Qatar Country Risk

Executive Summary The study entails a critical country risk analysis on Qatar. The purpose of the study is to determine the degree of risk that Exin Global might encounter by entering the Qatari market. The study focuses on different categories of risk. The core categories include the firm-specific risk or the micro risk, country-specific risk and global specific risks. The firm-specific risk identifies the political risks that the firm might encounter in the host country.Advertising We will write a custom report sample on Qatar Country Risk specifically for you for only $16.05 $11/page Learn More The likelihood of encountering goal conflict by entering into the target market is minimal because of the support given to foreign investments. The Qatari government promotes foreign investment through the foreign investment law. Moreover, the company’s success in the new market will also arise from the strong cultural and institutional frameworks. For e xample, the legal framework in Qatar promotes investment by enacting intellectual property laws hence protecting innovation. An efficient banking and financial system further characterize the country and it promotes currency convertibility. The high rate of globalization, an increase in environmental concern such as climate change, and cyber crime might affect the firm’s operational efficiency both in the local and foreign markets. Introduction Domestic and international market expansion is one of the most effective ways through which companies can achieve profit and wealth maximization. Exin Global is a multinational corporation established in the UAE’s consumer goods industry. The company specializes in the manufacture of household care products. The company’s Chief Executive Officer is interested in the company’s growth through international market expansion. The CEO is specifically interested in the firm’s expansion into Qatar as one of the eme rging economies. However, some of the firm’s directors are concerned with the business risk exposure that might arise from venturing into some countries. This aspect underscores the importance of understanding the country risk before the firm’s actual market entry. As a member of the company’s Business Development Committee, I have been tasked with the role of providing a broad country risk analysis for the most viable country that the firm should consider entering. PESTLE analysis of Qatar Political and legal environment Qatar has adopted a monarchical system of government. Moreover, the Qatar government identifies investment and international trade as one of the fundamental components in promoting a country’s economic growth. Subsequently, the country is characterized by minimal bureaucracies that hinder foreign investment.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF L earn More The Qatar government through the Ministry of Economy and Commerce has simplified the procedures required for foreign investors to establish a business in Qatar. However, foreign businesses are required to apply for a license from the relevant government departments depending on their intended business activity. Qatar has established strong political relations with foreign countries in the Middle East and North Africa region. Economic environment Qatar has depicted remarkable economic growth over the past decades. The country’s Gross Domestic Product has increased substantially as illustrated by graph 1 below. The growth in GDP is a strong indicator of the country’s positive economic performance. Thus, the consumers’ purchasing power has grown substantially due to growth in the per capita income. Graph 1: GDP in Qatar (â€Å"Trading Economics† par. 3) Social Environment The country’s social structure has changed substantially. The count ry’s society does not have cases of discrimination against foreign companies. For example, the country’s population has increased from 0.97 million in 2006 to 2.27 in 2014. The increase in the population indicates a potential growth in demand for consumer goods. Thus, the company might be able to generate the intended level of sales revenue. Graph 2: Population growth in Qatar (â€Å"Trading Economics† par.5)Advertising We will write a custom report sample on Qatar Country Risk specifically for you for only $16.05 $11/page Learn More Technological environment Qatar is characterized by strong infrastructural development such as transport and communication networks. The developments have remarkably improved the level of efficiency of conducting business in the country. Environment The Qatar government has implemented a strict legislation aimed at curtailing carbon emission. The motive of such legislation is to limit climate change. T herefore, the government is pressuring manufacturing companies to implement effective strategies aimed at reducing carbon emissions. Failure to comply with the law might result in a fine. Country risk analysis Krummel affirms that country risk is comprised of four main environments that include the political, debt manageability, anthropological and the economic risk (27). Subsequently, understanding the country risk analysis is essential determining the probability of multinational enterprises succeeding or failing in the in the international market. Thus, conducting country risk analysis is vital in evaluating a multinational enterprise capacity to generate cash flow. Therefore, country risk analysis is essential to improving the MNCs capacity in making long-term financial or investment decisions. Country risk varies across different countries. Subsequently, evaluating country risk enables MNCs to determine the most feasible foreign market to enter (Madura 439). Political risk The political risk in Qatar can be defined as moderate. First, the government is focused on promoting international trade. Subsequently, the Qatar government has ensured ease of currency convertibility by eliminating foreign exchange controls or restrictions. Therefore, foreign investors in Qatar can easily remit their profits to the parent country without any restrictions. Additionally, foreign investors operating in Qatar are not restricted to convert local currency into foreign currency. Therefore, Exin Global operations in Qatar will not be hindered by external currency inconvertibility. Rochon and Rossi assert that external currency inconvertibility occurs if foreign residents are limited from converting local currency into foreign currency (125). The ease of currency convertibility in the country is further increased by the country’s banking system. Qatar is characterized by an elaborate banking system and regulatory system. Qatar is currently in the process of implementing the Basel Standards to establish a strong banking system.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Financial risk factor One of the essential indicators of a country’s financial risk entails the interest rate. The rate of interest influences the cost of sourcing debt finance from commercial banks. The Qatar government has managed to maintain the rate of interest rate below 10%. In 2014, the World Bank estimated the lending interest rate to be 4.96%, which is substantially low. The graph below illustrates the trend in the country’s rate of interest from 2006 to 2014. Graph 3: Interest rate in Qatar (â€Å"Trading Economics† par. 2) The low rate of interest indicates that the country is likely to experience significant economic growth due to the ease with which businesses access financial credit. Moreover, the country is characterized by a moderate rate of inflation as illustrated by graph 3. The average rate of inflation in Qatar between 2005 and 2015 is estimated to be 3.48%. The country experiences fluctuations in the rate of inflation. In June 2008, the co untry’s rate of inflation reached its highest point at 16.59%. However, Qatar has managed to lower the rate of inflation significantly. By the end of October 2015, the rate of inflation in Qatar was estimated to be 1.7%, which is considerably low. Graph 4: Rate of inflation in Qatar (â€Å"Trading Economics† par. 6) The rate of inflation has a significant effect on the operation of Multinational Corporation. Sharan posits that if a â€Å"multinational company exports its products to countries characterized by high inflation rather than setting up a manufacturing unit in there, the exports are more likely to have a high competitive edge† (214). The low rate of inflation in Qatar is a strong indicator of the enabling economic environment in the country. Subsequently, Exin Global is likely to gain a high competitive edge by establishing a manufacturing unit in the country. In addition to the low cost of manufacturing, Exin Global is likely to benefit from the resu lting low consumer price index because of the low rate inflation. The Qatar economy has been characterized by a marginal change in the consumer price index as illustrated by graph 5 below. Graph 5: Consumer Price Index (â€Å"Trading Economics† par.5) The marginal change in the CPI indicates that the cost of living in Qatar has not increased significantly. Hence, the firm will benefit from the high consumer purchasing power. Consumers in Qatar will be in a position to afford Exin Global products. Therefore, the demand for consumer goods is likely to be stimulated. Similar to other countries in the Gulf region, Qatar has adopted a fixed exchange regime. The rationale behind the adoption of the fixed exchange regime is to ensure the stability of the country’s currency. Currently, the fixed rate of exchange is pegged at QAR 3.64=USD 1. The Qatar government expects the exchange rate to remain stable until the end of 2016 (â€Å"Trading Economics† par.8). By establi shing business operations in Qatar, Exin Global is likely to achieve the desired sales growth in sales. The growth in sales will arise from the stable exchange rate. Assessment of risk factors Macro-assessment of country risk Macro-political risk According to Madura, macro assessment of country risk entails consideration of the diverse variables that are likely to affect country risk (253). Undertaking a macro-assessment of country risk will give Exin Global a broad understanding of the general factors that are likely to affect the company’s operation in the host country. The degree of political risk in a country influences the performance and ease with which multinational corporations conduct business operations in the foreign market. Qatar is located in a region characterized by a significant level of instability and social unrest. One of the notable sources of social unrest relates to the recent Arab Spring that led to the emergence of new political regimes. Moreover, the rate of terrorism in the region is substantially high. The prevalence of these issues in the region might adversely affect investor confidence. Despite the cases of terrorism and social unrest in the MENA region, Qatar is characterized by minimal political unrest (â€Å"AMB Country Risk Report† 3). Therefore, the level of investor confidence in Qatar has not been affected adversely. Due to the minimal cases of social unrests in Qatar, Exin Global is likely to operate smoothly in the host country. Moreover, the likelihood of encountering loss due to social unrest is significantly low. Despite Qatar’s ranking amongst the peaceful countries in the MENA region, the sustainability of the peaceful conditions in the country remains to be a balancing act. The country has enacted foreign policies aimed at supporting the Muslim Brotherhood in the MENA region, specifically in Egypt (Hawser par. 5). The country’s foreign policy position might lead to the emergence of distru st amongst countries in the GCC and MENA regions. This aspect might affect the ability of the subsidiary firm established by Exin Global in Qatar capacity to export its products to the neighboring countries. Macro-financial risk Qatar’s economy is largely dependent on revenue generated from oil production. Qatar is the global leader concerning the production and exportation of liquefied natural gas. Over 90% of the country’s budget is funded using revenue generated from the exportation of oil (Parasie par.4). In spite of past positive economic performance, Qatar’s economy might be affected by fluctuation in global oil prices. A recent evaluation of the country’s economic performance by the International Monetary Fund [IMF] indicates that Qatar might experience budget deficit due to the low oil prices currently being experienced n the oil producing countries. Parasie asserts that the oil generating economies are characterized by booms and bursts (par. 5). The occurrence of a budget deficit might make the Qatari government consider increasing corporate and income taxes to cater for the budget deficit. Increasing the tax rate might adversely affect influence the company’s capacity to generate sales revenue due to a reduction in the consumers’ purchasing power. Micro-assessment The political risk affecting the fast moving consumer goods industry in Qatar is relatively low because of the support offered by the government. The Qatar government has established free economic zones such as the Doha Industrial Estate. The rationale of the Doha Industrial Estate is to promote the establishment of medium and light scale industries. Furthermore, the Qatar government offers investors in the free economic zones a tax holiday depending on the nature of their manufacturing activities. Therefore, Exin Global might benefit from establishing a manufacturing unit within the designated free economic zones. For example, the tax holiday will culminate to a reduction in the cost of operations. Subsequently, the firm will be able to establish operations in Qatar. Techniques for assessing country risk To assess the country risk, it is imperative for the company’s management team to undertake an extensive country risk assessment. First, Exin Global management team should conduct a comprehensive reconnaissance on the new market. The firm can achieve this goal by sending the Business Development Committee members to Qatar to assess the attractiveness of the market. During the inspection visits, the Committee should interview government officials, consumers, and industry executives on the uncertainties that are likely to be encountered in the target country. The firm might conduct a quantitative analysis by evaluating the historical data. This move will play a critical role in determining how the firm is sensitive to risk the risk factors. Moreover, the Business Development Committee should further consider integrating the Delphi technique. Under this technique, the organization should seek the independent opinion of industry analysts or experts regarding the country risk. The Delphi technique is critical to understanding the perceived country risk (Madura 450). Alternatively, the business might consider developing a checklist to be used in rating the risk factors. Based on rating, Qatar can be defined to be relatively stable as illustrated in Table 2 below. The table shows that the overall assessment of the country’s risk is stable as indicated by a comparison between the previous and current rating. Measuring country risk Before making the decision on the most appropriate foreign country to enter, the company’s management may consider comparing country risk rating. Based on this approach, the company’s management team will be able to make a decision on the most attractive country to enter. In this case, a comparison of the risk rating between Qatar and Kuwait shows that Qata r is the most attractive market. The overall assessment of Qatar has remained stable with a rating of B while that of Kuwait has declined from a rating of B to C. Qatar Kuwait Risk ratings Current Current Previous Previous Current Previous Previous Previous Rating Score Rating Score Rating Score Rating Score Overall assessment B 29 B 28 C 41 B 40 Government effectiveness risk C 46 C 46 D 68 D 68 Labor market risk C 43 C 43 C 57 C 57 Legal regulatory risk B 40 B 40 C 55 C 55 Foreign trade payments risk A 11 A 11 B 21 B 21 Labor market risk C 43 C 43 C 57 C 57 Tax policy risk A 19 A 19 B 31 B 31 Financial risk B 33 B 29 B 29 B 29 Security risk A 14 A 11 A 18 A 14 Macroeconomic risk A 15 A 20 B 30 A 20 Table 2: Comparison of country risk (â€Å"Economic Intelligence Unit† par.8) The rating scores range between 1 and 100, where a score of 100=most risky. Similarly, a rating of E represents the riskiest factor. Incorporating country risk in capital budgeting The company should further consider integrating country risk in its capital budgeting process. The rationale of integrating country risk in the capital budgeting process is to assess the likelihood of generating and sustaining positive returns in the long-term. To achieve this goal, the company may consider determining the adjusted cash flow and discount rate. The adjustment of estimated cash flow will enable the company to assess how its cash flows will be affected by the country risk in Qatar. Alternatively, integrating the country risk is also essential in the company’s effort to determine the most appropriate discount rate that the firm should consider in determining project cash flows. Importance of country risk analysis to Exin Global The process of undertaking country risk analysis will play a critical role in the company’s effort to evaluate the capacity to generate sales revenue by entering in Qatar. Understanding the country’s labor market r isk will enable the firm to determine the ease of sourcing and developing a strong human capital from the host country. Moreover, country risk analysis will aid in the determination of the ease of undertaking sales and manufacturing activities in Qatar. The attainment of this goal arises from the determination of different issues such as the degree of corruption, bureaucracy, the host government attitude to foreign investors and blockage of fund transfers. Minimizing country risk Exin Global should consider minimizing country risk by complying with the laws and regulations specified by the host government. Alternatively, the company should consider sourcing human capital from the host country. The company may consider customizing its products to meet the local market needs. This move will aid in ensuring that it products gain a high level of market acceptability. Effect of risk on the firm’s profitability The degree of country risk has a significant effect on the profitabilit y of MNCs. An economy characterized by a high country risk due to cases of security and political unrest means that country might not undertake sales and manufacturing activities without disruptions. Subsequently, the level of profitability might be reduced substantially. Moreover, political unrest might lead to loss of the company’s property hence stalling manufacturing activities. Actions taken by the government to protect the industry The Qatar government promotes foreign investment in the consumer goods industry through the enactment of the Foreign Capital Investment Law. According to the law, foreign companies operating in Qatar are not subject to expropriation. Additionally, the Qatar government does not restrict foreign companies from transferring equity ownership to either local or foreign investors. In addition to the above issues, the Qatar government protects foreign investors by enacting the intellectual property rights. Thus, investors can undertake product inven tion and innovation in the country. Conclusion International market expansion presents one of the most effective strategies that profit-oriented companies can adopt to achieve profit and wealth maximization. However, successful cross-border market expansion depends on how effective business executives understand the host country risk. Country risk analysis is critical in determining the degree of exposure that a multinational enterprise can encounter in the domestic and host country. It provides multinational corporations with a multidimensional view of the international business environment. Suggestions To enter the Qatar market, Exin Global should adopt different techniques in evaluating country risk. One of the most effective techniques entails cross-country rating to identify the most attractive market. Alternatively, the company should further undertake a continuous assessment of the country risk. The continuous assessment will provide the firm with insight on how the country r isks changes. Subsequently, it will be possible for the firm to undertake the necessary adjustments to its risk management processes. Works Cited AMB Country Risk Report: Qatar. 2015. PDF file. 2015. Web. Economic Intelligence Unit: Risk briefing; Qatar 2015. Web. Hawser, Anita. Report; Qatar faces geopolitical risk, 2012. Web. Krummel, Jacob. International banking business, Berlin: Drucker Humbolt, 2007. Print. Madura, Jeff. International financial management, Mason: Cengage, 2009. Print. Parasie, Nicolas. Qatar risks budget deficit in 2016 due to low oil prices, IMF says, 2015. Web. Trading Economics: Qatar 2015. Web. Rochon, Louis, and Sergio Rossi. The encyclopedia of central banking, Cheltenham: Edward Elgar Publishing, 2015. Print. Sharan, Vyuptakesh. International business; concepts, environment and strategy, Delhi: Pearson, 2006. Print. This report on Qatar Country Risk was written and submitted by user Ellen Sharpe to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The Rise of Dell Computers essays

The Rise of Dell Computers essays In 1984, at the age of 19, Michael Dell founded Dell Computer with a simple vision and business concept that personal computers could be built to order and sold directly to customers. Michael Dell believed his approach to PC manufacturing had two advantages: (1) bypassing distributors and retail dealers eliminated the markups of resellers, and (2) building to order greatly reduced the costs and risks associated with carrying large stocks of parts, components, and finished goods. While Dell Computer sometimes struggled during its early years in trying to refine its strategy, build an adequate infrastructure, and establish market credibility against better-known rivals, its build-to-order and sell-direct approach proved appealing to growing numbers of customers in the mid-1990s as global PC sales rose to record levels. And, just as important, the strategy gave the company a substantial cost and profit margin advantage over rivals that manufactured PCs in volume and kept their distribu tors and retailers stocked with ample inventories. Going into 1998, Dell Computer had a 12 percent share of the PC market in the United States, trailing only Compaq Computer and IBM, which held first and second place in the market, respectively. Worldwide, Dell Computer had nearly a 6 percent market share. The company was gaining market share quickly in all of the world's markets. The company's fastest growing market for the past several quarters was Europe. Even though Asia's economic woes in the first quarter of 1998 resulted in a slight decline in Asian sales of PCs, Dell's sales in Asia rose 35 percent. Dell's sales at its Internet Web site was averaging $5 million a day and was expected to reach $1.5 billion annually by year-end 1998. Since 1990, the company's stock price had exploded from a split-adjusted price of 23 cents per share to $83 per share in May 1998. Dell Computer was the top-performing big company stock so far during...

The New Career Path for Headmasters - Then and Now

The New Career Path for Headmasters - Then and Now The route to the headmasters office has changed. Once upon a time, the headmaster, often referred to as the head of a school, was almost certainly somebody with teaching and administrative experience. Better yet, he or she was an alumnus or an alumna - an old boy or an old girl, well connected and respected within the community. However, in an increasingly competitive marketplace with higher expectations placed on schools, the profile of the head of school is changing. To be sure, its a gradual change. But its a change nonetheless, and its occurring because the challenges facing a head of school these days require experiences and skill sets not usually found in a person who is first and foremost an educator. The Way It Used to Be For years, the way to the top of the private school organization chart was through the hallowed halls of academe. You graduated from college with a degree in your subject. You were engaged as a teacher, coached your team sport, kept your nose clean, married acceptably, raised some children of your own, became dean of students, and after 15 or 20 years you were in the running for head of school. Most of the time that worked just fine. You knew the drill, understood the clientele, accepted the curriculum, made a few changes, tweaked the faculty appointments ever so slightly, steered clear of controversy, and magically, there you were: receiving a nice check and being put out to pasture after 20 years or so as head of school. The Way It Is Now Life got complicated in 90s, however. Years ago, it used to be that the head could run his school simply by looking out his office window and observing what was going on. A periodic look in at the faculty lounge and an occasional meeting with alumni and parents to raise some money - it all was pretty straightforward. Even a bit dull. Not any more. The head of a private school in the new millennium has to have the executive ability of Fortune 1000 executive, the diplomatic skills of Ban Ki-moon and the vision of Bill Gates. S/he has to deal with substance abuse. S/he has to be politically correct. His graduates have to get into the right colleges. He has to raise millions for this project and that. He has to sort through legal issues which would numb the mind of a Philadelphia lawyer. He needs the diplomatic skills of an ambassador to deal with parents. His technology infrastructure costs a fortune and doesnt seem to have improved teaching at all. On top of all this, his admissions department now has to compete for students with several other schools which years ago could hardly be considered the competition if they existed at all. CEO vs Educator Many people first acknowledged this shift in  the summer of 2002, when Mayor Michael R. Bloomberg of New York City surprised the masses by  appointing a lawyer/executive with no formal educational administrative training as Chancellor of the New York City schools. As CEO of the Bertelsmann, Inc. media conglomerate, Joel I. Klein brought vast business experience to that most complicated of assignments. His appointment served as a wake up call to the educational establishment as a whole that new and imaginative approaches to school administration are needed. This was only the first step in what soon became a rapidly changing environment.   Private schools shifted from viewing themselves solely as academic institutions to operating under dual roles: schools and businesses. The academic side of operations continues to grow and flourish with the changing times, often faster than the business side of these elite institutions. However, heads have begun to acknowledge the need for augmented admission offices to recruit students, development offices to raise money to support school operations, and business offices to better manage the daily financial needs of schools and their communities. The need for strong marketing and communications has also become apparent, and continues to grow rapidly, with schools employing large offices of skilled professionals working to develop new target audience.   The new heads role isnt to simply ensure that everything plugs along in terms of day to day tasks. But rather, the new head is responsible for leading a powerful group of professionals who are working to ensure that the school thrives in difficult and at times, downright volatile market conditions. While the head isnt expected to know how to do everything, he or she is expected to provide clear and concise goals and strategic vision.   The biggest, and often hardest change for many to swallow is the need to  see families as customers and not only as parents of students with malleable minds which need solid training, nurturing and direction for success in later life.  Ã‚   Characteristics to Look for Choosing the right head is critical part of moving your school successfully through changing circumstances and financial tough times. Given the large number of constituencies within a school community you will need to find a strategic leader and consensus builder. A good head listens well. S/he understands the widely differing needs of parents, faculty and students, yet demands the partnership and cooperation of all three groups to accomplish his educational goals. S/he is a skilled sales person who has a solid grip on the facts and can articulate them convincingly. Whether s/he is raising money, speaking at a seminar in his area of expertise or addressing a faculty meeting, s/he represents and sells the school to everybody s/he encounters. A good head is a leader and an exemplar. His vision is clear and well thought out. His moral values are above reproach. A good head manages effectively. S/he delegates to others and holds them accountable. A good head doesnt have to prove himself. He knows what is required and accomplishes it. Hire a Search Firm The reality is that to find this person, you may have to spend some money and hire a search firm to identify suitable candidates. Appoint a search committee which can include trustees as well as representatives from your school community such as a student, a faculty member and an administrator. The search committee will vet the applicants and present a candidate for the board of trustees approval. Hiring a new headmaster is a process. It takes time. If you do it right, you have charted a path for success. Get it wrong and the results could be just the opposite.

Children's Listening Skills Essay Example | Topics and Well Written Essays - 2750 words

Children's Listening Skills - Essay Example This essay approves that the listening comprehension assessment tests measure the extent to which the child can comprehend information that is listened to. Listening comprehension tasks are usually age and grade appropriate and is directly comparable to reading comprehension assessment. Since there are several factors involving listening, it would be best if all these factors are considered first and come up with an authentic assessment that will address all the concerns to be fair for the child involved. This report makes a conclusion that listening is a very important aspect of child’s development. It may come naturally and automatic at birth as hearing but it must be trained to a higher level which is listening for a purpose. Listening seems to be the basis of other communication skills. A baby needs to listen to the sounds around him or her, and to learn how words are produced and how language may be used. As the child grows up, he or she needs to develop his/her listening skills to acquire more skills such as words meaning, understanding, reading, and comprehension. Through listening, a child can gather several information that he or she may use to his or her advantage. He or she may even come up with his or her idea after synthesizing. Listening is very important, if not the most important, skill a child may learn for him or her to succeed in school, and with her relationships with friends and family. It is appropriate and imperative that the child learn how to develop hi s or her listening skills as soon as possible, guided adults, by research and new technology.

Evaluate the extent to which the methods of justification employed by Essay

Evaluate the extent to which the methods of justification employed by Kant in his Groundwork of Metaphysics of Morals provide models for other theories of justi - Essay Example ) can be achieved only with if based on the observation of the actions from an objective point of view and not a critical one because in this case there is the possibility that certain behaviours could be characterized as hostile to the general social framework, an action which should be avoided – at least at the primary stage of the behavioural analysis. Current paper deals with the identification of any possible element of Kant’s work – particularly the Metaphysics of Morals – which can be used as a substantial theoretical source for the support of other theories of justification. In order to achieve the above task the paper has been divided in three parts. Part One presents the methods of justification used by Kant in Metaphysics of Moral. A general overview is also made regarding the value of Kant’s work for the researchers in the area of moral philosophy. Part Two refers to the theories of justification used by other philosophers, like Rawls and Hare. The idea of utilitarianism is also presented in this part in order to explain the stages of development of moral theory in the history. Finally, Part Three summarizes the views presented in the above two parts in an effort to identify the possible relation between the methods of justification used by Kant and those applied by other theorists in the area of moral philosophy. It is also examined to which level the first ones could be used as models for the second ones. In order to understand the Kant’s perceptions regarding the justification applied in all aspects of human behaviour we should primarily refer to the two fundamental ‘formulae’, which are in fact the theoretical framework on which Metaphysics are based. More specifically, in accordance with Kant the following two formulae can support the interpretations of human behaviour as presented throughout his work: a) the Formula of Universal Law : â€Å"Act only on that maxim through which you can at the same time will that it should become a

A Cultural Comparison - Romanian vs. Canada Essay Example for Free

A Cultural Comparison Romanian vs. Canada Essay Authored by Cristina Hurà © 2 November, 2012 International Communication Supervised by Professor Jeanine Deen Word Count: 2440 Abstract The paper discusses the comparison between the Canadian national values displayed by Rogers Communications and Romanian national values displayed by COSMOTE Romania through their commercial advertising and how they do so. The research findings use Hofstede’s cultural dimensions to classify the behavioural differences amongst Canadians and Romanians and thereafter identify the variations in cultures and values. Furthermore, Hofstede’s country scores determine what kind of cultural differences exist among both countries while examining the individualism- collectivism (IC) dimension, the masculinity-femininity dimension (MF) and uncertainty avoidance (UA). Keywords: Canada, Romania, Cultural Dimensions, Hofstede, individualism- collectivism (IC), masculinityfemininity (M F), uncertainty avoidance (UA), national values. Introduction To begin, the cultural dimensions used throughout this research consist of three out of five dimensions created by Hofstede being the individualism- collectivism (I-C) dimension, the masculinity-femininity dimensions (M F), and uncertainty avoidance (UA). They are compared in COSMOTE Romania’s and Rogers Communications’ TV commercials. Both COSMOTE Romania and Rogers are wireless communication networks providers. To understand COSMOTE Romania and Rogers’ underlying principles, that are also connected to their consumers national values, their slogans can be identified as â€Å"our world is you† (COSMOTE Romania) and â€Å"your most reliable network† (Rogers). The first comparison deals with individualism displayed in the Canadian commercial and the collectivist/familial aspect displayed in the Romanian commercial. In addition, the MAS index is used. The Romanian commercial demonstrates â€Å"femininity† in the sense that two men are caring for each other and COSMOTE Romania takes pride in being able to connect these two, or people in general, because in Romanian dominant values in society are caring for others and quality of life. The Canadian commercial demonstrates a high standard of performance, and this is why Rogers Wireless sells â€Å"as your most reliable network.† In the commercial(s) the actors are usually presented in a business setting, where two men are being compared. One has a phone that runs off a Rogers network and he is very efficient with all his business matters, while the other is inefficient because he doesn’t have a Rogers phone and never has service, or applications that contribute to his work performance. Furthermore, to compare the uncertainty aspect, the Canadian UAS index is very low, meaning that they are more willing to accept new changes, such as new wireless networks or mobile phones in this case. COSMOTE Romania may offer new phones and new services, however, their message doesn’t focus on new technology, it focuses on making it easier to maintain traditional aspects of society, such as interpersonal relationships and familial bonds. The message is clear that they help connect people, and their slogan directly translated â€Å"our world is you† also demonstrates the caring/feminine aspect of Romanian culture. Hofstede’s Country Scores Literature Review The primary source of information used throughout, is Hofstede’s book, Cultures and Orgagnizations : Software of the Mind. It is important to understand his cultural dimensions and define them in order to comprehend the basis of this research. The first dimension is individualism vs collectivism. Cultures that display individualistic characteristics are thought to be independent and only take care of themselves and their immediate families. This defines the â€Å"I† culture. On the contrary, collectivist cultures work together and take care of one another, while their identity pertains to the â€Å"we† culture. The second dimension of masculinity – femininity refers to cultures that can associate and value achievement, heroism, assertiveness and material reward for success (masculine) vs. cooperation, modesty, caring for the weak and quality of life. In a feminist culture, citizens look out for one another and aim to achieve consensus. The final dimension that is used to examine the commercial advertisements is uncertainty avoidance. This dimension compares those cultures that are uncomfortable with the uncertainty and such as unforeseeable results relating to business concepts, for instance. Countries with strong UAI aim to control the future instead of allowing it to happen and maintain rigid attitudes. In comparison, countries with a weak UAI score are more relaxed and will allow for a life without strict plans and control. (Hofstede, 2010) A Romanian professor, Nicolae Bibu, from West University Timisoara also identifies Romanian culture characteristics as being collective and feminist with high uncertainty avoidance, which supports Hofstede’s country scores. He writes a piece named Convergences of the Romanian societal culture with European culture clusters in the process of European integration. The role of intercultural teams management in increasing European cohesion and analyzes Romanian culture as an Eastern European (EE) country as he finds that most EE countries have similar societal values. He states that â€Å"EE cluster’s societal values is characterized by much more performance, future oriented, humane, lower level of power differentiation, a higher level of structure (uncertainty avoidance), and a higher level of gender egalitarianism. The profile of Romanian societal values is quite similar to EE scores.† (Bibu, 2008) Canadian culture, being highly individualistic with low uncertainty avoidance is supported by three authors Scott J. Vitell Saviour L. Nwachukwu James H. Barnes as they write their piece The Effects of Culture on Ethical Decision-Making: An Application of Hofstedes Typology. 3 This paper deals with the way different cultures approach ethical business practices and their notions of what is ethical, depending on their national values as described by Hofstede. The authors compare individualistic cultures with low uncertainty avoidance and use Canada and the US to compare them to Japan, having opposing values. Their research describes the way business practitioners behave when making ethical decisions. Canadian business practitioners consider themselves to be primary stakeholders whereas; the Japanese would consider other employees and stakeholders to be more important. (Vitell; Nwachukwu; Barnes, 1993) This highlights the differences between cultures high and individualism and those who are high on collectivism. Romania would be in line with the Japanese culture on this score. This research paper supports the findings while comparing Romanian and Canadian commercials as it defines similar behaviours in business practitioners than in the messages portrayed in the commercials being analyzed. Thus, the examples the authors offer demonstrate and explain how the different behaviours reflect national values. Method Primary Research To determine whether or not Hofstede’s country scores based on individualism- collectivism (IC), masculinity-femininity (MF) and uncertainty avoidance (UA), participant observation was used in a natural setting, with a narrative recording. Thereafter, the findings have been applied to determine if it would be logical for the Romanian commercial to display collectivist, feminist aspects of society with a high level of uncertainty avoidance and if it would also be logical for the Canadian commercial to display individualist and masculine aspects of society with a low level of uncertainty. Having visited Romania several times and more recently, I observed the way people interacted with one another and drew conclusions regarding their mindset that would reflect their cultural values. Three age groups were observed: 20-30, 45-55, 75-85. For Canada, the knowledge gained from growing up in the country is used and the same age groups are kept into consideration. Secondary Research COSMOTE Romania offers information on their vision, stance and philosophy which is found on their website. This was used to identify their purpose and relate it to the ways COSMOTE projects themselves through their commercials. Rogers Wireless also offers plenty of information on their corporate website which was used to compare the same internal message that they project to the public. In addition, Hofstede’s country scores and cultural dimensions and the additional sources that offer patterns of behaviour with opposing cultural dimensions are used to support the validity of commercial messaging intending to relate to cultural values (see literature review). Results Cultural values are most obvious in older age groups. However, depending on familial values and personality, some may be carried down to the younger generations as it has been apparent. Spending a weekend in Brasov, Romania, a group of three males, aged 21-30 were observed in their interactions with their girlfriends and amongst each other. All three males will be named X, Y and Z for this narrative recording. X and Y are childhood friends, where as Z is a recent acquaintance. All three males displayed caring qualities for each other even with the new acquaintance. They look out for one another in the sense that they offer all their belongings without any question. The same goes for the females, 1, 2 and 3. 1 and 2 are cousins and 3 is a recent acquaintance as well. Female 3 invited the new females 1 and 2 into her home with male Z instead of having them find a hotel to stay for a weekend. All members greet each other very closely by kissing each other on the cheek and the host will always have drinks or food to offer the guests. The guests always bring a gift to the host as sign of respect. A bizarre observation: the birthday girl pays for all her invitees. She is celebrating herself so she doesn’t see why others should pay for her if she wants to have the people she is closest with spend her birthday with her. This displays the collectivist aspect of Romanian culture. In addition, all grandparents consider it their duty to care for their grandchildren while grandparents will always be taken care of by their children even if it means taking them into their home until the end of their lives. Similar observations were made amongst the other age groups. Family and relationships are very important in Romania, and everyone is a team player. More obviously amongst the elders, order is very important. They appreciate certainty and do not take risks for the sake of living. Plans are important to be followed and decisions are made very ethically and logically. This is obvious in the way the elders interact with me, being one of a younger generation and even the advice they give about future plans and career paths. Romanian’s appreciate the relationships they have with their friends and family over material goods (a fast car, brand name items etc.) This is due to the fact that average salary in Romania is very low and thus, they try to appreciate what they already have instead of seeking material goods that are difficult to afford in the first place. Another factor that contributes to the high level of uncertainty avoidance is the communist regime that was led by Ceaucesc u until 1989. Those who lived in his time still maintain a rigid code of conduct. Ceaucescu’s regime ruled around the fact that the government must know everything about all citizens. There are no secrets so that no citizen could have any information to over through the government. In Canada, family isn’t always number one. There are many more families that are distant and don’t follow their day to day lives or check up on each other regularly than in Romania. People are risk takers. They seek instant gratification rather than carefully planning out what to do the next day, what to do with their lives in general, and what logical decision to take. Having European friends in Canada and Canadian ones as well, the differences in values are more obvious when visiting their homes. The atmosphere is different. They don’t have offerings for their guests, and the guest isn’t expected to bring an offering in return. Dinner is usually made separately from the parents or re st of the family. Everyone seems to be on their own in practice, which exemplifies the more individualist aspect of Canadian culture. Work will come before family, as has been observed. It seems like there is always competition, representing the masculine aspect of society. Material goods represent success. There are plenty of opportunities in Canada to achieve over average salaries. Due to the fact that people are individualistic and there are no expectations to care for those who are beyond their immediate families, they can focus on their business success which in turn gives them a competitive edge to be the best. This doesn’t necessarily start in school as has been observed among my friends, but when it’s time to enter the work place, money is very important. This of course also depends on personality and the family background or history. In Canada, â€Å"innovation† is a regularly used word when companies are describing their values. This again, represents the lower uncertainty avoidance as Canada’s cultural values don’t include a rigid structure and are more laid back. Thus, innovation is valued even though new ideas may or may not work risk is exciting. Conclusion By reflecting on what life in Canada is like, and by having analyzed the different interactions amongst people in Romania, it is safe to say that Hofstede’s country scores are indeed accurate. Romania is a collectivist, feminist society with a high level of uncertainty avoidance. Canada is an individualist, masculine society with a low level of uncertainty avoidance. The commercials display these findings by symbolizing values through behaviour. COSMOTE Romania’s commercial shows an elderly man, and a middle aged one both sitting on a bench. The elderly man see’s a butterfly and asks the man sitting next to him â€Å"what is that?† The man responds, â€Å"a butterfly.† The same question is asked three times before the middle aged man is frustrated. When the elderly man asks the middle aged one to read a passage from a book he shows him, the story unfolds. The middle aged man used to ask his father (the elder) over and over what that (the butterfly) is and his father would answer every time, without anger or frustration. This defines the care the father showed his young son, and how the now grown up son should treat his father. Here, the symbol of a feminist, collectivist society is obvious. The message at the end of the commercial is â€Å"we are offered so much time to talk, but we don’t find the time to listen† and COSMOTE’s network helps you find that time to listen. The Rogers commercial shows two business men having lunch, and one is anxious because he has to get back to work in time, as his cell phone doesn’t offer the same capabilities that the other man’s does. The man with the Rogers cell phone is able to do some work while he’s having lunch so he doesn’t have to rush back to his desk to finish his work. This demonstrates the masculine and individual aspect of society as one man is ahead of the other in his work, and it symbolizes a sort of competition. They don’t work together as they are looking out for individual needs. Also, the message Rogers carries across is a rise in technological innovations making it obvious that uncertainty avoidance in Canadian culture is low. Limitations to the research include the limited settings of interpersonal interaction in Romania and also, the fact that I was not able to visit Canada again, my observations were based on the general knowledge and experiences I had encountered in the past. There were not many publications or research available on Romanian and Canadian values and how they are represented in society or through marketing communications. However, due to the fact that I have been close to Romanian and Canadian culture, I was able to relate my findings in accordance to the messages and values displayed in both commercials and identify the accuracy in Hofstede’s country scores. Commercial Links COSMOTE Romania http://www.youtube.com/watch?v=sc-76rGfVBk Rogers Communications http://www.youtube.com/watch?v=V15Cfnwo8Lsfeature=related Works Cited Bibu, N.(2000). Comparative Management. The cultural approach. Mirton Publishing House, Romania, pp.9-10. Accessible at http://ssrn.com/abstract=1156343 Mooij, M de (2009). Global Marketing and Advertising. Understanding Cultural Paradoxes. Sage publications. Hofstede, G., Hofstede, G.J Minkov M. (2010). Cultures and Organizations : Softwares of the Mind . Published by McGraw-Hill. Pepenel, Madelaine; Voicu Ioana-Iulica.(2010). The Organisational Structure of Telecommunications Companies Case study: The OTE Group. Accessible at http://ssrn.com/abstract=1804512 Roper, Steven D. (1994). The Romanian revolution from a theoretical perspective. Communist and Post-Communist Studies.Volume 27, Issue 4, December 1994, Pages 401–410. Accessible at http://www.sciencedirect.com/science/article/pii/0967067X94900043 Vitel l, Scott J.; Nwachukwu, Saviour L.; Barnes, James H. (1993). The Effects of Culture on Ethical Decision-Making:An Application of Hofstedes Typology. Journal of Business Ethics 12: 753—760. Kluwer Academic Publishers. Printed in the Netherlands. Accessible at: http://wwwkrcmar.informatik.tumuenchen.de/lehre%5Clv_materialien.nsf/intern01/632C3F7767 61A11BC1257871005959C6/$FILE/Paper%2018.pdf Verluyten, Paul S. (2010) Intercultural Skills for International Business and International Relations: A Practical Introduction with Exercises. Published by: ACCO, Belgium. Samovar, Larry A; Porter, Richard E; McDaniel, Edwin R; Roy, Carolyn S. (2010). Communication Between Cultures, 8th edition, International edition. Published by: Wadsworth Cengage Learning. Websites http://geert-hofstede.com/dimensions.html http://www.rogers.com/web/Rogers.portal?_nfpb=true_pageLabel=about_landingcustomer_t ype=Residential http://www.cosmote.ro/en/WhoWeAre.aspx?style=stylesns=-10002cid=17218

Journalistic Standards in the Matt Drudge Era Essay -- Exploratory Ess

Journalistic Standards in the Matt Drudge Era Introduction Public trust is at the heart of journalism. Such trust is built upon the credibility journalistic efforts. In the past, though mistakes have been made by even the most reputable of news providers, credibility was maintained and public trust in the journalist industry was steady. However, with the Internet taking its first infant steps into the reporting world, concern is being vocalized that public trust in journalism will be damaged by mavericks, such as Matt Drudge, who, without any foundation in reporting seek to tell the entire world every little secret he can dig up. And he’s been wrong. This paper will examine the debate surrounding online journalism, including a general look at journalistic standards and an account of Matt Drudge’s activities as an Internet investigative reporter. With the pressures of staying current with technology, news services scramble to grab a piece of the Internet â€Å"pie,† but struggle to determine what the ethical standards should be and how public trust can be maintained in an environment where anyone with a computer and online capability can be a reporter. Review of Literature â€Å"Let the future begin.† These words closed Matt Drudge’s introduction during his June 2, 1998, address before the National Press Club. His topic: â€Å"Anyone with a modem can report on the world.† Times are changing and â€Å"traditional journalism† is finding it difficult to adapt. The Internet as a mass communications vehicle is challenging many accepted norms. Journalistic standards and ethics are among the most debated topics. Though Matt Drudge is certainly not the only person reporting online news in a method inconsistent with traditional st... ...99: 24. Ryan, Leslie, â€Å"In Drudge Era, Educators Make Case of J-Schools,† Electronic Media, Vol. 17 (39) 1998: 26-27. Sandberg, Jared, â€Å"Call It the Drudgegate Affair,† Newsweek, Vol. 134 (22) 1999: 50. Snyder, Beth; Kerwin, Ann Marie, â€Å"’Clintern’ Story Raises Issues for Cyberjournalism,† Advertising Age, Vol. 69 (5) 1998: 32. Stevenson, Kerry, â€Å"The Technology, Business, and Ethics of News,† International Broadcast Engineer (IBE), Oct 1999: 44. Swaine, Michael, â€Å"Error-Correcting Journalism,† Dr. Dobb’s Journal: Software Tools for the Professional Programmer, Issue 313, 2000: 152. Webster, Nancy Coltun, â€Å"Drudge Report,† Advertising Age, Vol. 69 (26) 1998: S22. Weir, David, â€Å"Web Journalism Crosses Many Traditional Lines,† Nieman Reports, Vol. 54 (4) 2000: 35-38. Wilson-Smith, Anthony, â€Å"What’s New About the Web,† Maclean’s, Vol. 113 (29) 2000: 14.

How does Shakespeare use language, structure and dramatic devices in Macbeth? Essay

How does Shakespeare use language structure and dramatic devices to create tension in the play? Shakespeare uses language, structure and dramatic devices to great effect to create and uphold the dramatic atmosphere throughout both scenes. These two scenes in particular are significant due to the fact that they show the characteristics of Macbeth change from a battle-hardened, honourable and combat-decorated warrior to an emotionally unstable, cowardly individual who is susceptible to other peoples’ coercive measures, namely his wife; Lady Macbeth. Macbeth seemingly talks to himself to portray the conflict currently raging away in his mind as whether to assassinate the King or not and reasons for and against such an action. The soliloquy is particularly effective in this manner due to its generic function being to create a better understanding of the thoughts within the subjects head, in this instance; the reluctance of Macbeth to kill Duncan and his reasons for such opinions. A soliloquy also creates a better audience-character bond and increases the emotional attachment felt by the audience for the character. In the soliloquy we are given several reasons as to why Macbeth is averse to committing regicide; one being his blood-relation with the King and his position as the King’s subject: â€Å"First, as I am his kinsman and his subject, Strong both against the deed†, he himself clarifying the two relations to be â€Å"strong† reasons against the potential act. Another is his description of such an act metaphorically as digging one’s own grave: â€Å"Commends the ingredients of our poison’d chalice To our own lips† foreseeing the potential consequences of his actions as being potentially fatal. Another justification to affirm his position is his description of King Duncan as a humble and efficient ruler: â€Å"Duncan Has very humble in the use of his power has been So confident in his great duty that his virtues Will pray like angels†. Effectively informing the audience that nothing can be gained from his usurping of power other than an increase in Macbeth’s own power. Lady Macbeth uses aggressive and manipulative language when conversing with Macbeth; this is maintained throughout both scenes to conserve her domineering feature over Macbeth and also uphold her large influential impact on him over making important decisions. The most important extract which clearly proves this point is arguably the defining moment of her character and we begin to see her as a fully-formed 3-dimensional and begin to see her â€Å"true colours†: â€Å"How tender ’tis to love the babe that milks me: I would, while it was smiling in my face, have pluck’d my nipple from his boneless gums and dash’d the brains out, had I so sworn as you Have done to this.† She is explicitly confronting him for his apparent cowardice due to his hesitant approach to the assassination by telling him that if she promised she would kill their baby (as a hypothesis) she would â€Å"dash his brains out† without reluctance ; using guilt as a means to persuade. This shows, more than ever, the vicious and violent side to Lady Macbeth as opposed to the unsure and hesitant Macbeth. Macbeth concedes to this powerful statement by asking a weak and meaningless question showing the audience that he has already succumbed to her will: â€Å"If we should fail?† This is answered by a rhetorical question: â€Å"We fail?† and again implying his cowardice by asking him to dig deep for his courage and they will not fail: â€Å"But screw your courage to the sticking-place and we’ll not fail.† And then goes on to tell Macbeth of her plan to assassinate the King by offering the King’s guards wine and eventually their memory â€Å"will be a wisp of smoke†, â€Å"Anything we can’t put off on His officers who are like sponges† and them taking the blame for their â€Å"great quell†. Lady Macbeth also puts his love for her into question as a means to coerce him into carrying out her demands: â€Å"From this time Such I account thy love. Art thou afeard To be the same in thine own act and valour?† Which is a very devious albeit clichà ¯Ã‚ ¿Ã‚ ½ statement from a female, questioning their partner’s love for them for them to spring into action reassuring them of their love and affection for them. Act 1 scene 7 would have generated great excitement for the Elizabethan audience at the time due to the gender-reversal of roles between Macbeth and Lady Macbeth. Social hierarchy put women below men in terms of authority in almost every aspect of every-day life in the 1600s whether they were peasants or nobles they would be deemed inferior and the males, more often than not, took the domineering roles and were deemed superior to their social counterparts. Lady Macbeth is seen to be the exact opposite of a typical Elizabethan woman: she is shown as cunning and cruel, cold and calculating which were all archetypal characteristics of males. This is proven by Macbeth’s reaction to her plan of assassination as he retorts with : â€Å"Bring forth men-children only, for thy undaunted mettle should compose Nothing but males.† Indeed confirming that the characteristics possessed by Lady Macbeth were only to be found in men and men only. This response is in stark contrast to what our response would be as our orthodox perception of the characteristics of individuals are not based solely or majorly on gender and although a stereotypical view may still exist within some in modern-day society it is still not as deeply engrained into our perception of people as it was in the 17th century. Shakespeare has intentionally left out the murder scene of Duncan for the audience to recreate the scene in their minds as it would be infinitely better represented inside one’s head and would have a better impact rather than the simple shock of a few seconds of seeing blood and gore. This is due to one’s imagination being more able to represent such a scene and will increase the suspense and excitement for the audience. The conversation between Lady Macbeth and Macbeth is portrayed as tense due to the short replies and questions between the two which help to build and maintain tension: â€Å"I heard the owl scream and the crickets cry. Did you not speak?† â€Å"When?† â€Å"Now.† â€Å"As I descended?† â€Å"Ay.† This short exchange of words at a time when discussing the murder clearly shows the anxiety in the two characters and also creates an anxious atmosphere within the audience. From my analysis above I have come to the conclusion that Shakespeare effectively uses language, structure and dramatic devices to maintain the drama where necessary, in this instance the two scenes which are pivotal to the whole play and consequently the most dramatic are filled with such features to maintain drama through unorthodox situations and characters, role reversal and aggressive language to name a few.

Mall Culture

Gone are the days when people had to buy different things from different places. People would visit local Kirana stores for purchasing daily-required household materials, and go to some other local markets for buying clothes. Shopping was never as convenient for people as it is now. The shopper gets the experience of one stop shop. From apparels to FMCG goods, the consumer gets leisure time visiting malls. Each store offers an individual a wide variety be it for choosing a stationery pen or a laptop. One of the reasons for the existence of mall culture is globalization. Products and brands from various places, cultures and communities are under one roof. One of the central features of conventional shopping areas and stores has been their uni-dimentionality. Local festivals and events are given special importance within the mall world. Festivals often become the occasion of greater consumption and are also reflected in the fashion trends of the season. The globalization of culture defines the reshaping of public space in the city. The new cosmopolitan lifestyles, represented in the cosmopolitan culture, now demands new kinds of spaces that reflect global diversity, product range and cultures. The look and feel of the malls is a clear reflection of the cosmopolitan lifestyle that we follow. The lavish use of glass in all these malls suggests possibilities and is future directed. When a person looks in or out of a shop they encounter yet another in the form of a reflection. It creates a sense of hyperrealism which is also seen in the fluid designs often adopted for walls and floors. Time and weather conditions do not really matter since the lighting, arrangement of spaces and the controlled environment makes it very real. Malls are ahistorical and postmodern secular in nature. While the streets of any city carry markers of history, the mall lives exclusively in the present. The use of plastic, glass, PVC, etc, further shows its contemporary existence. Freed of the spaces of religion caste, class the mall is a substitute for the secure spaces for religion and social grouping. The mall marks pedestrianization of space. As soon as we enter a mall it gives a clear list of directions. Each area is well demarcated which directs the public easily to their destination. The space between various sections inside the stores is reduced thus increasing the outer walking space which runs across the entire complex. The construction of the malls is such that one store leads to the other and not very easily to the exit. The mall is an escape, separated from the rest of the city. It is a sanitized standalone space set apart from the city’s dirt, pollution, chaos and traffic. Another important aspect of the malls is strict security which keeps undesired elements out and directs parking. It caters to the smooth functioning of the mall. When a shopper goes to a mall he gets to choose from a wide range of goods and products. The mall is there for a space of display where goods are arranged for maximum visual appeal. In other words the arrangement of goods hass to be attractive enough to instill desire for particular products so that the shopper will purchase the same. Spectacle, attention holding and desire are the central elements of the shopping experience of the mall. Thus visual appeal is very important in the structure of the mall. The presence of models and posters constitute the spectacular fantasy. In a mall there is constant display of consumption where one is surrounded by large size posters of attractive men and women, cozy families and energetic youth. An individual gets the illusion of acquiring perfection as embodied in these images. The spectacle can be experienced not only visually but also through the sense of touch. The trying on of clothes and accessories, handling the objects, performing actions give us a theoretical experience. The spectacle effect is also achieved through the vistas that open out at every level within a mall. Huge balconies and viewing points at every floor enable one to survey large sections of the store. It suggests a sense of choice – where to go? What to buy? We have a prospect of shopping unveiled before us. The mall is also hybrid in another sense, it is a place for shopping and of social interaction. It is not uncommon to see the mall’s spaces transformed into spaces of youth culture, with youngsters meeting friends for an evening. A lot of space in the malls is occupied by food courts and entertainment zones where people of all age groups come to eat, drink, chill and relax. All this adds to the footfall in the malls. Food courts in malls provide a wide range of options which represent the global village of food culture. One can choose from Chinese, Italian, Indian or Mexican the list is endless. Malls, have either cinemas, game space or spas for leisure and recreation. In fact it can be argued that shopping is only one of the several purposes of a mall and leisure is central to its very structure, style and organization. Leisure shopping i. e. pleasure shopping for non essentials is an important aspect of the mall culture . A stroll through the mall which might lead to an actual purchase is about the pleasure of the stroll of spectacle and secure environment. The constant pipe of the music is part of the malls attempt to ensure that we see it as space of relaxation and leisure. However it is not that the mall is exclusively the producers design. In spite of the wide variety that a mall offers there is always a lack of individuality since all brands are available in different sizes and often in different colors. With the increasing number of malls and the ever increasing brands in those malls one can often spot a lot of people wearing the same clothes. As you get more, you want even more! this is the exact phenomenon which takes place in malls. There is no end to our constantly increasing desires. This often is a result of the immense visual appeal done by the malls. To grab the attention of more and more customers thousands of rupees are spent every month to add to the look of the place. Hence an immense and quite unnecessary amount of electricity that is used to lighten up the malls results in lack of electricity in places where it is essentially required. The customers decoding is only limited to the producers encoding. This is because a person cannot have more than what has been designed by the producer. From just shopping to an all in one package, malls are one place where more is less. Mall Culture Walking through the mall-filled streets of Los Angeles, the author of ‘Mall Culture’ mulls over a thought he believes could change the world − the magical idea of doing away with want, desire, and discontent. If this superb plan could ever be carried out, man’s life as he knows it would come to an abrupt end. The reasoning behind it is relatively simple. After all, if we don’t need anything, why would we need to do anything to fulfill non-existent needs? Goodbye selling, marketing, advertising, craving, unhappiness and most importantly, malls. The author talks of how malls literally breed ‘wanting’, as kids stand and gawk at flashy display cabinets, learning very young to ache for things they may never have. Yes, the mall is a much safer place for kids to hang out in and yet it has also become a substitute for everything − meeting places, social activities, sporting events, even parks and beaches. Entertainment in its many forms is being tailor made for a generation that has forgotten how to entertain it self or worse, seek entertainment from within. What is most disheartening about mall culture is that it has buried the ‘art of reflection’, ‘solitude’ and ‘providing for yourself’, replacing it instead with material desires, intense dissatisfaction, the vicious cycle of wanting, buying, having and then wanting more. Customers are no longer people anymore. They’ve become substitutes for the money in their wallets. That’s the end goal and marketing tactics will do anything to draw it out. The author definitely doesn’t want this lifestyle for his twelve year old son, much less for anyone else. But how much can he do about it? That’s where the challenge lies. RESPONSE Yes, the malls are wolves in sheep clothing. Yes, they’re necessary evils. Yes, impressionable young minds should stay far, far away from it. Greed, want, desire − malls are propagators and mass producers of those qualities. I’d like to rewind to when video killed the radio. An entire generation lamented over the many minds it numbed and how children were turning into couch potatoes it generated. And yet, television continues to extend its prolific influence over the world. Has it made a difference? Yes, both positive and negative. It seems like Shepherd is doing pretty much the same thing by dissecting the mall. There’s ‘boy-girl stuff’ happening in these malls, it’s replacing all forms of social activity, it’s making robots of our children, and all though it looks safe, it actually isn’t. Says Patrice Duker, media relations manager for the International Council of Shopping Centers, â€Å"Each decade has its own development trend. In the ’70s and ’80s it was enclosed malls. In the 1990s it was power centers – strips of big box stores like Wal-Mart, Staples and Petco all in a row.†[1] Shepherd’s essay also has a solution to this dilemma that his son and most kids his age are in − a fantastic fantasy. What if desire could be replaced with satiation, want with contentment? Well, on a more realistic note, what if we could work out a balance between the mall culture and a lifestyle that comprises other forms of entertainment as well? How about ensuring kids make it to those organizations that teach children to read and clean landscape? How about looking at the silver lining − your son isn’t watching television! [1] Botelho, Bridget, October 10, 2004. Open-air retail markets outstrip mall mentality. Providence Business News, Issue 19-26. May 16, 2007    Mall Culture Gone are the days when people had to buy different things from different places. People would visit local Kirana stores for purchasing daily-required household materials, and go to some other local markets for buying clothes. Shopping was never as convenient for people as it is now. The shopper gets the experience of one stop shop. From apparels to FMCG goods, the consumer gets leisure time visiting malls. Each store offers an individual a wide variety be it for choosing a stationery pen or a laptop. One of the reasons for the existence of mall culture is globalization. Products and brands from various places, cultures and communities are under one roof. One of the central features of conventional shopping areas and stores has been their uni-dimentionality. Local festivals and events are given special importance within the mall world. Festivals often become the occasion of greater consumption and are also reflected in the fashion trends of the season. The globalization of culture defines the reshaping of public space in the city. The new cosmopolitan lifestyles, represented in the cosmopolitan culture, now demands new kinds of spaces that reflect global diversity, product range and cultures. The look and feel of the malls is a clear reflection of the cosmopolitan lifestyle that we follow. The lavish use of glass in all these malls suggests possibilities and is future directed. When a person looks in or out of a shop they encounter yet another in the form of a reflection. It creates a sense of hyperrealism which is also seen in the fluid designs often adopted for walls and floors. Time and weather conditions do not really matter since the lighting, arrangement of spaces and the controlled environment makes it very real. Malls are ahistorical and postmodern secular in nature. While the streets of any city carry markers of history, the mall lives exclusively in the present. The use of plastic, glass, PVC, etc, further shows its contemporary existence. Freed of the spaces of religion caste, class the mall is a substitute for the secure spaces for religion and social grouping. The mall marks pedestrianization of space. As soon as we enter a mall it gives a clear list of directions. Each area is well demarcated which directs the public easily to their destination. The space between various sections inside the stores is reduced thus increasing the outer walking space which runs across the entire complex. The construction of the malls is such that one store leads to the other and not very easily to the exit. The mall is an escape, separated from the rest of the city. It is a sanitized standalone space set apart from the city’s dirt, pollution, chaos and traffic. Another important aspect of the malls is strict security which keeps undesired elements out and directs parking. It caters to the smooth functioning of the mall. When a shopper goes to a mall he gets to choose from a wide range of goods and products. The mall is there for a space of display where goods are arranged for maximum visual appeal. In other words the arrangement of goods hass to be attractive enough to instill desire for particular products so that the shopper will purchase the same. Spectacle, attention holding and desire are the central elements of the shopping experience of the mall. Thus visual appeal is very important in the structure of the mall. The presence of models and posters constitute the spectacular fantasy. In a mall there is constant display of consumption where one is surrounded by large size posters of attractive men and women, cozy families and energetic youth. An individual gets the illusion of acquiring perfection as embodied in these images. The spectacle can be experienced not only visually but also through the sense of touch. The trying on of clothes and accessories, handling the objects, performing actions give us a theoretical experience. The spectacle effect is also achieved through the vistas that open out at every level within a mall. Huge balconies and viewing points at every floor enable one to survey large sections of the store. It suggests a sense of choice – where to go? What to buy? We have a prospect of shopping unveiled before us. The mall is also hybrid in another sense, it is a place for shopping and of social interaction. It is not uncommon to see the mall’s spaces transformed into spaces of youth culture, with youngsters meeting friends for an evening. A lot of space in the malls is occupied by food courts and entertainment zones where people of all age groups come to eat, drink, chill and relax. All this adds to the footfall in the malls. Food courts in malls provide a wide range of options which represent the global village of food culture. One can choose from Chinese, Italian, Indian or Mexican the list is endless. Malls, have either cinemas, game space or spas for leisure and recreation. In fact it can be argued that shopping is only one of the several purposes of a mall and leisure is central to its very structure, style and organization. Leisure shopping i. e. pleasure shopping for non essentials is an important aspect of the mall culture . A stroll through the mall which might lead to an actual purchase is about the pleasure of the stroll of spectacle and secure environment. The constant pipe of the music is part of the malls attempt to ensure that we see it as space of relaxation and leisure. However it is not that the mall is exclusively the producers design. In spite of the wide variety that a mall offers there is always a lack of individuality since all brands are available in different sizes and often in different colors. With the increasing number of malls and the ever increasing brands in those malls one can often spot a lot of people wearing the same clothes. As you get more, you want even more! this is the exact phenomenon which takes place in malls. There is no end to our constantly increasing desires. This often is a result of the immense visual appeal done by the malls. To grab the attention of more and more customers thousands of rupees are spent every month to add to the look of the place. Hence an immense and quite unnecessary amount of electricity that is used to lighten up the malls results in lack of electricity in places where it is essentially required. The customers decoding is only limited to the producers encoding. This is because a person cannot have more than what has been designed by the producer. From just shopping to an all in one package, malls are one place where more is less.

Developing a Sustainable Procurement Policy The WritePass Journal

Developing a Sustainable Procurement Policy Introduction Developing a Sustainable Procurement Policy ). According to Kennard (2006, p.1), ‘sustainable procurement is the process whereby economic development, social development and environmental protection are balanced against business needs.’ In simpler terms, sustainable procurement means carefully considering the impact of every purchasing decision on the environment and on society. The United Nations’ definition of sustainable procurement is similar to that of Kennard (2006). The UN (2010) defines procurement as sustainable if it is able to integrate requirements, specifications and criteria, which are compatible with and favourable towards the protection of the environment, promotes social progress, and supports economic development. Environmental aspect refers to the impacts of the product or service on the environment over the whole life-cycle (i.e. from cradle to grave). Social aspect deals with the effects of purchasing decisions on issues such as labour conditions, international equity in the distribution of resources, etc. Last but not least, economic considerations involve purchasing based on principles of best value for money, price, quality, availability and functionality. These can be achieved through resource efficiency, improving the quality of products and services, and by optimizing costs. For private business organisations engaging in sustainable procurement, it cannot be denied that that they are maximising net benefits both for themselves and the world at large (i.e. society and external environment). As such, businesses integrate cost considerations and the basic procurement criteria of price and quality, with sustainability impacts (usually evaluated in terms of quality consideration). The environmental, economic, and social factors that are part of sustainable procurement are known as the ‘triple bottom line’ or TBL (Meehan Bryde 2011). Despite the seemingly complicated requirements and processes involved for sustainable procurement, this is not meant to burden the market with additional obligations (UN 2010). Sustainable procurement is a well-defined strategy that can be phased gradually throughout the supply chain and the organisation’s business processes. When implemented effectively, sustainable procurement promotes dialogue and open communication between the suppliers, procurers, and management operations. Business Drivers for Sustainable Procurement There are several incentives for businesses to engage in sustainable procurement. One of the main drivers for sustainable procurement is due to its financial benefits. Sustainable procurement helps organisations to eliminate waste, be more energy efficient, reduce the company’s carbon foot print, and save money. Moreover, it can help to enhance the company’s image since this will have a positive impact on customers, especially as there is a rising demand for products and services that are produced in a more socially responsible and environmentally friendly way (CIPS 2012). Engaging in sustainable procurement also helps an organisation to establish a competitive advantage by improving competitiveness. Additionally, sustainable procurement will allow the company to comply with environmental legislation. Some organisations also aim to promote resource efficiency or increase their standing in sustainability rankings such as the Dow Jones Sustainability Index (Copeland 2012). This may be motivated by the company’s corporate social responsibility (CSR) initiatives. Practicing sustainable procurement helps companies to achieve their CSR objectives. For instance, some sustainability programmes provide jobs by sourcing supplies locally, which in turn helps to develop the local economy. The company can also improve their ethical, health and safety standards by requiring suppliers to source raw materials in an ethical and responsible way (OPITO 2012). Kennard (2006) lists down the different benefits of sustainable procurement. These are also some of the main drivers that motivate businesses to practice sustainable procurement in their supply chain management and operations. Manage costs by implementing a more comprehensive approach to whole-life costing Improve internal and external standards via conducting performance assessments Compliance with environmental and social regulations or legislation Manage business risks Improve the company’s image and/or brands Develop a sustainable supply chain for the future Involve the local community A study conducted by Price Waterhouse Coopers and EcoVadis (2010), in collaboration with the INSEAD Social Innovation Centre quantified the value drivers associated with sustainable procurement policies. Through examining several case studies, the quantitative model was developed by analysing the three main drivers for sustainable procurement (i.e. cost reduction, risk reduction, and revenue growth) and their impacts on the company’s annual procurement expenditures, market capitalization, and revenue. These were then compared to the implementation cost of a sustainable procurement programme. The findings of the study show that the cost reduction impact of sustainable procurement outweighs the implementation costs, especially on categories where cost savings and sustainability benefits are aligned. This indicates that businesses engage in sustainable procurement because the value drivers that compel them to engage in sustainability are evaluated to be beneficial to their organi sations. Table 1. Analysis of the main drivers for sustainable procurement vs. impacts on company’s performance Source: Waterhouse Coopers and EcoVadis (2010) Evaluation of Case Studies on Sustainable Procurement In this section, two global multi-national companies are evaluated in terms of their sustainable procurement policies. These are AkzoNobel and IKEA. Case Study: AkzoNobel AkzoNobel is a one of the leading companies in the manufacture and supply of paints, coatings, and specialty chemicals. As of 2012, the company has revenue of â‚ ¬15.7 billion and 57,200 employees in its global operations (AkzoNobel 2012). In 2008, AkzoNobel is the first company to combine its annual report and sustainability report into a single publication. This demonstrated that sustainability is a business case, instead of a novelty, which was an idea held by most companies. For its 2009 agenda, the company included as one of its priorities the achieving world class sustainability and safety. AkzoNobel won the ProcureCon award in 2008 for its leadership in sustainable procurement. AkzoNobel is also one of the top-ranked companies in the Dow Jones Sustainability Index and in 2012; it was evaluated as one of the global super-sector leaders in chemicals (Van Hoeven 2012; AkzoNobel 2012; Achilles 2008). Table 2. Assessment 2012 – Global Supersector Leaders (1) Source: Dow Jones Sustainability Index, Annual Review 2012 It is evident that AkzoNobel has embedded sustainability in its overall corporate strategy. The company manages sustainability by integrating it across the business and it is reviewed based on a balanced score card. In order to map out their sustainability achievements, AkzoNobel has developed a framework to assess the environmental, economical and social aspects of their operations. This framework has three levels: (Van Hoeven 2012; AkzoNobel 2012) Invent – to identify and manage areas that will provide long-term and sustainable opportunities for the company; work with customers and suppliers in delivering eco-premium solutions; and develop their people to lead and deliver innovative solutions Manage – to incorporate a strong sustainability component throughout the entire value chain; work in partnership with suppliers to ensure business integrity and help deliver sustainable value to the customers; optimise processes, improve yields and improve energy efficiency Improve – to improve in meeting compliance especially in the following areas: Integrity management; heath, safety, environment and security management; Product stewardship; and Employment practices. Figure 1. AkzoNobel’s Sustainability Framework Case Study: IKEA IKEA is a global retail powerhouse in the home furnishings sector with over 338 stores worldwide. As of 2012, the company has a sales turnover of â‚ ¬27.5 billion and 154,000 workers in its global operations. IKEA’s business idea is supported by its vision of offering well-designed, functional, and low-priced home furnishing products. The company makes its products affordable so as to enable many people to afford them (IKEA 2012). IKEA’s business units have integrated sustainability in their business plans and managers are responsible for achieving the company’s sustainability targets. To support its sustainability objectives, the company has employed social and environmental specialists with expertise in a wide range of areas. IKEA stores and distribution centres also have social and environmental coordinators to provide training and monitor working conditions, safety, waste management, and water and energy conservation (Van Hoeven 2012). IKEA utilizes a Sustainability Product Score card to help classify its home furnishing range and help the company move towards more sustainable product development. It serves as a guide in improving products based on 11 criteria that have an impact on a product’s sustainability profile during its life-cycle. The results of the scorecard are displayed in individual product labels (IKEA 2011a). Table 3. IKEA KPI Customers IKEA integrates sustainability in every stage of the value chain. The company is creating and securing sustainable processes for: (a) Product development and sourcing of raw materials of home furnishings and food products; (b) Production and distribution; (c) Stores and shopping centres; and (d) Product end-of-life (IKEA 2011b). In terms of its procurement policy, IKEA has two important focus points: (Van Hoeven 2012) Increasing the sustainability its of supplier base The IKEA IWAY code of conduct is required to be followed by all suppliers. IKEA auditors regularly visit suppliers to ensure that they comply with IWAY criteria. These visits are either announced or unannounced and each supplier is visited at least twice a year. The Compliance and Monitoring Group is responsible for ensuring that the audit criteria are implemented worldwide. Increasing the use of sustainable raw materials. IKEA is taking up leadership in the stewardship of sustainable wood and cotton and the company is adapting their procurement and sourcing functions as necessary. Issues and challenges for organisations in developing a Sustainable Procurement Policy Sustainable procurement in the business setting requires a high degree of cooperation and commitment among all members of the supply chain. Additionally, the ‘lack of understanding of sustainability within business, coupled with poor training and accountability are significant barriers to building supplier capacity’ (Kennard 2006, p.1). Many businesses have developed tools and techniques to support this cooperation and commitment, as well as to instil sustainability accountability in the organisation. Training is very important in fostering a culture of sustainability within an organisation. All parties in the supply chain should be given adequate training regarding the importance and benefits of practicing sustainability. Moreover, the shifting of organisational and supply chain processes into a more sustainable way requires a lot of preparation and education (CIPS 2012). Ethical core values should also be incorporated in the sustainable procurement policies and procedures for contractors and suppliers. Transparency is essential in order to support the organisation’s ability in implementing and ensuring that the policies have been followed. Sustainable procurement policies should include environmental protection, safeguarding the organisation against corruption, respect and consideration for people, and zero-accident tolerance in safety and health issues (Kennard 2006). The transition to sustainable procurement is not an easy task. There are various product certifications, data, labels, and other documentations that make compliance to sustainability initiatives a big challenge. As such, it can be very difficult to synthesize the loads of data regarding a product’s sustainability attributes and evaluate it as sustainably compliant. Additionally, procurement professionals have another challenge – how to integrate these sustainability criteria into purchasing decisions, while also taking into account traditional considerations such as cost, quality, and delivery. More importantly, the biggest challenge is how to roll out the company’s sustainable procurement policy to the thousands of products that it purchases (Suarez 2012). The road to sustainable procurement can be daunting but organisations can start on the right path by aligning their sustainable procurement policy/approach with the company’s overall CSR initiatives and business priorities. Suarez (2012) recommends the following strategy for companies, which are in the beginning phase of their sustainable procurement policy: ‘By understanding how they define a product’s sustainability, companies can prioritize their efforts to reduce the impacts of the products they purchase and align their process with broader corporate sustainability goals. Looking at the full life-cycle of a product, they can focus on the highest impact areas, or hotspots, that overlap with their own commitments to sustainability’ (sec.2). It is also important for companies to consider and involve in the creation of a sustainable procurement policy other internal stakeholders who may not be directly part of the procurement process. For instance, departments such as marketing, product design, and operations/facilities may have significant influence on product specifications and these in turn can influence procurement decisions. The company should involve these individuals in considering sustainability impacts. It is recommended that a company engage in integrated sustainability procurement efforts in order to ensure that relevant people are involved in the process and sustainability is achieved (Suarez 2012). According to Copeland (2012), companies that want to be sustainable due to a passion for being green can only take it to a certain extent. Unless the board and shareholders support their sustainability objectives, they won’t be successful. However, getting the board and shareholders to support a sustainable procurement policy may not be that easy. To address this, the company needs to understand why it makes business sense to be sustainable. In order for the board to support the sustainable procurement policy, it is important to understand the whole life costing of the products being procured. This includes thinking about not just the purchase and usage cost, but also the cost of disposal. Sustainable procurement should also add to the value of the company’s existing products. The product should be improved in some way by the use of sustainable materials, rather than just being sustainable for the sake of being green (Copeland 2012). Procurement professionals should be championing sustainability objectives at the board level to help their organisation to thrive (Van Hoeven 2012). Implementation and Monitoring issues for Sustainable Procurement Implementation and monitoring a sustainable procurement policy is faced with many challenges. This is mainly due to the fact that implementing sustainable procurement means changing policies and procedures and fostering a new mindset and culture to the organisation’s management and employees. Undoubtedly, there will be resistance to such changes. A study by Meehan Bryde (2010) found that although some companies have sustainability objectives included in their corporate mission statements and despite external and internal pressures to embed sustainability; these have not translated into widespread practice of sustainable procurement in their organisations. This indicates that some organisations suffer from inertia in terms of their sustainability initiatives. To neutralise inertia and spur the organisation into action, the authors recommends several strategies: (a) Take experiences from other areas that emphasise the importance of inter-organisational relationships; (b) Develop a small number of sustainable development indicators for procurement and use more advanced environmental practices as examples to demonstrate how these elements have socio-economic impacts; and (c) Instead of just focusing on the pressures and drivers of sustainability, emphasise the triggers to overcome inaction and lead changes in behaviour amongst p rocurement staff. One of the issues in implementing a sustainable procurement policy is the lack of leadership and commitment (Kennard 2006). The organisation needs to elect sustainability champions who will lead in transitioning the company’s policies and processes. Without these leaders, there will be no one to drive the organisation’s sustainability efforts. These leaders should be held accountable for failure to meet the required standards. Alternatively, the organisation could set up a working group or steering committee, comprised of people from different departments, to help find the most effective ways to implement the sustainable procurement policy (Sustainable Procurement Resource Centre 2012). In monitoring the compliance to and effectiveness of a sustainable procurement policy, one critical area that may pose challenges to the organisation is the setting of measurements or KPIs (key performance indicators). The organisation should set how it is going to measure its progress and the impact of the sustainable procurement policy on its supply chain (Copeland 2012). According to Wilkinson Kirkup (2009), ‘Process KPIs can help to demonstrate an organisation’s intent to external organisations, whilst also helping the organisation track the implementation of policies’ (p.24). To avoid confusion and make it easier for employees to adapt, the company should not use a different measuring system than the one it normally uses. New information should be built into existing supplier scorecards and relationship management systems. There should be a seamless integration into the old measurement system so that the business runs as usual despite the changes (Copeland 2012). Another issue in monitoring is compliance. There is the possibility that suppliers will fail to comply with the sustainable procurement policy when the company does not follow up on compliance. As such, organisations should also conduct regular audits to ensure compliance. The performance of suppliers and other members of the supply chain must be regularly monitored to check for adherence to the organisation’s sustainable procurement policies (Wilkinson Kirkup 2009). Conclusions and Recommendations Implementing a sustainable procurement policy has positive final results for a business organisation. It can help to cut costs; increase product sale price, due to the perceived added value from procuring sustainably; and attract more customers through an improved brand reputation or company image (Copeland 2012). Moreover, according to the ICLEI (2012, p.1), a procurement policy that effectively incorporates sustainability can: (a) Reduce environmental impacts; (b) Drive social improvements; and (c) Achieve financial efficiency. These benefits are the main drivers which compel business organisations to engage in sustainable procurement. In evaluating the case studies of two multi-national companies, AkzoNobel and IKEA, it was found that in order for sustainable procurement to succeed, it must be integrated into all aspects of the business from management, operations, and supply chain. Both AkzoNobel and IKEA are leaders in sustainability in their fields because they have successfully embedded a sustainable culture into their businesses. They employ frameworks, principles, and KPIs to help them implement and monitor their sustainability achievements. They have very specific sustainability goals and they regularly audit the performance of different business units, especially in the supply chain, to ensure compliance with the company’s sustainable procurement policies. There are several issues and challenges to developing a sustainable procurement policy. These include: (a) The need for a high degree of collaboration and engagement among members of the supply chain; (b) Lack of understanding about sustainability; (b) Lack of accountability; (c) Poor training; (d) Difficulties in synthesizing loads of sustainability information; (e) Problems with integrating sustainability criteria into purchasing decisions; and (f) Lack of support from the board. There are also challenges in the implementation and monitoring of sustainable procurement policies. These include: (a) Failure to put into action the objectives set forth in the sustainability agenda; (b) Lack of leadership in commitment; (c) Difficulties in setting the measurement tool or KPIs; and (d) Problems in monitoring compliance. Taking into consideration the above challenges and issues, this paper recommends that developing a sustainable procurement policy should include the following: (Kennard 2006; Wilkinson Kirkup 2009) Make the organisation’s members aware of the importance of having a sustainable procurement strategy Train and guide internal and external members of the organisation and supply chain Develop links with other organisations and peer groups to learn from their experiences Develop a standard approach to measuring strategic outcomes Develop operational systems and procedures that are integrated with sustainability measurements and put these into practice in day-to-day procurement and monitoring activities References Achilles UK. (2008).  Achilles congratulate ProcureCon 2008 Sustainability Award Winners.  Available: achilles.com/en/uk/news/Achilles-congratulate-ProcureCon-2008-Sustainability-Award-Winners/. Last accessed 12th Dec 2012. AkzoNobel. (2012).  AkzoNobel Corporate.  Available: akzonobel.com/aboutus/akzonobel_at_a_glance/. Last accessed 12th Dec 2012. Chartered Institute of Purchasing Supply (CIPS). (2012).  Sustainable Procurement Review.  Available: cips.org/products-services/Sustainable-procurement-review/. Last accessed 12th Dec 2012. Copeland, E. (2012).  Sustainable procurement makes good business sense.  Available: supplychaindigital.com/procurement/sustainable-procurement-makes-good-business-sense. Last accessed 12th Dec 2012. Dow Jones. (2012).  Dow Jones Sustainability Index 2012 Review Results. Available: sustainability-indexes.com/images/review-presentation-2012_tcm1071-343085.pdf. Last accessed 12th Dec 2012. IKEA. (2011a).  The IKEA Group approach to sustainability.  Available: ikea.com/ms/en_US/about_ikea/pdf/group_approach_sustainability_fy11.pdf. Last accessed 12th Dec 2012. IKEA. (2011b).  Sustainability Report 2011.  Available: ikea.com/ms/en_US/about_ikea/pdf/sustainability_report_fy11.pdf. Last accessed 12th Dec 2012. IKEA. (2012).  The IKEA Concept.  Available: http://franchisor.ikea.com/concept.html. Last accessed 12th Dec 2012. International Council for Local Environmental Initiatives (ICLEI). (2012).  Sustainable Procurement.  Available: iclei-europe.org/topics/sustainable-procurement. Last accessed 12th Dec 2012. Kennard, M. (2006).  Sustainable Procurement.  Available: fig.net/pub/fig2006/papers/ts08/ts08_03_kennard_0843.pdf. Last accessed 12th Dec 2012. Meehan, J Bryde, D. (2011). Sustainable Procurement Practice.  Business Strategy and the Environment. 20 (2), p94-106. OPITO. (2012).  The importance of sustainable purchasing and supply: An OPITO Case Study.  Available: http://businesscasestudies.co.uk/opito/the-importance-of-sustainable-purchasing-and-supply/sustainable-procurement.html#axzz2EvE3MaUV. Last accessed 12th Dec 2012. Price Waterhouse Coopers, EcoVadis INSEAD. (2010).  Value of Sustainable Procurement Practices.  Available: pwc.com/en_GX/gx/operations-consulting-services/pdf/value-sustainable-procurement-practices.pdf. Last accessed 12th Dec 2012. Suarez, C. (2012).  Going from What to How in Procurement.  Available: bsr.org/en/our-insights/bsr-insight-article/going-from-what-to-how-in-sustainable-procurement/. Last accessed 12th Dec 2012. United Nations (UN). (2010).  What is Sustainable Procurement.  Available: https://www.ungm.org/sustainableprocurement/default.aspx. Last accessed 12th Dec 2012. Sustainable Procurement Resource Centre. (2012).  Sustainable Public Procurement.  Available: sustainable-procurement.org/about-spp/. Last accessed 12th Dec 2012. Walker, H, Gough, S, Bakker, E, Knight, L McBain, D. (2009). Greening Operations Management An Online Sustainable Procurement Course for Practitioners.  Journal of Management Education. 33 (3), p348-371. Wilkinson, A  Ã‚  Kirkup, B. (2009).  Measurement  of  Sustainable  Procurement.  Available: adamwilkinson.com/documents/measuring%20SP%20report%20release.pdf. Last accessed 12th Dec 2012.