Pros and Cons of Cosmetic Surgery Essay example -- Plastic Surgery Essa

Pros and Cons of Cosmetic Surgery Cosmetic Surgery is a great discovery that has been around for many centuries. â€Å"The history of plastic surgery origins in the early 800 B.C. when surgeons in India restored noses to persons who had them taken off as a form of punishment.† (History of Cosmetic Surgery, 2008) Many people have used over the years cosmetic and reconstructive surgery to enhance their physical appearance weather it be for health problems associated with birth defect or problems that they have developed over the years or to even alter physical appearances for instance nose jobs and tummy tucks. There are numerous types of cosmetic surgery that can be done today in the United States, over the year’s surgeons techniques have improved dramatically. There are a number of pro’s and con’s that go along with cosmetic surgery, such as the amount of recovery time and the initial cost of surgery. Statistics also show that cosmetic surgery has grown so rapidly over the years it is phen omenal people who receive cosmetic surgery goes up by the millions every year. While there can be many related health risks due to cosmetic sugary, many times cosmetic surgery is necessary and its is made more affordable than thought to be. There are many Cons’ that are associated with cosmetic and reconstructive surgery. Some procedures can leave a person scared for life physically or even mentally. For instance, â€Å"Liposuction is the removal of fat cells to produce smoother contours, if to much fat and fluid is removed at once the patient could go into shock, bleed internally, or worst of all die.† (Margie Parent 2002) After some cosmetic and reconstructive surgeries sometimes it is found very common for a person to have a hard time adjust... .../history-of-cosmetic-surgery.html Parent, Margie. 2002. â€Å"The Pro’s and Con’s of Plastic Surgery Procedure.† Retrieved on January 28th, 2008. From www.ri.essortment.com/plasticsugeryp_rewz.htm Miami Beach 411. N.D. â€Å"A Guide to Cosmetic and Plastic Surgery Costs†. Retrieved on January 28th, 2008. From http://www.miamibeach411.com/cosmetic/guide_2.html â€Å"History of Cosmetic Surgery†. 2008. Retrieved on January 28th, 2008. From http://www.ebreastaug.com/cosmetic-surgery/history.html Colins, Joan. N.d..†The Pro’s and Con’s of Plastic Surgery†. Retrieved on January 28th, 2008. From http://cseserv.engr,scu.edu/StudentWebPages/KNguyen/researchpaper.htm American Society of Plastic Surgery. 2008. â€Å"2007 Report of 2006 Statistics†. Retrieved on January 28th, 2008. From http://www.plasticsurgery.org/media/Press_Kits/Procedural-Statistics-Press-Kit-Index.cfm

International Business in Japan

Abstract Capitalist and mostly single family centered, Zaibatsu led to a static system with weak competitive forces resulting in what is known as ‘cordial oligopoly’. (Niciejewska, 2007, pg 17) Keiretsu networks on the other hand, with its cross stockholdings is more dynamic and provided a more competitive business economy that continued to drive the Japanese economy during the post war period. The high cohesion that existed between the participating firms in the vertical keiretsu resulted in production and operational efficiency that gave Japanese manufacturers significant advantages in international markets. The impact of information technology and the internet in particular enabled the western countries implement modular production strategies and improved value chain management with setting up of contracted production centers across the globe. The japans keiretsu firms struggled to fight the American companies that specialized in single core functions leading to what is known as the mega competition. Keiretsu networks are unsuitable under modern, globally competitive, and technologically advanced market conditions. There is definitely a shift towards a more western centric business organization. Introduction Japanese corporate governance has undergone a lot of change since the Meiji restoration in 1868. It was during this time that the industrial revolution flourished across the world. The Zaibatsu originated when the Meiji government sold out certain government undertakings to a select few private and influential families namely Mitsui, Mitsubishi, Yasuda and Sumitomo. These government controlled firms slowly developed into different industries that helped Japan grow economically strong. During this period Japan practiced a closed economic system and foreign technology was totally shunned except in areas concerning domestic development (Thorson & Whitney, 2003). The Zaibatsu which could be loosely translated as monopolies emerged as the corporate structure that underlined the Japanese economy from this time till the end of the Second World War. In particular, the Zaibatsu or the industrial and financial conglomeration of the Japanese empire controlled a large percentage of the national economy during the first few decades of the twentieth century. In the aftermath of the World war 11 and the occupation of Japan by American forces, the Zaibatsu system was broken down and this gave rise to what is what is known as the Keiretsu system which is nothing but a group of companies with cross shareholdings and preferential business practices. Though the American government was bent on totally destroying the protectionary policies that the Zaibatsu system represented and proceeded with the dissolution of many Zaibatsu such as Asano, Furukawa, Nakajima, etc they stopped short of complete dissolution owing to fear of the intrusion of China’s communist practices into Japan. The formation of Keiretsu was an attempt to democratize the Japanese economy and to eliminate the restrictive policies (Thorson & Whitney, 2003). A brief overview of the firm structures in the Keiretsu and flourishing of Japanese economy between 1950-90, and its implications to the current Japanese economy would be discussed in this paper. Zaibatsu (Upto 1945) As briefly mentioned above, the Zaibatsu promoted a strong monopoly with holding companies at the top of the pyramid controlling all the operations between the various enterprises within the pyramid. Holding companies typically enjoyed the majority of the stocks of these businesses and more than 50% of the overall stocks of all the small companies that constitute the Zaibatsu were owned by its members (Thorson & Whitney, 2003). Stock options were never sold out to any third parties not connected with the zaibatsu making it a totally closed economic structure. The Zaibatsu was in short, a government led economic drive with strategies as well as resources provided for by the government. Japan’s industrial growth witnessed a rapid upswing under the Zaibatsu system. Buoyed by it success at home, the Japanese government forced the Zaibatsu system in Korea when it colonized the country (Shim & Lee, 2008, pg 49). The Zaibatsu enjoyed complete domination with Mitsui, Sumitomo and Mitsubishi, enjoying as much as 28% of the assets in Japanese companies by 1929. Just when the World War II was about to finish the Zaibatsu had 22.9% of the Japanese company stocks. Thus a handful of Japanese families had control over a vast majority of the Japanese enterprises under the Zaibatsu system. The structure of the Zaibatsu changed very quickly and soon there was intense diversification. For instance the single Mitsubishi Corporation rapidly diversified its business in to mining, shipping, insurance, trading, etc in a very short period of time and soon transformed into a holding company that was at the top of the Pyramid controlling a range of individual yet affiliated businesses. The Iwasaki family owned and controlled the entire business network of Mitsubishi (Lincoln & Shimotani, 2009). Keiretsu Keiretsu represents a cluster of enterprises that are linked to each other by way of cross shareholdings and preferential trading practices creating mutual interests in the business progress. Keiretsu are basically divided into two main types’ namely Vertical keiretsu and horizontal keiretsu. However there are also other keiretsu such as the distribution keiretsu that relate to the distribution networks of big manufacturers. For instance the distribution networks of Matsushita, Fuji Photo Film, etc come under the distribution Keiretsu (Shimotani, 1995). Keiretsu emerged as a protective response to the dissolution and distribution of the largely family owned stocks of the Zaibatsu. When hostile companies were taking over the zaibatsu firms the three main Zaibatsu leaders convened and arranged a solution of cross shareholding and preferential trading policies that enabled them to retain the overall control of the enterprises among themselves. For instance the Mitsui, Sumitomo an d Mitsubishi zaibatsu formed this strategic pact of cross shareholdings to maintain their stronghold in the business. This is how the Keiretsu emerged from the Zaibatsu. Soon by the 1960’s a few big financial institutions in Japan such as Dai-Ichi Kangyo, Fuji and Sanwa joined with the Mitsubishi, Sumitomo and Mitsui to constitute what was popularly known as the six horizontal Keiretsu (Lincoln & Shimotani, 2009). Periodic meetings between the president’s council (shacho-kai) members and executive exchanges and cross share holdings formed the glue between these six Keiretsu. The horizontal Keiretsu is centered around a large bank. On the other hand, the vertical Keiretsu are the large manufacturing companies and supply chain companies, the distributors etc. Unlike the Horizontal Keiretsu there is no president’s council in the vertical Keiretsu but the groups of suppliers of a manufacturing firm represent that role (Miwa and Ramsayer, 2006). Similar to the horizontal Keiretsu, the firms in the vertical keiretsu are also linked together by share holdings across firms and preferential business policies. In vertical Keiretsu there is improved knowledge sharing by way of business transfers including exchange of experts and technical staff members across the vertical network. Overall, vertical Keiretsu promotes improved cohesion among the network firms. In fact, the increased dependence of main firms on the supplier firms in the vertical Keiretsu even lead to large scale investments by these ancillary Japanese firms in US following the footsteps of the Japanese automobile manufacturing firms setting up their FDI in that Country (Banerji & Sambharya ,1996). In technology intensive industries of Japan vertical Keiretsu has greatly improved their international competitiveness by facilitating rapid knowledge sharing across the partnership firms. Empirical studies that measured the effects of such knowledge sharing across the firms in the vertical Keiretsu clearly suggest positive productive gains (Branstetter, 2000). One of the important advantages of the vertical keiretsu is the improved coordination between the suppliers and the assemblers. In the keiretsu automotive industries the suppliers receive plenty of support in products manufacturing , processing and people management. This is distinctly different from the US approach where the suppliers and the assembly line operate entirely independently. This model of operation facilitates both the parties as it helps to reduce the overall risk for either party. (Lincoln & Shimotani, 2009) Thus the Keiretsu improved knowledge transfer among t he networked firms, improved productivity, reduced risk for the firms and gave the Japanese companies clear advantage in the international market. Furthermore, Gerlach (2004), also notes that the Keiretsus were particularly important due to their one-set principle and networking. For instance, synergies were achieved in input and output, especially in the case of manufacturing. Centralized systems and departments were used in conducting basic support operations, which helped all subsidiaries in cost savings (Lincoln & Shimotani, 2009). Also, profit-trapping mechanisms were used in place, by distributing them effectively through subsidiaries (Lincoln & Shimotani, 2009). Cross shareholdings were also particularly important as it helped avoid takeovers, encouraged risk taking amongst companies, and had a long term outlook on strategy (Sturgeon, 2006). One of the important examples of the vertical Keiretsu is the Toyota group. In fact, Toyota has a unique distinction of being both a horizontal keiretsu as well as a vertical keiretsu. They key difference is that the massive size of the Toyota organization makes it possible to exist without being controlled by a central bank as is the case with horizontal keiretsu. Toyota with more than $72 billion in annual revenue has the financial might to stand for itself without the dependence of any major funding source. However, it is associated with the Mitsui group horizontally. Toyota is also widely diversified like a horizontal keiretsu company with its firms representing industries as varied as real estate, computer development, aircraft development, nonlife insurance, etc. The disintegration of the Keiretsu (Why keiretsu failed?) The keiretsu system started to decline slowly by the early nineties and one study by Gerlach (2004) that analyzed the cluster networking pattern of 257 Japanese organizations between 1978 and 1998 found clear evidence indicating this shift away from the Keiretsu. Analysis of cross shareholdings further confirmed the decline of the keiretsu structure (Lincoln & Shimotani, 2009). By the late nineties many major banks that were previously the core of the Horizontal keiretsu had already sold off major portions of their shares to international financial institutions (Ahmadjian and Robinson, 2001). Several Bank mergers further shook the keiretsu structure. Starting with the Mitsui and Taiyo-Kobe Bank merger in 1990 to the 1998 merger of Industrial Bank of Japan, Fuji and Dai-ichi Kangyo bank the largescale mergers of Japanese financial institutions led to consolidation of the related keiretsu firms (Lincoln & Shimotani, 2009). Globalization and technological changes further led to the withering of the Keiretsu. The numbers of board of directors were reduced and many foreign personals took up the position. International investors further demanded the selling off of the stocks in supplier firms and other affiliate firms. Furthermore, the global shift towards modular production system and the production efficiency that it gave rise to, along with a degree of independence between the firms that are involved, kind of eroded the production line advantages that Japanese firms specialized in mass production under the keiretsu system had enjoyed for a long period. The growth of information technology and the adaptation of computer simulation technologies in production testing and experimentation and swift data exchange between the firms reduced the need for physical communication (which was key in Keiretsu) and drastically improved value chain management.(Sturgeon, 2006) Modular production is propelled by ease of systems integration facilitated by information technology. By the 1990’s modular production system was already in place in the US electronic industry with its contract manufacturers spread across the globe. While the American firms capitalized on the internet enabled modular production systems and dominated the electronics industry and related computer hardware industry, Japanese electronics industry was still sticking to the ‘components plus products’ strategy. Cisco systems for instance enjoyed total domination in the network routers market enjoying as much as 80% of the market share while simply outsourcing its device production to contracted producers such as Solectron and Flextronics. Often the production centers are located in low cost regions such as China giving a distinct advantage for the modular production strategy. This contrast between the modular production strategies of the American firms and the in house à ¢â‚¬Ëœintegrated production system’ of the Japanese keiretsu firms gave a clear advantage to the American firms. In other words, the Japanese keiretsu firms could not handle the ‘mega competition’ from the American firms which specialize in single core functions or narrow core competencies. The following figure 1 illustrates the loss suffered by the Japanese keiretsu electronic industries in the early years of the new millennium. (Sturgeon, 2006) Another factor that accompanied global trade is the fluctuation of the exchange rates and its influence on the profit margin. Furthermore, the expansion into international markets and the associated transportation costs motivated many of Japan’s manufacturing firms to move their production facilities abroad as a cost effective solution. Though some suppliers too moved and invested in these new countries, in most cases the central firms such as Toyota started building trust and relationships with the local suppliers. Furthermore, changes in Japanese economic reforms including the Tax policies did not tolerate risk sharing measures as they used to before which clearly undermined one of the key Keiretsu principles. Conclusion The Large capitalist and mostly single family based zaibatsu companies flourished during the early twentieth century creating industrial monopolies that were closely controlled by the government. Zaibatsu led to what is known as a static system as most of the stocks are retained by the family that controls the business. Furthermore Zaibatsu promoted weak competition leading to what is known as ‘cordial oligopoly’.) Keiretsu on the other hand with its cross stockholdings is more dynamic and provided a more competitive business economy that continued to drive the Japanese economy during the post war period. The high cohesion that existed between the participating firms in the vertical keiretsu resulted in production and operational efficiency that gave Japanese manufacturers significant advantages in international markets. However, the Keiretsu principles of ‘preferential business’ affected foreign companies from entering the Japanese markets. Globalization and increasing pressures from international organizations to sell off stocks in affiliated firms affected the cohesion that previously existed between the participating firms in the keiretsu network. Furthermore, the successful integration and mass production strategies of the keiretsu networks that helped Japanese manufacturing firms flourish were soon affected by the shift in global production strategies. Particularly, the concept of modular production where product design could be isolated from its manufacture and the shift towards outsourcing in the western world created a dent in the Japanese manufacturing sector which was still stuck with the ‘in house production’ policies. The impact of information technology and the internet in particular enabled the western countries implement modular production strategies and improved value chain management with setting up of contracted production centers across the globe. The japans keiretsu firms struggled to fi ght the American companies that specialized in single core functions leading to what is known as the mega competition. These fundamental shifts in organizational structure and strategies in the West have made the Keiretsu networks unsuitable under modern globally competitive and technologically advanced market conditions. There is definitely a shift towards a more western centric business organization. Bibliography Ahmadjian, Christina L and Patricia Robinson. (2001). Safety in Numbers: Downsizing and the New Political Economy of Structural Adjustment and Globalization, New York: M.E. Sharpe. Jae Seung Shim & Moosung lee, (2008), The Korean Economic System, Ashgate Publishing Ltd. England. James R Lincoln & Mashiro Shimotani, (2009), Institute for Research on Labor and Employment, Working Paper series, [online] University of California, viewed Mar 9th 2012, Katharina Niciejewska, (2007) The Influence of Social networks in Japanese business. Keiretsu as a Japanese Network. Auflage , Germany. Kunal Banerji PhD & Rakesh B Sambharya, (1996), Vertical Keiretsu and international market entry: The case of the Japanese automobile ancillary industry, Journal of international business studies. Vol 27, No 1. Lee Branstetter (2000), Vertical Keiretsu and Knowledge Spillovers in Japanese Manufacturing: An Empirical assessment, Journal of Japanese and International Economies , Vol 14, Issue 2, pg 73-104 Miwa, Yoshiro and J. Mark Ramsayer. 2006. The Fable of the Keiretsu: Urban Legends of the Japanese Economy. University of Chicago Press, 2006. Thayer Watkins, The Toyoto Group: The One and Only Horizontal and Vertical Keiretsu, [Online] San Jose State University, viewed Mar 9th 2012, Timothy J Sturgeon, (2006), Modular Productions Impact on Japan’s Electronic industry, MIT, IPC Working papers series. Viewed Mar 10th 2012,

Military Service Should Not Be Mandatory For Everyone...

In this paper, I will argue that two years of public of military service should not be mandatory for everyone starting at age 18. I’m an international student from South Korea and military service is required for all males aged 18 or over. Most of my friends who are over 18 have already finished the military service and some are still training in the army. In South Korea, most of people, including me, think two years of military service is useless. There are three reasons why it is a good-for-nothing. My first reason for denying military service is, living two years inside of the fence of the military is lonely. Next, people who discharged from the army have trouble with conversation and learning ability. Lastly, it’s totally wasting a time. Since the fact that South and North Korea are under suspension of fire, both citizens must go to the army. Also, you need to perform even longer such as 7 to 10 years if you’re a North Korean. This issue is important because it deals with losing freedom just because you born in cease-fired nation. To begin, living two years inside of the fence of the military is lonely. In South Korea, there is a well-known saying, ‘Clock in the army reverses and experience time backwards’. It means time is really dragging in there. Living in the army without freedom is terribly stuffy. To illustrate, it is bright sunny Saturday and willing to go to a picnic with friends, but what really you’re doing is pulling a weed. Soldier’s daily live is simple.Show MoreRelatedMandatory Military Service in the United States Essay1952 Words   |  8 PagesMandatory Military Service in the United States The idea that members of a community have the duty to defend it, is as old as civilization itself (Ruschmann 10). The United States has an extensive history, starting with the original thirteen States of involuntary conscription in time of conflict. 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Reflection On My Persuasive Speech Essay - 1595 Words

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Book Report Goodnight Nerdy Slut - 1508 Words

I know you miss him, you think about him everyday, he’s hiding in every corner of your mind so no matter how hard you try he always comes back into your thoughts. It’s hard I know, its been months since the last time you guys have talked†¦ You said â€Å"goodnight nerdy slut xP† messing around like you guys always have, two weeks went by until he actually read it, sad how you kept checking and checking to see if he read it, or if he was typing, and worst of all praying that he actually responded and you just happened to miss the text...but that was never the result was it? To this day you still have your guys’ last conversation, at the bottom of them all, you still go back at least once a week and check if there’s any chance that he’s typing, he†¦show more content†¦You posted a post about him as a dare†¦ took one of his old photos from his instagram†¦ made things worse...seeing him yet not talking. But you overcame th at..for the time being. You took a photo of a trash can from the internet and made a collage, you weren’t sure if you were actually going to go through it or not, your brain was saying fuck him he ruined you, he deserves this! Your heart on the hand, was telling you not to, that you were just hurt, you don’t feel this way about him, you’re gonna regret. You should’ve listened†¦ everyone was convincing you to post it, you could say you were pressured, thought people would’ve thought you were a little cooler. You never wanted to hurt him though, if he even remembered you or still had feelings for you at all, you didn’t want this to ruin anything more than it already was. You go on his page take one last look...and block him, that way he can’t see what you did, You were heart broken, you didn’t know what to do, you were blinded. Finally you posted it†¦ â€Å" #throwbackthursday the one on the left is cuter† that w as the trash can†¦ you knew that was such a lie. You felt happy about yourself, why? what did you accomplish? showing people that you are disrespectful? that you talk shit about people? This wasn’t just a stupid picture. You believed that if you could do this, if you could post this and have everyone see it,

Stakeholder Theory Application Free Essays

Stakeholder theory, popular in the sass, advised that corporations should look beyond the shareholders theory of profit minimization, and take into consideration other stakeholder groups that the company is associated with, and have involved in their legitimate interests or contribution to the company (Ninja and Howell, 2011). Groups of stakeholder might be customers, employees, suppliers, authorities, shareholders etc†¦ Yet they share the different but significant influences in business operations and take into account responsibilities to work for their interests which elates to the company. This critical review aims to understand the conceptualization of stakeholder theory in business ethic model, address the argument/challenge circulate the application of the theory, and criticize to find a solution or suggestion for the dispute in the limitation of individual work. We will write a custom essay sample on Stakeholder Theory Application or any similar topic only for you Order Now Business ethic model is a form of applied or professional ethics which can be assigned into all aspects of business conduct, possibly individual’s manner or organization’s culture, controlling the way of working as well as behavior. Within the context of business ethic model, stakeholder theory acts as a managing tool for managers to resolve conflicts from reciprocal to antagonistic influencing powers inside or outside the company. A business ethic model may vary from low to high level of compliance. Once noticed the groups of stakeholders and their level of interest/association with the company, managers can also leverage their priorities’ supervision in motivation as well as attempt to resolve the conflicts in orders. In another words, stakeholder theory is serving the business ethics as boosting up the equitable capitalism and co-produce the Corporate Social Responsibility (CAR) internally and externally (Kale, J. , 2006) One of the main arguing points in the application of stakeholder theory to business ethic model is the implementation of this tool in the complicated reality of business environment. Stakeholder groups are various in ranges and diversified in competing interests. In the ethic model, it is more and more complicated with the term subjective â€Å"moral† which is belonging to the very own perspectives of individual/organizations to set a specific standard. Then how ND which measures should company take to detect, use and control those valuable source of information to achieve maximized productivity from stakeholders? If it is possible to employ the tools, then could the company balance all these differences to achieve stable and sustainable stage of interests? Kale discussed that â€Å"the manner and depth to which any particular interest should be served can be determined on the basis of nature and degree of the (role-specific) responsibility involved† (Kale,J. 2002). SUGGESTIONS FOR INFLECTING TOOLS The result of this determination process can be found in the criteria that business eight set for themselves in the attempt to set up competing interests, in according with their strategy, business model and organization culture. Obviously, in the nature of business, the most powerful and influenced stakeholders, defined by businesses, are the persons will take lead to the organization’s operation. However, with what standard that the business uses to detect their substantial groups of stakeholder is a challenge for each organization’s own culture. Once the corporation identify groups of stakeholders and their interests, it is necessary for it to create value proposition ND propose for the groups, typically in finance benefits (price, volume, target, etc†¦ , functional activities (productivities, choice of flexibility, etc†¦ ) or emotional interests (security, trust, etc†¦ ). This value proposition then needs to be balanced with the â€Å"return on investment† perspective of business; in another word, business need to determine what they are seeking from each stakeholder group. It is important and critical for the company after this assessment stage that they should compare the capabilities needed with offers of interests they have to create a profitable model to engage the trade-offs among groups of stakeholder. This tool helps become a mean to manage and track competing interest and return on investment for the business in accordance with a set key performance indicators established from the beginning. CONCLUSION Stakeholder theory is applied to business ethic model as a useful tool to identify and manage competing interests within the business ethic environment. It is discussing successfully in this review about the possibility and method that business use the theory as an implementing tools and applicable standards to identify interest and capture the returned benefits. How to cite Stakeholder Theory Application, Papers

Apple Capability and Core Competencies

Question: Discuss about the Apple Capability and Core Competencies. Answer: Introduction For a long period of time Apple has been the best worldwide in the manufacture of electronic devices. The production of quality products like iPhones, iMac, and iPod has always been the bottom line of the success (Meyer,2006). In 2008, the company clinched position 24 in the word-wide rank of the best companies with the best brand (Basu and Wright, 2008). The success of Apple company is as a result of its uniqueness and competency to understand the customer needs, change in taste and adjust accordingly keeping in mind to listen to clients and do as the clients request. These core competencies facilitated a great campaign for Apple hence making it gain a competitive edge in the global market. According to Sliber and Kearny (2009) core competencies are the driving force that make the company unique and most importantly gaining a larger market share than its competitors. One of the key competencies of Apple company is its ability to design software and electronic gadgets that are of top value. For instance, since Steve Jobs took the job at Apple as the Chief Executive Officer, apple started integrating robust technology in the design of Apple Product hence it started attracting customers who had initially stopped purchasing their products because then, innovation was minimal. For the past decade, Apple has released quite a batch of products that include, iPhones, iPod, iWatch, Apple television, iTunes, movies among other products. The products are built with n top notch features and colors that make customers to purchase their products (Lehman, Haslam, 2013, p.12). Evaluation of the company`s record reveals Apple is a financially stable company. According to the research of De Wit and Meyer (2010), since 2003 to 2008 the company has tripled its profit from $24 million to $3.5 billion. Therefore, with the suitable financial base Apple is able to pays its worker and research team reasonable wages and salaries for the great job they do to ensure the gadgets developed are of high quality. Another competency is that Apple has a strong and dynamic capability. Apple is always willing to adjust and be ahead of its market rivals. Especially the changes brought in by competitors Apple is the best company to outdo its rivals. For example, when the market rivals launch a new product, Apple immediately launches an advanced gadget within no time. Remember, when Dell launched its tablet in the market Apple launched its iPad 2. In another scenario, Samsung company launched Samsung S3 phone immediately Apple unleashed a powerful iPhone 5 just to prove to the competitors and the rest of the market that they are always the best innovators. Maybe another key competency that is overlooked is the range of products that Apple offers to its customers. The innovativeness in Apple is incredible and I think no other company can compete with apple in terms of products. Take an example of Nokia company, their android phones require the user to create their own backup but for the case of Apple`s iPhones the iCloud is their backup. These are some of the comparisons that justify Apple as a competent company and is likely to maintain in performance because its naturally responsive and sensitive to the dynamics existing in the industry. Apple has robustness in ensuring their business secret is not concealed to their competitors. In this case, Apple has deployed a closed proprietary system that ensures the techniques and secrets of their innovations are withheld by the company only. As a result, this makes other rival in the market to be unable to make duplicates or counterfeit gadgets to cause confusion in the market. On the other end of the spectrum, Apple is a company that has consistency in their product portfolio development. Usually, Apple releases one product at a time so that they avoid losing. Those companies that tend to diversify too much in their line of production there are high chances of losing their competitive edge. Notably, the organization structure of this company is vibrant. The organization structure is contributing immensely to innovation and easy distribution of roles. A firm`s organizational structure creates room for other opportunities hence business growth is realized. In Apple`s case, as much as their organizational structure adopts the old hierarchy, the structure is much flexible and gives support to other levels of leadership. Th success of Apple can be realized the results and the performance of Apple and its ability to suit the market and meet the customer demands. Cross-examination and analysis of the company portfolio, goals, and objectives reveals that Apple is incorporating other aspects other than technology to develop its competency. More especially, it is noted that the management thrives to combine technical forces and customer orientation to keep their reputation at the top level. The company CEO initiated a differentiated approach to manufacture their products hence, the volume of production went high so does the profitability. Above all, due to the company`s competency, customers have developed a habitual purchase behavior of their products. The customers have developed the notion in their mind that the products of Apple are of good quality hence they have created a unique taste that no other competitor can produce a product of the same kind. That is the reason why, even if the products of Apple are so expensive, consumers still dig deeper in their pocket to purchase the product. Just because they feel there is value out of what they purchase, the customers don`t mind engaging with the company again and again. How does Competition Impact on the Apple and its Ability to Serve itsMarkets? To a great extent, Apple does not face tough competition from the market rival because it is always informed in terms of technology and innovation, However, the little competition that comes from companies like Dell, in the line of computer manufacture, Nokia and Samsung in the line of phone manufacturing have always behind Apple in terms of innovation. Therefore, it is difficult for them to take the huddle from Apple. Apple has always differentiated itself from the market rivals. In the production process of Apple, Apple manufactures differentiated products that allows them to create premium products that attract premium prices for people of social class over the globe. Apple enjoys high profits than competitors that means although their products are sold at a premium price, hence, the customer perceives the value of the products as the most important. Consider Potential CustomerMarkets-that the OrganizationMay Try and Serve? Apple understands its audience by producing iPhones with feature that suite the Social class individuals. Studies have shown that social class people are extravagant such that they go for products that are expensive and can only be afforded by few people. Thus, the marketers of Apple company target such an audience. For example, people use Apple iPhones because they have high security features and they have large memory and RAM. Apple company has done a one-to-one relationship with their target audience and they use their customers to brand the name by offering incredible and high value iPhones. What are the Likely Impacts of the External Environment Effective marketing incorporates micro and macro environmental factors. The concepts are relevant to marketing when applied in the right manner and can contribute positively to the performance of the business. Therefore, even other small companies should learn to keep into considerations to keep the performance at the top. For the case, of Apple there are quite a number of external forces that we can say have contributed to its performance and those others that are restraining the company. External factors are known to affect the business from the outside environment such that the business has little control over them. There are a couple of factors in external environment that influence decision of not only Apple but also other companies. The factors include demographic change, government regulation, trade barriers and other tribunals. Therefore, in all the decisions made by Apple management these factors have to be put into consideration. Political factors are the prevailing conditions that exist in the United States for the case of Apple. The political atmosphere should be friendly for apple to carry out its marketing mix segmentation and peacefully do advertisements without fear or lose of property (Giroux et.al. 2016). Of which the United States government as prostrated a stable political stand that encourages economic growth and development by combating wars, crimes, and ethnicity to create a conducive business environment for all the companies. Nonetheless, the government has also adjusted on political stability, deliberations on employment policies, taxation, and other regulations. Notably, US has trade agreement with many countries and trade unions which enable free trade between the countries and the border countries. Economic factors are the prevailing conditions that determine the value of money in the economy. Such economic factors can be exchange rates, taxation policies, the rate of inflation, the standards of living, and per capita income among other factors. The factors are important because Apple manufactures and targets middle class and high class individuals. For the company to experience high returns, the conditions should be favorable to motivate the customers to purchase the Apple`s products. Also, the exchange rates and value of currency play a major in the economy. A wide range of customers for Apple products come from international market (Communication strategies. n.d.) As a result, the trade regulations that have been implemented must be favorable to ensure the company continues to serve their clients with minimal or no interference and stringent restrictions. Social-cultural factors have influenced the performance of Apple. Factors like advancement in technology, change in lifestyle, living standards, and demographic factors have boosted the performance and their sales (Marengo Pasquali,2012). Most people are interested to move at the same pace technology is changing. Therefore, the young educated people, business men are the first targets of Apple. The target market is expected to develop demand for the gadgets manufactures by Apple. Hence, those countries within a population structure that has more youths is likely to be a suitable hub for Apple to invest. Besides environmental factors can circumvent the operation of Apple is they are not properly addressed. Every country has its own rules are regulations of conserving the environment. As pointed earlier on, Apple operates on an international market therefore, they have to adhere to the underpinned environments rules as specified by the particular country Apple is willing or already it has penetrated. If Apple is able to operate in any standards then it would be easy for them to operate in any region as long as there is a trade agreement with the trade union or respective country. Make Recommendations on how These Factors above will Impact on the OverallMarketing Strategy of the Organization As we know Apple is very responsive to changes in technology and a s a result they should continue to be unique and probably the company should keep on improving the value of the product by introducing an element of change to convince the client the company is innovative and is offering improvised products every time. In those countries that have legislations that allow compulsory recycling of products, Apple should ensure in such target markets produce recyclable products that are environmental friendly. Another example is that Legal factors requires Apple to operate under special rules and regulations just like consumers, health and safety laws which safeguard the well-being of individuals. As well, Apple should be observant of intellectual property and patent laws as pertains the requirements of a particular country. References Basu,R., Wright,J.N. (2008). Supply chain in emerging markets. Total Supply Chain Management, 164-180. doi:10.1016/b978-0-7506-8426-2.50015-0 Communication strategies. (n.d.). Marketing Communication Policies, 117-131. doi:10.1007/978-3-540-37323-0_7 DAMANPOUR,F. (1988). Innovation Type, Radicalness, and the Adoption Process. Communication Research, 15(5), 545-567. doi:10.1177/009365088015005003 De Wit. (2010). Law and Visual Arts. Law and policy review. doi:10.5349/lpr7 Dedication. (2006). Search Marketing Strategies, vi. doi:10.1016/b978-0-7506-6618-3.50002-8 Giroux,M., Pons,F., Maltese,L. (2016). Sustainability Marketing Strategies: How Self-Efficacy and Controllability Can Stimulate Pro-environmental Behaviors for Individuals. Celebrating Americas Pastimes: Baseball, Hot Dogs, Apple Pie and Marketing?, 731-732. doi:10.1007/978-3-319-26647-3_152 Giroux,M., Pons,F., Maltese,L. (2016). Sustainability Marketing Strategies: How Self-Efficacy and Controllability Can Stimulate Pro-environmental Behaviors for Individuals. Celebrating Americas Pastimes: Baseball, Hot Dogs, Apple Pie and Marketing?, 731-732. doi:10.1007/978-3-319-26647-3_152 Lehman,G., Haslam,C. (2013). Accounting for the Apple Inc business model: Corporate value capture and dysfunctional economic and social consequences. Accounting Forum, 37(4), 245-248. doi:10.1016/j.accfor.2013.08.001 Marengo,L., Pasquali,C. (2012). How to Get What You Want When You Do Not Know What You Want: A Model of Incentives, Organizational Structure, and Learning. Organization Science, 23(5), 1298-1310. doi:10.1287/orsc.1110.0705 Meyer,H.S. (2006). Apple Lounge. JAMA, 295(11), 1313. doi:10.1001/jama.295.11.1313-a