Brand Management Term Paper Example | Topics and Well Written Essays - 2750 words

Brand Management - Term Paper Example ..9 Brand Positioning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 Brand Value†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.11 Current Scenario†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..12 Conclusion & Recommendations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦13 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.14 Introduction A Brand is the identity of a particular product or service, which distinguishes it from other products. The concept of branding has gained a lot of importance with the passage of time and nowadays branding has become an essential part of marketing for many companies. Nowadays, everything from a product to a person is a brand (Parameswaran, 2006). In this report, I will discuss the effectiveness of Nokia as a brand and evaluate it on various criteria that form the basis of brand management. Brand Management: Brand management understands what a ‘brand’ actually is and an approach to managing it in a way that it creates value for a company (Miller & Muir, 2004). A brand is the differentiating factor between two products which makes it special and gives it a competitive edge. A brand put forwards a promise which defines what the product has to offer to its customers. Marketers cr eate a proper image of the brand through visual images, logos, etc so that a customer can identify with it. Hence, brand management is a comprehensive process starting from understanding the brand to maintaining its image. Brand management can be simplified into 3 steps: First step is to create a promise i.e. understanding the brand and what it has to offer and defining it to the customer. Next is to make that promise which is how the image of the brand is created to register in the minds of the customers. Last is to keep the promise i.e. no brand can only survive on its name. A brand survives on what it offers to its customers and more. So brand management is also about living the promise of the brand till it exists. There are various ways to evaluate the effectiveness of a brand. The most important criteria are: Brand Image: A brand has a personality and a promise and the impression or image of that personality in the mind of a consumers’ mind of a brand’s character is known as brand image. Brand image is the overall impression of a brand that a consumer acquires from various sources. For example while purchasing a car Nissan would be associated with style, while Toyota is associated with reliability. Brand image is based on the fact that customer’s buying decision is associated with the image of the product and the customer is purchasing that set of beliefs (the image) that he has about the product. So a brand image should be positive and distinctive. Various promotional tools can be used to strengthen bran image like advertising, packaging etc. Brand Positioning: Positioning refers to how a product appears in the eyes of the target market as compared to other products

W2A 590 Whole foods Essay Example | Topics and Well Written Essays - 500 words

W2A 590 Whole foods - Essay Example The welfare of employees in terms health insurance cover, compensation and development are well taken care of. Associates even contribute in the recruitment process for their potential colleagues and the recruitment process aims at tapping top talent. With such autonomy, independence and great teamwork the associates are motivated and this translates into exceptional customer service. Top management at Whole Foods Market strongly believes in building a shared identity where all team members participate. Management therefore encourage all associates to take part in the daily decision making process at all business levels. Employees are empowered to contribute to decisions on the benefit options. The company has also adopted an open-book policy approach where every associate is allowed access to company financial information including compensation all employees. Transparency is regarded highly the management stresses company values such as collaboration and decentralization. At the store levels, associates are members of teams and engage with their team leaders proactively to voice their contributions on product lines and the leaders take that into consideration. Associates re given the authority to participate in the vetting potential employees before they are confirmed. The approach has seen the company attract associates sharing their core values maintain and re ward a workforce that is engaged and highly productive. One potential risk of the company’s democratic model of selecting new associates is that it could interfere with the development of a diverse workforce. With the direct involvement of every employee there always come issues such as bias and favouritism. Some of the store leaders or influential employees could recommend potential employees on personal considerations and therefore bit the logic of tapping talent whilst at the same time maintaining diversity. However this should not be a major problem if the HR function implements

Groups in Organisations Coursework Example | Topics and Well Written Essays - 1750 words

Groups in Organisations - Coursework Example communication skills, planning and management skills etc. Bruce W Tuckman has suggested a model of group development based on four stages. Here, I shall evaluate the process of group development at Sok-Fitness Center where I am a member of the marketing team. Sok-Fitness makes partners in the workforce, so I have a female colleague Sarah with whom I work. She makes the schedules, and I go and discuss the matters with the clients. The first stage of group development is of formation. This is basically the stage of understanding the need to form a group and integrating into it. People form groups in order to have a better understanding of who performs what in the course of achievement of the organizational objective. â€Å"†¦individuals are also gathering information and impressions - about each other, and about the scope of the task and how to approach it† (Chimaera Consulting Limited, 2001). Formation of a group unites people on one platform and they are able to avoid con flicts. Our group was formed by our manager, and the two of us were assigned our respective duties by him, so there were no misunderstandings. The second stage of group development is storming. This is the stage when people feel the need to conflict over issues of mutual interest or concern. Some people enter minor confrontations while others enter into severe kinds of conflicts. The level to which the conflicts storm up varies from one organization to another depending upon the culture and policies of an organization, yet it is never entirely inevitable. People look for rules to guide them on different matters. Sarah was a new employee and needed a bit of training before making the schedules. So in the start, she and I had had some misunderstandings. She referred me to various clients haphazardly. This was causing trouble. We consulted the manager. He told us that I can schedule for myself unless Sarah is sufficiently trained. The company organized one week’s training sessio n for Sarah after which she got skilled in making schedules. The third stage of group development is norming. This is the stage when the rules of engagement are developed. These rules help the people have a better understanding of their respective roles and responsibilities in the group. Once that is achieved, people perceive one another better and can appreciate one another’s skills and differences. However, after this stage, employees may become resistant to change because of their fear that the change might distort the group. We saw this stage after Sarah was trained. We did not have troubles thereafter. The manager asked us if we would like to exchange our roles, but neither of us opted for it. Performing is the fourth stage of group development and is rare to occur. This is a stage whereby every member of the group can emotionally connect with others and change the roles and responsibilities as per the need of the hour. This is a stage in which, the members entire effort is directed towards the achievement of the goal. We were fortunate enough to reach this stage. Q. 2 Some of the most common characteristics of a successful team are mission, empowerment, involvement, willingness to take risk, unity and change (Business Advantage International, 2008). Factors that can negatively affect the team include group think and dysfunctional conflicts. Several personality traits of individuals that make part of a team also have many positive and

Response to Toward a New World Order Essay Example | Topics and Well Written Essays - 750 words

Response to Toward a New World Order - Essay Example According to George H. W. Bush, Iraq, under the leadership of the dictator Saddam Hussein had invaded Kuwait by sending about 120,000 troops to effect the course. And as if that was not enough, they were also advancing towards Saudi Arabia to cause more havoc. At that point, it called for an immediate response by the American Armed forces troops and others from over twenty nations under the United nations Security Council to ensure that Iraq withdrew from Kuwait without setting any conditions...and peace will be then restored to the Gulf. By dubbing the action a "New World Order", the former president meant that it was time for all the nations in the globe to unit against common evils that threatened to shake to the very foundation the peace that is enjoyed by all. He hoped for a world where the Rule of Law would be respected, a world where collective responsibility would be embraced by all nations; unless such a state is achieved then prosperity and harmony would still remain a drea m. The intention of Saddam Hussein to send troops to invade Kuwait was not in any way acceptable, it was out of financial greed for oil deposits and political need to widen his boarders. Since by the time, of the inversion, Kuwait was already a sovereign state, their boarders was supposed to be respected by any country;Iraq inclusive. If Saddam wanted a business partner, there were several civilized options by which he could get that...but that seemed not to be his idea. His refusal to honor dialog and make a peacefully exit showed that he was out to destabilize the peace in the Gulf and control the world oil market. But one thing though is apparent, just as the United States wanted be the super power, so was Iraq, what made the difference was however the approach that Saddam used, that of intimidation. It was all out of conflict of interest and a shared objective. Controlling of oil prices and creating cartels was a perfect idea and a good recipe to create political instability in the entire globe. The level by which the United States government agreed to put the life of their men and women on the line just to restore peace for the whole world shows that the country really has the world at heart and its objectives are genuine. Having a fully united world has got its bad and good sides. One major advantage would be having a united front in the fight against global evils such as terrorism, corruption and addressing issues of environmental concern. But on the other hand, it is feared the politicians may take advantage of such a situation and push for the establishment of policies which may prove intimidating to the developing world. This is evident in the recent negative effects brought about by globalization and the free market policy where the developing countries are finding it hard to match the stiff competition that the developed countries are posing. But all said and done, it is an open secret that by having an umbrella body that controls management of governments, it would promote accountability and democratic governance. Having an organization that

No Child Left Behind vs. Inequalities Essay Example for Free

No Child Left Behind vs. Inequalities Essay The American educational system suffers from a wide disparity between the poor and rich schools in the country. Race relations is a prominent cause of the problem wherein the white-dominated school districts get the most funding and government support while non-white children live in poverty, academic underachievement, indifferent government officials and hopelessness. The No Child Left Behind Act seeks to lessen this disparity by equalizing governmental funding, ensuring a competent teaching workforce and instilling a system of accountability. However, like many other laws, No Child Left Behind has its shortcomings and needs re-examination and/or fine tuning to ensure its effectiveness. No Child Left Behind Act of 2001 and the Issues in Jonathan Kozol’s Book Through the book Savage Inequalities: Children in America’s Schools, Kozol (1991) made several noteworthy points such as (1) many schools in poverty-stricken areas have non-white children comprising the majority of their student populations, (2) poor, run-down schools in non-white neighborhoods view themselves as serving those children who have little value to the country, (3) students, school administrators, public officials and community residents have a shared feeling of hopelessness for their plight and nobody is willing to be accountable for the problem, and (4) increased funding for the poorest schools in America can make a difference if this is accompanied by a change in the society’s attitude (pp. 82, 114, 243). Former US President George W. Bush signed â€Å"The No Child Left Behind Act (NCLB) of 2001† into law on January 8, 2002 as part of his educational reform agenda (â€Å"No Child†, 2007). The Act sought for immense transformation in America’s K-12 education by underscoring four principles: (1) greater accountability for results, (2) increased flexibility and local control, (3) expanded options for parents, and (4) an emphasis on proven and effective teaching methods (â€Å"New Jersey†, 2006). The four principles are aligned with the areas of racial inequalities among schools as identified by Kozol (Check, 1992, p. 1) which include funding, governmental assistance, political support, buildings upkeep, quality of educators, availability of and funding for school supplies, extra-curricular facilities, overcrowding and accountability system (Warner, 2002, n. d. ). Extent of Effectiveness of the Act Some of No Child Left Behind’s remedies are more pronounced in student academic performance. Thompson and Barnes (2007) cite that albeit slow progress, NCLB yields favorable results in strengthening student academic achievement. For example, scores in mathematics among 4th and 8th graders from 2003 to 2005 increased nationwide with scores for Hispanic and African American students showing significant improvement in the same period. Further, 4th graders’ national average scores in reading improved while achievement gap between African American and Hispanic 4th graders narrowed slightly from 2003 to 2005 (p. 16). More than two-thirds of the states also reported that test scores disparity in terms of race, income, or language background has lessened or stayed the same (Rentner et. al. , 2006 as cited in Thompson and Barnes, 2007, p. 16). On the contrary, the mostly debated shortcomings of the law fall in three areas. First, its stringent assessment and reporting requirements forced educators to allocate instructional time in preparation for assessment thereby suppressing creative learning in the classroom. Secondly, the Department of Education has failed to immediately ensure and monitor that the states comply with the NCLB’s teacher quality provisions; this being done only two years after the effectivity of the law. Lastly, fund disbursements in some states primarily devoted to professional development were done without full consideration of effectiveness or content quality of the trainings (Thompson and Barnes, 2007, pp. 19-20). Conclusion In summary, the NCLB has laid the foundations for educational reform and academic equality but continuous evaluation is essential to make the law work for all. References Check, J. (1992). Book Review: Savage Inequalities: Children in America’s Shools, by Jonathan Kozol. The Quarterly, 14 (3). Retrieved April 10, 2009, from http://www. nwp. org/cs/public/print/resource/1139 Kozol, J. (1991). Savage Inequalities: Children in America’s Schools. New York: Harper Collins New Jersey No Child Left Behind. (2006). Retrieved April 10, 2009, from http://www. nj. gov/education/grants/nclb/

Honda Strategy and Marketing Analysis

Honda Strategy and Marketing Analysis Volkswagen was the first company entering the Chinese automobile industry. Faced by a satisfied home market the company had to expand its business and therefore the growing economy of China was their next choice. The Volkswagen Beetle, the first car produced for the Chinese market, was a real success. After several years  competitors, mainly from the Japanese market like Honda, started to enter the Chinese market very aggressively and  due to that Volkswagen had to face the challenge to maintain its market leader position and therefore adopt the  corporate strategy. As a consequence Volkswagen China introduced its Olympic Program strategic plan in 2005. The program is calledOlympic since its aim is to reach the strategic goals set by the end of the Olympic year 2008. In the following we will analyze the strategic plans of Volkswagen and set them in context to the strategic behaviour of  the Japanese competitor Honda. 3.1 Marketing Volkswagen announced to focus more on differentiation. This is due to the existence of two joint ventures and the  planned positioning of the Skoda products. By offering a large product variety the group aims to serve as many different  target customer groups as possible. In opposition to previous product designs the new cars offered by Volkswagen will be adapted to Chinese taste in order  to increase the brands popularity. The former Volkswagen products were designed for the European market but since  Japanese car manufacturers fit better to the Asian taste the company had to react. The Volkswagen products in China  compete on quality but to maintain the companys leading position it is unremitting to produce cars that are both  fashionable and qualitative. 3.2 Sales Sales relationships are going to be restructured and there will be more interaction between the two joint ventures FAW  VW and VWS. These strategic interactions are another way to increase the companys customer orientation and thereby  the attractiveness of the brand. Dealerships will be tailored to the newly-defined customer groups segmentation of the  two joint ventures respectively. Vehicles of the Volkswagen brand will be distributed through two dealer network  channels. By this, Volkswagen aims at its strategic goal to maintain its leading position by serving different customer  groups. 3.3 Research and Development The company focuses more on in-house developments within the Volkswagen joint ventures in China to save costs. Ten  to twelve new models developed in China for the Chinese market should be launched by the end of 2008. 3.4 Sourcing and Supply Chain Historically the two joint ventures VW Shanghai FAW VW in Changchun sourced separately but within the last decade  sourcing became more challenging for the company: the cars are becoming more sophisticated and therefore the  components have to fulfil higher expectations, the technical expertise of the supplier is getting more important and it is  difficult for Volkswagen to find suppliers which meet their requirements, lack of availability of certain raw materials  (e.g. specific kinds of steel) cause sourcing difficulties. As a reaction Volkswagen is trying to introduce a common sourcing process for the global group and bundle the  purchasing volume in China to create economies of scale. Thereby the target is to find one supplier for each platform  part and carry these parts to China. 3.5 Manufacturing In order to decrease production costs the board decided to introduce so called product cost workshops within the  manufacturing departments to communicate cost targets and produce to costs. Also large parts of the manufacturing  process will be done in China and localization in China are planned to be increased to make use of the cheaper labour  wages in China. Besides all plans to reduce production costs Volkswagen tries not to compromise its high engineering  quality and manufacturing standards since this is a very important success factor for the company. 4. Honda strategy in China Honda advocates the spirit of three joys. Because of their belief in the value of each individual, Honda believes that each person working in, or coming in touch  with their company, directly or through their products, should share a sense of joy through that experience. This feeling  is expressed in what they call The Three Joys. Their goal is to provide Joy: for those who buy their products and produce their products. In that regard, their main concern is for people. First, there is The Joy of Buying for every customer who buys a Honda This Joy is a step beyond customer satisfaction. As they define it, there are four steps to successfully creating The Joy  of Buying.   We also pick up another 4 strategy of Guangzhou Honda in China. Firstly, large scales of purchasing; Honda uses their  economies of scale by working with their parts suppliers to order raw materials in large quantities. Secondly, suppliers localization, more than 160 component suppliers around Guangzhou Honda to manufacture some  supports component for automobiles. For example, the glass seat and engine. These parts are supplied not only for  Guangzhou Honda but also sometimes for exporting. Whats more, setting up manufacturing base for transmission in  Guangzhou really makes a record, because this is the first time for foreign-funded automobiles enterprises to set up  transmission manufacturing base in China. And this investment of Honda makes the supplier localization especially the  suppliers for core parts. Thirdly, optimizing logistics process. They use logistics management software from USA.The logistics department of  Guangzhou Honda was demanded to operate according to the pattern in Janpese Logistics Company. They emphasize  importing the service quality in logistics, decreasing logistics cost enlarge market share and competitiveness and import  new technology and methods in logistics from USA. Fourthly, making supply chain perfect. The Honda setting up a local transmission manufacturing base in Guangzhou  makes transmissions no longer popular in importing and components industrial chain in China will develop to perfect. the newly set-up base will provide transmissions to three Honda companies in China(Guangzhou Honda, Dongfeng  Honda and China Honda)In this pattern, the most crucial part of automobileengine production has been promoted a  lot. In the influence of transmission localization. The biggest supplier of clutch in Japan set up a factory in 5 years with the  total investment54million dollars in Nanhai District in Guangzhou and it manufacture clutch for Guangzhou Honda  directly. With the localization of supplier of transmission and clutch the supply chain of Guangzhou Honda has developed into  nearly perfect. Hondas strategy in supply chain can considerably decrease the cost which gives Guangzhou Honda more profits. Then we move on to the comparison of the marketing between Volkswagen and Honda. Firstly, for Honda they launch a  new car later in China compared with in Japan. For example, the Accord in 2008 was launched half a year later in China  than in Japan. But for Volkswagen, a new car will have a same launching agenda all over the world; it means same time  promoting same time marketing. Secondly, Honda adjusts the price to the situation of market nearly every season. Demand fluctuation, price fluctuation. The flexible price strategy is different from Volkswagens steady price strategy which perhaps gives consumers more  reliability. Thirdly, Honda fight for market share and Volkswagen emphasize brand reputation in long term, Honda target  consumers which means flexible strategy will be much easier for company to survive and succeed. While for  Volkswagen, more luxury and exclusive element allow Volkswagen to offer more credence for consumers in order to  gain reputation in long term. Case study : SIAC 6.4.1. General History of SVW and SGM Not only did Shanghai present an advantage as a potential market, but  Shanghais heavy industrial infrastructure also made major contributions to Shanghai  VW (SVW) and Shanghai GM (SGM). A larger number of parts factories, together  with the extant Shanghai car plants and the citys steel and other heavy industries,  cried out for the final ingredients necessary for rapid development: modern  technology and management skills. An automobile cluster began to develop in Shanghai in the 1980s, thanks to  strong government support at different levels. To upgrade the national automobile  industry following international standards and to avoid an influx of automobile  imports, the central government started negotiation with VW in 1978 for the  establishment of a joint auto production firm. During that entire year, the countrys  state-owned auto factories produced only 15,500 vehicles, and the industry was characterized by old-fashioned, low-quality cars that were produced with outdated  equipment in a labor-intensive process (Kiefer, 1998). Chinese official pressed the  idea of building autos for export and insisted on auto-parts localization. The German  counterpart, however, explained the necessity of auto-part import at the first stage and  proposed the idea of localization as China became more experienced in producing  quality part supplies. Within this cooperative atmosphere, the contrac t was signed in  1984. This joint venture was owned 50% by Volkswagen, 25% by SAIC, 15% by the  Bank of Chinas Shanghai Trust and Consultancy Corporation, and 10% by the China  National Automotive Industrial Corporation. The involvement of Chinese partners  revealed careful forethought: The Bank of China could provide or guarantee needed  loans, SAIC would have an interest in solving local problems, and CNAIC could be a  link to the central planner. (Harwit, 1995, p. 153). To reduce its dependence on VW and to stimulate technology transfer after  one decade of cooperation, SAIC decided to engage in the joint venture with GM in  the early 1990s. SAIC and GM signed a contract to jointly set up Shanghai GM  production facilities in Pudong in 1997. GM was anxious to win this joint venture  because it believed that SAIC was the best automobile company in China. Indeed,  SAIC was highly profitable due to many advantages. Notably, the Chinese  government had chosen SAIC to be the primary passenger car producer enabling it to  acquire the most relevant technological experiences, more so than any other domestic  company. However, the obvious disadvantage of working with SAIC was its existing  joint venture with VW which was one of GMs global competitors and which had  dominated the Chinese passenger car market since the mid-80s (see Table 19). Since  its establishment, SGM has grown into one of the largest car producers in China. 6.4.2. Auto Supplier Cluster in Shanghai Area The development of the automobile industry in the city was strongly supported  by municipal policies, including infrastructure development, labor market, and  industrial policies. In addition, to stimulate broad manufacturing competencies and to  integrate Chinese suppliers within the region, the central government enforced local-content regulations on those auto joint ventures to spur the development of a regional  production network with substantial local linkages. Meanwhile, there has been a strong tendency in the international automobile  industry to develop hierarchical supplier networks and shift the developing,  manufacturing, and assembly responsibilities of important modules to the first-tier  suppliers. Along with the globalization strategy of the automobile producers, large  first-tier suppliers were also required to follow their auto assembly partners and set up  production facilities in other nations (Sadler, 1998). As a consequence, VW  demanded that important first-tier suppliers establish production facilities in China,  preferably within the region. However, production volume (less than 20,000 units in 1990) at that time was too small for global suppliers to set up mass production  facilities in Shanghai. In the initial years after production was launched, SVW still imported most parts and components for the production of the VW Santana from overseas, a large part of which was from Germany. At that time, there were basically no firms in the  region that could have supplied the parts that were needed. However, the Chinese  government threatened to impose a production limit on SVW if the firm would not  increase its local content in production. To achieve the 70% local content regulation  but at the same time to ensure global quality standards, VW and the Chinese  government worked interactively in promoting joint venture partnerships in the auto  parts sector. 6.4.3. Joint Ventures Firm Strategy and Competition SAICs strategy is clear-to form multiple auto JVs with different global  firms and to benefit from competitions between those partners, in regard to  technology transfer, new model introduction, and supply market rationalization. SAICs experience with GM and VW proved this strategy, and GM seems to do a  better job in quality control, technology adaptation, and accurate appraisals of  domestic demand market than its competitor VW. While VW and GM are  increasingly going head to head in the marketplace as they expand their product lines,  SAIC may find itself competing with both when its own car goes on sale. At the same . time, VW and GM run the risk of being shunted aside as Chinas domestic auto  industry develops. In July 2004, national auto sales rose only 3.7% over the same period in 2003  (CAAM, 2005). The growth slowdown has had a significant impact on VW who was  losing market shares because of an aging product line and increased competition. In  2002, cars made by SVW had 27.6% of the China market; in 2003 they slipped to  19.6%, and for the first seven months of 2004, they fell further to 15.5% (Xu, 2005). VWs difficulties have created an opportunity for GM, which passed SVW  briefly in June 2004 to become the market leader. Over the past few years, Chinese  consumers have become more savvy shoppers through greater access to information  (The middle class., 2001), said Phil Murtaugh (CEO of GM China) at the 2001  China Business Summit, and they have higher expectations for the products and their  quality. (The middle class., 2001). He pointed to the dramatic increase of internet  usage and the greater number of Chinese auto publications. Chinas growing middle  class itself represents a sophisticated customer base for a broaden product mix and  thus fierce competition, Murtaugh said (The middle class., 2001). A careful  evaluation of changing domestic consumers and a close relationship with Chinese  engineers in its technical center keeps GM consistently in the leading position in  Chinese passenger car market. 6.4.4. Technology Transfer: Good and Bad  Scholars a dvocated that the existing supplier network and industrial  infrastructure were important reasons why GM also decided to set up production  facilities in Shanghai in 1997(Gallagher, 2005; Taylor III, 2004), while the later  success of GM, to a large extent, is attributed to its sincere investment in local  technology development and close cooperation with Chinese engineers. Nonetheless,  problems could rise from inter-JV technology transfer. GM was the first company that actually established a technical center with  additional investment in Shanghai, following the governments promotion of  technology transfer in the 1994 industrial policy. A separate $50 million US joint  venture was established between GM and SAIC named the Pan Asian Technical  Center (PATAC). PATACs main purpose is to provide engineering support to SGM  and other Chinese auto companies. PATAC has also established an in-house  emissions testing center and has employed around 400 Chinese engineers, which,  though not directly training Chinese engineers, gives China the opportunity to work  closely with advanced techniques and learn in the process. According to Porter (1990), only when a foreign company transfers RD  decisions can it add to the host nations competitiveness.  

Recurrent Airway Obstruction in Horse: Case Study Report

Recurrent Airway Obstruction in Horse: Case Study Report A 12-year-old Thoroughbred gelding was examined for a cough whilst being stabled over the winter. There was limited available turnout so the horse remained stabled on shavings in a stable barn. The horse was fed dry hay. There was no previous history of coughing. The clinical examination was unremarkable. The owner described an intermittent dry cough occurring at rest and exercise. At this time the owner was advised to introduce environmental changes to reduce dust exposure. The horse was moved to a stable away from the hay store and started on soaked hay. An inflammatory blood profile was taken which revealed no abnormalities. Despite implementation of environmental changes the cough persisted. The horse was re-examined two months later at the clinic. On this occasion the horse presented with a bilateral mucopurulent nasal discharge and persistent cough. The horse was tachypneic (25 breaths per minute) with increased abdominal effort; the remainder of the clinical examination was unremarkable. A re-breathing examination was performed to aid auscultation of abnormal lung sounds; there were no adventitious sounds and the trachea was normal on auscultation. Problem list Intermittent cough at exercise and at rest Mucopurulent nasal discharge Recurrent episodes Tachypneic Differential Diagnosis List Recurrent airway obstruction (RAO) Inflammatory airway disease Viral infection Bronchopneumonia Pulmonary neoplasia Lungworm The signalment and history alongside the clinical signs of coughing, nasal discharge, laboured respiratory effort and exercise intolerance in the absence of pyrexia, suggested RAO. An endoscopic examination of the upper and lower airways to assess tracheal secretions and to obtain a fluid sample for a tracheal wash was performed. Endoscopy revealed inflammation of the pharyngeal recess, mild lymphoid hyperplasia, erythema of the trachea and a thickened carina. The tracheal wash (TW) sample was mucoid. The cytology report from the TW indicated chronic irritation and inflammation however the cell populations were unable to indicate a specific underlying aetiology. Neutrophillic inflammation was not a strong feature; however low-moderate levels of macrophages and Curschman spirals were present, both of which can be associated with RAO. Bacterial culture yielded a scant growth of Enterobacter spp and Pasteurella spp sensitive to trimethoprim sulphonamides; treatment for a possible bacterial tracheitis was initiated alongside a mucolytic for the mucus present in the airway. Dembrexine hydrochloride (Sputolosin, Boerhinger Ingleheim) (0.3mg/kg q12h PO) and trimethoprim sulfadiazine (Trimediazine Plain, Vetquinol) (30mg/kg q12h PO) were administered for 10days followed by re-examination. A Broncho alveolar lavage (BAL) was advised in order to determine the presence of lower airway inflammation specifically; however the horse was improving and the client declined at this time. Improvement was seen initially however after 5months following initial presentation the cough and nasal discharge resumed. The clinical examination was again unremarkable. A thick muco-purulent TW sample was obtained which revealed marked neutrophilic inflammation >95% of the nucleated cells and a negative bacterial culture. These results were consistent with RAO and as a result treatment for RAO was initiated. Inhaled salbutamol (400ug q12h) followed 5minutes later by beclomethasone (3000ug q12h) for 6weeks. This was administered using a MDI and an AeroHippus, Equine Aerosol Chamber (Trundell Medical). A decision was made to perform a BAL 6weeks later to assess response to treatment. On re-examination the nasal discharge had ceased with a residual cough only at exercise. The BAL sample at this time revealed A residual cough persisted despite being on continuous treatment. As a result a Flexineb nebuliser was trialled. Dexamethasone was used as the inhaled agent; 0.5ml sterile water with 0.5ml dexamethasone (Dexadresson, Intervet) once daily for two weeks and then every other day for two weeks. Discussion RAO is a common disease of older usually stabled horses. Hotchkiss et al, 2007 reported an estimated disease prevalence of 14% in the UK (Hotchkiss et al, 2007). The history, signalment and clinical signs presented in this case supported a diagnosis of RAO (Leclere et al, 2011). The clinical signs most likely represent hypersensitivity/exaggerated response to inhaled pro-inflammatory agents such as hay dust, moulds, spores, forage mites, endotoxins and inorganic components which cause significant distal airway inflammation in susceptible horses (Robinson and Chairperson, 2001). The relative importance of these allergens in the aetiopathogenesis of RAO is difficult to determine; it’s likely all contribute through an additive and/or synergistic mechanism (Pirie et al, 2003). Endoscopic examination revealed excess mucus as a result of neutrophilic inflammation and a blunted carina due to oedema and remodelling (Koblinger et al, 2011). Changes within the airway result from mucus metaplasia, smooth muscle hypertrophy and fibrosis. Bronchospasm of the airway alongside mucus and neutrophil accumulation leads to obstruction (Robinson et al, 2000). The initial treatment with a mucolytic, dembrexine hydrochloride (Sputolosin, Boerhinger Ingleheim) initially provided improvement in clinical signs by fragmenting the sputum fibre network so reducing mucus viscoelasticity (Matthews, Hackett and Lawton, 1988). The owner was reluctant to perform a BAL initially due to the increased stress to the horse. The initial TW cytology couldn’t confirm a diagnosis despite the presence of Curschmann’s spirals which can indicate RAO (Reed and Bayly, 1998). Although it’s important to interpret culture results in light of cytology and clinical signs, paying less attention to scanty mixed growths of bacteria, the culture results were used to direct initial treatment for a possible bacterial tracheitis (McGorum, 2007). In this case where the clinical signs and signalment supported RAO a BAL alongside the TW would have provided a more reliable diagnosis. A BAL is more representative of the lower airways as it allows elucidation of the cellular response to lung injury (Derksen et al, 1989). Macrophages and lymphocytes are the predominant cell populations in BAL in normal horses whereas RAO is characterised by a non-septic inflammatory reaction, >25% neutrophils of the total nucleated cel l count (Robinson, 2001). Management of this disease involves three principles; environmental control to reduce allergens, corticosteroids to reduce inflammation and bronchodilators to relieve respiratory distress (Durham, 2001). It can be difficult to persuade owners that environmental changes are as important as medical treatment. In many cases clinical remission can be achieved by moving horses to either pasture or an indoor low-airborne dust environment (Vandenput et al, 1998). Green pasture is the best option to reduce clinical signs and horses should remain outdoors at all times with a supplementary pelleted diet; this was not practicable in this case (Jackson et al, 2000). The limited available turnout during winter made management problematic. Bedding on rubber matting in conjunction with cardboard and shredded paper provides the lowest dust levels for a stabled horse (Tanner et al, 1998). In most horses with RAO the main source of dust is from hay and bedding; in this case the horse had originally be en stabled adjacent to the hay barn. Soaking hay reduces the dust challenge however not sufficiently to resolve symptoms of RAO (Clements and Pirie, 2007). Treatment is based around a combination of bronchodilators and corticosteroids. Bronchodilators aim to alleviate respiratory distress associated with bronchospasm. Clenbuterol a B2 adrenergic agonist is most commonly administered orally to effect (Erichsen et al, 1994). In addition to its bronchodilator effect, clenbuterol has also been shown to have an anti-inflammatory effect (Lann et al, 2006). The efficacy of inhaled B2 adrenergic agonists has also been recognised, inducing a rapid, significant bronchodilation in horses demonstrating RAO (Bertin et al, 2011). Due to the effectiveness found with inhaled agents in human patients, this route was investigated in horses. By using bronchodilators prior to administration of corticosteroids a deeper penetration of inhaled drug can be achieved (Rush et al, 1998). The horse’s demeanour in this case made him suitable for inhaled medications and he tolerated treatment well. The advantage of inhaled corticosteroids is that a higher concentration of drug can be administered locally to the airways leading to a rapid onset of action, reducing the dose required and the subsequent side effects associated with corticosteroids (Duvvier et al, 1997). In severe cases systemic steroids are used initially to improve lung function as inhaled steroids require good pulmonary distribution to be effective (Ammann et al, 2008). MDI are not licensed for horses and therefore they were used with due consideration of the cascade and the owners informed consent for the use of off-label medications according to Section 4.17 of the Supporting Guidance to the RCVS Code of Professional Conduct (RCVS, 2014). They are most efficient and effective when used with a ‘spacer’ which directs flow of the drug through a one way valve which opens on inspiration. The AeroHippus EAC, (Trundell Medical) is designed to be used with a MDI. The presence of the Flow-Vu ® indicator enables owners to count the number of breaths the horse has taken through the chamber and ensures a satisfactory seal, both of which aid the correct and optimal delivery of the drug to the lungs (Trundell Medical International, 2015). Nebulisers can also be used to distribute aerosol medication. Nebulisation has been shown to improve drug concentration in the lungs while minimising systemic concentrations and potential toxicity (Sustronck et al, 1995). Fultz et al (2014) demonstrated that delivery via nebulization can increase the concentration of a drug in the pulmonary epithelial lining fluid (PELF) (Fultz et al, 2014). A Flexineb nebuliser was tried with this case due to its chronic nature and the clinical signs subsequently resolved. Although the mainstay of treatment is corticosteroids, recurrence of clinical signs will recur within 3days of treatment cessation if environment improvements are not made (Jackson et al, 2000). There is evidence of persistent chronic peripheral airway obstruction, in the absence of neutrophilic airway inflammation, even when RAO cases are maintained in a low dust environment. This supports the evidence for development of irreversible ultrastructural changes in the lung induced by prolonged repeated exacerbation, but also low grade airway inflammation (Miskovic et al, 2007). In these cases thoracic radiographs should be used to rule out irreversible lung pathology (Lavoie et al, 2004). Bibliography Ammann, V., Vrins, A. and Lavoie, J. (1998). 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