Saturday, August 31, 2019

Marketing Strategy In General Motors Essay

  EXECUTIVE SUMMARY   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   General Motors Corporation was founded in the year 1908 with its head quarters based in the United States of America. It’s the world’s largest automaker manufacturing over 35 different brands and generally ranked the fifth largest company worldwide with a work force of over 280000 employees the world over. As part of corporate social responsibility G..M has given millions of dollars in computers to Engineering colleges. It has also created joint ventures dedicated to quality of life needs of employees through offering of medical care and other social services. In terms of marketing strategies, the company has embarked on large scale productions to minimize capital under utilization. Secondly, its diversity on automobile make also spreads the risks thus lowering chances of totally risky ventures. Branding has also been the secret behind their prosperous undertaking mostly with the introduction of trendy sports utility makes. Not to be left behind technologically, G.M has also kept up with the technological advancements with the manufacture of electric vehicles as well as the G.M auto racing models. INTRODUCTION   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Marketing strategy is when an organization designs the best combination or package of the traditional 4ps and extended 5ps in an attempt to influence the target market appropriately. There is need to review the current marketing strategy as the marketing environment is dynamic. An effective strategy requires a rich and current database.   An organization should therefore invest in continuous marketing research. General Motors has used various strategies in its growth. Among them are the generic strategies and grand strategies as discussed below.   DISCUSSION   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The General motors company has used the above strategies to maximize diversification. The company has used a strategy of using new technology in the market so that it can be competitive in market for better performance and facing new challenges coming up in the world market, like, before the 1970s the motor vehicle manufacturing companies in Europe regarded themselves as competing largely in a home market in which they were dominant. However, the subsequent changes in the motor vehicle industry were dramatic. The motor vehicle industry in general was faced with the problems of an increasingly competitive market in a changing business environment; the need was to match the organization’s activity to this environment in such a way as to   take advantage of such opportunities that might be provided and overcome the   many threats that could arise. Since the environment is continually changing the company makes strategic decisions for better growth of the organization.   Ã‚  Ã‚   Strategic decisions often have major resource implications for an organization. These may be decisions to do with the disposal or acquisition of assets of substantial value. The company decides as part of the rationalization of its operations to close a plant that is not doing well. Also the company adopts strategy of using new technology so as to achieve economies of scale in production. In other words, strategic decisions may result in major changes in the resource base of the business. Strategic decisions are likely to affect operational decisions, to set off waves of lesser decisions. For example, if the firm decides to rationalize its operations and cut back on manufacturing capacity and the workforce, this may give rise to industrial relations problems. Similarly, strategic decisions about rationalization, which lead to a revised product or manufacturing plan, will inevitably mean that the sorts of day-to-day problems faced by a production manager, or a sales manager, in the company turn out to be different. Again, then, it is important to understand that strategic decisions have wide ramifications across the organization. The strategy of an organization will be affected not only by environmental forces and resource availability, but also by the values and  Ã‚   expectations of those who have power in the organization. According to M.E. Porter (1980) corporate strategy is concerned with impact of external environment on the firm. In some respects, strategy can be thought of as a reflection of the attitudes and beliefs of those who have most influence in the organization. Whether a company is expansionist or more concerned with consolidation, or where the boundaries are drawn for a company’s activities, may say such about the values and attitudes of those who most strongly influence strategy. Making organization mission clear to member, this will serve as strategy.   The company uses its mission statement as a strategy which states that it will stand the best in producing motor vehicles, standing against competition, in terms of technological advances and in terms of its role in society. The company uses this strategy with specific aims as to where the organization is conceived to be throughout. Strategic decisions are likely to be concerned with the scope of an organization’s activities: does the organization concentrate on one area of activity, or does it have many activities? For example, should the firm focus? On a small range of products or, as in the past, have a very diverse range? To what extent should it be integrated backwards into manufacturing or forward into distribution? And should it attempt to compete widely in international markets, indeed would it survive without a wider international role?   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   General Motors uses a strategy of matching organization’s activities with its resource capability. It also uses a strategy of countering environmental threats and taking advantage of environmental opportunities; by matching organizational resources to threats and opportunities. Before the company takes any strategy it looks at the long term implication it will bring to the firm before implementation is done. The decisions taken now by the management of the company will have long-term implications on the health of the business in later decades, for instance, a decision to close a plant that is not doing well or to move into another area of activity. Strategic decisions therefore tend to have long term horizons and or implications, strategic decisions are often complex in nature. General Motors has managers who look cross-functional and operational boundaries to deal with strategic problems and come to agreements with other managers who, inevitably, have different interests and perhaps different priorities. This problem of integration exists in all management tasks but is particularly problematic for strategic decisions. Strategic decisions are likely to involve major changes in organizations. The company has a team of experts who make sure that before a strategy is implemented, it has to be developed, and that there should be a strategic vision. The strategic vision is a view of an organization’s future direction and business course. The task involves visualizing the firm’s future position in five to ten years. The task is to inject sense of purpose into a firm’s activities, provide long-term direction, give the firm a strong identity and decide, who we are, what we do, and where we are An example of a strategic vision of an airline business us â€Å"We want our airline to be the worldwide airline of choice.† The strategic vision of General motors is communicated and shared by all those working for the company. After strategy vision has been done, organization move to the next level that is developing organization’s mission.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The company mostly uses its mission statement so that it does not get out its main aim. An organization’s mission represents management’s customized answer to the question; â€Å"what is our business?† A mission statement broadly outlines the organization’s future direction and serves as a guiding concept to what the organization is to do and become. (Cole, 1996). It reflects management’s vision of what the firm seeks to do and become, provides a clear view of what the firm is trying to accomplish for its customers, indicate the intent to stake out a particular business position.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Developing an organization’s mission as the strategy which will involve defining: who, what and where.   According to Thompson and Strickland (1990) who suggested that there are tasks of strategic management which they see as bringing together: setting of the overall mission or goals of organization, the establishing of business objectives and the strategy required to achieve the two above. It helps managers avoid losing focus on the firm’s direction to achieve what its aim that to expand and to grow in the market. Another strategy is setting objectiveness of the organization. The purpose of setting objectives is to convert the mission into performance targets, create yardsticks to track performance, establish performance goals and push the firm to be inventive, intentional and focused. Setting challenging but achievable objectives guards against the following: complacency, drift, internal confusion and status quo performance. Objectives provide a direction to the firm in its quest for realizing the vision and mission and benchmarks for judging organizational performance. The company employs qualified staff as strategy since qualified staff can be able to increase production and high quality hence making the firm to grow and increase its market share. It uses lower costs than its rivals as a cost leadership which will assist to reduce expenses charged against profit, making a firm to have high profit comparing with other firm, by increasing profit the company grow and increase the market share. The company does a thorough research as strategy that is becoming the leader in new product introduction to the market, this will assist to increase sales since no other firms will be selling such new product in the market. When one firm is selling a product in the market and no competitor, this means the firm will be selling at abnormal price hence making super profit and this will lead the firm to grow and increase market share. Overtaking rival firms on quality or customer services strategy will make business to grow. Customer service as strategy involves treating customer with very high respect and integrity, making customer to feel cared for and given good service, this will make the firm to increase the number of customers comparing with other firms and retaining those who have visited the firm, this will increase sales hence organization growth.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The company uses the satisfaction of customer needs as its main strategy. Total Quality Management is used as strategy for organizational growth and increase of the market share to achieve this. Once customer requirements have been identified, they need to be translated into standards which can be interpreted and understood easily by employees and clients. One of the major quality difficulties facing service organizations is the defining of service quality standards. According to Ansoff (1984) redefined strategic management as a systematic approach for managing change which consists of positioning of the firm through strategy and capability planning, real time strategic response through issue management and a systematic management of resistance during strategic implementation.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Once client requirements have been identified and standards of service defined, it is necessary to define systems which will enable the standards to be translated into achievable processes. To provide a service which satisfies and even delights clients, professional firms need to recruit and train their staff to achieve the required standards throughout the service process. The recruitment and selection of appropriate staff can be used has strategy by organization, as these are the foundation of any quality-conscious firm. The client-centered firm should take into account all relevant criteria and consider recruitment as the first stage in retaining loyal, well-motivated and happy employees. Proper training can also be a good strategy to organization. A professional employee, like any other member of staff, has a limited set of skills which require continual updating in the face of changing market demands and technology. Only by updating these skills using well-developed programs, can professional firms ensure that they equip their staff with the skills needed to respond to future client expectations. Internal communication methods is another important strategy organization can not do without. To ensure that staff members are aware of the importance of clients, it is essential that management communicates, on a regular basis, the need for continuous and organization-wide quality improvement to their staff. To achieve this, there are various internal communication methods available, which include: newsletters; team briefings; meetings; internal customer-supplier workshops; and training key interfacing departments in the main processes and procedures of the supplier and customer activities. To modify client interaction behavior, professional firms can introduce performance-related rewards and recognition systems as strategy to beat their rivals, which encourage client-satisfying behavior, recognizing and praising employees for work well done is not superfluous, but rather confirmation of accomplishments and a reinforcement of commitment.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The company also uses financial objectives as strategy. Financial objective are those outcomes that relate to improving the firm’s financial performance such as: – a) Increase earnings growth from 10% to 15% per year.   b) Boost return on equity investment from 15% to 20%. For the objectives to have values as a management tool, they must be stated in quantifiable or measurable terms and specify a deadline for achievement. Objective-setting process should be a top-down process in order to achieve unity and cohesion throughout the organization. Because all managers need objectives the process should be top-down and should follow the following pattern: Start with organization-wide objectives, next, set business and product line objectives. Then, establish functional area and department objectives, individual objectives come last. Strategy-making concerns how to achieve desired strategic and financial, objectives out-compete rivals and win a competitive advantage, respond to changing industry and competitive conditions, defend against threats to the firm’s well-being, grow the business, among other things. A firm’s strategy will actually consist of making decisions about the following: How to satisfy customers, how to grow the business, how to respond to changing industry and market conditions, how to best capitalize on new opportunities, how to manage each functional piece of business and how to achieve strategic and financial objectives. Ansoff suggested a matrix of product market alternatives which has become widely used in basic terms the matrix offered the following alternatives: market penetration, product development, market development, and diversification any strategy to work it has to be implemented. Implementing strategies involves creating fits between the way things are done and what it takes for effective strategy execution, executing strategy proficiently and efficiently, and producing excellent results in a timely manner.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Proficient strategy execution will depend greatly on competent personnel, adequate skills and effect internal organization. There are three types of organization actions that are very important: Selecting able persons for key positions, making certain that the organization has the skills, core competencies, managerial talents, technical expertise, and competitive capabilities it needs and developing an organizational structure that is conducive to successful strategy executioner can be done by: allocating ample resources to strategy-critical activities. Organizational units need enough resources  Ã‚   to carry out their part of the strategic plan. This includes having enough of the right kinds of people and sufficient operating funds for them to do their work successfully, instituting best practices and programs for continuous improvement. A strong commitment to adopt best practices, especially for those activities where the potential for better quality performance or lower costs can translate into a sizable impact on the bottom line, is integral to effective strategy implementation, installing support systems that enable company personnel to carry out their strategy execution. Strategies cannot be executed without a number of support systems to carry on the business operations. For instance, an airline may not hope to provide a world class passenger service without a computerized reservation system, a system for accurate and expeditious handling of luggage and a strong aircraft maintenance program, tying reward structure to achievement of results: the company needs to enlist commitment, throughout the organization, to carrying out the strategic plan by motivating and rewarding people for good performance, creating a strategy-supportive corporate culture. The beliefs, goals and practices called for in a strategy may or may not be compatible with a firm’s culture. When they are not a company finds it difficult to implement strategy successfully. The management should stay focused as to what they are trying to achieve in the face of a changing environment and customer needs; otherwise they will not remain competitive in the industry, lowers management’s threshold to change. The management are made to understand that the environment is changing and thus the need to do things in a different way so as to have a competitive advantage in their area of operation, provides basis for evaluating competing budget requests and steering resources to strategy-supportive, results-producing areas, unites numerous strategy-related decisions of managers at all organizational levels. The managers are made to stay focused on one objective and not to make conflicting decisions, creates a proactive, rather than reactive, atmosphere; with the environmental scanning the organization is aware of changes in the environment and hence will take action to take advantage of the changes and prevent any adverse effects on itself, enhances long-range performance; the organization is always to plan for the long-term and its performance is focused on the achievement of long-term objectives and fewer resources and less time devoted to correcting erroneous or ad hoc decisions; this is because all the managers will be making decisions aimed at achieving the set objectives only and there will be enhanced coordination among them due to the existence of strategic management process. CONCLUSION The role of strategic management cannot be downplayed, given the need to align the organization with the changing environment with a view to realizing the long term objectives of the organization to the future with success. It is critical that all departments in the organization be involved in strategy formulation to ease the implementation process. Proper communication of the vision and mission serves to inspire challenge and motivate the workforce hence making organization grow and increase the market share. The General motor company as used the above strategies to grow by obtaining its objectives, increasing market share and market it to stay in the market. No company can grow or stay in the market if it does not use strategies to face challenges which face market industries RECOMMENDATIONS From the above we can say that due to changes in the environment it necessary to change ways of carrying out business. Any company to continue in business it has to change to new strategies, which will include ways of marketing, using latest technology, for example marketing using internet, having qualified staff in business that will be in appositions to employ new skills. It is very important for any company to look the welfare of employee since this will promote employees morale towards the work. Strategy should be seen as the continuous improvement of accompany so it should not forgotten at all costs, it should be seen as the backbone of the company. Since the company is seen as going concern it must be able to implement all strategies for it survive, this can be seen from the above company that General motors. Last but not least every company to compete in the industry must have clear vision and mission statement for its reference when doing business so that the company can stick to them. REFERENCES 1)Cole, G.A. (1994), Strategic Management, DP Publications. Chandler, Alfred D. (1962), Strategy & Structure, MIT press. Andrews, Kenneth R. (1987), The concept of corporate strategy, 3rd edition, Richard D. Irwin. Ansoff, H.I. (1965), Corporate Strategy, McGraw-Hill. Ansoff, H.I. (1964), Implanting Strategic Management, Prentice Hall International Porter, M.E. (1980), Competitive Strategy: Techniques for analyzing industries and competitors, The Free Press. Thompson, Arthur & Strickland, A.J. (1990), Strategic Management: Concepts and Cases, Richard D. Irwin.

The Relation Between the Customer Behavior and Shopping Centre

Title The relation between the customer behavior and shopping centre promotion Author(s) RISHI The relation between the customer behaviour and shopping centre promotion Citation Issue Date 22/3/2012 URL Rights 2002 http://hdl. handle. net/10722/28778 The author retains all proprietary rights, (such as patent rights) and the right to use in future works. The Relation between the Customer Behaviour and Shopping Centre Promotion: A Case Study of Whampoa Garden TSE Chun Wai DISSERTATION Submitted in partial fulfillment of the requirements for the degree of Master of Housing Management The University of Hong KongDecember 2002 DECLARATION i declare that this dissertation, entitled The relationship between the customer behaviours and shopping centre promotion: A case study of Whampoa Garden, represents my own work, except where due acknowledgement is made, and that it has not been previously included in a thesis, dissertation or report submitted to this University or other institution for a degree, diploma or other qualification. un Wai Acknowledgement This paper intends to show the relationship between the customer behaviors and shopping centre promotion, to understand the problem of the shopping entre by studying the customer behaviors and examining the shopping promotion strategies. Firstly the author sincerely thanks Mr. Bonny Chiu who has worked ? n Whampoa Garden ? n the property management department, for his assistance ? n providing information about the details of Whampoa Garden and promotion strategies. Secondly, thanks must be expressed to Ms. Candy Lam and Ms. Jessica Wong; classmates of Master of Housing Management have given valuable information regarding the shopping centre under their management. Thirdly, the author must also thank Ms.June Yau and Mona So for helping with word processing and production of the final typescript and proofreading. Finally, the author wants to thank Dr. Eddie Hui, the supervisor of this dissertation, for his valuable guidan ce and support in the research of this paper. THE UNIVERSITY OF HONG KONG i. I Il W ir . J Thesis Collection Deposited by the Author Contents Acknowledgement Abstract 1. Introduction ti Am and objectives p. 1 1. 2 Methodologies 1. 3 Researchmethod I . 4 Implication of the study 1. 5 Sourceofdata 2. p. 2 p. 3 p. 3 p. 4 P. 4 Customer behavior and shopping centre p. 5 2. 1 The definition fcustomerbehaviour Dynamic customer behaviour Interaction Exchanges 2. 2 Why people go shopping 2. 3 Factors affecting shopping behaviours and motivations 2. 4 Changingofshoppinghabit 2. 5 Goal and characteristic of customer 2. 6 Conceptual models and customer characteristics 2. 1. 1 2. 1. 2 2. 1. 3 2. 6. 1 2. 6. 2 2. 6. 3 2. 6. 4 Huff1s topological model (1960) Timmermans' conceptual model (1982) Sheth's integrative theory 2. 6. 3. 1 Choicecalculus 2. 6. 3. 2 ShoppIng motives 2. 6. 3. 3 Shopping option Lindquist(1974-1975) 3. What is a â€Å"shopping centre†? 3. 1 The principle of a shopping ce ntreIdentification the positioning, role and function of a shopping 3. 1 1 centre 3. 1. 2 Location ata shopping centre 3. 1. 3 Catchmeritarea 3. 1. 4 Accessibility and interlink 3. 1. 5 TenantMix 3. 1. 6 Decoration Shopfront 3. 1. 7 Entrances 3. 1. 8 3. 1. 9 Finishes 3. 1. 10 Signagesystem 3. 1. 11 Marketing 3. 1. 12 Management 3. 1. 13 Promotion . 3. 2 Typeofshoppingcentre 3. 2. 1 3. 2. 2 The neighborhood centre The community shopping centre p. 5 p. 6 p. 6 p. 6 p. 7 p. 8 p. 10 pli p. 11 p12 p. 12 p. 12 p. 13 p. 13 p. 14 p. 14 p. 17 p. 18 p. 18 p. 19 p. 19 p. 19 p. 20 p. 20 p. 21 p. 21 p. 22 p. 22 p. 23 p. 3 p. 23 p. 24 p. 25 p. 26 32. 3 The regonaI shopping centre 3. 2. 4 Specialty shopping centre 3. 3 The development of shopping centre 3. 4 Dev&opment of shopping centres in Hong Kong 3. 4. 1 Firstphase 3. 4. 2 Second phase 3. 4. 3 Third phase 4. CasestudyofwhampoaGarden 4. 1 background information and characteristic of Whampoa Garden 4. 1. 1 Development 4. 1. 2 Accessibility 4. 1. 3 Catchrnentarea and interlink 4. 1. 4 Conceptofnewtown 4. 1. 5 Theme Concept 4. 1. 6 Varietyofshop 4. 1. 7 Continuous refurbishment 4. 1. 8 Shoppingmanagement 4. 1. 9 Cleaning 4. 1. 10 Security 4. 1. 11 Air-conditioning 4. 1. 2 Maintenance & repair 4. 2 Findings Irnageattributes 4. 2. 1 4. 2. 1. 1 Recreational experience 4. 2. 1. 2 Userfriendly 4. 2. 1. 3 Stores 4. 2. 1. 4 Qualityofstores 4. 2. 1. 5 Easeofusebycarandbus 4. 2. 2 Shoppers characteristics 4. 2. 2. 1 Gender 4. 2. 2. 2 Shopping accompanied 4. 2. 2. 3 Travel model 4. 2. 2. 4 Occupation 4. 2. 2. 5 Monthly income 4. 2. 2. 6 Frequency of visits 4. 2. 2. 7 Presence of undesirable characters 5. Problems ofWhampoa Garden p. 32 p. 32 p. 32 p. 32 p. 34 p. 34 p. 34 P. 37 p. 38 p. 38 p. 39 p. 39 P. 40 p. 40 P. 41 p. 41 p. 41 p. 41 p. 4. 2 p. 43 p. 43 p. 43 p. 44 p. 44 p. 45 . 45 p. 45 p. 46 p. 47 Inadequate parking facilities Uncovered footpaths/insufficient interlinks Unsuccessful theme concept p. 48 p. 48 p. 48 p. 49 p. 50 Lack ofanchorteriants p. 51 Recession of retailing industry p. 52 5. 1 Lack of mass transportation network 5. 2 5. 3 5. 4 5. 5 5. 6 p. 27 p. 27 p. 28 p. 29 p. 30 p. 30 p. 30 6. Recommendations and shopping centres in the future 6. 1 Understandshopper'sneed 6. 2 HK$10 Plaza discountoutlets 6. 3 Transportation p. 54. p. 54 p. 54 p. 55 6. 4 Parking spaces arid footpath 6. 5 Marketing strategies 6. 6 Signage 61 Development of theme concept 6. 8 Promotion . 8. 1 Advertising 6. 8. 2 Personal selling 6. 83 Sales promotion 6. 8. 4 Publicity p. 56 p57 p. 57 p. 58 p. 58 p. 59 p. 59 p. 59 p. 59 7. Conclusion p. 61 Questionnaires p. 63 Summary results of questionnaire for customers p. 68 Bibliography p. 73 Abstract In Hong Kong, the accessibility and transportation network of newly constructed site is highly important. The transport links, especially by means of Mass Transit Railway and Kowloon-Canton Railway, are vital to the retailers, as these would increase footfall, which can bring thetn more p otential customers. However, it is all for the shoppers?Where will they go and why will they shop? Customers' shopping habits and preference has changed over years. Most importantly, it has gone along with the development and construction of shopping centre. Now instead of shopping in the sheet, shopping in huge department stores is a new trend. This paper aims at assessing the factors in attributing to the shoppers' decision by starting with a brief description of customer's behavioural models and the development of shopping centre in Hong Kong. Determining elements include convenience, pleasant and entertainment environment, tenant mix, leisure facilities and catchment, etc.Whampoa Garden is selected as the case study Overall, the findings shows active, well planned, coordinated and periodical promotion should be operated throughout the year. Besides promotion, the infrastructure of shopping centres also plays a vital role in deciding the retail pattern and the tenant mix. Therefo re, active promotion activities and continual development of shopping centres should be used as the strategy to meet the ever-changing demand and improve the image of the centre for their specified clientele. 1. Inlroduction Shopping centres are vital to our economy.Different planning of shopping centres causes different sizes and arrangements. However, all these planning would bear two purposes in mind – to provide an optimum retailing environment for the tenants and to meet the needs of customers. In recent decades, shopping centres are becoming increasingly important for the services they provide to individual consumers and many ways in which they benefit the communities in which they are located. Developers should want to know how and why people shop in their shopping centres, but others just have a fare dodging and walking in the centre.From a commercial standpoint, it may distinguish consumer behaviour from other activities. This is the point for the shopping centre bec ause profits are generated when consumers select the shopping centre rather than another. Consumers are more interested in the facilities provided by the shopping centres, so that they could spend their time arid money in there. The improvement of living standard in Hong Kong has to lead the transformation of shopping behaviour of the residents. Formerly, markets were just places where people gather together for retail activities.Nowadays, shopping centres have become multifunctional, and it is an enclosed area not only for shopping, but also for entertainment and amusement. A successful shopping centre must have the right location, (easy to access) good management; effective marketing strategy arid the right tenant mix for the demographic profile of the population it serves. However, the attraction of the shopping centre will slip downwards or fade away with the passage of time: demographic changes, competition arising from the other new shopping centres, etc. All these pose as gre at challenge for the status of an existing shopping centre.Therefore, strategies are required for rejuvenation. The aim far promoting shopping centres is to improve their overall commercial potentials and auxiliary facilities. In addition, the shoppers' behaviors and characteristics, (preference, the choices ofthe retails shops, etc. ) as well as location of the shopping centre also have to consider. Furthermore, the competition from new shopping centres compels existing shopping centres to seek for the best ways and strategies to revive the business of a shopping centre. 1. 1 Aim and Objectives The aims of this study are to investigate and evaluate strategies for the shopping entre promotion in upgrading the value of a shopping centre. Factors such as marketing stand point, competition from other competitors, demographic of the surrounding areas, social and economic situation will be considered. In addition, this paper will study the consumer behaviour and characteristics, such as place of residence, mode oftransportation, frequency ofvisit and consumer images. The objectives ofthis study are as follows: I. I . i To conduct a literature review on the characteristics and the development 2 of shopping centre through a case study on â€Å"Whampoa Garden Shopping Centre† located at Hung Horn; . i . 2 To study the behaviour of the customers; i . 1. 3 To identify the decision problems and preferences ofthe customers; i . i . 4 To analyze the store image from the view ofthe customers; 1. 1. 5 To study why shopping centres require promotion strategies? and; i . 1 . 6 To examine the shopping centre promotion strategies; 12 Methodologies in the theoretical framework, reference has been made to relevant books, magazines, newspaper, annual reports, journals as well as data from census and government statistics. In addition, marketing, promotion and management of shopping centres will also be included.In order to obtain an understanding of the relationship between the customer behaviours and shopping centre promotion, this essay will examine two broad measures. The frequency of visit, purpose, accessibility, facilities, image and overall impression of the shopping centre would be identified. Moreover, the age group, sex, place of living, working condition, income and household size of the customers will be studied. In order to examine the taxonomies adopted by previous researchers of consumer (spatial) shopping behaviour such as Shepherd and Thomas, (1980); Spiggle and Sewell, (1987).The models such as Huffs topological model; Timmerman's conceptual model; Sheth's integrative theory and Lindquist will be reviewed. Those theories are focused on the perception of the shoppers relating to the shopping centre's image. Through the above methods, developers can select the right tenants and promotion strategies to generate income and promote the shopping centre image. On the other hand, a successful shopping centre can through the information such a s age, income group and the customers' behaviour, can decide the trade of business and formulate promotion strategies to attract customers to visit. 1. 4 Implication ofihe StudyThe study will find out the behaviours of customers, and the relationships among the tenants, developers and the customers. In addition, the shopping centre promotion will also influence the investment atmosphere and affect the income of the developers. The above study can be a reference for other aging shopping centres in carrying out revival programme. LS Source of Data This study is hard to get secondary data for the shopping condition since relevant parties are reluctant to provide their business strategies. Surveys would be carried out with the tenants and customers of the shopping centre in order to obtain the 4 first hand-data.On the other hand. , through interviews with the management staff and office staff, more information and data can also be obtained. Surveys and questionnaires will be conducted t o obtain the primary data. The questionnaire is printed in Chinese since the majority of' Hong Kong's population is Chinese. It contains questions about customer behaviour, personal particu1ar and the image of a shopping centre. 5 2. Customer Behaviour and Shopping Centre Customers spend their time in purchasing goods and services, at the appropriate places where they will visit. In addition, they also like to spend their leisure time for their aily activities such as entertainment, gathering arid shopping. Shopping centres provide them a place to meet these needs. What kind of shopping centre would be suitable for them; what kind of function and facilities should the centres have; what kind of market strategies and what kind of promotion can induce more customers to visit the centre. I [J1J1IIff According to Arnould, Price and Zinkham (2002), customer behaviours define as individuals or groups acquiring, using, and disposing of products, services, ideas, or experiences. Consumer be haviour also includes the acquisition and use of information.Therefore, communicating with consumers and receiving feedback from them is a crucial part of consumer behaviour of interest to marketers. Consumers may consist of individuals or groups including families, clubs and organizations, purchasing units within corporations, and government departments. Consumer behaviour is the study of human responses to products, services, arid the marketing of products and services. This topic is of considerable importance to marketing managers and marketing researchers because the focus on the consumers is the key contribution of marketing to business practice.Other business function (e. g. , finance, accounting and production) either neglect the consumer or overlook the consumer entirely. Organizations that lose sight of their consumers cannot compete effectively against firms that stay close to their consumers. Managers who really understand their customers develop better products and servi ces, promote their products and services more effectively, and adopt marketing plans and strategies that foster sustainable competitive advantages for their products and services. Furthermore, managers who know their consumers cari reach and satisfy them more efficiently.Such managers are important assets to any organization and are rewarded accordingly (Kardes 2002). The American Marketing Association defines consumer behaviour as â€Å"the dynamic interaction of affect and cognition, behaviour, arid environmental events by which human beings conduct the exchange aspects of their lives. † There are at least three important ideas that pointed out in this definition: (1) consumer behaviour is dynamic; (2) it involves interactions between effect and cognitions, behaviours, and environmental events; and (3) it involves exchanges. The following implications are put forward. 2. 1. 1 namicCnsumer Behaviour Consumer behaviour is dynamic and means individual consumers, consumers grou ps, and society at ‘arge are constantly changing and evolving across time. 2. 1. 2 Interaction It means that to understand consumers and develop superior marketing strategies, we must understand what they think (cognitions) and feel (effect), what they do (behaviour, and the things and places (environmental) that influence and are 7 influenced by what consumers think, feel, and do. 2. 1. 3 Exchanges These make the definition of consumer behaviour consistent with current definitions of marketing that also emphasize exchange.In fact, the role of marketing is to create exchanges with consumers by formulating and implementing marketing strategies (Peter and Olson, i 993). 2. 2 Why People GoShopping Why do people do the things they do? More specifically, why do they buy and consume the products, services, experiences, and brands they do? People always mention that when they are feeling low or want to reward themselves by shopping, and shopping can be interpreted as a pleasure or a self-gift. The role of shopping and purchasing has taken on dramatic new meaning and trend to be a recreational shopping.The modem, self-enclosed shopping centre in all its variant forms has become a site to which consumers make frequent visits to satisfy a wide variety of needs including those aesthetic enjoyment, problem solving, and personal display. These trends lead the emergence of the largest shopping centre such as Disney World, Universal Studios, and the like. Such shopping centres provide retail environments combine in shopping and entertainment. Going shopping is a major source of relaxation as well as a household chore. [:1 When people realize that a good store exposed the greatest portion of its goods to he greatest number of its shoppers for the longest period of time, which put its merchandise in the path and the field of vision in a way that invites people for consideration. We're all aware of how shopping means different things to different people at different times . We use shopping as therapy, reward, bribery, pastime, as an excuse to get out of the house, as a way to troll for potentia' loved ones, as entertainment, as a forni of education or even workshop, as a way to kill time. There are compulsive shoppers doing serious damage to their bank accounts and credit ratings, who use shopping as a cry for help (Underhil, i 999, p. 5-96). People going to shopping centres as all new modem shopping centres provide leisure spaces and varies facilities such as mini cinema, indoor family games stores and funfafr style shops. In addition, the enclosed environment, controlled climate, patrol of centre's security guards and the promotion events give customers a feeling of warmth, safety, comfort and satisfaction. In addition, people going shopping can be broadly divided into three categories, they visit the supermarket to buy household chores; occasional visits the regional shopping centre to buy fashion goods, elecirical app1iances and recently shopping centre as place for people gathering together and enjoy of fun. As Beddington stated in i 99 1 that shopping is a primary human activity in which almost every individual in civilized society Building and services for takes part, inevitably almost daily. shopping are as closely related to housing as those for education, health, administration and entertainment. Bund1in of products, product components, and services is an important consideration for manufacturers, retailers, and service providers bringing their goods and services to market. Bundling typically takes one or two forms: pure or mixed (Adams and Yellen, i 976).There are four factors that affecting customers' intention to buy product and service. (1) whether the product and service are pure and mixed; (2) the price discounts of a pure goods and service in comparison to the sum of the component of mixed; (3) the functional relationship among the components and (4) number of components. As more and more shopping centres estab lished with the development of property market, it is undeniable that the competition becomes more intense. Also as the economy recession of Hong Kong has not yet fully recovered, customers cautiously evaluate the goods and services when they use their savings, and he anchor product and service that they can obtain as they are become extra pricesensitive. On the other hand,, Shenzhen, a city in mainland China just about one hour from Hong Kong by train, offers attractive entertainment facilities and low- priced retail goods in various shopping complex. To a certain extent, it actually draws much Hong Kong customers away from Hong Kong' s more expensive stores and restaurants. In general, most retail shops inside shopping centres use lo price as its competitive tool to combat competition. It is not difficult to find that shopping malls range from metropolitan to eighborhood emphasize the concept of â€Å"Discount†, † Mega Sale† it is especially obvious in some fest ivals which usually highlight the provision of ‘crazy sa1e during festival. As a result, the provision of discount become a general practice to marketers and become a norm to shoppers. Without the benefit of discount, customers are more Likely to delay their consumption or shift to others stores with the provision of discount. Thus, it is not a long-term measure to combat competition. Ji}! iIU1iIk') tii flhlTi In the past, daily products such as provisions, wet foods are gathered in market; atching movie, shopping, entertainment, games and shopping are located in different places, performed at different times for specific people. Recently, the new modem shopping centres are characterised by new spatial form including leisure and consumption activities at the same place for different people. Centres are all modem and well-managed, together with special layout to attract tenants and customers. Many centres adopt the policy of encouraging independent and specialist outlets to pro vide more choices and lower price for the customers.The concept of tenant mix is widely used is shopping management, it provides a one-stop services for the customers, so that customers can obtain their needs in one trip. In addition, the centre is also provided security patrol system, cleaning 11 service, temperature controlled and the promotion events, customers can enjoy their life here in the enclosed environment, make them feel warmth, comfort, safety and satisfaction. Furthermore, people are looked busier; they would like to save their shopping time and use for entertainment and pursuit of personal interest and other leisure time activities.Nowadays, people are more enjoy the largest one-shop shopping centres, which providing them convenient and efficient shopping. In order to attract more customers visiting the shopping centre, shopping centre not only providing convenient and efficient shopping for customers, it also develop as a place for leisure activities and create parti cular themes to upgrade their ability to competition. Recently, there has been a trend for developer to provide mini cinemas, indoor family games stores, funfair style shops and food courts inside the shopping centre. Therefore, customers regard as part of their life or entertainment and enjoyment of their leisure time, this lead to increasing the pedestrian flow. In order to attract more pedestrian flow, developer recognized that some of the customers are only spent their leisure time in the centre without any purchasing. However, the large of pedestrian flow will induce investors and tenants to invest in the shopping centres, in which with recreational, entertainment and extra facilities. Finally, shoppers like to visit shopping centre when shopping promotion is held. As lifestyle of Hong Kong people is so excited, more and more shoppers strive for he feeling of relaxation during their weekends or holidays with families and 12 friends. They usually prefer to spend a day at shoppin g centre, which can provide one-stop services. 2. 5 Goal and Characteristic of CuMomer Women shop not out of devotional love for family members, and their shopping behaviours is an investment in their families and relationships with family members. Purchasers are rationalized not in terms of what was spent, but in terms of savings and thrift. The savings and thrift generated through shopping then constitute funds that can be given to dependents and descendents (Price, Arnould, Zirikhan, 2002). 6 Conceptual Mxle1s and Customer Characteristics In the following, the major ideas from and models derived by Huff, Timmerman, Sheth, Lindquist and Wee be briefly discussed. 2. 6. 1 Huff's Topological Model (1960) It attempts to derive simple deductive models of consumer spatial behaviour and cognition, Potter (1982) considers that one ofthe landmarks was the graph theoretical or topological model of consumers space preferences developed by Huff(1960) (McGoldrick, Peter J, and Thompson, Mark G . (1992, p. 46)).According to Huff, consumer spatial behaviour was determined by the interaction of three systems; the value, behaviour-space perception and movement imagery. These refer to (i) the geographical location of the consumer of the consumer and his/her personal traits; (ii) the perceived characteristics of the retail outlet; and (iii) the perceive and objective features 13 of the transport network and the mode of travel. 2. 6. 2 Timmermans' ConceptiialModel (1982) The model suggests that the decision problem such as the type of goods to be bought, together with the consumers value system, information levels, etc. , efines a set of decision criteria for the consumer which conditions the perception of the objective physical environment containing all potential outlets (McGoldrick, Peter J, and Thompson, Mark G. (1992, p. 47)). The decision making process makes this model involves an evaluation of each destination, base on the rating to evaluate attributes and Timmerman assu mes that consumer will chose their the destination with the highest scale value. In addition, he further points out that familiarity with the various shopping opportunities and whether they are within reasonable travel time are two important factors in this respect. . 6. 3 Sheth's integrative theory Sheth formulates a theory of shopping behaviour and a theory of shopping preference. A theory of shopping behaviour includes four types of unexpected events can intervene between preference and behaviour, such as events occur between the time and place when shopping preference and intentions are established and when actual shopping behaviour takes place (McGoldrick, Peter J and Thompson, Mark G. (1992, p. 47)). Sheth further postulated three basic constructions interact to determine a shopper' s preference or shopping predisposition. 14 2. 6. 3. Choice calculus Sheth used three systems such as sequential, dominant and tradeoff as the first construct by which consumers may match their sho pping motives with their shopping operation. In which sequential calculus eliminated shopping options that do not satisfy this motive until all shopping motives have been utilized. Tradeoff calculus involves the evaluation of each shopping option on aU shopping motives simulianeously to obtain an overall acceptability score. Finally, dominant calculus evaluates each shopping option only on the most impor. ant shopping motive. 2. 6. 3. 2 SlmppingmotivesShopping motives refer to shopper's needs and wants related to the choice that shoppers looking for. In 1983, Sheth provided a distinction between functional needs and non-functional needs; functional need is the shoppers need for the low prices or some products such as food, and non-functional need is the shoppers want to shop just for relieve boredom or some products such as clothes. In addition, Sheth mentioned that personal values, social values and epistemic values influence shopper's shopping motives. He further mentioned that sp ecial products also can influence shopper' s motives. 2. 6. 3. Shopping option According to Sheth, shopping options are determined by three market factors such as location, retail structure and positing/image. 15 2. 6. 4 Lindguist (1974-1975) Store image attributes groupings (McGoldrick, Peter J, and Thompson, Mark G. (1992, p. 59)). In this mode1 it describes nine store image attributes, which contributes to image formation or to favourable/unfavourable consumer attitudes towards outlets of various types. 2. 7 Shopping Centre Image Attributes AccordIng to Wee (1986) a basket of 27 attributes was worked out though an examination of coefficient alpha values.It was thought to adequately represent the domain of shopping centre image. By grouping the 27 attributes into different categories, 8 major factors of the customers towards store image are come out for ease analysis. Detail ofthe factor analysis is as follows:- Factor 1: Recreational Experience According to Wee, this factor accou nts for 3 1 . 2% of the variance and incorporates most of the â€Å"activity oriented†. These are, in descending order of leadings, a place to spend time, an â€Å"in place† to go, a place to go when the weather is bad, a place to take children and a place to eat or drink. Two feature related variables, ecor and spaciousness, also lead significantly and are consistent with this interpretation. Factor 2: JJr Friendliness This label was chosen to describe the group of variables loading with factor 2. Most of these attributes are features, which make the centre an easier and more 16 pleasant place to use. These attributes that are unique to this factor are the helpfulness of store staff, friendliness of the atmosphere, standard of security, toilet facilIties, seating area and air condoning. The two other attributes, place to eat or drink and a place to take children, load higher with factor i.Factor3: Stores It comprises the four attributes relating to stores at the cente r, rather than the centre itself. These rated the choice of major stores, the variety of stores, the product selection available within the stores and the general quality ofthe stores. Factor 4: Quality of Environment It combines the four attributes relating to the appearance and design of the centre, namely, cleanliness, lighting, spaciousness and decor. Factor 5: Ease ofUse by Car It represents the level of accessibility to car users, who tend to be in the majority at this centre. t is possibly surprising that layout loaded within this factor, rather than factor 2 or 4. This could suggest that the layout of at very large centre is associated more strongly with accessibility than with the internal feature of the centre. Factor6: Others Factor 6 was labeled â€Å"crowding† incorporating the level of crowds and the number of undesirable characters. Factor 7, labeled â€Å"ease of use by bus† combines the opening hours and access by bus; this provides a reminder that ope ning hours are, 17 in effect one element of accessibility. Only on attribute loads significantly ithin factor 8, the general leveL of prices. In this essay, survey will be conducted by using some attributes, which are mentioned above, for the analysis of the consumer behaviour of Whampoa. 18 3. What is a â€Å"SltoppingCentre†? The use of the world â€Å"mall† to describe a pedestrianised shopping street almost certainly originated in North America in ari effort to convey a greater sense of space, quality and elegance than is normally associated with an arcade. Malls are usually covered and wide enough to provide a central area for planting, seating, fountains and other furniture.Although shops fronting an arcade are usually smaller than those in a shopping mall, the basic difference between a mall and an arcade lies not in the types of shops found in them but in the volume of space between the frontages (Northen and Flaskoll 1977). The shopping centre is distinct from other forms of commercial retail development. It is a specialized, commercial land use and building type, which today is found throughout the world but until the late 1 970s thrived primarily in America suburbia, occurring only rarely in downtowns or rural areas. Over the years, it has been ransformed from a suburban concept to one with much broader and varies applications (Shopping Centre Development Handbook). According to Urban Land Institutes (1990), shopping centre is defined as â€Å"A group of commercial establishments, planned, developed, owned, arid managed as a unit related in location, size and type of shops to the trade area it serves; it provides on-site parking in definite relationship to the types and sizes ofthe store (James (1993, p. 3)). Recently, Urban Land Institutes has redefmed this definition so that a shopping centre must have a minimum of three commercial establishments, and, in the case of urban 9 shopping centres, their on-site parking needs may be relat ed not only to the types and sizes of the stores but also to the availability of of-site parkings and alternate means of access (Shopping Centre Development Handbook). However, it is not easy to derive a universally accepted definition of shopping centre because of several reasons. Shopping centres range in size from a very few shops to those with hundred number of shops, offering a full range of shopping provisions including large department stores, restaurants, supermarkets, entertainment facilities and parking spaces as well. 3. 1 The Principle ola ShopphigCentreThe successful of a shopping centre depends on many factors such as design and layout, its locatIon, its catehment areas, the way the business is run by the shop traders and whether there is any competition within the vicinity. ! Before constructing of the shopping centre, developer should understand the position of the centre in order to avoid competition with other centres The centre will depend on the size and the popu lation to classify as community shopping centre or regional shopping centre. Also it will depend on the location that the transport can be reached together with visiting carparks.Then, developers should identify the role and function, and choose the most 20 suitable theme and target groups of retailers and shoppers. For any type of shopping centre will play different role and provide different goods and services to the specified catchment population. A good shopping centre requires to strength its image by special features and good facilities. 3. 1. 2 Locationnfa Shopping Centre Location is one of the paramount important elements for a shopping centre, accessibility and visibility should be taken into account. The best location for a shopping centre should e located at strategic location in well-developed district such as area close to railway stations or any transport interchanges. Retailers will decide to run their business as high visibility and easy accessibility of a shopping c entre will increase the pedestrian flow; also shoppers from other districts will be attracted to this centre. 3. 1. 3 Catchment Area To defme the catchment area is one of the major factors affecting the success of a shopping centre, developer should understand the needs of customers, and tailor-made the design and different type of shopping centre will have different criteria for catchment area. . 1. 4 Accessibility and Interlink The key to a successnul shopping centre plan is to attracted more pedestrians as they are potential shoppers. The greater the concentration, the better the shops will be run their business. The City Plaza at Taikoo Shing and New Town Plaza in Shatin, pedestrians have passed through the shopping centre; 2! the provision of covered footbridge linking to all shopping centres is an example of diverting the pedestrian flow. The more time the shoppers stayed in the shopping centre, the more chance they spend.The trades of the retailers must make special arrangeme nt, so that shoppers visit all parts of the shopping centre will not feel tired and lose their interest. 3. 1. 5 Ten ant Mix Selection of well-known brand names and anchor tenants is critical to strengthen the centre and appeal to others as pulling effect may be result by such tenant. It can also attract shoppers to visit all parts of the centre and maximize the attraction ofprospective customers. However, the routing of centre should be well designed and balanced for all retailers.The success of a shopping centre may rely on proper designation of trades in its appropriate locations to create pedestrian flow to induce shoppers. In addition, a trade balance is also good for a shopping centre. Apart from catering the local needs, anchor tenants may attract more shoppers. Major tenants such as department stores, supermarkets, large Chinese and Western restaurants, chain stores and entertainment facilities such as iceskate field and cinemas. Beside the desigiated trades, some criterion for different trades should be considered. a) licensing requirements such as food premises require the provision of drainage, extra water supply and exhaust arrangement; (b) eleclricity supply for fast food shop and large consumption of electricity imdes; 22 (e) air conditioning for some trades require addition cold water and (d) floor loading will be considered for some trades that require installing heavy machines. 3. 1. 6 DecoratiGn hi order to attract tenants running their business in the shopping centre, the decorations should be glamour and attractive to induce potential and anchor raders. The layout of the shopping centre is a key factor in patronage and increasing the business promising. In addition, it is also ensured that customers could be convenient and easy to follow the route; the signages are easily to identify, so that to attract them from one end to the others, and from the first floor to the second, third and up to the fourth floor, etc. Furthermore, any dead-end t o be avoided, and harmony standard in design and layout of the shopping centre should be included the design of the shopfront entrances and finishes. . 1. 7 Sliopfront Standard glass panels are installed in the front of each shop, which enable tenants to display their products or demonstrate the services to be provided in order to attract customers. To maintain a continuity and uniformity of the shopfront, all tenants are requested to make use of the metal facade above the glass panels to place their trade name and logo. 3. 1. 8 Entrances The entrances for a shopping centre must be as attractive as possible; locations 23 must be at a concentration of pedestrian flow.In addition, a successful shopping centre should provide enough customers flow especially in peak hour and season, and each entrance should be conspicuous and brig1t enough to draw attention of the pedestrians arid passers-by. It also is as wide or grand a possible so as to produce an elegant or classic image in order to impress both tenants and shoppers. A narrow entrance gives an unpleasant outlook and is unattractive. 3. 1. 9 Finishes The finishes should make customers feel comfortable, in which colour should be consistent with the theme of the shopping centre.The external wail facade of the shopping centre should be furnished with pink and yellow tiles together with tempered glass glazing, in which light coloured materials could brighten up the appearance of the shopping centre. For internal wall facade with the corridors, mirrors should be installed on the wall. It makes customers feel more comfortable as space in the corridor looks like ‘arger. In addition, in the prominent places, the wall should be covered by stainless steel, porcelain enamel or coated metal cladding. Furthermore, floors could be applied ceramic tiles and granite tiles in the open areas.However, for those areas in the centre of the shopping centre could pave granite slab and polished homogenous tiles to upgrade the sh opping centre. Finally, the false ceiling with light trough could be covered the ceiling. 3. 1. 10 Signage System In order to direct pedestrian flow and strengthen the identity of the shopping 24 centre, a sizable name of the shopping centre with logo should be placed in the external wall; in which is easy eye-catching for the customers. In addition, an external advertising paniel for anchor tenants should be installed on the Mall facade the main street.Furthermore, name of the tenants is shown in each floor together with a guide map, directories showing each tenant at each floor on the wall near the escalators and staircases. Main directories showing tenants under different trade groups can be installed at the main access to facilities customers to identify and locate specified trade more easily. However, restriction must also be imposed on the size, colour and method of illuminating the signboards so as to obtain a better appearance as a whole. The amount of wording used and the s ize of lettering should be strictly controlled. . 1. 11 Marketing Marketing in which plays an Important role In the retailing business. the chief target is provided a pleasant environment for the customers to spend their money, while tenants to promote their sales. The duty ofthe marketing people must realize that the aggressive advertising and promotion campaigns required huge amounts to pay for such activities. In addition, the on-going market analysis to explore the ever changing of market conditions, customers' behaviours, purchasing power, attitude, social taste and trend should be studied to adapt the change.Market exposure is an important to gain the latest market intelligence, so that pro-active strategies could be formulated to strike for survival and expansion. 3. 1. 12 Management 25 A successful centre can also be attributed to an efficient and effective management; management a centre is a challenging role that requires all ski11s knowledge of a professional Management C ompany. From the shop tenants' point of view, they desire reasonable profits, while from the customers' point of view; they expect an attractive, comfortable and constant flow of traders.Due to face with ever changing environment, high expectation from the tenants and customers, and the competitiveness in the vicinity, it is essential that effective and efficient management together with innovative marketing concepts should be adapted. 3. 1. 13 Promotion The centre should be designed to strengthen promotional and publicity activities with an aim to draw the public's awareness to generate traffic and patronage, so as to create additional sales. More creative and innovative promotion activities, free coupons for shopping arid particular prize winning events will be introduced.In additIon variety show features and popular artists will be invited during holIdays. Promotion campaign will include: to work out promotional programmes schedules to be linked with the theme of the centre; to a rrange seasonal and festival decorations; to issue shopping guide, display panels and newsletter; to maintain a web site to publicize information and activities relating to the Mall; arid arrange gatherings and meetings with shop tenants, district Councils and community groups. oT;u) ifs] s] sjflfl 26 Much of the impetus for shopping centre development came from USA and by the id-1950s; three main types of shopping centre had been recognized by developers, architects, plamiers and geographers (Dawson 1983). Shopping centres were originally divided into three principal types – neighbourhood, community and regional; recently, the development of specialized markets opportunity, numerous types of shopping centres have evolved. The acceptance of this three-fold classification has become one of the established truths of modern urban geography and remained in common use despite the subsequent development ofmany centres which clearly do not fit any ofthe three ategories. The classifi cation has become less meaningnzl because there are increases in the numbers of centres arid the irmovations in tenant policy design, location and development practices (Dawson 1983). The increase in hybrid shopping centre makes the types of shopping centres difficult to distinguish; therefore the major tenant classifications and to a lesser extent the centre size and trade area determinate the type of centre. 4_ ff1rf ;i;rn; i The neighbourhood shopping centres provide for the sale of convenience goods such as food, drugs, sundries and personal services.This centre is usually based on a supermarket and covers a wide range of convenience goods including personal services such as laundry, dry cleaning and shoe repairs. It serves a localized catchment population less than 50,000. (Planning Department, 2001). It provides convenience goods and services which 27 consumers needs immediately and frequently. Shoppers as a rule find it most convenient to buy such goods and services near home or near workplace. Majority ofthis shopping centre is located in public housing estates. Most are less than 30,000-100,000 square feet (Shopping Centre DevelopmentHandbook, 1999). Typical Gross Leasable area is 50,000 square feet. Shopping centres locate in public and private housing estates are typical example such as Metiopolis Plaza locates at Sheung Shui near the Kowloon Canton Railway. The shopping arcade is on level I and 2 just underneath the three domestic blocks, with 60 shops of a total rentable area of 56,433 square feet. There are 129 private car and i i 9 bicycle parking spaces respectively. The centre is also accessible by public bus, public light bus and taxi, In addition, there are 22 lorry carpark spaces and 2 cargo lifts for loading and unloading.Between level i and 2, there are 2 escalators for customers. The centre is satisfied for local residents' need as it includes food & beverage shops, convenience shops, boutique shops, shoes and leather shops, electrical a ppliance shops and others. 3. 2. 2 The Crnmnunity Shopping Centre Community shopping centre is built around a small department store or variety stores as anchor tenant. In addition to a supermarket provides convenience goods and offers a wide range of comparison goods and personal services. It usually locates in new town centre with convenient transportation network and erves a catehment population of about 50,000 to 1,OOOOOO (Planning Department, 2001). The range of the area is 100,000-450,000 square feet (Shopping Centre Development Handbook, 1999). Typical Gross rental area is 28 150,000 square feet. This type of shopping cenfre also offers greater depth and range of merchandise and goods than neighbourhood shopping centre. It provides certain categories of goods, particularly commodities, which are less likely to be found in regional shopping centre. It attracts shoppers through the provision offull range ofshopping faciLities and goods. The maIn attraction ofthis kind f centre is usually the department store or some anchor tenants like ParkN Super Store, McDonald's Restaurant and Maxim's Chinese Restaurant. On the other hand, neighbourhood shopping centres have potential power to be a community shopping centre as their sizes and populations are strong enough to support them, just as some community shopping centre can expand into regional shopping centre. Therefore, the position of community shopping centre is the â€Å"in-between† centre, and it is hard to categorize. Tuen Mun Town Plaza and Shatin New Town Plaza, Telford Garden in Kowloon Bay are categorized as regional shopping centre.Shopping centres in Hong Kong such as Hang Fa Chuen in Chai Wan and City plaza in Taikoo Shing with several residential blocks in the vicinity, are categorized as community centres. 3. 2. 3 The Regional Shopping Cenfre Regional shopping centre usually has one or two full-line department stores, and the size can be range from 300,000 to 900,000 square feet, which can be served more than 150,000 populations. This type of shopping centre is a comparison trading centre, customers are visited on a regularly period or 29 occasional shopping trip to purchase goods such as fashion, shoes, furniture nd electrical appliances; customers usually make the prices comparison before they buy. It usually serves Hong Kong people as a whole. It includes local residents, office people as well as tourists. For example, Landmark at Central, it provides consumer durable goods, personal services as well as entertainment. The catchrnent area of this centre involving into different district areas and serves for large group of population. Shopping centres such as Pacific Place, Landmark, Time Square at Causeway Bay arid Ocean Terminal at Tsim Sha Tsui and Festival Walk that serve for people in different districts. . 2. 4 Specialty Shopping Centre J_n Hong Kong, this kind of shopping centre represents relatively small categories of the market, typical example such as gol den Shopping Centre in Shamshuipo for various types ofcomputer hardware and software. Golden Shopping Arcade is suited at Yen Chow Street and Kwei Lin Street in Shamsbuipo district. It is just a few steps away from the Shamshuipo Mass Transit Railway station, and public buses, public light buses and taxi can also be accessed. There are about 70 shops occupying two levels of the arcade. Beside he retailing shops, there are shops selling computer hardware and software of various brands and models. No matter new and experienced computer users, the arcade attracts them as the centre provides various software and hardware at lower prices. 30 3. 3 The Development f Shopping Centre According to Schiller, i 985, the term of shopping centre is ambiguous in Britain. It can mean either a comprehensive shopping development, as it does it most other countries, or a clustering of traditional shops in a town centre. Town centre can include planned and unplanned retail areas; however shopping centr e is often oosely used to mean a group of shops, which has been designed, planned, developed, owned, marketed and managed as a unit. Shopping centre is a planned assemblage of shop units which may or may not exist as part of sopping district, in which a shopping district can consist oftwo or more shopping centres. In Britain, many town centres has been developed as a shopping centre. According to McGildrick & Thompson, 1991), the massive suburban expansion in the last thirty to forty years has produced the features of urban landscape usually associated with the term â€Å"Shopping Centre†, but the British residential sprawl

Friday, August 30, 2019

Purchasing and Supply Management Essay

1.0 Introduction Kentucky Fried Chicken Corporation (KFC) was the world’s largest chicken restaurant chain and third largest fast-food chain. KFC held over 55 percent of the U.S market in terms of sales and operated over 10,200 restaurants worldwide in 1998. KFC first opened in Australia 1968. Present day KFC now serves over 2million customers a week. With over 600 stores Australia wide. This report will aim to analyse and critique KFCs purchasing and supply management activities. In particular the legal, ethical, sustainability and social responsibility issues in purchasing and supply management, as well as supplier selection, evaluation and contracting methods. This report will provide an in-depth analysis of the purchasing methods and hope to show areas open for continuous improvement through changes in supply management and purchasing initiatives. 1.1 Background of KFC Kentucky Fried Chicken Corporation (KFC) was the world’s largest chicken restaurant chain and third largest fast-food chain. KFC held over 55 percent of the U.S market in terms of sales and operated over 10,200 restaurants worldwide in 1998. http://www.scribd.com/doc/53764758/Supply-Chain-Management-of-KFC. Since opening in Australia KFC has become ever growingly popular throughout the years, Though in recent times it has seen a gradual downfall which many believe is due to the sudden boom in healthy food options. Due to this boom KFC has seen numbers drop and other fast food outlets like subway have increased. Since then KFC has implemented a few pro environment social responsibilities initiatives such as â€Å"Ditching the palm oil contract† and opening its first ever energy efficient restaurant. When it comes to purchasing methods and supply management however there is always room for continuous improvement which is what this report aims to analyse. 1.1.1 Objectives & Goals One of the major objectives of KFC that they run their campaign in such a way that KFC creates and image in the minds of customers that customers want to go in KFC and will be the first choice for the customers. KFC wants to become the first choice because its they become the first choice it is excellent for the health of the KFC business because if business is expands then there is eliminate scope and the opportunity to get the maximum profit and utility. The Corporation has a vision KFC’s vision is to bring people of all ages, races and backgrounds together to enjoy ‘Soul Food’ – ‘proper food at reasonable prices’ – within bright and fun interiors. KFC is designed to be perceived as a fun and inclusive brand (KFC, 2011). 2. Purchasing and Supply chain management In Recent years with a ever growing shift towards more environmental approach for multi national companies especially fast food giants, KFC has come under much scrutiny with such happenings as the Indonesian chicken antibiotics incident 2013, Green peace packaging incident when claims were made KFC packaging is coming from Indonesian forest in 2012 and the free roam chicken incident 2011 where KFC quickly removed its free range chicken advertising after an investigation was launched into its suppliers.http://www.smh.com.au/business/media-and-marketing/kfc-pulls-free-roam-ads-after-watchdog-bites-chicken-suppliers-20110913-1k7tj.html. All these instances sparking world news articles and putting immense pressure on brand name and reputation in the global market, this all comes down to the purchasing and supply management. At the moment KFC purchasing and supply management are running at a low risk and avoiding any anticipated supply bottlenecks and building long term supplier relations. Though in today’s extremely competitive and lucrative market this is no longer enough, one option is to reposition the purchasing supply management within the organisation to make a globally acceptable change towards a more environmentally friendly purchasing and supply methods. This could be achieved by shifting towards a more hybrid structure with better global sourcing councils or corporate purchasing and steering committees and by shared resources between distributors and suppliers and possible implementation of fixed price incentives contracting. 2.1 Ethical standard Kentucky Fried Chicken is very keen about ethical standards both within and without the company as asserted by their company representatives. For instance the company is strict about is vendor engagements. Before a supplier can secure a contract with Kentucky Fried Chicken, they have to comply to similar ethical standards as KFC. This means that the supplier must not utilise under age labour to producer their commodities, they must pay fair wages and must also avoid placing harmful chemicals in their commodities. These concepts have governed the way KFC chooses other business partners too; they include contractors and manufacturers. One option here is to implement contractual renewals and to review the contract specifications annually with regards to global market and ever-changing ethical ideologies. This could see that KFC is the leader in ethical and social responsibilities, however could bee seen to add significant economic costs, which could be made up in brand name value and co mmunity awareness. 2.2 supplier section & Evaluation KFC Australia franchise boasts that 97% of its chickens are delivered fresh not frozen, And that all of the chickens are allowed to grow naturally without any additives such as hormones or stediods, they source chickens from reputable Aussie suppliers like Inghams, steggles and baiada.http://www.kfc.com.au/kfc-australia/ In Australia in particular there is a ever growing trend for local fresh produce and this is showing through all major supermarkets. Just 10 years ago there were no farmers markets in SA or Victoria now there are more then 70 held regularly. (http://www.pir.sa.gov.au/__data/assets/pdf_file/0005/165974/safood_consumers_report.pdf) This trend has since had a knock on affect to the fast food industry and suppliers. With a majority of the main fast food distributors now moving to local markets and produce in hope to boost brand name whilst showing corporate responsibility and intern create profit margins for the company. Although KFC Australia already sources some of its supplies from local farmers there is more that could be done. One option could be to move towards a more local decentralized suppliers, though this would add logistical implications there is room to gain quality and cost through increased competition. Though considering huge infastrucal change that would  be need to implement this the best option is to build on the supplier relationship currently active and create a mutually beneficial agreement with the implementation of 2.2.1 Supplier performance monitoring & measurement (Supplier code of conduct)- http://www.kfc.com/about/supplier.asp KFC’s suppliers are all held to strict and stringent quality and control measures under contracts. Though this is a area that could be expanded on to create continuing control methods, as KFC is such a large name in the food industry and boast a reputable brand name. Such aspects as supplier quality monitoring and measurement really need to be looked at, currently it is up to the suppliers to monitor and measure their own quality. The importance of this was shown last year in shanghai when KFC cut over 1000 supplier contracts in Shanghai and their parent company â€Å"Yum† experienced a 6% market drop that year which was more then the 4% previously predicted due to high levels of antibiotics being found in the chicken. http://www.businessinsider.com.au/kfc-cuts-more-than-1000-suppliers-after-china-chicken-scare-2013-2 When it comes to food giants such as KFC emphasizing prevention over detection is a must and one must aim and reach almost zero defects as the fast food industry is one of the most competitive quality driven industries in Australia. One recommendation is to implement a quality control team that goes out and measures the quality and performance of each of the suppliers on a regular basis. This could also carry on to within the restaurants themselves as currently KFC only audits a set portion of their restaurants each year and quality could be improved by auditing all of the company’s venues at least annually. This could also provide vital supplier selection data and if collected and logged correctly a great monitoring and measurement system to judge suppliers by. 3. Means of Contracts 3.1 Means used for the obtaining of contracts KFC has many suppliers from which Pilgrims’ Pride supplies them the huge amount of chicken and those chickens then go for further process and then to be served into KFC restaurants all around the globe. KFC must convey proper steps and methods to evaluate suppliers and their material as suppliers affect the overall operation of KFC. Furthermore Suppliers must focus on  their improvement because if KFC is affected; they would be affected too. There are three means whereby KFC, obtains its supply contracts from the suppliers. These three means are mentioned below: Direct Purchase: KFC franchises sometimes purchase directly from the suppliers in case of urgent supplies or when there supplier cannot deliver on time due to some reasons. This is only temporarily to meet the urgent demand and allow the operations to run without any abruption. Quotations: The KFC management after going through and analysing the supply needs requests the suppliers to prepare their costing data and send a quotation for supplies of raw materials necessary for the operation of the restaurants. Tenders: This is a process where KFC invites tenders to all the suppliers of food products out there in the market. Whichever supplier meets the product specifications, quality assurance and the cost set by KFC, gets the contract to supply raw materials to the KFC restaurants. 3.2 Renewal, Termination Most KFC outlets are owned by the franchisees, which operate the restaurants in accordance with the license issued to them by the KFC. The License Term shall expire on the 20th anniversary of the opening date subject to earlier termination pursuant to the Agreement. Upon termination or expiration of the License, the Franchisee shall immediately discontinue use of all KFC trademarks, service marks, trade names, trade secrets, and know-how and processes developed and owned by KFC and shall immediately and at no cost to KFC remove signs, menu board inserts, point-of-sale material, red and white stripes and any characteristically designed roof from the Outlet and otherwise change its exterior and interior appearance so that it is no longer confusingly similar to a Kentucky Fried Chicken outlet and no longer bears any KFC trademarks, service marks or trade names or designations or marks similar thereto. Renewal of Agreement; at the expiration of the term here of, Franchisee may extend this Agreement for successive ten (10) year periods, provided that at the time of expiration of the term hereof or the then current extended term: (a) Franchisee shall not have failed to remedy any breach specified by KFC. (b) Franchisee shall agree to make such capital expenditures as may be reasonably required to renovate and modernize the Outlet and its signs and equipment so as to reflect the image of Kentucky Fried Chicken outlets. (c) If renovation and modernization of the Outlet is not possible or feasible, Franchisee shall relocate the outlet. (d) Franchisee shall execute a new license agreement on the form then being used by KFC, but without any increase in royalty fee or advertising (e) Franchisee shall not have engaged breaches of The Agreement within the preceding twenty-four 24 Months prior to renewal. In the contracting and franchising of KFC’s network the report has found that this is a efficient method of contracting and no economically feasible changes have been found that would be seen to improve or add value to business. Conclusion This report found on its analysis of KFC’s supply and purchasing network that there Is potential to increase sales and brand name and value whilst increasing social responsibility, Though the increase in environmental practices and local producer investments. By raising the local purchasing this could increase quality, and has potential to decrease lead-time. By going for a more green approach KFC could minimize brand name implications and negative media attention whilst increasing social responsibility. Reference KFC. (2011). ‘Official Website’, Retrieved From http://www.kfc.com.au/index.asp

Thursday, August 29, 2019

One or Two continuing effects of slavery on our culture Essay

One or Two continuing effects of slavery on our culture - Essay Example The objective of this paper is to discern the nature of the damage and destruction, the particular institutions, persons, practices and policies that contributed to the lingering effects of slavery. The degree of the harm and its continuing effects is broad and includes most, if not all, of American society and its government. Just as white Americans have benefited from education, life experiences, and wealth that were handed down to them by their ancestors, so too have African Americans been harmed by the institution of slavery. The fruits of their labor were stolen from them; their African culture, heritage, family, language and religion were denied from them; their self-identity and self-worth were destroyed by repression and hatred. Sociologist Glenn C. Loury noted that "The severity of slavery's injury is far more profound than any cash transfer will be able to reverse." Furthermore, Loury has written of the immense task of how "teasing out underlying implications across the centuries of procedural violations" is difficult. Giving "compensation for identifiable historical wrongs" for specific individual actions may be possible; a procedural account "cannot possibly work for broad social violations..." Throughout the Americas, work impos... Giving "compensation for identifiable historical wrongs" for specific individual actions may be possible; a procedural account "cannot possibly work for broad social violations..." Throughout the Americas, work imposed as punishment for entire groups and generations of peoples were nearly all of their waking hours in furnishing the conveniences, caprices and luxuries of a diverse metropolitan (Paupp, 2003). The new urban poverty housed so many African-Americans who are still locked in segregated areas that are less favorable to employment and employment preparation than other areas of the city, where weak formal employment networks lead toward greater social isolation and exclusion, there exist a corresponding decline and reduction in their chances for acquiring human capital skill and adequate educational training. Most urban and labor economists learned the fact that employment in manufacturing has diminished in central cities, particularly in the Northeast and Midwest. Strong connection of poverty and unemployment is the major significance of this trend for African-Americans. The federal government withholds mortgage capital and makes it hard for urban areas to retain or attract families able to purchase their own home, manipulates market incentives which draws middle-class whites into the suburbs and, in effect, trapping blacks in the inner cities. Some government policies are also causal factors in the height of unemployment rate in the inner cities and other underlying areas, directly and indirectly. The distinction from central business districts, the uprooting of many black communities by urban renewal and forced migration, the displacement of many poor people from their homes to accommodate highway

Wednesday, August 28, 2019

MOVEO folding electric scooter Assignment Example | Topics and Well Written Essays - 2750 words

MOVEO folding electric scooter - Assignment Example This has resulted to there being more traffic jams in the cities. It is for this that people are looking for alternate travelling means so as to ensure that they arrive at their destinations faster (Avery, 2010). These methods include reducing the number of time that they use their cars and opt for public transport, and this includes the use of scooters and motor bicycles that are not as prone to traffic. It is for this reason that MOVEO has come up with its own solution to this problem; the creation of a foldable electric scooter. The company has designed a scooter that should help and solve this problem for most people that live near or within the city (Petron, 2008). A marketing solution needs to be created so as to make the most out of the vehicle. The framework that is to be used is to ensure that there is better use and endurance that specificity in the marketing of the product. It is to ensure that there is measurability and achievability in the product marketing structure. The Marketing Communication Planning framework shall be used for this purpose. The process entails studying of the market, coming up with objectives, strategies, tactics and evaluation of the market so as to get th e best of the product while still making profits for the company. The market is one that is constantly growing with more companies venturing into the foldable and green mode of transportation (Belch and Belch, 2009). Furthermore, it is due to the fact that the customers want a more mobile and efficient method of travel from one place to another that makes the market receptive to the idea. The market is lucrative and promising due to the increase in the number of people that are buying cars. This is because, with the increased number of vehicles that clutter up the roads, there will be an increased demand for vehicles that are more mobile and efficient in the sector of maneuvering through traffic. The market is receptive to the scooters that are

Tuesday, August 27, 2019

Comments on Movies Article Example | Topics and Well Written Essays - 1500 words

Comments on Movies - Article Example This is realized when he requests Kermit to create and advertisement which promotes fried frog legs. Thus, this remains a challenge for Kermit and his friends because every time they preferred resisting the request. Kermit, at the same time have to cope with the passionate feelings for Miss Foggy. There is a lot of homage done to classical films through this appealing children’s adventure. It features casts of Hollywood greats such as Edgar Bergen and Orson Welles. This movie was a great box office success. The song ‘The Rainbow Connection’ of the movie was nominated for the Oscar. Oscar Nominated Shorts-Live-Action Live-action, documentary shorts and animated are three categories during the Oscar program that people knew nothing about. Pentecost (Ireland) is about a dream of an Irish- Peter McDonald, who wants to become a footballer. The sport soccer is a part of everyday life in Ireland. In the starting of the movie, Damien (Scott Graham) is on a suspension at c hurch and grounded at home because he had hit the priest of the church with an incense burner. He is pardoned by the parish when they get to know that the bishop will be visiting. In addition, his father allows him to watch football on TV. Hence, the young lead performs really well throughout the movie. Raju, on the other hand is about a German couple who adopts an Indian boy. The movie is shot in Calcutta. The movie revolves around the quest to find Raju, when he disappears on an outing. Time Freak is a groove of movies on time-travel. A time machine is used by Stillman to travel back to recent events. The Shore (Northern Island) is a story of reconciliation, which is set against past historical events. Tuba, is a clever dark comedy. The star of which is ‘death angel’. It revolves around the track of events of the ‘death angel’, which are lined up when he learns that he has six days to live. We need to talk about Kevin Lynne Ramsay is a British Film maker who has featured this suspenseful and gripping psychological thriller. This movie explores the factious relationship between a mother and her son. Tilta Swindon plays the role of the mother, Eva, in a revitalizing, tour-de-force performance. The mother struggles against her first sons increasing malevolence for 15 years. Ezra Miller plays the role of the first-born child, Kevin. Kevin’s innate evilness is measured against Eva’s own culpability. Hence, exploring the nature vs. nurture debate. It is a thought provoking, fearless and confident movie. The experimental story of the movie is novel based. It is good to see Ramsay back with a bang after such a long time. The kid with a Bike This movie is about a boy who is left in a state run youth farm, abandoned by his father. The kid- Cyril, obsessively searches for his bicycle. The movie is very deep. Cyril places his last bit of hope in the symbol of his relationship with that of his fathers. The town hairdresser agrees t o foster him on weekends, in a random act of kindness. This act surprises the hairdresser to find herself so determined to help Cyril. In this film, the Dardenne brothers explore the emotional life of an 11 year old, who searches for father figures, with his wild and unpredictable behavior. The film’s concern is raised by the behavior of the man, with fathers and sons above the education and poverty issues, compelling to a universal moral plane, which is more interesting. Finally, the Dardenne bro

Monday, August 26, 2019

Critically analyse the role of Perception in Consumer Behaviour Essay

Critically analyse the role of Perception in Consumer Behaviour - Essay Example This particular aspect can further be observed as a multidimensional concept which in itself is quite challenging to be defined and identified in the real life context being influenced by various other attributes such as cultural beliefs, social diversity and lifestyle needs (Desmond, 2003). The paper intends to discuss regarding the role of perception in consumer behaviour with particular focus on the UK based brands. Moreover, this paper also discusses regarding the exposure, attention, interpretation and sensation of consumers while making purchasing decisions towards different products and services. Perceptual Process In its simple meaning, perception can be associated with gathering of information through our senses i.e. through seeing, hearing and tasting among others. In other words, perception can be related with a process by which humans become familiar and aware of a particular event and interprets a stimulus. It can further be argued that not all the human beings are alike in all contexts. There are some dissimilarities persisting in the perceptions of humans that further distinguish an individual from another. Contextually, an individual’s perceptions regarding products and/or services can differ within a group in terms of features, prices, qualities and brand names among others. It has often been observed that among these large groups of individuals, different opinions can persist about a particular product and/or service which are offered by the marketers (Ziethaml, 1988). It has been further observed in this context that an individual frequently desires to obtain information regarding products and/or services through their five senses, i.e. smell, taste, touch or texture, sound and sight (Solomon, 2012). As these attributes are believed to be the fundamental aspects of defining customer perceptions, modern day marketers often tend to utilise these senses in order to identify the expectations of the potential customers and channelize their buying behaviour towards the determined goals (Arnould & et. al., 2005). It is in this context that contemporary organisations always attempt to ensure proper evaluation of consumers’ perceptions in order to effectively facilitate their target markets with appropriate offerings and deliver the products and/or services which are fit for the potential customers’ expectations (Creusen & Schoormans, 2005; Vigneron & Johnson, 1999). To be illustrated, Tesco PLC and British Airways are often characterised as two of the leading brands that have always considered and implemented various buying behaviour theories and concepts to recognise customers’ perceptions accurately, while introducing new products and services in its target markets. In terms of influencing consumer buying behaviour, British Airways implements unique promotional strategies which directly impacts upon attracting the potential consumers to adopt the company’s services in an efficient manner (Te sco PLC, 2013; British Airways, 2010). Sensory Stimuli According to Krishna (2011) â€Å"sensory marketing is an application of the understanding of sensation and perception to the field of marketing —

Sunday, August 25, 2019

Is penalties harsh enough on underage drinking and should parents be Research Paper

Is penalties harsh enough on underage drinking and should parents be held accountable - Research Paper Example This paper intends to discuss whether penalties applied to underage drinking are harsh enough, or in other words, should drinking be allowed for underage people, and should parents be held accountable for underage drinking. If we compare the drinking age in United States to that in other countries around the globe, we come to know that there are stricter laws in US about legal age for drinking. Most of the other western countries regard it as a normal social activity performed by an individual of any age. In European countries, and in England, children start taking alcohol, although a small quantity, with their parents. Wine is often a casual part of meal. Australia allows drinking at eighteen and England allows it at sixteen, and the teens consuming alcohol at so young an age are found to be perfectly healthy. This makes it easy to argue that a lower drinking age should be acceptable when the rest of the world is okay with it. Thinking this way, one feels that there are harsh penalt ies by the government on underage drinking. ... It is easy to teach a young kid of 18, as compared to an elder person, and make him learn how much of it is okay and how much is harmful. Parents in Europe teach their kids how to be responsible with drinking and then they set them free to try it out, but responsibly. In US, parents are so much fearful of the worse consequences and threats posed by heavy alcoholism that they inculcate this fear inside their children that the act is totally wrong and they cannot think about drinking before they reach a set age by the law. This concludes that there is no need for harsh penalties on underage drinking, but there is need to create more awareness on health hazards in case of binge drinking. Learning and knowledge can do what penalties cannot. There is another dark side regarding penalties. Harsh penalties increase the thirst. It is very natural for man to crave for something he has been forbidden. He wants to do things and try them out when they are told not to. This is because of his expe rimental nature that compels him to crave for something he cannot get. Adam ate the forbidden fruit because he had been specially told not to eat it. Similarly, alcohol becomes the tempting forbidden fruit for teens. Strictly forbidding kids to touch alcohol increases the curiosity inside them and then they turn out breaking the laws and standing liable for penalties. Studies have suggested that most teens drink out of their excitement that they get in breaking the law. â€Å"87% of high school seniors have used alcohol† (Harold). Hence, it is clear that a lot of high schoolers and teens do consume alcohol. Then what are the laws for? Medical science and psychological studies reveal that teens