General American Democracy and foreign policy Essay

General American Democracy and international strategy - Essay Example It is presented that such a contention overlooks the complex socio-political background of the US segment, which has been instrumental in molding the American sacred shows and thus the American idea of majority rules system (DeRossa, p.23). For instance, in the event that we initially think about the verifiable setting, it is obvious that the interrelationship between the interests of different ethnonational gatherings and persistent clash has been instrumental in building up the American institutional system for majority rule government. A prime model is the Civil War and the Bleeding Kansas Backdrop (Rawley 1980). For instance, James Rawley’s â€Å"Race and Politics: Bleeding Kansas and the Coming of the Civil War† (1980) gives a nitty gritty investigation of the contentions encompassing the cancelation of the Missouri bargain and usage of the Kansas/Nebraska Act 1854. Rawley brings up the issue regarding whether the disrupted Kansas Territory, which was separated between ace servitude advocates and abolitionists, brought about hostile groups which thus making conditions that solitary common war could resolve. In considering the Bleeding Kansas scenery, Rawley contends that most of writing centers around the servitude discussion and foundation of subjugation, without a definite thought of race and racial partiality. In using the race banter, Rawley tries to feature what he sets as the abrogating inspiration for the Civil War being the white man’s matchless quality battle instead of a battle for liberation and common freedoms for African Americans. All things considered, Rawley sets that the focal issue in Bleeding Kansas was not simply the establishment of subjugation yet rather race and whether the nation could endure the development of the African American, regardless of whether slave or free. On the off chance that we right off the bat think about the authentic background, Rawley gives a diagram of the usage of the Kansas/Nebraska Act 1854 and features the way that the 1854 enactment composed the

Patrick Henry Research Paper Example | Topics and Well Written Essays - 1500 words

Patrick Henry - Research Paper Example His Childhood Patrick Henry was conceived on May 29, 1736 to a Scottish-conceived grower in Studley in Hanover County, Virginia. He was the second conceived in a group of nine and started going to a nearby school not many years after birth. Notwithstanding, he is accounted for to have gotten quite a bit of his training from his dad, graduated class of King’s College in Aberdeen. He is accounted for to have been a splendid melodic youngster who enjoyed playing woodwind and fiddle. Simultaneously, he used to accompany his uncle to strict messages, where he is thought to have formed his incredible speech style (Soylent Communications, 2012). Henry is said to have been an exceptionally eager kid who comprehended what is beneficial for him. He started working at 15 years old when he made sure about a vocation as an assistant at a close by dealer store. Nonetheless, he later banded together with his senior sibling with whom they opened their own store. In any case, the business was not fruitful as it crumbled hardly any months in the wake of opening. It is here that Henry had the first experience of disappointment in quite a while life. He met his better half Sarah Shelton in 1754, who paid him a 600-section of land real estate parcel as a settlement. Henry at that point depended on cultivating by developing tobacco in this real estate parcel, something that he accomplished for a long time before bowing for absence of good returns. Following deserting cultivating, a hardship come to pass for Henry when their farmhouse discovered fire decimating all that they claimed. Subsequently, he picked to assume control over the administration of his dad in-law’s bar where he got cash to contemplate law. He before long got a law permit in 1760 after which he started rehearsing as a legal counselor (Raphael, 2004). Government official and Lawyer Henry exhibited his splendor a convincing legal counselor not long after starting his law practice, which made his extreme ly well known and respectable legal counselor in the whole territory of Virginia. This he contended and won a Parson's Cause case in 1763, which was intended to change the way church pioneers were being paid in the U.S. Notwithstanding, King George III later toppled the law provoking one of the ministry to sue for back compensation along these lines wining the case. In any case, it was Henry’s powerful contention against the minister’s a move that caused the ministry to be paid harms. For the situation, Henry called attention to elevated level of illustrious obstruction and eagerness on legitimate choices. At long last, he figured out how to convince the jury to grant the most reduced conceivable honor to chapel pastors (Soylent Communications, 2012). He later built up an enthusiasm for legislative issues and was before long chosen for the House of Burgesses. His political race to the House of Burgesses allowed him the chance to substantiate himself as a voice of diffe rence against the pilgrim approaches sought after by the British government. His extreme voice of resistance against the British strategies was first seen when he emphatically restricted the British move to burden each printed-paper utilized by the pilgrims through the Stamp Act of 1765. He contended during the discussion that lone the province ought to be permitted to burden its residents and not the other way around. Truth be told, a few individuals in the house are accounted for to have refered to Henry’s remarks as treachery, yet Henry being a valiant man perseveres. Report shows that his recommendation on how the issue ought to be taken care of got wide media inclusion in the U.S. also, past, as duplicates to his recommendations were later appropriated to provinces, which helped in prompting individuals against the Briti

Victorian Literature

Victorian Literature Very frequently, we are asked about the humanities and arts at MIT. I think people are understandably concerned about whether you can continue to pursue interests in the humanities at MIT I mean, the name of the school is the Massachusetts Institute of Technology, after all. Even as I was considering colleges a decade ago, I had this same concern. So how do we answer these concerns? Yesterday, the Admissions Officers had an opportunity to meet with Dean of the School of Humanities, Arts Social Sciences (HASS) Philip Khoury, to help us talk about and address the quality of MITs programs. Like I said, I was concerned about this myself before I came to MIT, but now, I dont have much of a problem telling students just how awesome the humanities and arts are here. I had great teachers, took interesting classes, and saw many great performances. But even I certainly learned a lot from Dean Khourys talk with us. For example, do you know that we have one of the best faculties in the country in Victorian literature? Or in the history of Islamic architecture? Not to mention in music composition, and in ethnomusicology? So I asked Dean Khoury the obvious question how come no one knows this? The answer was as surprising as it was sensible. National department recognition is largely focused on the reputation of faculties that have not only undergraduate but also graduate departments. MIT does not have graduate programs in many of its humanities and arts disciplines (including Literature and Music). Hence, these programs at MIT, as well as at many very good and highly-regarded liberal arts schools, fly a bit below the national radar. What does this mean for you? For one thing, it means youll have MITs world-class faculty members like Pulitzer Prize winners John Harbison and John Dower all to yourselves, as they have no graduate student commitments. Relatedly, they have no graduate students to be Teaching Assistants, so they will be your only teacher in their subjects. But perhaps the most important thing is that youre not necessarily sacrificing your interests in the humanities and arts when you come to MIT. With top-notch faculties, 500 HASS classes a year (as much as many liberal arts colleges), and students who are genuinely interested in the HASS subjects they take, youll have a great experience here, even outside of the usual science engineering. Another important point Khoury made was that the analytical, research ideal extends to HASS. Professors not only are great teachers but are also highly regarded scholars in their field. And, yes, you can do a UROP in HASS. Currently, UROP students are being actively sought in departments including Literature, Anthropology, Comparative Media Studies, Foreign Languages Literatures, Art History, and Writing Humanistic Studies, and there are many more opportunities than only those. Ive have a number of friends who have UROPed in HASS, and all have had good experiences. Finally, you should know that it is very likely that while you are at MIT, a beautiful and cutting edge Laboratory for the Performing Arts will be built. The building is described: An innovative structure designed with MITs performing arts capabilities and priorities in mind, it will be an ideal locale for the experimentation, hard work and group interaction that is at the core of much true creativity and thus in the great tradition of MIT labs through the decades. What more can I tell you about the humanities and arts at MIT?

Organisational Change Management Free Essay Example, 2250 words

This could be made successful through the cooperation of the organization’s employees, district councils, health, police and the voluntary sector. By using the managers who were involved in the development of the proposal, the Council could make sure that all the members of the teams led by the managers see the essence and reality behind the proposed change. Given that there commitment had already been seen during the Council meeting that was called to deliver the proposal, it will be easier for the council to get the managers to emotionally commit to the proposed changes. For this to be done successfully the management would need to make sure that they encourage a team spirit among the involved managers(Sturdy & Grey 2003, p. 652). This will help the company in preventing any potential division in the team and any possible miscommunication to the rest of the council. Since the change that the council is aiming at undertaking involve maximization of effort from fewer employees it is important to let the change coalition to know that they will be needed to give acting examples to the various teams in the organization that they lead. We will write a custom essay sample on Organisational Change Management or any topic specifically for you Only $17.96 $11.86/pageorder now Things like organization change are always successful if communicated to the rest of the organization through example. In the process the organization will be able to get the most creative, diligent, and innovative employees to be the ones to remain. There are a number of factors that can act as obstacles to change at SCC. For instance, for the council to operate with fewer employees they would have to change the organizational structure, employee job description, compensations systems, and performance evaluation. If in any case these areas are not reviewed the council will not be able to do with the changes that are desired by the business organization. The short tie goal in this case should be reducing the amount of money that is spent of on employee. As seen through the chief executive’s memo, the company intends to achieve this by reducing the number of employees working. This will be challenging because they will have to do better with fewer employees. This implies that the best way to do this would be launching a program aimed at changing the attitude of the remaining employees in order to get maximum productivity from them. The eventual plan should be limiting the extent that the public would need services from the council. This can be possible through making the public understand the situation and getting them to do some of the activities that were previously done by the council by themselves.

What A Typical Sales Rep s Profile - 976 Words

The greatest mistake seen across LinkedIn profiles -- which between prospecting, reviewing client’s profiles, and networking -- is writing your profile for the incorrect audience. It’s a problem unanimous across the board, from entry-level SDRs to seasoned executives at fortune-500 companies. Oftentimes, searching your LinkedIn profile is your prospect’s first interaction with you, so make it a great first impression that adds value. By the time a prospect actually connects with you they’re over halfway through the buying cycle. The #1 Mistake Sales Reps Make on LinkedIn Far too many sales reps write their profiles as if they’re job searching, not to deliver value to prospects and customers. Take a look at your profile and a few of your coworkers, past or present. It won’t be too long before you see someone highlighting all of their accomplishments. Here’s what a typical sales rep’s profile includes: †¢ #1 rep on the team with 130% quota attainment †¢ 50% increase in sales year-after-year †¢ Added 24 new logos (first on the team) †¢ President’s Club attendee three years running -- 105% of quota This is terrific if you’re job searching or speaking with recruiters, as they’ll be your audience. But once you get the job, copy all of your accomplishments somewhere else and update your profile to what matters to your audience which in sales is your prospects and customers. Having a profile that only showcases your sales achievements shows your buyer two things: 1. You only care aboutShow MoreRelatedHarley Davidson Analysis1368 Words   |  6 Pagesmore free essays from Anti Essays using the search box above. Harley Davidson Analysis We think it would be interesting to quote first Harley-Davidson s mission, in order to get a first approach of what is the purpose of the company from their point of view. 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Vestas in Russia Free Essays

string(155) " is especially to prefer, because of its already existing hydropower stations, which could be used to compensate for the possible intermittent wind power\." Vestas in Russia Introduction For my exam project in International Business Environment I have chosen to write about the Danish cooperate Vestas Wind Systems A/S (referred to as Vestas throughout the paper). Vestas is the world’s largest producer of wind turbines and in addition to this it is also the leading company when it comes to green technology regarding wind energy . Vestas not only serves the Danish domestic market, but the company is also present on several foreign markets in other parts of Europe, Africa, Asia, Australia and North and South America. We will write a custom essay sample on Vestas in Russia or any similar topic only for you Order Now With over 22. 00 employees spread over 35 countries Vestas is categorized as being a multinational cooperation. As for the market of entry I have chosen The Russian Federation (referred to as Russia throughout the paper). Vestas has not yet entered the Russian market so my exam project will be a hypothetical one. One could question why a global actor like Vestas not already has entered a market with so big opportunities as Russia, but along with visions for great profit comes the reality of great risks and challenges as well. Russia is a vast market for windmills taking the size of the country and the climate debate into perspective. The country is the fourth largest consumer of electricity in the world , but lack of technology hinder Russia to produce it in a climate friendly way. The relevance of a successor to the Kyoto Protocol is at its highest and Russia has expressed great will to find sustainable solutions for its large electricity consumption. Companies capable of exploiting such market are in position for massive gains. This is however easier said than done. Denmark and Russia differ on several aspects of their countries’ structures and Danish companies planning on doing business in Russia hence carefully have to consider these differences. In this paper I will first describe and motivate the entry strategy of Vestas by using John Dunning’s OLI-framework . In this context I will argue why more advanced forms of FDI (Foreign Direct Investment) are appropriate for Vestas when entering Russia. Furthermore I will analyze the differences between Vestas’ home market conditions in Denmark, and the conditions of the target market, Russia, regarding adjustments in the marketing mix. To illuminate this section I will use E. Jerome McCarthy’s principle of the four P’s . Lastly I will summarize the above mentioned and discuss the best internationalization strategy for Vestas. Vestas’ competitiveness In order to describe and motivate the entry strategy of Vestas I will outline the advantages based on John H. Dunning’s OLI-framework. Although Vestas already has expanded into many different countries with regards to different culture, political systems and business systems it is not always suitable to use the same entry strategy although the firm is the same in every case. O – Ownership advantage: Vestas’ competitive advantage The O in Dunning’s OLI-framework of specific advantages deals with the Ownership advantage. To expand into new markets Vestas has to be in possession of something that gives the company an advantage compared to its competitors. Vestas has a clear ownership advantage first and foremost in form of its technology and know-how. Denmark has exploited wind energy since 1850s with the purpose of making agriculture more efficient. In the beginning of the 1970s the oil crisis influenced Denmark as well, and to avoid another economic breakdown the Danish government searched for an alternative energy industry. Vestas had already done RD (Research and development) and tried out the construction of windmills since 1971. However they first entered the market in 1979 with a licensed windmill. In the development of the required technology, subsidy from the government and research on RISO (The National Laboratory for Sustainable Energy) has had a vast significance for Vestas, enabling it to play the leading role it does today. Besides the support from the government, Denmark has a highly skilled labor force, which of course also adds to Vests’ ownership advantage. Nevertheless as Lars Andersen (Managing Director of Vestas’ Sales) mentions, it is not only the technology and the skilled employees that give Vestas an ownership advantage: â€Å"However, it also has to do with our ability to deliver on time, the fact that things work from day one, and, in particular, the fact that we fulfill customers’ expectations for a good, reliable return on their investment. In other words, we are not simply selling a wind turbine†¦Ã¢â‚¬  Vestas does not only manufacture and sell the wind turbines, it also provides installation and subsequent after-sales-service, which not many Russian competitors can match. Vestas is, in addition to the above mentioned, a multinational company with more than 30 years of experience and is therefore in a greater position than later emerged firms. Vestas is on top of this a world-known and respected brand with focus on quality and is represented in 35 countries spread out all over the world. The company has the largest market share, 24,8% , of the global market, which again places Vestas in a favorable situation when it comes to taking advantage of for instance the experience curve. L – Location advantage The L in Dunning’s OLI-framework deals with the location advantage. Saying there should be an advantage for Vestas for doing business in Russia as a location for export or more advanced forms of FDI. Russia is geographically an enormous country (covers over 17 million square miles) and includes areas with a very low population density. These areas have great potential for windmill parks and the coastal areas of the Pacific and Arctic Oceans, the vast steppes and the mountains are the areas of highest potential. On the other hand it would also be favorable to place the wind energy system in regions where there is an existing power infrastructure and major industrial consumers. Areas, which fulfill these requirements, are the steppes along the Volga River, the northern Caucasus Mountains and various locations in Siberia including the Chukotka Peninsula in the Magadan region . Chukotka Peninsula is especially to prefer, because of its already existing hydropower stations, which could be used to compensate for the possible intermittent wind power. You read "Vestas in Russia" in category "Papers" Another location advantage for Vestas is the fact that the Russian population is the fourth largest consumer of electricity in the world. Hence there is a demand for Vestas’ products and in particular when taking the Russian will to reduce greenhouse emission into consideration. Russia is willing to play an active role regarding the improvement of the global heating problem. The country has already reached its commitment stated in the Kyoto-protocol, but the Russian president Dmitri Medvedev declares that Russia â€Å"would try to reduce greenhouse emissions by 25% by 2020. † The quotation signals a will from the government o find more sustainable solutions for production in Russia, and because Vestas does â€Å"business to business† and â€Å"business to government† commerce, it is of great importance with prospect for government interest and support. In this setting it is worth mentioning that The Ministry of The Russian Federation has published â€Å"T he 2020 Energy Strategy†, which describes how to reach the new goal by prioritizing, among other things, ecological energy security through energy policy. In addition to the above-mentioned advantages of Russia as a location for Vestas’ expansion come the possibilities of reducing the overall production costs. As it is with most emerging markets, like Russia, wages are lower than in more developed markets like Denmark. Hence by moving production to Russia Vestas would be able to compete on both quality and price, although their main focus most likely would be on quality . The location advantage is even greater when taking into consideration that there are no real national or international competitive competitors settled in the market yet, hence there is a possibility of a first mover advantage for Vestas as well. Notable is nevertheless also the risk for a first-mover disadvantage in terms of costs and risks when preparing the market for the ‘new’ product. I – Internationalization advantage If Vestas expanded into Russia it would strengthen its position of being â€Å"No. 1 in Modern Energy†, which was Vestas’ slogan before the recent switch to: †Wind. It means the world to us†. Furthermore if Vestas gained the first mover advantage it would give the company control over one of the worlds biggest markets. The internationalization advantage is gained in form of a proper entry mode. The chosen entry mode is of great advantage if it is selected in accordance to Vestas’ now described ownership advantage and Russia’s location advantages. Vestas’ main ownership advantage is their know-how and technology while the location advantage of Russia primarily are the huge market possibilities and the government’s positive attitude towards renewable energy sources. What remains is, which type of entry mode that exploits both Vestas’ ownership advantage and Russia’s location advantage? Would licensing or exporting be the best-suited entry mode or should Vestas take greater risks and do more advanced FDI? Vestas wants to keep their know-how, but by pursuing a licensing entry mode, spillovers will occur. Vestas would have little control over production, giving possibilities for competitors to emerge and quickly become as efficient as Vestas. Exporting is neither a favorable entry for Vestas. The transportation costs are extremely high, when it comes to the final products. Each piece of the windmill weights approximately 250 tons and thus not suited for export. Other obstacles for the export as an entry mode are the protectionist policies and Russian trade barriers as for instance high tariffs. Vestas would have to pay up to 20% tariff + an additional charge (Value Added Tax) of another 18%, making a total of 38% for exporting its products into Russia. Russia ranks 162 out of 183 countries on the list of ease to do cross border trading with. To compare, Denmark ranks 6 which means that the products produced expensively in Denmark becomes more expensive by being exported to Russia. This situation will of course change if Russia gets its membership in the WTO, but this is not yet achieved. To sum up Vestas needs to move in with plants in Russia and with more advanced FDI to protect its know-how asset and to stay competitive. There are two options for this being either a joint venture or a wholly owned subsidiary. The most obvious solution would be the wholly owned subsidiary, where Vestas could protect its know-how by owning 100 % of the stocks. On the other hand there is a time perspective to consider as well. Siemens, one of Vestas German competitors, have recently announced plans on moving into the Russian market on a large scale . Setting up a wholly owned subsidiary as a green field venture takes a lot of time and the alternative of an acquisition is not an option since Vestas has core values and does not want to take over existing operating routines and enterprise culture. Another aspect, which is important to these considerations, is the fact that corruption and bureaucracy, which makes connections and personal relations very important for success, mark Russian business. Setting up a joint venture with a local firm solves this problem for Vestas, since Vestas would benefit from the partner’s country specific knowledge of culture, language, political systems, business systems and local connections. A joint venture is at the same time a less risky (capital vise) and less time-demanding entry mode, than a wholly owned entry mode, which Vestas needs to take into considerations in order to prevent falling behind Siemens. The major disadvantage of choosing a joint venture is of course the risk of spillover, eading to future competitors. On the other hand it is possible to construct the joint venture to minimize this risk. Vestas needs to engage in a joint venture where it owns the majority of the cooperation and thus is able to remain control. One might argue that it would be difficult to find a company, which would accept to own minority of the joint venture, but taken the undeveloped market into consideration, it should not be a huge problem. Ther e are only a few local firms in the windmill industry in Russia. All of these would most likely be interested in boosting their profit (value creation) and it is not an unattractive offer to join the world leading windmill cooperate in a first mover attempt with prospect of a significant future market share in the Russian market. The joint venture and expansion of Vestas would also have to be on a large scale to be able to capture demand, establish a strong brand name and realize economies of scale. This would no matter what be an ideal opportunity for any local producer in Russia, although they would have to accept Vestas owning the majority of the joint venture. Differences and adjustments There are several aspects where the Russian market conditions differ from the Danish market conditions. These are necessary to look at in order to outline the needed adjustments for Vestas’ marketing mix. Differences in market conditions When comparing Russia and Denmark regarding the ease to do business in, it is very clear that there is a vast gap between the two. According to a survey by The World Bank, Denmark ranks 6 whereas Russia ranks 120 out of 183 countries (1 being the easiest country to do business in). I could therefore point at several diverging market conditions, but because of limitations of this paper I have chosen to focus on the following four: Infrastructure, climate, GDP per capita and the level of corruption. One might argue that ‘climate’ is not of great importance when speaking of market conditions, but in my opinion it is a very significance factor in this case concerning the marketing mix, which I will elaborate on in the following section. Infrastructure is important for Vestas when it comes to distribution of the company’s products. When looking at infrastructure in Russia and Denmark the most noteworthy factor is distances and terrain. Russia is the largest country in the world covering 11 time zones and it does not entail deep analysis to conclude that it requires great coordinated logistic to create a well functional infrastructure. This has for several of reasons not yet succeeded for Russia and the country’s infrastructure is hence very fragmented. An uneven terrain with low population density and nature impediments as rivers and mountains has hindered buildings of proper roads and connections, which have a great influence on Vestas’ ease of doing business. Because of the enormous extent of Russia, the climate varies a lot from the coasts to the mid-country and from the west (Europe side) to the east (Asian side). The temperature fluctuates between the extremes of -65  °C in the winters and +40 °C in the summers. The wind is an important factor to look at in this case as well, because Russia possesses areas with all degrees (categorized as: Low, medium and high) of wind power. The climate differences is thus of great importance regarding Vestas’ product differentiation. Moving focus to the more economic orientated difference in market conditions is the GDP per capita (PPP). Russia’s GDP per capita is low compared to Denmark’s. According to the ranking done by International Monetary Fond, Russia ranks 51 in contrast to Denmark’s ranking as 17th . This means that Russian consumers, including the government and large enterprises, have less purchasing power compared to the Danish consumers. Little purchasing power could be an obstacle for Vestas. If consumers don’t have much money to spend, they would most likely not have the mental surplus to think of the environmental dimension by burning fossil fuels. If generating electricity the cheapest and easiest means exploiting fossil fuels, this is what they will do. However higher purchasing power (higher GDP per capita) results in the means to be able to prioritize such things as future global environment. Looking at the energy produced in Russia, over 60% of the electricity generated is based on gas- and coal power whereas less than 1% of the electricity generated is based on renewable energy production . In contrast stands Denmark, where wind power alone in 2008 generated 18,9% of the Danish electricity demand . The growth in GDP per capita in Russia was before the economic crisis, around 7-8% . This is promising for Vestas as a continuous high growth in GDP per capita means a more developed economy, higher purchasing power and therefore increased interest in products like the ones Vestas offers. The fourth difference I have chosen to outline is the high level of corruption in Russia. Russia ranks number 146, whereas Denmark ranks number 2 (1 being the less corrupt) in the Corruption Perceptions Index (2009) made by Transparency International. Vestas has no power to end corruption by itself, so instead it should focus on how to deal with it in business situations. Adjustments in marketing mix: The four P’s I will use E. Jerome McCarthy’s principle of the four P’s: Place, Product, Price and Promotion to analyze the needed adjustments for Vestas’ marketing mix. The four differences (infrastructure, climate, energy production and level of corruption) described in the previous section are all differences that affect these adjustments. The †p† concerning the place (distribution) deals with how to get the product to the consumer. It would be obvious to discuss adjustments to retail concentration, channel length, channel exclusivity and channel quality, but selling Vestas’ products is not like selling jeans or other regular consumer goods. There is no distribution channel, or at least it is very short, because Vestas sells directly to the customer, being government or large enterprises. However the undeveloped infrastructure, as outlined as a big difference between the Danish market conditions and the Russian market conditions, is of great importance for Vestas’ delivery to its customers. Vestas’ products require stable roads (due to heavy weight and size) and connections to the best set-up areas. The infrastructure is best around Moscow and St. Petersburg, due to big business, but this is not necessarily the best location for Vestas’ production. As mentioned before the best set-up areas are the vast steppes along the Volga River, the Caucasus Mountains and locations in Siberia. In Denmark Vestas can easily get around to all parts of the country, but Russia’s huge distances and the uneven terrain in many areas do acquire adjustments. Vestas carefully have to reconsider where to place the facilities of production to minimize transportation costs, and not to forget, maximize availability. This might require compromises in form of set-ups in optimal and less optimal wind areas. To do this Vestas has to deliver wind turbines that also are able to exploit the low winds and Vestas thus has to adjust its products to the Russian climate conditions. Other adjustments are necessary for the turbines to manage the before mentioned freezing winters with temperatures down to -65  °C and the hot summers with temperatures up to +40 °C. The turbines should be able to function all year round to be attractive to customers. Vestas has to differentiate the turbines to match these standards compared to the standards in Denmark, where weather conditions don’t differ as much. In other words, Vestas’ product differentiation is necessary to encounter pressure for local responsiveness and thus reach its customers. The customer segment that Vestas tries to reach is a narrow segment consisting of the government and maybe a few other large enterprises, which would be interested in promoting a green profile. The government and the large businesses would, as most customers, be concerned about price. To match Russia’s rank regarding the low GDP per capita, Vestas would have to make an adjustment in form of lower prices. Price is however not the main focus for Vestas . Quality and safety is their top priority, but of course they would be able to take advantage of the lower labor costs in Russia and thus lower the overall production costs. Vestas could however use strategic pricing in form of experience curve pricing to gain market share and relations to the large customers before competitors emerge. This could be rewarding because of the promising growth in Russia’s GDP per capita, which presents better future market conditions for Vestas’ products. Vestas should at the same time stress that setting up windmills is an investment that might require lots of capital as a starting point, but in the long-term perspective it would be worth it. Today Russia is self-sufficient in terms of energy . However the supply of fossil fuels is diminishing and the demand for it is increasing. Investing in wind power would be a possible way for Russia to stay self-sufficient in the future. Left remains the question of how to communicate all this to Vestas’ customers? When choosing a promotion strategy Vestas has to adjust its approach to the above described high level of corruption. One way of doing this is by having the right connections; knowing the right people. As previous mentioned I would suggest Vestas to pursue an entry mode of a joint venture and thereby gain the advantage of local relationships, which could help Vestas to get around the bureaucracy. On the other hand it is of paramount importance that Vestas ‘stay clean’. If Vestas in any way gets associated with any form for corruption, it will have tremendous consequences not only for the domestic market, but also for the global market that Vestas operates in. In accordance to the entry mode I would suggest Vestas to practice a push strategy. It would be a waste of resources to communicate through mass media to vast private consumer segments, to which Vestas’ products have no interest. Vestas’ communication should be directly orientated at the small customer segment, previous outlined. Personal selling, exploiting the local partner’s ability to speak the local language, perhaps supported by additional informative products to be handed out and an enlightening webpage is the best way for Vestas to reach its potential customers. Vestas’ internationalization strategy In the last part of this paper I will sum up and describe the best internationalization strategy for Vestas when entering the Russian market. Throughout the paper I have concluded that now is a good time for Vestas to enter the Russian market, because of prospects for government interest and support and no real competitors settled in the market yet. Hence Vestas has an opportunity for a first-mover advantage, but only if they enter the market on a large scale. Entering on a large scale is associated with greater risks and costs, but taken the growth in GDP per capita and the decreasing amount of fossil fuels into considerations, it is most likely that Vestas in the long-term perspective will secure massive gains from having established the contacts and its own brand in an early phase. I have already argued that I find a joint venture the most appropriate form of entry mode for Vestas. Forming a joint venture with the right partner, a partner that has agreed to Vestas’ way of doing business e. g. no corruption, is the best way to remain in control, but still benefit from local knowledge, which is of great value because of the different market conditions compared to Denmark. Due to these different market conditions, Vestas also has to adjust its marketing mix. The most important adjustments would be: Reconsideration of production locations concerning infrastructure impediments, product differentiation and the use of a push communication strategy with help from the chosen partner’s local advantages. There is no doubt about the difficulties a global actor faces. A company like Vestas carefully needs to consider every aspect of a business opportunity to prepare for an expansion into a new market. Vestas operates all over the world where it has to respond to pressures for local responsiveness and pressures for cost reductions. There is a pressure for local responsiveness in Russia due to the geography and the political system. The question is, if this pressure is low or high? I would categorize it as being in between. The pressure is not low since the expansion requires considerable adjustments in the marketing mix, but the pressure is on the other hand neither as high as pressure for local responsiveness for e. g. lothes or cars. Concerning the pressure for cost reduction it is necessary to take a look at Vestas competitors in the Russian market. At the time being, there are not many, but as mentioned before Siemens is planning on moving in. In addition to this, many Asian competitors have emerged in China as well and might constitute future competition. I would therefore say that pressure for cost reduction in Russia at the time being is low, but in the near future this pres sure will definitely increase due to the above explained. Vestas could enter with a location strategy or an international strategy, in accordance to the low pressure for local responsiveness, but if the company wants to prepare itself to face upcoming aggressive competitors it might be strategic wise to enter with a transnational strategy already at this point. Pursuing such strategy will as well benefit the information flow between Vestas subsidiaries and between the subsidiaries and the home country, which is necessary for sharing one of Vestas’ core competences: know-how. If Vestas not only is able to take advantage of the outlined possibilities but at the same time adjust and respond to the described impediments, it has great opportunities to grasp large profits and at the same time remain competitive in perspective of the Russian market as well as the global market. References The paper is based on classes in International Business Environment plus the beneath listed Book: Hill Charles WL, International Business: Competing in the Global Marketplace, 8th edition How to cite Vestas in Russia, Papers

Comparative Observations of Inaccurate Decisions †MyAssignmenthelp

Question: Discuss about the Comparative Observations of Inaccurate Decisions. Answer: Introduction: The common meaning of margin of error refers to the amount which is acceptable in case inaccuracy or mistake or any change in conditions. In the context of law, the margin of error means the fact that panel of judges sometimes makes faults at the time of taking decisions whether the suspect is guilty or not. There are many faults which validates errors. This includes inadequate or ambiguous proof or there might be a failure of evidences or complexities in law (De Vos, 2017). It may be termed as the accuracy rate in the decisions made by the panel of judges. As per the above discussion, panel of judges made many mistakes at the time of decision making because of inadequate or ambiguous proofs that causes inaccurate decisions. 12 angry men is the good reference in which panel of judges believed in the witnesses given by the old man and the woman who lives nearby to the suspects place (De, Vos, 2017). Many panel of judges believes in the witnesses that were given without paying consideration to the other relevant facts of the case. Any person who is in the trial for the first time must know that judges are those who make decisions on their best judgements and after consideration of all the relevant facts of the case without being partial and prejudice towards suspect. Further even if they make faults then it must be due to misleading facts or incomplete information that were presented with respect to the case. The most relevant point that had caused the judges some amount of hesitation regarding the guilt of the suspect is when Juror 8 have been presented before the judge, the knife was exactly the same with which the blamed has been supposed to have murdered his father (Rose, 2016). Juror 8 said that he bought the knife from the junk shop near the boys place (Rose, 2016). He just wanted to convince that purchased knife was lost and that knife was found by the another person and murdered his father, thereby putting the blame on the accused. Juror 8 was initially disagreed with the 11 jurors and opinioned that suspected is not guilty. The other most important point which was addressed by the juror 8 was that old man is not capable to hear from the boy I will kill you when the train was passing. The reason is that 10 seconds are required for el to pass and the old man was required to take 6 seconds or more to go near the window. Before the old man can hear the boy by shouting I will kill you and the body to fall down, the el was passing through his window and it is difficult to hear what one is thinking (Gale, 2015). Any individual who is tangibly weak or mentally retarded to carry out the juror duties or has been witnessed to death or imprisonment for life was awarded. The person is subject to bond for exhibiting good behavior. Further the panel of judges must be unbiased or impartial or must be competent to understand the legitimate proceedings and other relevant facts with respect to the case. A judicial injury that comes without an agreement upon a decision even after an extended discussion is called as hung jury (Zucker, 2017). A hung jury fails to reach at the supermajority which is required to agree on a decision. All the judges must agree totally that the suspect is guilty and the court has proved suspect a guilty person without any suspicion. Further there is a hung jury, and all the jurors do not agree solidly on a decision then the case shall be tried before on a new jury. Selection of panel of judges are also equally important part of a trial procedure while making decisions (De Vos, 2017). Now in the modern period, the lawyers wish to have jurors who are acted in the clients favor. Another important factor that obstructs the selection of impartial juror is a media. Mostly jury members are not aware of the case for which they have been selected to determine. But media barely make it possible to find jurors who are not aware of the cases particularly in the high profile cases. References De Vos, W. L. (2017). The Jury Trial in Western Australia: Comparative Observations. Int'l Trade Bus. L. Rev., 20, 287. Rose, R. (2016). Twelve angry men. Bloomsbury Publishing. Gale, C. L. (2015). A Study Guide for Rose Reginald's Twelve Angry Men. Gale, Cengage Learning. Zucker, K. J. (2017). Hung Jury. Archives of Sexual Behavior, 1-4.