individuals in the forthcoming days.

             Another concern with underage alcohol consumption is the reality that they lose control of their actions. These drink regularly consequences in youngsters engaging in risky sexual behavior. Unplanned pregnancies, sexually transmitted diseases, raping, and HIV infections very commonly connected back to when they had been taking alcohol. These underage individuals lose judgment and a lot of times take part in things they would not do if they had not drunk. Losing judgments outcomes in various actions that are regretted, and as a result, they then comprehend that they could have been circumvented.

             Consuming alcohol is tremendously damaging to someone’s body, particularly to an underage. It has a negative impact on almost every organ system, either indirectly or directly. Inopportunely, alcohol drinkers usually do not reason about what types of consequence alcohol will have on them when they become older; so a lot of underage ends up learning the difficult way. Underage or teenagers that abuse alcohol regularly develop problems with their stomach, liver, mouth, heart, and throat.  

Options to deal with the issue of underage alcohol consumption may have impacts on governmental objectives and other unintended consequences. Among conceivable interventions projected to lessen alcohol consumption among the underage drinking in Ireland is alcohol price control which includes restriction or bans on discount sales, the use of price promotions, flat rates for unlimited drinking, and sales below cost. Findings confirm that pricing has the downwards sloping demand curve. As the cost of the alcohol rises, the quantity demanded of the alcohol falls. Policies that increase the costs of alcoholic drinks can be operational in decreasing the economic, health, and social outcomes resulting from alcohol usage and abuse among underage individuals.

Increase in alcoholic drinks price and taxes leads to significant diminutions in alcohol drinking among the underage. As a result, the government will generate substantial new tax revenue. Alternatively, rising alcohol taxes can negatively impact or be harmful to some alcohol businesses and also impact to rising of the number joblessness (Sunday et al., 2019). Alcohol may perhaps be taxed centered on its value, or capacity of pure alcohol, for instance through an excise. One likely strategy response to the problem of diet-related sickness is non-alcoholic drinks taxes and subsidies. However, the net wellbeing gains of these methods are indeterminate because of substitution effects between foods. A subsidy on non-alcoholic drink will reduce alcoholic drink consumption. An education policy via advertising and school visits to spread the word on the damage of excessive alcohol use could manage the problem of underage drinking of alcohol in Ireland. A school is a significant setting for interventions intended to prevent alcohol usage and abuse among the underage. Most of the school interventions attempt to lessen risk issues for alcohol use among the underage.

Reference

Bowes, A., Lomax, L., & Piasecki, J. (2020). The impact of the COVID-19 lockdown on elite sportswomen. Managing Sport and Leisure, 1-17.

https://doi.org/10.1080/23750472.2020.1825988

Harding, F. M., Hingson, R. W., Klitzner, M., Mosher, J. F., Brown, J., Vincent, R. M., … & Cannon, C. L. (2016). Underage drinking: a review of trends and prevention strategies. American journal of preventive medicine, 51(4), S148-S157.https://doi.org/10.1016/j.amepre.2016.05.020

Khan, M. I. (2017). Falling oil prices: Causes, consequences and policy implications. Journal of Petroleum Science and Engineering, 149, 409-427.

https://doi.org/10.1016/j.petrol.2016.10.048 Nhamo, G., Dube, K., & Chikodzi, D. (2020). Impact of COVID-19 on the Global Sporting Industry and Related Tourism. In Counting the Cost of COVID-19 on the Global Tourism Industry (pp. 225-249). Springer, Cham

https://doi.org/10.1007/978-3-030-56231-1_10

Sunday, S., Keogan, S., Hanafin, J., & Clancy, L. ESPAD 2019: European Schools Project on Alcohol and Other Drugs in Ireland.

Tweet focus on building relationship rather than create a relationship rather than selling product

Managerial Communication

Fall Semester, 2014

Group Project Analysis:

Q3. Tweet focus on building relationship rather than create a relationship rather than selling product

Social media presents a good tool for an organization to build its relationship with the customer, through the interactive forums that the social media avails to the users. Un this study, however, the use of social media to build a relationship rather than to sell a product was highest in Ford (80%, closely followed by Chevy (70%) and thirdly Mercedes. Honda performed averagely at 50%, while the other two brands (Toyota and Kia ) performed dismally, at 30%. These results suggests that majority of the car manufacturers lays emphasis in creating good customer relations that merely selling their projects, considering that only two companies had a score of less than 50 percent. Ford, evidently, has the highest value for customer relations evident in its highest values. Toyota and Tia, on the other hand, lay more emphasis on selling of the products rather than customer relations.

Q 4 Tweet asks the reader to do something

As a way of promoting customer engagement in the affirm of the company, and as a means of promoting further customer relations, a company may require further actions on the part of the reader. In relation to whether Tweet asks the reader to do something, Honda had the highest score (70%) followed by both Kia and Mercedez that score 60%. These results suggest that these three companies, Honda, Kia and Mercedez places value in promoting active customer engagement in social platforms,The other three companies score dismally. , with Toyota scoring 40 percent, with Chevy and Ford scoring even much lower scores at 30%. The lower figure evidently indicate a low value for customer engagement in these companies.

Trait Leadership

Management

Student’s Name

Institution

Date

Trait Leadership

This is a type of leadership based on the features of numerous leaders. It helps in predicting leadership abilities in individuals by comparing the traits of successful and unsuccessful leaders. A good leader is creative, industrious, self-driven, courageous, and has effective communication and listening skills. A leader who does not have these traits can make a wise choice to be better. Leaders are not born. They are made.

Skills Based Leadership

According to this approach, a good leader has a set of skills which they develop over a period of time. It is applicable because it can help to define and distinguish technical, conceptual and human skills. Besides, it helps to illustrate how these traits function and influence one another.

Leadership Approaches

There are different types of approaches which can be applied in leadership notably contingency and mentoring. The contingency approach explains that there is no best type of leadership. Instead, the choice of approach should depend on the situation in the organization. In such a case, the management should choose the one which will effectively resolve the issue at hand. On the other hand, mentoring approach advocates for the use of mentors to personally coach employees over a given period of time (Northouse, P.G., 2009).

Style Approach

This style of leadership mainly focuses on the behavior of the leader. It does this by emphasizing on the actions and conducts of leaders. These can be classified into relationship and task behaviors. An effective leader should blend these traits.

Leadership Grid

It refers to a behavioral leadership model that focuses on the concern for production and people to identify leadership styles. These include dictatorial, indifferent, accommodating, opportunistic and laissez faire styles (Northouse, P.G., 2009). A public safety leader should be located in the team style section which is the highest point on the grid.

References

Northouse, P.G. (2009) Leadership: Theory and Practice 5th Edition. New York: Sage

Publishers.

Management in Adolph Coors Company is United States

Management

Presented by

Institution

Introduction

Adolph Coors Company is United State’s third largest producers, marketers and sellers of brewed beverages with more than 200 years in business. The company has struggled to grow its revenue over the past few years through the establishment of effective management strategies in order to achieve a competitive advantage in the brewing industry. The company recorded a 13% profit increase in beer sales during the time when the domestic beer production was grounded. In addition, the company’s revenue from beer sale and marketing rose by one billion US dollars. The following aspects made the company very completive in the brewing industry (Ghemawat, 1992; 1). The following discussion focuses on Adolph Coors’s competition in the U.S. brewing industry and its effectiveness. In addition, the essay analyses Coors’s stand within the brewing industry.

Coors’s competitive advantage

The beer industry faces many challenges caused by demographics, economical, technological, political and global factors. Production ad operations are two major processes that organizations use in the creation of goods and services. Management should make concrete decisions to decide the best way to follow in order to ensure production of quality goods for consumers. Coors faces stiff competition from the excising and upcoming brewing companies in U.S. calling for the management to introduce new strategies to ensure it maintains its competitive advantage. The cost of purchasing barrels of beer was extremely high. This was estimated at more than half of the company’s revenues. Procurement processes that involved acquiring of raw materials also contributed to high costs of beer production (Ghemawat, 1992; 3-4).

Using the “Five-Force” model by Michael Porter, Coors’s competitive advantage can be easily analyzed. Firstly, there is a moderate threat to substitute products. Beer comes in different varieties and with different consumption methods. Coors’s beer varieties are highly demanded because they contain mainly malt beer products. Secondly, there is a high rate of rivalry among existing firms. Beer industry forms one of the most competitive businesses in the globe. In order to ensure less rivalry among competitors, Coors management came up with different offering methods that included segmentation, advertising, and packaging strategies. The company ensured all containers were filled with beer and packed together in order caters for the increased scale of economies. Thirdly, there was low force of suppliers. Economies of scale and its scope are essential in the brewing industry (Ghemawat,1992). The company had an advantage because it was commissioned long time ago hence it had established production and distribution channels. In addition, capital requirements are a major factor that contributes to competition in beer industries.

On the other hand, a brewing industry should focus on the key success factors. Coors had four key success factors namely; different beer types, multiple production plants, brand segmentation (produced different beers for different groups and classes), and nationwide distribution. Firstly, a company must differentiate its products. Although Coors Company had a perfect product differentiation, most upcoming companies replicated their products creating a higher competition. Coors management ensured its products reached consumers by distribution through wholesalers and retailers. Other companies used direct distribution without using many channels (Ghemawat, 1992). However, the company had poor administrative system that made it unable to accomplish some of the key success factors.

Secondly, Coors had a high product segmentation that gave it a chance to attract many consumers due to different population segments. The major product segments used by Coors are premium, popular, light beer brands and super premium. The increased growth in Coors’s product segmentation strategies had a positive impact on sales since most customers choose their brands. Customers are always attracted to good-looking products with a perfect packaging, and that are well marketed both locally and internationally. This allowed the company to produce high transactions returns due to increased market prices in U.S.A (Ghemawat,1992; 5).

Coors had tried lowering the price of its products in order to compete favorably with the other companies. The illustration of strength in financial base of Coors has given it the ability to establish multiple production plants hence acquiring more capital to start up the new brewery. In addition, Coors deregulation and operation strategy improves the company effectiveness and market share ownership. Moreover, the ability of the company to concentrate on the customer needs, maintenance of high quality of its products and services, and effective participation of employees in service delivery, contributes to market share ownership. This results in gain of revenues from the services that aid in strengthening the financial status of Adolph Coors Company (Ghemawat, 1992).

Coors’s stand in the brewing industry

Coors being a high producer in the beer industry has had a tight relationship with the community that increases its strength. Beer consumption has many negative results that made the company come up with policies in support of social responsibility. The company management measures its success in both financial and social performances. Since its establishment in 1873, the company has committed its services to improving the quality of life of its consumers and their families. Moreover, the company is aware of many competitors trying to abuse their history that has resulted into the introduction of five policies. These five policies include community protection, advertising and marketing focus to beer consumers only, education and intervention, working within the market place that ensures responsible practices and collaboration with legislation (Ghemawat, 1992; 7-8)).

On the other hand, being the world leader in beer production, Coors holds a responsibility of acting as a good corporate industry. The company is committed to being the world’s leader in corporate responsibility through complying with the business laws and regulations, provision of ethical business standards, protection against risks, and holding human rights. Corporate citizenship forms the core operations for Coors’s marketing strategy regarding their interaction with the customers, government, shareholders, and the company staff. In addition, Coors has continued working with partners, customers, and leading environmental organizations in order to encourage technology advancement. In applying technology advancement, the company collaborated with the U.S. Environmental Agency who assists in accessing the important environmental information for the company. Moreover, the company uses social media in encouraging responsible drinking as they advertise their products (Ghemawat, 1992).

Conclusion

Coors forms a good example for other upcoming and already existing beer industries to follow. The company has achieved its competitive advantage by using strategic management practices that ensures high production at the lowest cost possible. In addition, the company had a strong financial background because its establishment made it achieves strong economies of scale that other companies in the sector had not reached. On the other hand, Coors demonstrated the best social responsibility management practices. The relationship between the government and the organization is high due to dynamics in these economic situations. The company business environment was faced with many dynamics although the company developed strategic implementation policies aimed at the provision of equal business opportunities (Ghemawat, 1992; 9-11).

Reference

Ghemawat, P. (1992). “Adolph Coors in the Brewing Industry”, Harvard Business School. 9-

388-014

Management at Apple Company Leadership

Management; Apple Company Leadership

Students Name:

Affiliated School;

Date;

What did you find of most interest or most revealing about Apple during your research for the period of 1985 to 1996? Describe its importance to our research.

Apple is one of the most successful technology companies globally. Founded by Steven Jobs, the company had flourished since 1976, however the period between 1985- 1996, the company experienced the lowest sales due to change in leadership (Scheneiders, 2010). The following are some of the leadership changes and their implications are as follows.

In 1985- the co-founder Steve Jobs was stripped of all his power and authority in the company. This made him to sell off all his shares as a retaliation response and he moved to founding another technology company called NeXT Inc.

1n 1985- John Sculley took over as the chairman of the board of directors and as the new leader of the company. Change in leadership however in most instances does not mean change in loyalty; this means that employees may not necessarily be willing to adopt the new methods imposed by the new leader.

In 1987- Apple Inc had its first corporate stock dividend, the stock split and with it came a quarterly dividend of 0.3%. This means that the stock value of the company decreased (Fiancial times, June 1985).

Between 1989-1990- the Sculley spearheaded the acquisition of very many companies in an effort to keep up with the quality of work that was done by Steve Jobs. The following were some of the companies acquired during the time; Styleware, Coral software, Satellite Communication Company, Orion Network System and Nashoba Systems. Some of these acquisitions ended up being more of liabilities than assets to the company.

Early 1990- this was under the leadership of Spindler, the company was involved in the manufacture of too many models that created confusion because they had minor differentiations. This was also accompanied by poor marketing strategies and the retailers would refuse to display the computers. This tarnished the PR of the company as it was known to be based on simplicity. This decreased the sales of the devices and decreased the revenue earned by the company (Linzmayer, 2004).

Several poor decisions were also witnessed during this time for instance the purchase of the competing firm IBM, a decision that was made in order to prevent Sun Microfinance from acquiring the company. Also during the same time there was a need to make a deeper penetration into the market the company signed a contract with a third party to Apple Inc had as it was only able to get 10% of the plough back from the endeavour.

Officially the company was sinking as it had lost the market share control it initially had and there was a decrease in innovation and revenue. This prompted the board to request Steve Jobs, the co-founder to return as an interim CEO in 1996. Once Jobs came back he was able to make the company focus on the manufacture of a limited variety of products as opposed to many products that have no sales. He was also able to find a loophole in the 3rd party licensing of the Mac Os and terminated the contract (Scheneiders, 2010). The company was restored to its initial glory as was termed as one of the biggest company turns of the 21st century.

References

Financial Times, Peter Hawk, Apple Computer Experiences Change in Leadership, Retrieved from Public Plans, June 1985

Linzmayer, W. O. (2004). Apple Confidential 2.0; the Definitive History of the Company, Springer Publishers

Scheneiders, S. (2010). Apple’s Secret of Success- Traditional Marketing Vs Cult Marketing, Oxford University Press, New York