The Chosen Health Care Essay -- Health, Breast Cancer

The chosen health care need that this assignment will focus on is Breast Cancer as each year more than a quarter of a million people are diagnosed with Cancer in the United Kingdom, Macmillan (2007). Breast Cancer was chosen as the health care need as people’s awareness of Breast cancer need to be raised. Also through out this assignment the sociological and psychological aspect of breast cancer will be looked at and also the global national and local initiatives will be looked at as well for anyone receiving or caring for someone with breast cancer. Breast cancer develops when a single cell begins to multiply rapidly and forms a tumour; some cells make break away and travel to other parts of the body starting a new tumour cancer research (2004). Breast cancer is the most common cause of cancer in women, Rosto (2009). Even though breast cancer in women is common, there are also 341 men in the United Kingdom diagnosed with breast cancer in 2008, cancer research (2011). In the West Midlands there were 4,222 case of breast cancer in 2009. The number of cancer cases and crude incidence rates continue to increase annually as the population of the West Midlands ages, west midlands intelligence unit (2011). Breast cancer affects mainly 50-64 year olds in the west midlands. However breast cancer still remains the most common form of cancer in females in the West Midlands, it has a strong negative association with deprivation usually found in the more affluent sections of the population, west midlands intelligence unit (2010). In 2009 the five year survival rates were over 80% for breast cancer patients WMIU (2010). The number of deaths to cancer in the west midlands has remained steady over the decade with 13,430 deaths in 20... ...f the absolute benefits and harms of mammography screening for breast cancer remains a subject of discussion. The estimates from individual randomized trials and service screening programmes suggest that between 300 and 500 women need to be screened every 2–3 years for 10 years to prevent one death from breast cancer.1,2 Harms of screening include the anxiety and inconvenience associated with screening and with suspicious screening findings, which do not result in a diagnosis of cancer, and over diagnosis, the last of which has attracted considerable interest recently.3–6 Over diagnosis is defined as the diagnosis of a cancer as a result of screening that would not have been diagnosed in the woman’s lifetime had screening not taken place. Estimates of over diagnosis range from less than 10% of tumours diagnosed in a screening programme to around 50%. Duffy (2010)

Related Literature of Brand Preferences on Mobile Phones

How to resolve Conflict Conflicts may be solved using three simplified ways: 1. The win-lose method – The protagonist assumes an ether I lose or I win attitude. Explanation: the win-lose method is a kind of method in resolving a problem or case wherein, one party will have the possibility of winning the case or they will lose on the case. 2. The win some–lose some method – One party attempts to get the most of the other using the primary tactical work of bargaining. It is also called as â€Å"compromising stance†. Explanation: the win some-lose some method is a kind of method wherein one party is aggravate because he/she is compromise in a certain problem or case. For example I am a driver. And accidentally my car was bumped in a sari-sari store. The store-owner suggested that I will only pay the damages so that I will not be on jail. Because I am in a compromised position, I should pay the damages so that I will not be jailed.In my part I â€Å"win someà ¢â‚¬  because I will be not jailed anymore but â€Å"lose some† because, I’ve lose some money in paying the damages. 3. The win-win method – A process where both parties attempt to get the sources/causes of disagreement together in the hope of getting a solution that would together benefit them not only as individuals but also as organization. Explanation: the win-win method is to find a solution that is acceptable to both parties, and leaves both parties feeling that they’ve won, in some way, after the event.

Kfc and the Global Fast-Food Industry in 2003-2004

KFC and the Global Fast-Food Industry in 2003-2004 Course: MGT 710 [pic] 1. Executive Summary This paper analyzes the market situation of the major U. S. fast-food firms in Latin America in 2004 from the perspective of the KFC Corporation. By analyzing political, economic, cultural, logistical, and competitive forces, a potential strategy for KFC to successfully establish a strong position in Central and South America is proposed. Through a thorough analysis, it was determined that KFC should establish wholly-owned subsidiaries in Mexico and Brazil to manage operations in Central and South America, respectively. After a strong position is established in these countries, KFC should then open franchises in Central America, Argentina, Colombia, Venezuela, and Chile. 2. Problem 1. Expanding into Latin America From 1993 to 2002, KFC dominated the chicken segment of the U. S. fast-food market. Their market share, however, decreased by 13. 4% over that 10 year period (Exhibit 4, 553). As the fast-food market matured, firms began to focus on globalization to continue growth. By early 2004, 56% of KFC’s restaurants were outside of the U. S. (558). Their initial focus was on Mexico, Puerto Rico, and the Caribbean, where they established dominance among competitors. Their struggle was in expanding beyond those markets. In their attempt to expand into Central and South America, KFC was met with many challenges. Many Latin American markets had not adopted the fast-food concept and preferred a more leisurely dining experience. The intense competition with major U. S. fast-food chains made it very risky to enter a new market. The geographic distance from the corporate offices made it difficult to control standards and quality. To continue growth, KFC would have to develop a strategy to overcome these obstacles and expand into these markets. 2. Strengthening position in Central America KFC initially expanded into Mexico, Puerto Rico, and the Caribbean due to geographic proximity and existing political and economic ties to the U. S. They were able to establish dominance in these markets because they had first-mover advantage and the local cultures accepted the fast-food concept. To further expand into Central America, KFC will have to develop a strategy to leverage their strong positions in Mexico and the Caribbean. They will have to consider factors such as the business model, global integration, national responsiveness, and mitigating risk. 3. Breaking into South America KFC had attempted to enter Brazil, with limited success. Political, economic, and cultural challenges had prevented KFC from gaining a foothold, and subsequently forced them to pull out of the market. Other countries in South America had little competitive presence, but had significant barriers to entry. In addition, the farther away the countries are from the corporate offices, the more expensive and logistically difficult the operation becomes. To enter these markets, KFC would have to carefully weigh its options to establish a presence and mitigate risk. 3. Analysis 1. Industry analysis 1. Basic economic characteristics Latin America is home to more than 550 million people. It has an aggregate GDP of more than $4 trillion. Figure 1 shows that Brazil and Mexico have the highest GDP. However, Argentina, Chile, and Costa Rica have the highest GDP per capita. [pic] Figure 1 – Latin America GDP (Source: http://en. wikipedia. org/wiki/Latin_America) 2. Competition In general, Central America and Brazil are the markets most penetrated by the large U. S. fast-food chains. McDonald’s is the dominant competitor in Latin America, with 584 stores in Brazil, 261 stores in Mexico, and 203 stores in Argentina. KFC follows with 274 stores in Mexico and 134 stores in the Caribbean. Burger King operates 163 stores in Puerto Rico and 154 stores in Mexico. Wendy’s only operates 143 stores in all of Latin America (Exhibit 6, 559). To assess the competitive landscape, Porter’s Five Forces model can be used, as shown in Figure 2. For KFC, the highest levels of competitive rivalry are in Central America and Brazil. Most of South America, with the exception of Brazil, has relatively low penetration. The threat of new entrants is high within any market, as all of the major competitors are vying for the same markets. The threat of substitute products is also generally high, since fast-food chains must compete with established local restaurants that already cater to the local tastes and customs. The bargaining power of customers is medium in more developed countries such as Brazil, Mexico, and Argentina where customers are less price sensitive. In less developed Latin American countries, however, the bargaining power is high where most customers cannot afford high prices. The bargaining power of suppliers is medium in most countries where there aren’t a large amount of imports, but high in countries like Mexico and Brazil. [pic] Figure 2 – Porter's Five Forces (Source: http://en. wikipedia. org/wiki/Porter_5_forces_analysis) 3. Factors driving change As Latin American countries become more developed, they begin to adopt more global brands. As the internet penetrates these markets, users become exposed to global brands. Cultures begin to change as the world becomes a global market. While they do maintain local tastes and values, people begin to separate from traditions and become more modern. As economies become more developed, people begin to adopt the on-the-go lifestyle that we are accustomed to in the U. S. As countries like the U. S. drive globalization to foreign markets, trade barriers are often removed and countries begin to adopt foreign firms. 4. Relative strength of firms As previously stated, McDonald’s has the strongest position with 1,605 stores in Latin America. KFC follows with 650 stores, followed by Burger King and Wendy’s. McDonald’s is dominant in South America, while KFC controls Central America. 5. Rivals' next moves The most significant acquisition of note is McDonald’s purchase of Boston Market in 2000. Boston Market caters to the growing trend for healthy fast-food, as well as the casual, sit-down atmosphere that is popular in Latin America. While Boston Market does not have any presence in Latin America, McDonald’s could decide to leverage existing resources to expand there. 6. Critical success factors All franchise corporations are concerned with standards and consistency between units. While certain factors can differ from one region to the next, a general level of consistency is needed with regards to product quality and taste. It is critical that service and cleanliness are upheld to a high level of quality. Particularly in Latin American markets, the menus may need to be diversified and incorporate local flavors. With the great distance between Latin American markets and corporate headquarters, effectively executing logistics, distribution, and operations is critical to success. Effectively managing resources and keeping costs low will also be critical when entering new markets. With the political and economic events that may occur, the firm must be resilient to changes in the economy and trade regulations. Firms should seek to establish relationships with local governments in order to protect their interests abroad. 2. Strategic planning for foreign market entry 1. Identifying company's objective in foreign market entry The first step in developing KFC’s Latin American strategy is to identify the objectives for entering new markets. Some reasons to enter new markets would be to exploit an untapped market, obtain a competitive advantage, secure essential raw materials and distribution channels, and cutting costs by employing inexpensive labor. Currently, KFC has a large presence in Mexico and the Caribbean. This gives them a launching point to enter nearby markets. The nearby Central American countries have a relatively low presence from the large fast-food firms. The Central American region is home to approximately 40 million people. According to Figure 1, the Central American nations have a GDP of approximately $173 billion. This region has a considerably sized market, relatively low penetration, and proximity to KFC’s large presence in Mexico, making it ideal for entry. Brazil is the largest and most coveted market in Latin America. Unfortunately, McDonald’s has a large competitive advantage with 584 stores. KFC has failed in the past to enter this market, but the opportunity is still there. Establishing a position in this market would allow KFC to power investments in other South American markets. While they may not be able to dominate the market, it is a strategic location that would act as the locus for all South American operations. Argentina and Chile have $445B and $161B GDP, respectively, making them large attractive markets. They also have the highest GDP per capita in Latin America. While McDonald’s has a relatively strong position in these countries, there should still be opportunity for KFC to capitalize on. Other South American countries, such as Paraguay, and Uruguay, Have little competitive presence and a relatively low GDP. These countries may not have strategic value to the company. 2. Preliminary country screening After determining the objectives for each country, an analysis of advantages and attractiveness can be performed. To determine national competitive advantages, Porter’s diamond model is used, shown in Figure 3. Mexico, Brazil, Argentina, Colombia, and Chile stand out as the most developed Latin American countries. This indicates that advanced factor endowments such as infrastructure, skilled labor, and technology should be readily available. Demand conditions should also be most favorable in the countries with the highest GDP, as an active economy tends to increase demand for on-the-go meals. The most significant supporting industry is the poultry industry. According to the USDA, Brazil, Mexico, and Argentina have the largest poultry industries in the region. [pic] Figure 3 – National Competitive Advantage (Source: http://www. teagasc. ie/research/reports/foodprocessing/4984/eopr-4984. htm) 3. Risks in foreign markets In all Latin American countries, there is a high degree of political risk, due to the propensity of corruption and instability in governments. This is apparent even in the more developed Latin American countries. Many Latin American countries restrict the import of foreign goods, or give preferential treatment to adjacent countries. In addition, the distance from existing production and distribution channels imposes a great risk to the supply of goods to the more southern countries in the region. One of the main company factors is the shortage of skilled labor and high rate of turnover in Latin American markets. For KFC to succeed in any Latin American market, they will need to increase employee retention through training or benefits. 4. Capabilities, resources, and skills needed to succeed in foreign markets The key success factors were described in Section 3. 1. 6. It is important to note that the farther away the country is from existing trade channels, the more difficult it will be for KFC to control quality, standards, distribution, and logistics. Also, the less developed nations will be more susceptible to economic and political events that could devastate KFC’s interest in the market. 5. Fulfilling key success factors KFC’s key strength is their established dominance in Mexico. This position provides many financial and political benefits due to the NAFTA treaty. It also provides them with a strategic position to enter nearby Central American markets. They do not have established trade channels in most of South America, so it will be difficult for them to manage operations without a strong presence in at least one market. This is the main reason why Brazil is a key market to enter. Being that KFC is such a large company within an even larger conglomerate of fast-food chains, the firm should be able to withstand political or economic changes and a loss of revenue during the development stage. Overall, KFC fulfills the key success factors in Central America, but will need to establish a position in at least one major South American market in order to expand there. . Entering the target markets In determining how to enter the target markets, the level of global integration vs. national responsiveness should be assessed. Figure 4 shows the various strategies that can be employed given the appropriate level of integration and responsiveness. The markets in Latin America should be similar enough for KFC to keep menus, processes, and sta ndards consistent across all markets. Pricing and advertising may differ depending on the level of economic development and communications infrastructure in each nation. In addition, KFC would need to implement different business models depending on the proximity, size of the market, and cultural uniqueness. For this reason, KFC should implement a transnational strategy that would keep many aspects consistent, but some aspects unique between various markets. [pic] Figure 4 – Global Integration vs. National Responsiveness 7. Compare and rank targeted countries From the analysis performed, each Latin American market considered was ranked based on the variables discussed. By comparing GDP, geographic proximity, population, and relative penetration of competitors, Table 1 shows the countries scored and ranked. Economy |Competition |Proximity |Market size |Presence |Total | |Mexico |12 |12 |13 |12 |13 |62 | |Brazil |13 |13 |7 |13 |4 |50 | |Caribbean |5 |7 |11 |8 |12 |43 | |Puerto Rico |6 |11 |12 |2 |11 |42 | |Central America |3 |9 |10 |10 |9 |41 | |Colombia |10 |5 |8 |11 |6 |40 | |Argentina |11 |10 |3 |10 |4 |38 | |Venezuela |7 |8 |9 |6 |5 |35 | |C hile |9 |6 |4 |5 |8 |32 | |Peru |8 |3 |5 |7 |7 |30 | |Ecuador |4 |4 |6 |4 |10 |28 | |Paraguay |1 |2 |2 |3 |4 |12 | |Uruguay |2 |2 |1 |1 |4 |10 | |Table 1 – Results of market analysis 4. Recommendations 1. Markets to enter From the results of the analysis performed, KFC should operate company-owned units in Mexico, Puerto Rico, and the Caribbean where it already has a strong position. It should then open franchises in Central American markets to mitigate risk until a strong position can be established, at which point KFC should buy back the successful franchises. KFC should develop a wholly-owned subsidiary in Brazil and aggressively establish a strong foothold. This is not only one of the most attractive markets; it is also a critical strategic location to be the headquarters of South American operations. Once a strong position is established in Brazil, KFC should open franchises or joint-ventures in Colombia, Argentina, Venezuela, and Chile. Given the relatively low scores, KFC should not consider expanding further into Peru, Ecuador, Paraguay, or Uruguay. Although KFC already has operations in Peru and Ecuador, they are not strategically valuable and should be closed or sold if they are not consistently profitable. 2. Strategy for entry 1. Corporate strategy At the corporate level, KFC should focus on developing wholly-owned subsidiaries to act as the regional headquarters in Mexico and Brazil. This would allow KFC to centralize control over standards, quality, process, and distribution within those regions. This tiered structure would lessen the burden on KFC’s U. S. corporate management and provide more specialized attention to those local markets. To offset regional events that may affect all of Latin America, KFC should also consider entering markets in Europe and Asia. If an economic catastrophe were to hit Brazil, for instance, markets in all nearby countries would be severely impacted as well. The Yum! Corporation should also consider strategies to expand its other brands into Latin America as well to leverage KFC’s success. The multibrand strategy that has been so successful in the U. S. may prove successful in Latin America as well. 2. Business strategy At the business level, KFC should develop aggressive marketing strategies in countries where competitors have a strong presence. In Brazil, for instance, KFC will have to fiercely battle McDonald’s to gain market share. In less developed countries, KFC should enter cautiously and focus on mitigating risk. KFC should leverage their strong global brand and target the younger generation. Through internet marketing, KFC should be able to reach the young, modern generation that has a higher acceptance for the fast-food model. KFC should implement a transnational strategy in Latin America. While quality, service, and products should remain consistent throughout Latin America, KFC should develop unique strategies for marketing, pricing, and business models in each region. KFC should launch company-owned stores in high growth markets and enter the rest with franchises or joint-ventures until a strong position is established. In high growth markets, company-owned businesses would allow fixed costs to be spread across multiple restaurants, subsequently allowing for lower prices and increased margins. Franchising would leverage the expertise of local entrepreneurs with understanding of the local customs, language, and marketing strategies. This would help to mitigate the risk of entering unknown markets. 3. Functional strategy Regional franchises should interface with the wholly-owned subsidiaries in Mexico and Brazil. These subsidiaries would control management, distribution, standards, quality assurance, and advertising for their associated franchises. The Central and South American subsidiaries should focus on developing close ties with the governments in their regions. They should lobby to remove trade barriers between nations in order to streamline distribution. They should also focus on developing ties with the local communities in order to gain acceptance from local culture. KFC should develop specialized marketing campaigns for each region, depending on the similarities in culture. They should focus on targeting the young, career-minded demographic through internet marketing. Depending on the lifestyle habits of those individuals, they should also target them through appropriate media advertising. 5. Conclusion KFC is one of the dominant players in the global fast-food industry. They have sufficient resources to launch an aggressive strategy into Latin America. By leveraging their strong position in Mexico, KFC can successfully establish a strong position in Central America. By outsourcing management of Central American firms to a wholly-owned subsidiary in Mexico, KFC will be able to streamline operations and maintain control over franchisees. Although it will be difficult, establishing a foothold in Brazil is KFC’s best strategic option for entering South America. By aggressively marketing the younger demographic, KFC should be able to gain a considerable market share, even though McDonald’s maintains the dominant position. Once they have been successful in Brazil and a wholly-owned subsidiary is established, KFC can then begin to expand further into South America. By implementing this general strategy and addressing the factors and risks discussed in the analysis, KFC should be able to gain substantial market share and continue to grow the firm.

Editing Essay Online

Editing Essay Online Editing Essay Online Editing Essay Online Is Necessary One of the main problems students face in their essays is abundance of mistakes in their essay writing. Due to this fact, a lot of brilliant works receive rather low grades, as grammar mistakes are those to spoil the whole impression of work and to irritate professors. That is why if you do not want to irritate your professor, better proofread your essay carefully, or if you are not sure whether you are able to correct all the existing mistakes, better make use of editing essay online: Editing Is the Process of Reading When you read your essay on your own trying to edit it, as a rule, you do not see all the mistakes you have made. Of course, you can edit your essay in a rather good way, however, still, it is almost impossible to edit essay in a perfect way, if not being a professional editor, of course. That is why it is recommended to appeal to editing essays online in order to ensure the absence of mistakes in your writing. Editing essay online is always simple and fast procedure. You give your essay to one of our professional editors, make deal about the deadline, and wait for a little. Our service differs from other services of editing essay online as we do not only correct all the existing grammar mistakes and slips of the tongue you make but also we revise the structure of your essay if it needs to be revised and arrange your writing according to all the existing requirements and demands from it. Eliminate Poor Paragraphs! We rewrite poor paragraphs of your essay and give you useful pieces of advice for future in order you not to repeat your mistakes once again. However, despite the fact that we offer the highest level of quality of editing essay online, we do not charge an exorbitant price for our servicing as we understand that students could hardly afford to cover the expenses they have, that is why we offer affordable pricing policy to our customers. You see editing essay online is what you need in order to win the highest grade for essay writing. Visit our site, speak to our representatives and you will understand that we are a top quality custom writing company, which takes care of its customers and works for your sake. Do not endanger your grade, edit your essay and get the grade you really deserve. Do not let some mistakes spoil your labour and mood. Read more: Editing English Paper APA Paper Format Stress Management Essay Law School Personal Statement Free Essay Samples

When it’s okay to say no to a promotion

When it’s okay to say no to a promotion We all know that promotions are wonderful and momentous occasions on our individual career journeys- but are they always the right move for us? The answer might not be as clear cut as you think. Sure, promotions typically come with new challenges and opportunities (and usually more prestige and a bigger paycheck), and bring you one step further up the ladder to professional success, but the truth is, there’s a time and place for everything- including promotions. Depending on the situation, an opportunity for a promotion may arise at an inopportune time or under less-than-perfect circumstances, and it’s okay if you’re not sure if it’s the right move for you or if you’d like to turn it down.Yes, this may sound counterintuitive to everything you’ve been taught about getting ahead and moving forward, but the wrong move can actually have the reverse effect- and lead you in the wrong direction career-wise or make you feel less professionally satisf ied and fulfilled than you were before you accepted the offer.Still skeptical? Consider the following scenarios, which for many may reflect situations in which it might be wise to say no to a promotion.The â€Å"Second Job† PromotionSometimes, getting a promotion isn’t as much about shifting to a new job as it is about piling a bunch of new responsibilities on top of your current job- and chances are you aren’t going to earn two full salaries to reflect the fact that you’re about to be doing two jobs. This scenario is likely more of a â€Å"road to burnout† than a recipe for happiness, and you may be setting yourself up for failure if you can’t shoulder the weight of all your newfound job tasks in addition to the ones you presently handle. If you’ve been offered a promotion and have the sneaking suspicion that it may fall into this category, you may want to think twice before quickly accepting- the truth is, many folks who do just thi s find themselves in a much less enjoyable position than they were in before, so consider yourself warned.The â€Å"Off Track† PromotionAfter being in the job market for a while and getting to know the ins and outs of the industry we’ve chosen to work in, most of us have a pretty good idea of how we’d like our career paths to unfold- including the steps up the career ladder that promotions provide us. But what should you do if you’re offered a promotion that could take you off-track? This type of promotion happens more often than you think, and it typically means weighing a set of pros and cons as you work towards making a decision.A step up the career ladder might mean more prestige, responsibility, and pay, but it also might set you on a different professional trajectory. Are you okay with that? Some folks who accept such a promotion unfortunately find out that their new gains come attached with losses in job satisfaction and struggles to get back onto their original career paths. When deciding whether or not to accept an â€Å"off track† promotion, be careful of blindly chasing short-term gains at the expense of long-term setbacks. If a step up isn’t right for you in the long run, then turning down a promotion may be a wise move.The Unbalanced PromotionWhen we dream about our next promotions, we tend to automatically assume that the great new benefits it will bring will clearly outweigh any potential negatives. But what if this isn’t true? If the offer being made comes with a price tag that’s steeper than the rewards being offered (perhaps it requires a relocation or responsibilities that you’re not eager or ready to take on, or maybe the new salary and benefits aren’t quite what you were expecting), it may make sense to pause and think carefully before accepting. Remember, when most employers make an offer they are not averse to negotiating the terms in an effort to make both sides happy . If handled carefully and professionally you might just get what you’re hoping for- and if you don’t, it might make sense to say no.In many instances, an offer of a promotion is a real reason to celebrate- but sometimes it may not be. If you’ve been presented with an offer, resist the urge to quickly- and blindly- accept the offer and instead take some time to take a step back and fully weigh the pros and cons. If the deal isn’t in your best interests, then be bold and negotiate in your best interest. In the end, if the offer just isn’t right for you, it may be the wise thing to say no to a promotion and continue to do your current job to the best of your abilities until a better offer comes along.

The death penalty (should or shouldnt) be banned as a form of Annotated Bibliography

The death penalty (should or shouldnt) be banned as a form of punishment - Annotated Bibliography Example erifiable reason as to why the death penalty should be abolished, this analysis will work to appeal to individuals on the cost-benefit and risk-reward matrix of decision making rather than imploring a human rights response. From an economic standpoint, the cost to execute someone as compared to the cost of life imprisonment is staggeringly high. As compared with life imprisonment, the total average cost, inclusive of legal fees, state appointed attorneys, appeals process etc is in excess of 4 million dollars per prisoner executed. Assuming a standard cost of imprisonment of 35,000 dollars per year per prisoner, it would take over 100 years for life imprisonment to no longer be economically viable as compared to capital punishment (Iglesias, Semeshenko, 2012) Given the current environment coupled with the fact that many states are already struggling with large budget deficits and ballooning future budgeting needs, it only stands to reason that life imprisonment should be considered for the future as well as those prisoners already on their death row. Secondly, there are known cases in the history of the death penalty in the United States in which innocent people have been put to death for crimes they did not commit. Additionally, there are numerous cases in which DNA evidence helps to exonerate an individual who is currently on death row awaiting execution (Debrevnik, 2004). Although this is a moral dilemma, the mere existence of these statistics should give pause to any who would push for the continuation of the death penalty with no thoughts as to its consequences. In the opinion of this author, it is not the â€Å"good intent† of the system that proves it to be a success; instead, even one wrongful death equates to the entire principle being rendered ineffective. The death penalty has been proven that it is not a deterrent against violent crime. Crime rates, if anything, remain unaffected by the presence or lack of presence of the death penalty in a

Evaluation of the Key Marketing Strategies for Toyota in the UK Essay - 1

Evaluation of the Key Marketing Strategies for Toyota in the UK - Essay Example This paper illustrates that the sales and revenues for Toyota reduced in financial 2011, compared to 2010 in its major geographic market segment; Japan. This occurred because the government was offering subsidies for the citizens to purchase eco-friendly cars. This, therefore, points to the need for venturing into the less competitive market segment, where there are still few companies specializing in this market segment. By so doing, Toyota will manage to annex a new market segment comprising of buyers and government institutions willing to use the Eco-Cars, making it possible for the company to increase its sales and revenues. Thus, the introduction of Eco-friendly cars by Toyota in the UK will have the impact of boosting its sales, since government institutions in the UK support these vehicles. This way, Toyota will manage to capture the demand from these institutions, thus expanding its overall market share, sales and revenues. Customers are always in search of products that will not only satisfy their need, but also those products which they have full confidence in. the market for Toyota vehicles has been badly hurt by recalling cars, which were manufactured with various defects. Although such an action is necessary to avoid losing the market share when the default is eventually discovered, it does not augur well with customers. Recalling vehicle after selling them to the customers serves to inconvenience the customers, while also increasing their doubt on the suitability of the subsequent products manufactured by the company. This is detrimental since it s erodes the confidence that the customers had on the company and its products. Additionally, recalling cars after they have already been sold is detrimental to the reputation of the company, since it gives its competitors an upper hand. Therefore, to boost the confidence of the customers and ensure that their loyalty in the company and its products is restored, the company needs to work towards improving the reliability of its products, through eliminating any weaknesses on its products before they are released to the market.