E-Business Final Essay Example | Topics and Well Written Essays - 2000 words

E-Business Final - Essay Example The layout or web design of any website plays an important role in the success of e-business. Websites should be user-friendly, well designed, attractive, easy to navigate and search-engine friendly. Qatar Airways have considered all these features in their website. Business to business transactions helps in building new and strong relationships with other companies worldwide. They are reducing the costs and providing best services with the help of their Oracle ERP project and partnership with other airlines, hotels, travel agents and car rental services. For Qatar Airways ethical issues are very important. It is part of their ethics to take care of confidentiality and security issues of customers and to provide the information that does not hurt the emotions of their global customers. Qatar Airways, an airline company, was established on November 22, 1993 and it formally started its operations from January 20, 1994. It is one of the most competitive and fastest growing airlines in the world. In the span of thirteen years, QA has achieved tremendous growth by serving 100 destinations worldwide (Middle East Aviation, n.d.). Due to the advancement in Information and communication technologies, companies are now using latest technologies to remain competitive (Beheshti & Sangari, 2006). Click and mortar model is employed by the Qatar Airways. According to this model company sells through internet as well as through the traditional ways of selling. Qatar airlines have commenced an extensive Oracle ERP system to link or centralize different departments. Although, it is a costly plan but it will help in increasing the efficiency in the long run. Qatar Airways is reducing its expenses by providing many online services. These include Online Booking, Online Time Table, Online Route Map, Flight Status Information, Information via SMS, Online check-in, SMS check-in, Phone check-in,

The Victims Of Domestic Violence Feelings Essay

The Victims Of Domestic Violence Feelings - Essay Example The feminist cultures progressively and constantly defend the women against critical issues including domestic violence. The belief that women can cause violent activities is relegated and quashed because it is believed that they are the victims. The defense of the women of the society makes it difficult to speak about men being victims of domestic violence. The portrays women as non-perpetrators of family violence. Most resources are often directed to the perceived victims who are the women. The narrative of men being victims is never discussed, and neither are resources allocated to create awareness concerning the challenges facing men in various partnerships.   The inconsistencies that are manifest in dealing with domestic violence makes it difficult to voice the violent propensities that males experience. The recognition of a problem commences if the society acknowledges a crisis and works towards resolving it appropriately. Violence against men in heterosexual or same-sex rela tionships is prevalent in several jurisdictions yet the stakeholders are not keen to improve on the situation. Men find it difficult to share their issues because they believe the society does not recognize domestic violence against them and minimizes its proliferation. The degree or measure of violence in a relationship cannot be underestimated or tolerated because of gender socialization.   It is difficult to talk about males as victims of domestic violence because of stigmatization.  

How History of Freight Trains reflect OPERATIONS MANAGEMENT Research Paper

How History of Freight Trains reflect OPERATIONS MANAGEMENT - Research Paper Example The purpose of writing this paper is to analyze how the history of freight trains in America reflects on the subjects of operation management. In order to understand the subject, I will analyze the train freight process. First we have the order perspective and train perspective. The order perspective involves receiving orders, booking trains for the particular orders and receiving containers and invoice. The train perspective involves finding the desired train depending on the cargo that needs to be transported. In the paper, I will show how the strategic operations of the freight railway systems have made the industry competitive and profitable. I will also discuss how specialized freight scheduling system is used to streamline the operations, control the cost and to respond to changes in demand in the railway industry. It is important to note that most of the transformations in the freight train industry occurred during the industrial revolution. The trains from the different parts of the world arrive at the bailey train yard where they are sorted and reassigned to ensure they arrive at the desired destination. Everything that is produced in the United States is transported through the railway system. All the train activity in the railway yard is monitored from the computer screens of the command centre. In the command centre scheduling takes place where the movement of the trains is coordinated to ensure efficient operation of the train yard. By utilizing the latest computer control software, the command centre monitors all the traffic in the yard. Scheduling ensures the times the freight trains spend in the yard to be minimized by ensuring that traffic is controlled and sorted out in the shortest time possible (Aalam, 2014). The trains are then sorted in the classification yard where the incoming trains are reassigned to their intended

Gleevac Essay Example | Topics and Well Written Essays - 3000 words

Gleevac - Essay Example It has four pKa values; 1.52, 2.56, 3.73, 8.07, very soluble in buffers of PH 5.5 and slightly soluble in neutral/alkaline aqueous buffers. Gleevec recognizes the auto inhibitory conformation of the activation loop of the protein that regulates the kinase activity. The structure of inactive state is distinct between different kinases. It has a half-life of 15 hours and allows daily administration. Gleevec is used to treat the chronic phase of CML though applications have been found in Advanced and blast crisis phases. Its efficacy has been found to reduce with phase progression.Most patients that don’t respond to gleevec are in advanced stages of CML at the initiation of treatment. Failure rate of imatinib in patient with chronic phase CML remains low(at less than 15%at 18 months) in patients who did not respond to interferon. In the 1980’s and 90’s much skepticism prevailed first on the development of compounds with specificity among protein kinases. Secondly, the targeting of singular molecular defects seemed insufficient in the treatment of highly heterogeneous cancer [11]. Gazit in 1989 reported low molecular weight tyrosine kinase inhibitors with selective activity towards EGFR. These inhibitors were called tyrophostins. Tyrophostins were useful in selective antiproliferation agents for proliferative diseases caused by hyperactivity of protein tyrosine kinases. Though tyrophostins were not clinically developed, they provided the proof of the principle of selective inhibition of tyrosine kinases by using small molecules [16]. Subsequently 2 phenylaminopyrimidines were reported as selective inhibitors for protein kinases C (PKC), Abelson (ABL) and platelet derived growth factor receptor (PDGFR) kinases [3]. Tyrosine kinases mediate many of the signaling pathways by which cancer cells prom ote their proliferation and survival. They control cellular function and are thought to be too similar to be inhibited in-vivo [15]. Overall imatinib shows

How History of Freight Trains reflect OPERATIONS MANAGEMENT Research Paper

How History of Freight Trains reflect OPERATIONS MANAGEMENT - Research Paper Example The purpose of writing this paper is to analyze how the history of freight trains in America reflects on the subjects of operation management. In order to understand the subject, I will analyze the train freight process. First we have the order perspective and train perspective. The order perspective involves receiving orders, booking trains for the particular orders and receiving containers and invoice. The train perspective involves finding the desired train depending on the cargo that needs to be transported. In the paper, I will show how the strategic operations of the freight railway systems have made the industry competitive and profitable. I will also discuss how specialized freight scheduling system is used to streamline the operations, control the cost and to respond to changes in demand in the railway industry. It is important to note that most of the transformations in the freight train industry occurred during the industrial revolution. The trains from the different parts of the world arrive at the bailey train yard where they are sorted and reassigned to ensure they arrive at the desired destination. Everything that is produced in the United States is transported through the railway system. All the train activity in the railway yard is monitored from the computer screens of the command centre. In the command centre scheduling takes place where the movement of the trains is coordinated to ensure efficient operation of the train yard. By utilizing the latest computer control software, the command centre monitors all the traffic in the yard. Scheduling ensures the times the freight trains spend in the yard to be minimized by ensuring that traffic is controlled and sorted out in the shortest time possible (Aalam, 2014). The trains are then sorted in the classification yard where the incoming trains are reassigned to their intended

Stakeholder theory as an organisational management theory supports good corporate governance Essay Example for Free

Stakeholder theory as an organisational management theory supports good corporate governance Essay ‘Stakeholder Theory’ as an organisational management concept supports good Corporate Governance models. Discuss whether stakeholder theory assists in determining good corporate governance models for a company. The recent increase in awareness surrounding Corporate Governance partly arose from what was considered to be some of the ‘darkest days in business’ during the early 2000’s when numerous multi national corporations unexpectedly collapsed. People the world over were greatly effected by these events, which brought into question the role of good business practice in today’s society. Freeman’s (1984) seminal work â€Å"Strategic Management: A Stakeholder Approach† describes ‘Stakeholder Theory’ as a structure that supports effective Corporate Governance by way of protecting and looking after not just its shareholders, but all stakeholders that have a vested interest in the company. Central to the discipline of Corporate Governance is the ethical behaviour of corporations (Crane, 2004), ‘Stakeholder Theory’ is the most influential and popular theory to emerge thus far that addresses the role of ethics in business (Stark, 1994). This essay builds on the idea that ethics, business, sustainability, responsibility and the environment are no longer separate (Freeman et al., 2010) in today’s global business world. Critics of Stakeholder theory claim that the shareholder’s ability to gain maximum profits are compromised, however recent research has shown that by creating value in a responsible manner whilst taking all constituents into account actually leads to a more profitable company, whilst encouraging long term outcomes (Donaldson, 1995). Critics also claim that stakeholder’s interests are so varied its impossible to give equal fairness to all. Whilst it is impossible to make every stakeholder’s interest equal, three key areas are assessed to determine the attributes and relevence of each stakeholder within the company’s ethical codes; power, legitimacy and urgency (Wickham, 2009). The term ‘Stakeholder Theory’ whilst in use from the 1960’s was further developed by Edward Freeman in the 1980’s and has vastly grown in popularity in recent years. Stakeholders may include but are not limited to employees,  creditors, consumers, suppliers, whilst also incorporating the extrinsic interest of Governments, competitors, the community, environment and society at large (Buchholtz, 2012). Refer to figure 1. Fig 1. A firm and its stakeholders (Polonsky Michael, 1995). The Australian Stock Exchange Corporate Governance Council guidelines (Australian, 2007) identify’s eight key priciples relating to the rules, relationships, systems and processes within and by which authority is exercised and controlled in corporations. By applying the eight principles to monitor and assess risk, optimise performance, create value and provide accountability. ‘Stakeholder Theory’ addresses these principles by concentrating on the moral responsibilities of business organisations in terms of the scope of fiduciary obligations towards their stakeholders. Researchers from Bologna’s University set out to determine whether stakeholder management actions could bring strength to internal legitimacy, thereby creating better working conditions that lead to improved company competitiveness, developed by company employees (Longo, 2008). They began by conducting two surveys on the employees of a leading Italian agricultural company who had been implementing ‘Stakeholder Theory’ for many years and had received numerous awards in recognition for their processes. They were asked a multitude of questions surrounding their roles in the workplace, their feelings toward their colleagues, employers and their work environment in detail. The researchers were then able to define quantitative measures of the system of resources to determine the role of stakeholder policies in the development of the intangible resources (Longo, 2008). Those intangible resources being, â€Å"the capacity to motivate employees† (Donaldson, 1995), â€Å"the capacity to attract and keep professional and qualified personnel in the work market† (Turban, 1997), â€Å"the ability to develop internal and external company relationships† (Post, 2002). The results indicated that the companys social policies had a significant influence particularly when it came to trust, job satisfaction, networking and communication, ability to work in a group and low turnover propensity† (Longo, 2008). Since 1983 Herman Miller the furniture manufacturing company has incorporated an employee as stakeholder program, employees carefully monitor and know how their  roles contribute to the profitability. Employees review the numbers, particularly their EVA performances, an indication of their contributions to the long-term value of the company. â€Å"We are part of the company, we think and act for what’s best for the company, and we share in the fortunes of the business, like owners. We also work hard to understand our opportunities for long-term profitability and growth† (Miller, 2010). Effective corporate governance structures encourage companies to create value, through entrepreneurialism, innovation, development and exploration, and provide accountability and control systems commensurate with the risks involved (Australian, 2007). According to a study conducted by the University of Northern Iowa, effective stakeholder management results in transparent financial reporting (Mattingly, 2009). By ensuring that decision making processes are transparent and the organisation is accountable to all its stakeholders, the effect on financial performance is a direct result of stakeholders having an active role in organisation governance. Additionally, organisations that exhibit stronger commitments to both institutional and technical stakeholders are more conservative in their accounting practices, a direct function of responsive corporate governance (Mattingly, 2009). As part of UPS’s 2011 Sustainability Report, Chairman and CEO Scott Davis spoke of the company’s financial reporting, â€Å"We are disclosing more information than ever before†¦ this process spotlights which issues are at the nexus of UPS’s own business issues with those of external stakeholders, which helps guide us in the future toward creating more sustainable, longer lasting relationships (UPS, 2011). Businesses are contributing to society more than ever before, how they contribute and make decisions raises significant ethical issues, ‘business ethics’ can be said to begin where the law ends (Crane, 2004). Additionally, companies are having to look toward creating not only sustainable organistations but environmentally sound and socially responsible establishments (Wolfe, 2007). The controversial economist Milton Friedman once said, â€Å"the only social responsibility of business is to maximise profits† (Friedman, 1962) . This way of thinking is inline with traditional ‘Agency Theory’, where the manager’s only obligation is to shareholders  (Crane, 2004). However, there is inconsistency with this argument, from a legal perspective and an economic perspective. Firstly, it is simply naà ¯ve to say that the only group who has a legitimate interest in the corporation is the shareholder. There are a multitude of groups that hold a legitimate ‘stake’ in the corporation through legal binding contracts that stipulate certain rights and claims on the corporation (Crane, 2004). For example there is legislation in place that protects workers’ rights in relation to pay and conditions, therefore from an ethical point of view the corporation has an obligation to their employees (Freeman, 2008). Secondly, there are external ramifications when a corporation ceases to consider the broader implications of it stakeholders, for example if a corporation closes down one of its factories in a small community and lays off the employees, the effect on the community is widespread, from the local business owner who loses customers, public services being cut, in turn the whole community is effected (Freeman, 2008). Recognising that the stakeholders interests have intrinsic value (normative approach), it makes not only ethical sense, but economical sense that the company takes responsibility to meet the stakeholders needs (Argandona, 2007). At Fuji Xerox responsibility and responsiveness to stakeholders is a key driver to ensure long term to sustainability. Managing Director at Fuji Xerox Nick Kugenthiran says â€Å"We manage our sustainability performance across seven areas of accountability; Business profitability Longevity, Corporate Governance compliance, Satisfying Customers, Providing a responsible solution, engaging employees, influencing sustainability outcomes and minimizing environmental impact† (Fuji.Xerox, 2011). A transparent disclosure to their stakeholders is evident in their sustainability reporting, and ethics and integrity are key corporate values. Their strong commitment to corporate citizenship demands exemplary legal compliance at a minimum. â€Å"We are working to integrate sustainability more explicitly into our governance and planning frameworks, and see an opportunity to improve our approach to risk management† (Fuji.Xerox, 2011). More and more businesses are recognising and working toward a model that incorporates corporate social responsibilities, which encourages a positive impact through its activities on the environment, consumers, employees,  communities, stakeholders and all other members of the public sphere. Refer to figure 2 Fig 2. Carroll’s four-part model of corporate social responsibility (Crane, 2004). The critics of ‘Stakeholder Theory’ argue correctly that you cannot give all stakeholders equal interest in the business, however the process of ‘Stakeholder Analysis’ is applied as a means of systematically gathering and analyzing qualitative information to determine whose interests should be taken into account. When developing and/or implementing a policy or program, the qualities being assessed are Power, Legitimacy and Urgency, these qualities help distinguish and assign priority to the appropriate stakeholders for any given project (Winkler, 2009). Refer to Figure 3. This method best recommends how management can give due regard to the interests of those groups. In other words, it attempts to address the principle of â€Å"Who or What Really Counts† (Freeman, 1984). Figure 3. Salience Stakeholder Model (Hseih, 2009). In Conclusion ‘Stakeholder Theory’ assists in shaping good Corporate Governance by addressing the ethics of managing an organisation. The companies corporate strategies consider the interests of their stakeholders, groups and indivduals who can affect, or is affected by, the achievement of the organisation’s purpose (Freeman, 1984). Furthermore, businesses are now under more pressure to become sustainable, transparent, ethical, environmentally responsible organisations and the most effective orgainsational management approach is ‘Stakeholder Theory’. By utilising the ‘Stakeholder Analysis’ process, organisations are able to determine which stakeholders interest are a priority. Like many theory’s, Stakeholder theory is not without its flaws, additional research needs to be conducted along with further criticism in order for the theory to evolve and advance the way organisations carry out Business. By creating an holistic framework for which company’s govern and protect not only its shareholders, but the wider constituents of the organisation, namely the stakeholders (Mallin, 2004),  business and society are now forever intrinsically connected, and with ‘Stakeholder Theory’ continuing to take a larger role, businesses will be better off, ultimately society too. REFERENCES: ARGANDONA, A., AYUSO S. 2007. Responsible Corporate Governance: Towards a Stakeholder Board of Directors. Post Doctural Research Fellow. Professor of Economics, University of Navarra. AUSTRALIAN, S., EXCHANGE (ASX) CORPORATE GOVERNANCE COUNCIL. 2007. Coporate Governance Principles and Recommendations [Online]. Available: http://www.asxgroup.com.au/media/PDFs/cg_principles_recommendations_with_2010_amendments.pdf. BUCHHOLTZ, A., K. AND CARROLL, A, B. 2012. Corporate Governance and Social Responsibility Ethics, Sustainability and Stakeholder Management, Australia, Cengage Learning. CRANE, A., MATTEN, D. 2004. Business Ethics, United States, Oxford University Press. DONALDSON, T., LEE, E. PRESTON 1995. The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications The Academy of Management Review, 20, 65-91. FREEMAN, E., R; HARRIS, J. 2008. The Impossibility of the Seperation Thesis. Business Ethics Quarterly, 18, 541-548. FREEMAN, R. E. 1984. Strategic Management: A Stakeholder Approach, Pitman Boston. FREEMAN, R. E., HARRISON, J. S., WICKS, A. C., PARMAR, B. L. DE COLLE, S. 2010. Stakeholder Theory : The State of the Art. Cambridge: Cambridge University Press. FRIEDMAN, M. 1962. Capitalism and freedom, p.x1 FUJI.XEROX. 2011. Sustainability Report [Online]. Available: http://www.fxasustainability.com.au/2011/index.php. HSEIH, M. 2009. Human centric knowledge seeking strategies; stakeholder perspective. Journal of Knowledge Management, 13, 115-133. LONGO, M., MURA, M. 2008. Stakeholder management and human resources: development and implementation of a performance measurement system. Corporate Governance, 8, 191-213. MALLIN, C., A. 2004. Corporate Governance, United States, Oxford University Press. MATTINGLY, J., E., HARRAST, S., OLSEN, L. 2009. Governance implications of the effects of stakeholder management on financial reporting. Corporate Governance, 9, 271-282. MILLER, H. 2010. Herman Miller: A better world  report [Online]. POLONSKY MICHAEL, J. 1995. A stakeholder theory approach to designing marketing strategy. Journal of Business and Industrial Marketing, 10, pp29-46. POST, J. E., PRESTON, L.E., SACHS, S. 2002. Redefining the Corporation: Stakeholder Management and Organisation al Wealth. STARK, A. 1994. Whats the matter with business ethics? Harvard Business Review, pg 38-48. TURBAN, D. B., GREENING, D.W. 1997. Corporate social performance and organisational attrativeness to prospective employees. The Academy of Management Journal, 40, 658-72. UPS. 2011. Logistics at the Core: Corporate Sustainability Report 2011 [Online]. Atlanta Georgia. Available: http://www.responsibility.ups.com/community/Static Files/sustainability/2011_UPS_CSR_Report.pdf. WICKHAM, M., WONG, T. 2009. Stakeholder Management Capability: Exploring the Strategic Management of Dissenting Stakeholder Groups. University of Tasmania. WINKLER, I. 2009. Stakeholder Salienc in Corporate Codes of Ethics [Online]. Available: http://ejbo.jyu.fi/pdf/ejbo_vol14_no1_pages_4-13.pdf [Accessed 1 14]. WOLFE, B., D., SHETH N, J., SISODIA, S R. 2007. Firms of Edearment: How world class companies profit from passion and purspose.

Topshops Commitment to the Environment

Topshops Commitment to the Environment Topshop is a British clothes retailer with stores in over 20 countries and online operations in some of its markets. Topshops sales primarily come from womens clothing and fashion accessories. It is part of the Arcadia Group, which owns a number of other retail outlets including Burton, Dorothy Perkins and Miss Selfridge. The chain was founded in 1964 as Peter Robinsons Top Shop, a young fashion brand within the Sheffield branch of the Peter Robinson Ltd ladies fashion store chain (former department store chain). The first standalone Topshop store was opened in 1974. In 1978, Topman was created as a spin-off brand to cater for male customer and is now run as a separate chain, although some stores are co-located. The Gap, Inc. is an American clothing and accessories retailer based in San Francisco, California. A specialty retailer offering clothing, accessories and personal care products for men, women, children and babies. With more than 134,000 employees and about 3,100 company-owne d stores and 175 franchise stores, our presence is felt around the world The company has five primary brands: the namesake Gap banner, Banana Republic, Old Navy, and Athleta. As of September 20010, Gap, Inc. has approximately 135,000 employees and operates 3,076 stores worldwide. Gap Inc., seek to make lasting, positive impressions on the people and communities where the company operate Next. is a British retailer marketing clothing, footwear, accessories and home products. The company has over 550 stores throughout the UK and the Republic of Ireland, and 50 franchise branches in Europe, Asia and the Middle East. It is listed on the London Stock Exchange and is a constituent of the FTSE 100 Index. Next has three main outlets: Next Retail, a chain of 500+ retail stores in the United Kingdom and Eire; Next Directory, a home shopping catalogue and Website with more than 2 million active customers, and Next International, with 180+ international stores. Zara is a Spanish clothing and accessories retailer based in Galicia. It is the flagship chain store of the Inditex group; the fashion group also owns brands such as Massimo Dutti, Pull and Bear, Stradivarius and Bershka. It is claimed that Zara needs just two weeks to develop a new product and get it to stores, compared with a six-month industry average, and launches around 10,000 new designs each year. Zara was described by Louis Vuitton fashion director Daniel Piette as possibly the most innovative and de vastating retailer in the world. Zara has also been described as a Spanish success story by CNN. As of 2011 Zara stores have mens clothing and womens clothing, each of these subdivided in Lower Garment, Upper Garment, Shoes, Cosmetics and Complements, as well as childrens clothing (Zara Kids). The Environmental Protection Act 1990 is an Act of the Parliament of the United Kingdom that as of 2008[update] defines, within England and Wales and Scotland, the fundamental structure and authority for waste management and control of emissions into the environment. Duty of Care Every store has to waste properly and prevent it from harming the environment and also ensure that all waste collected from the stores is transferred to an authorised person such as the local council or a waste contractor. Packaging waste regulations These apply to larger stores and require them to recover and recycle a certain percentage of their packaging waste. The regulations currently apply to companies with an annual turnover of over 2 million and which handle more than 50 tonnes/year of obligated packaging. Landfill tax The Government imposes a tax on all waste sent to landfill. This tax is designed to penalise the excessive use of landfills and to encourage businesses to reduce and recycle waste. This is one of the reasons why the cost of trade waste collections has gone up and will continue to increase. Topshop COMMITMENT TO THE ENVIRONMENT: Reducing impact on the environment and Endeavour to limit consumption of valuable resources. constantly developing ways to increase efficiency and reduce energy consumption in companys operations. Reducing packaging Gap,inc. COMMITMENT TO THE ENVIRONMENT: the product groups who seek sustainable design solutions. store managers who conserve energy and reduce waste. the denim laundries that meet high wastewater standards. Next. COMMITMENT TO THE ENVIRONMENT: improve energy efficiency and reduce energy use. minimise waste produced and increase the quantity recycled. increase the efficiency of our delivery fleet. Zara COMMITMENT TO THE ENVIRONMENT: to develop in-store sustainability and energy efficiency standards. to install sources of renewable energy, such as wind energy, solar photo-thermal and photovoltaic solar energy, at the companys distribution hubs and reduce energy use to a minimum. to create, in as-yet-to-be-determined locations, the forest biomass needed to absorb 100% of the greenhouse gas emissions generated by the use of electricity at Zara headquarters. Inditex has just opened its 5000th Inditex store as the flagship of its 2011-2015 Sustainable Inditex Plan. Inditex new global benchmark in eco- efficiency is housed in the Palazzo Bocconi (Rome), a building whose history dates back more than 120 years. Just some figures: this is a store which consumes 30% less energy with regard to the annual average consumption of a conventional store, saves 50% of water consumption and avoids the emission of over 150 toms of CO2 per year. The Inditexs Strategic Environmental Plan 2007-2010 achieved various certifications in 3 of its stores including a first of its kind in Europe with Zara Barcelona being awarded LEED (Leadership in Energy and Environmental Design) certification. This new concept of boutique hides behind a faà §ade that makes use of three key elements: shop windows and geometric composition with big metal and glass squares, and a large-format logo. The new-look shop interior comprises an extensive range of grey tones which contrast with its black furnishings. The sales area is spread over five stores. Highlights of features contributing to the stores eco-efficiency include automatic monitoring of the stores indoor air quality (CO2 levels, humidity, light intensity, noise), to ensure the comfort of employees and shoppers; motion detectors to turn lights on and off in low-traffic areas and a an air curtain system at entrance doors, equipped with special sensors that continuously monitor outside temperatures to prevent abrupt indoor air temperature changes, thereby reducing the need to run heating/cooling systems. Besides and in order to lessen the nocturnal light pollution which plagues cities, the establishments lights are programmed to dim by more than 50% when the shop is closed Companies of the dimensions of HM can have a big impact on the environment, its a responsibility of HM to reduce his impact. By our research the company has to minimize his impact at every stage of the products life cycle from how cotton is grown to the way the customer use the garments. The first major advantage of working with secondary data is economy: because someone else has already collected the data, the researcher does not have to devote resources to this phase of research. There is also a savings of time. Because the data are already collected, and frequently also cleaned and stored in electronic format, we can spend the our time analyzing the data. The second major advantage of using secondary data is the breadth of data available. Few individual researchers would have the resources to collect data from a representative sample of adults in every state in the United States, let alone repeat this data collection process every year, but the federal government conducts numerous surveys on that scale. Data collected on a national basis are particularly important in environmental issues. The third advantage in using secondary data is that often the data collection process is informed by expertise and professionalism that may not available to smaller research projects. For instance, many of the Government environmental surveys discussed in this research use a complex sample design and system of weighting that allows the researcher to compute population based estimates of health conditions and behaviors. One major disadvantage to using secondary data is inherent in its nature: because the data were not collected to answer your specific research questions, particular information that you would like to have may not have been collected, or it may not have been collected in the geographic region you want to study. In any case, you can only work with the data that exist, not what you wish had been collected. A second major disadvantage of using secondary data is t hat because the analyst did not participate in the planning and execution of the data collection process, he or she does not know exactly how it was done. More to the point, the analyst does not know how well it was done and therefore how seriously the data are affected by problems such as low response rate or respondent misunderstanding of specific survey questions. Sometimes it is readily available; for instance, many of the government data sets have extensive documentation of their data collection procedures, refusal rates, and other technical information available on their websites or in published reports. SECONDARY DATA Secondary Data is existing information that has been gathered for some purpose outside the planning process. Obtaining Secondary Data in practice normally means desk or library research. Information can be obtained from the data that is routinely collected by the planning organisation or from external sources. External data are gathered by other organisations either for their own use or for commercial use. General sources of external data are, for instance, various computerised databases, associations, other government agencies and different published sources such as libraries and newspapers. A computerised database can provide information on a wide range of topics, and lists of commercial databases are normally available in public libraries. Librarians can also be invaluable in the search for specific information for planning. Among the potentially useful data provided by government agencies are demographic data, employment data and special reports on industries. Other examples of s econdary data are historical information and census data. Associations may have valuable information about conservation or social aspects. To estimate the relevance of information for the planning process it is essential to know how and why the information was produced. Burns and Bush (2000) claim that a researcher should examine five factors when evaluating a piece of secondary data. These are: The reason the study was undertaken. Sometimes a piece of research is not independent in nature but has been carried out to support a specific point of view. Obviously, an organization should try to avoid taking decisions based on information that has been produced as a result of a biased piece of research. The credibility of the organization or individuals who undertook the research. What specific information was collected and what method the researcher employed to measure or evaluate the data. How the data was collected. There are many different methods for collecting data, which will be discussed later in this chapter. Each method may have an affect on the quality of the findings of a piece of research. The consistency of the findings of a piece of research with other studies. If several studies report similar results, that may provide support for the reliability of any findings. If a report contradicts a number of other studies it may be an indication that the research is not reliable. However, in both cases the researcher has to evaluate a specific piece of research across all criteria and not merely agree with or discount a reports findings on the basis that it does not agree with the majority of the results from other secondary research sources. Secondary data can be obtained from a number of sources BENEFITS OF SECONDARY DATA The major advantages of using secondary data are: Cost. It is much less expensive to obtain information from existing sources than to develop entirely new data. These existing sources may require a nominal charge for the information, but it will be much less than the cost of undertaking primary data collection. Timeliness. Secondary data are available almost instantaneously. A manager can have access to data very quickly and therefore does not have to wait weeks or perhaps months for primary data to be collected, analyzed, and summarized. By using secondary data whenever possible, a manager avoids the frustration of developing the research methodology design, designing the data collection instrument, pretesting the instrument, devising a sampling plan, gathering the data, checking all data for accuracy and omissions, analyzing the data, and summarizing and reporting the results. Instead, a manager can merely locate the appropriate source and access the information desired. This process can be completed in a few hours or days, whereas primary data collection can take weeks or months to complete. LIMITATIONS OF SECONDARY DATA However, secondary data collection does have the following disadvantages. Limited applicability. A manager has no assurance that information gathered by others will be applicable to a particular hospitality operation. For example, information obtained in New York about the popularity of a specific menu item is not necessarily useful to a manager operating in another part of the country. Information that pertains to one operation may apply only to that operation and be of limited value to anyone else. Information may be outdated. Managers need current and accurate information on which to base decisions. All too often, secondary data are not as useful as they might be merely because they are not current. For example, the results of a consumer attitude survey conducted by a restaurant four years ago would be of limited value to a manager making plans today. During the four years, a number of changes in consumer attitudes are likely to have taken place. These changes in attitudes will make the original data outdated and useful only in a historical sense. If a hospitality manager makes use of less-than-timely data, the results are likely to be less than satisfactory. Reliability. Whenever a hospitality operator uses secondary data as the basis for a decision, the manager runs the risk that the information may not be reliable and accurate. A manager would do well to determine who collected the data and what method of data collection was used. Information is only as good as the individuals who collect it and the methods they use. If a study is administered in a haphazard manner, the results and conclusions should be viewed with caution. SOURCES OF SECONDARY DATA There are two main types of secondary data that can be used by managers within a firm (see Figure 6.2). Internal data exist within the firm and can be obtained with minimal time and effort. Advances in computer technology have made it easier to obtain this information and provide it to managers in a form that is useful. External data are not readily available within the firm. Managers must obtain this data by spending more time and/or money contacting outside sources. The Internet has made this a much easier task, but there is still a fair amount of effort involved. The various sources of internal and external data are discussed below. INTERNAL DATA. The component of a marketing information system that is the simplest to design and implement is an internal system, or the component designed to collect data from within the organizational environment. When considering the organizational environment, management needs to be concerned only with information available from within the physical confines of the organizations units, whether they are hotels or restaurants. This component of a marketing information system requires less time and money than does the competitive environment or externally generated marketing information. The internal component of a marketing information system is very valuable to management because it provides a wealth of information. Management has three main sources of internal marketing information: guest histories and sales data, employees and management staff, and customer feedback. Employees and management staff. All too often, hospitality management ignores the wealth of information that is informally gathered by hourly employees such as front desk personnel, telephone operators, restaurant service people, and hosts and hostesses. These individuals are in constant contact with guests, yet they are rarely asked to relay customer comments and reactions to operational changes, such as new menu items or guest room dà ©cor changes. These employees represent an excellent source of information, although the information they provide may not be totally objective. It is a good idea for management to meet with employees on a regular basis to discuss problems and opportunities. Employees crave recognition from their supervisors; this recognition increases the employees satisfaction and commitment to the organization. All employees need to be exposed to some motivational techniques, although managers often ignore the simple and basic needs of employees as individuals. Customer feedback. The focus of the marketing concept is the hospitality operations clientele. All aspects of the entire operation should be aimed at satisfying these individuals. The purpose of using an internal marketing information system is to solicit opinions and comments from the current clientele. This can be done in a number of ways, such as having the manager talk with a few of the customers or having service personnel check with the customers. One method used frequently is the comment card. These cards are placed in guest rooms or are provided to the guest upon checkout or when they have finished a meal in a restaurant. The purpose is to solicit their opinions and comments concerning the operations quality. All three internal sources of marketing information are very valuable. Together they can provide a great deal of useful information with which to make decisions. Historically, hospitality managers have failed to use these sources to maximal advantage, but the current competitive situation in the hospitality industry dictates that all sources of information be used to gain a competitive advantage and to earn maximal financial rewards EXTERNAL DATA. Although externally generated marketing information is extremely valuable, it is normally not collected on a daily basis, as is the case with internally generated marketing information. This is due to a much larger investment of time, money, and other scarce resources required for externally generated information. Management should consider using a wide variety of sources of external marketing information. Literally thousands of sources are available, and these sources are limited only by managements own efforts to locate them. A few typical sources of external marketing information are: Trade associations. Many industries form trade groups that provide data for their members. These trade associations collect information from their members and then provide industry averages that can be used to measure a firms relative performance. Some of the popular trade associations for the hospitality industry are the National Restaurant Association, the American Hotel Lodging Association, and the Hospitality Sales and Marketing Association International. Two of the more popular tourism associations are the World Tourism Organization (WTO) and the Travel and Tourism Research Association (TTRA). However, most of the data for the tourism industry are collected by government travel bureaus. Travel bureaus. Cities, states, and countries usually form organizations that are responsible for promoting travel to the area. Most cities have a chamber of commerce that is responsible for promoting business in the city and, in some cases, tourism as well. Larger cities and regions form convention and visitors bureaus for the sole purpose of promoting business and leisure travel to the region. A chamber of commerce has member firms from all types of industries, whereas convention and visitors bureaus tend to have member firms from travel-related industries such as lodging, restaurants, and tourist attractions. Finally, most states and countries have government travel and tourism bureaus that are responsible for promoting travel to that state or country. Trade journals and periodicals. Many industry, or trade, journals are available to firms. Trade associations often publish their own journals, but many other organizations publish periodicals covering certain industries. Some of the more popular hospitality publications are Restaurants Institutions, Restaurant Hospitality, Nations Restaurant News, Restaurant Business, Lodging Hospitality, Lodging Magazine, and Hotel Motel Management. The articles in these publications provide information on new products and advertising campaigns, as well as current trends in the industry. These articles also provide a valuable resource for case studies involving successes and failures of industry firms. Other Periodicals. In addition to trade journals that specialize in a certain industry, other publications cover business in a variety of industries. Some of the more popular business publications that cover the hospitality and tourism industries are Business Week, Wall Street Journal, Fortune, Barrons, and Forbes. Internet. The growth in both the quantity and quality of information available on the Internet is well documented. Using one or more of the available Internet search engines will uncover information, some of which will be highly valuable for managers. A key consideration for managers is being able to determine the accuracy and usefulness of information gathered from the Internet. University sources. Universities and colleges have well-stocked libraries that can be a valuable resource for firms in the area. These institutions often have access to many of the other sources of external data. In addition, universities and colleges form centers to research specific areas such as hospitality. This information is often free to the public or available for a reasonable fee. Government sources. Local, state, and federal governments maintain detailed data on all aspects of the economy; the data are free or available for a nominal fee. The United States Census gathers detailed information about the population and retail business, and the Statistical Abstract of the United States contains similar information in abbreviated form. Census and statistical documents are now available in electronic form, enabling quicker searches and data retrieval. The federal government also collects information about foreign countries and provides specialists to answer specific questions and address inquiries. Syndicated services. Firms such as Harris and Gallup polls, Target Group Index, Nielsen, and W. R. Simmons specialize in collecting and distributing marketing information for a fee. These syndicated services provide information about consumer profiles and shopping behaviors, consumer responses to sales promotions and advertising, and consumer attitudes and preferences. This information is useful in focusing on market segments using aggregate data. These services often advertise in trade publications and marketing periodicals. Guides, indexes, and directories. Other valuable sources of external information include guides, indexes, and directories that are available at most university libraries and larger public libraries. Guides such as the Business Periodicals Index provide references by subject matter for articles