My review and judgement for Toyshops online marketing Essay Example for Free

My review and judgement for Toyshops online marketing Essay Top shop online retail website allows their customer to purchase their products online. Top shop is generally regarded as the high street fashion centre for all women and men under 30, reasonably priced clothes suitable for all occasions. Top shop is one of the better laid out online shops the site uses an attractive black colour scheme and the clothes are divided into categories, viewers can choose to browse by New In items, Special Offers, Sale, Kate Moss range, Dresses, etc. Topshop is a high street fashion retailer that has been up and running since 1964 and is has successfully open 300 store across the UK, do shipments to more than 100 countries and has their eclectic British style is known all over the world. Over the years they have built a strong bond with industry insiders and in 2002 they joined forces with newgen, a scheme which allowed them to foster new design talent and provide a global platform for the scene’s brightest new stars. Topshop also the only high street brand to show on schedule at London Fashion week and Topshop Unique has become the style set’s hottest ticket. The Topshop formula is proving not just popular/reputation but profitable too. The chain made around $200 million in pre-tax profits last year on revenues of approximately $1.14 billion. Topshop online marketing system is very effective to its viewers/ users, Topshop’s online website benefits their customers because it give their customers the opportunity to visit their website at any time during business hours which make online shopping an excellent option for many busy shoppers. One of the most obvious benefit for online shoppers is convenience, online shoppers has the ability to purchase products/service from Topshop’s online website at any time which is most convenient for them. Their online website accepts orders twenty-four hours a day during normal business hours. Topshop’s online website provides their customers with total product information. Customers shopping online expect product details which is the Price, information on how the product or service runs on how to use it an so on, this is a benefit for the customer because before purchasing a product they get to see the price and get information on the product on how it will work out for them so they will get an rough idea of how it will work so before purchasing they could compare and select whether the price is suitable for them and if the service or product has what they need. Viewing items is easy – viewers can just click on the item they want to view in more detail and it brings up the name of the item, the price, a brief description of the product, materials used, suggestions for how to wear it, and a picture of the front and the back which you are able to zoom in. customers can see what sizes the item is available in sizes go from 6-16 and any sizes not in stock are greyed out. The business online features is beneficial to their viewer because it help to their viewers to find exactly what they are looking for in other words ‘easy to use’; images, colours, gifs, videos, drop down menus and search bars are all useful to the business viewers. Topshop’s online website also provides their viewers to be able to create their own account with the company, get additional information on their business, clothing and also complaints, viewers can write their own review on their products and service that the business offers. The effectiveness of the of Topshop marketing The effectiveness of Topshop marketing online gives customers an opportunity to purchase items from their online webpage, collect information about the product, service and also information about the business, their online webpage is also design in a way to enable their customers to get exactly what the they are looking; at the bottom of Topshop online webpage is where customers can get the information there need from the business such as, information about the business, how to find different branches, help and also other website that the customers can visit for update; Facebook, twitter, YouTube and also Google. Images, videos, pictures, drop down menus, gifs and search bar play a big impact on how customers view the business webpage, it make it easier for the customers to locate stuff on the business webpage, because these online features are visual. Topshop online website is effective because it help to attraction new customers to the business. The internet is a main asset to many people because they use this on a regular basis whether it is to communication, gather information or locate new places. Topshop use many marketing techniques to promote their online business, these are; promotional adverts online, email promotion, hyperlinks, on website such as twitter and Facebook and so on YouTube. Topshop also have an app for all smartphone, where customers can use to also purchase item, gather information and so on, this is very effective for their customers because this give their customers the advantage to shop from anywhere, during business hours. Topshop internet marketing states for Facebook and Twitter. Topshop continues to grow its following on social media sites, due to lots of features, in-store promotions and relatively high levels of engagement with fans and followers. Stats from E-Digital Research look at the number of followers for the top 20 retailers on Facebook and Twitter and, for the first time, Google+. Top 20 UK retailers on Facebook Topshop was also in pole position and it has added more than 1m new fans since May 2011. Its target audience are big Facebook and social media in general users, so the strategy of promoting its Facebook presence works well. Content is regularly updated to keep people interested, while it also promotes its social media profiles in stores and from its website. The retailer uses exclusive deals and interactive content to keep people interested. How much this translates into sales is another matter, but its significant that it hasnt opened an f-commerce store, presumably preferring to drive users to its product pages.

The Devil in Joyce Carol Oates Where Are You Going, Where Have You Bee

The Devil in Joyce Carol Oates' "Where Are You Going, Where Have You Been?" Her name is Connie, and she is not unlike many girls of the time she lives in. She is vain, she is constantly at war with her family, and she is in an incredible rush to grow up. Her race to maturity is the trait focused on in Joyce Carol Oates' "Where Are You Going, Where Have You Been." It splits Connie into two different personalities: 'One for home, and one for anywhere that was not home' (431). Everything about her?her walk, her smile, and her laugh?metamorphoses as soon as she steps out the front door. The child is hidden, the seductive young woman emerges, and the world of the ?big kids? is more than willing to take her in. This world is what she thinks she wants, until the day a shiny golden convertible pulls into her driveway and the the mysterious Arnold Friend emerges. Through Arnold Friend, Connie learns that her rush to grow up is foolish and that she is trying to jump into a world that she knows nothing about and that could be potentially dangerous. She ultimately releases her dream and clings to her family as never before, realizing that their firm grasp on her is not for their benefit, but her own. Joyce Carol Oates?s vivid description of Arnold Friend carries the most emotional freight, as the evil behind his apparent glamor brings about Connie?s change. Though he takes the outer appearance of a normal boy, everything about his behavior suggests that he is the Devil himself in disguise. The most obvious aspects of Arnold Friend that suggest that he is the Devil in disguise are his physical features. For example, several references are made to the abnormality of his feet. As he walks about, he stumbles... ...s images of Arnold Friend, suggesting that he is the Devil in disguise, make the story both moving and successful. Connie?s fright at the face of the Devil is shared by Oates?s audience, making it easier for them to understand both the emotional impact of her struggle and the gravity of the lesson being taught by the story: things are not always as they seem. Connie?s fright at the discovery of Arnold?s true nature is comparable to Eve?s fright at the awareness of good and evil. Connie jumped into a world that was as appealing to her as the serpent?s shiny red apple was to Eve, only to discover that everything beyond the savory exterior was fraught with venomous poison. Reference Oates, Joyce Carol, ?Where Are You Going, Where Have You Been?? reprinted in X.J. Kennedy?s Literature: An introduction to Fiction, Poetry, and Drama, 5th ed (Harper Collins, 1991).

Case study of yellow auto company Essay

Kelly and two other westerners working in Japan on the JET program had a dispute with their Japanese supervisor over sick leave. This report aims to analyze the decisions and issues in the case study from a personality and values perspective. The key decisions identified are in relation to recruitment, contract and training. The JET program did not require the ALT candidates to have any knowledge of Japanese. The salaries received by the JET participants were  considered unfair by their Japanese colleagues. The contract received by the JET participants were ambiguous and imprecise. In addition, the Japanese employees in the host institution expected the foreigners to work like the Japanese rather than following the terms of their contract. The program provided pre-departure training for JET participants, but did not provide the same level of training for Japanese employees on how to work with foreigners. Based on Hofstede’s Framework, it is found that the weaknesses of the decisions were mainly due to the differences in values of Japanese and western cultures. Japan is a society with high power distance, extremely high uncertainty avoidance, strong collectivism, strong masculinity and a long-term vision, whereas western societies have almost the opposite values. The seniority-based salary system, lifetime employment, the expectation to conform to social norms, dedication to work, loyalty to the employers and a male-dominated workplace are all features of the Japanese management system that the JET participants were unaware of. It is recommended that the JET program reassess its recruitment policy to include Japanese as a compulsory requirement for candidates, and adjust the salary package to reflect the seniority-based culture. It is also recommended to draft a rigorous contract to avoid any ambiguity. In addition to making the pre-departure training compulsory, Japanese employees should receive the same level of cross-cultural training. Moreover, better Personality-Job fit and Person-Organization fit may be achieved if applicant’s personalities are taken into account in the recruitment process. ​- 7 – 1. INTRODUCTION Kelly, Mark, Andrea and Suzanne, all in their 20’s, were hired by the JET program to work in Japan. During their placement, there was a bitter dispute between them and Mr. Higashi, the supervisor of the foreign JET participants, over sick leave. This report aims to explore the critical  decisions and issues in this case from a personality and values perspective. Firstly, the critical decisions regarding recruitment, contract and training will be analyzed. Secondly, there will be a discussion of the issues in national culture, values and personality. Finally, recommendations will be provided to facilitate future improvement. 2. CRITICAL DECISIONS 2.1 Key Decision 1 – Recruitment The JET program made the decision of hiring native English speakers to assist in foreign language teaching in Japan. The positions of Coordinator for International Relations (CIR) and Assistant Language Teacher (ALT) both required the candidates to have a university degree and an interest in Japan. CIRs were required to have a functional knowledge of Japanese, but ALTs were not required to do so. The above recruitment decision recognized the importance of native-speakers in foreign language teaching and the educational background of the candidates, however, the lack of Japanese language requirement for ALTs was a fundamental flaw in the recruitment decision. This language barrier caused difficulty in communication between the Japanese employees and JET participants. In addition, Mr. Higashi had to act as an interpreter because he was the only person who could speak English. Kelly, Mark, Andrea and Suzanne were young and inexperienced, yet they were paid the same salary as Japanese supervisors in the host institution. According to Adhikari (2005) and Hofstede (1993), Japan has a unique culture in which employees’ salaries are based on seniority rather than position. It is therefore unsurprising that the Japanese employees, all worked for more than 20 years in their career, felt uncomfortable about the salary of the JET participants. 2.2 Key Decision 2 – Contract All the JET participants in the office had a standard North American contract which set out the working hours, number of vacation days and sick leave they were entitled to. However after Kelly, Mark and Suzanne fell ill, they were  forced to use 2 paid vacation days rather than sick leave, which caused a serious tension between the JETs and Mr. Higashi. The strength of the contract was that it stated a set of rules for the JET participants to follow, but the weakness was that it was not rigorously written. Shaules (2008) argues that western contracts are explicit and detailed, whereas Japanese contracts can be flexible and open to interpretation. This cultural difference is reflected in the contract received by the JET participants. The definitions of â€Å"paid leave†, â€Å"paid holidays† and â€Å"special holidays† were ambiguous and they seemed to be used interchangeably within the contract. Section 1 of Article 11 says that the JET participants are entitled to 20 paid holidays, but Section 3 of Article 12 says that the special holidays (including sick leave) are paid holidays. Depending on the interpretation of â€Å"paid holidays† and â€Å"special holidays†, these two clauses either contradict with each other or repeat themselves. Apart from the wording of the contract, the ability to honour the contract was also problematic. Although the JET participants acted within the terms of their contract, their Japanese colleagues still expected them to stay past 5pm on weekdays and work on Saturdays. The contract said that a doctor’s certificate was only required if the JET participants took three or more consecutive days of sick leave, but Mr. Higashi asked Kelly to bring in the note even though she only took 2 day’s sick leave. 2.3 Key Decision 3 – Training The Conference of Local Authorities for International Relations (CLAIR) provided the JET participants with lots of information about working and living in Japan, and offered pre-departure training sessions about life in Japan and its potential problems. The strength of the above decision was that it recognized the cultural differences of Japan and western countries and the challenges faced by those JET participants working in Japan. The weaknesses of the decision were that  it did not make the pre-departure training sessions compulsory, and it did not offer similar training sessions for Japanese employees on the cultural differences and problems of working with westerners. The consequences of the above weaknesses were that Kelly found herself in unfamiliar and difficult situations because she had no experience or knowledge of the Japanese workplace. Had she attended the training sessions, she would have been better prepared for the difficulties of working in another country. Similarly, due to poor knowledge and understanding, the Japanese colleagues disapproved the lack of commitment of the JET participants, and did not know how to deal with them in an effective and harmonious manner. If the Japanese employees had received training on working with westerners, they would have had a better working relationship with the JET participants. 3. ISSUES 3.1 National Cultures and Values The weaknesses of the key decisions discussed in Section 2 mainly rooted from the differences in national cultures and values. Hofstede’s (1980, 1983, 1991, 1993, 2001) Framework for Assessing Cultures provides a theoretical ground for cross cultural management and research. The framework identified five value dimensions of national culture: power distance, uncertainty avoidance, individualism/collectivism, masculinity/femininity, and long/short-term orientation. The GLOBE Framework (House, et al., 2001; House, Javidan and Dorfman, 2002; Javidan, et al., 2005; Robbins and Judge, 2007) further extended Hofstede’s Framework to include assertiveness, in-group collectivism, performance orientation and humane orientation. Because the JET participants in the case study came from Canada, Great Britain and United States, the western cultures and values discussed below will refer to these specific countries. According to Hofstede’s (2001) findings, Japan has a higher power distance than western cultures, although the difference is not significant. However, Japan ranked notably higher in  uncertainty avoidance, collectivism, masculinity and long-term orientation. 3.1.1 Power Distance Japan has a seniority-based promotion and reward management system and a highly hierarchical society in general (Adhikari, 2005; Oishi, et al. 2005; Shaules; 2008). This is mainly influenced by the Confucian values which emphasize hierarchy and harmony. Mr. Higashi acted more like a father than a manager, because in a traditional Confucian family, the father is the head and always at the top of the hierarchy. Unaware of these Japanese values, the JET participants constantly challenged the authority of their supervisors. As a result, the Japanese employees working at the senior level were annoyed that these inexperienced young foreigners were hired to tell them how to do their jobs. Moreover, paying a manager-level salary to these young foreigners were also against the Japanese norm of a seniority-based salary system. 3.1.2 Uncertainty Avoidance Adhikari (2005), Brightman (2005) and Shaules (2008) all agree that Japanese culture expects everyone to conform to social norms and discourages individualism. This confirms the high uncertainty avoidance in Japanese society as claimed by Hofstede. Uncertainty avoidance was the reason why Mr. Higashi insisted to deal with the foreign JETS in the Japanese way. Because Mr. Higashi had lived all his life in Japan, the belief of conforming to social norms was deeply rooted in him. Shaules (2008) asserts that Japanese prefer to resolve conflicts in an indirect and mediated manner, whereas westerners tend to adopt a direct rule-based approach. This explains why the JET participants clearly referred to the contract and tried to resolve the sick leave issue with Mr. Higashi in a direct manner. On the other hand, even though Mr. Higashi was extremely agitated, he still chose to resolve the matter through the accountant rather than clarifying it there and then. 3.1.3 Collectivism Various literature (Adhikari, 2005; Brightman, 2005; Javidan et al., 2005; Lucier et al., 1992; Oishi et al., 2005; Shaules, 2008; Wang et al., 2005) claims that Japan is a highly collective society, which means that the needs of a group are always viewed as more important than individual needs, and  individuals are expected to sacrifice their own needs if there is a conflict between them. On the contrary, western societies tend to encourage individualism (Hofstede, 1991; Javidan et al., 2005). Scholars believe that the strong level of collectivism in Japan is due to the influence of Confucian values, which emphasize group orientation, relationships between individuals and showing respect (Fang, 2003, Wang et al., 2005; Yan, 2004). This explains why Japanese employees are so dedicated to their work and have great loyalty to their employers, whereas the JET participants prefer to use every single day of their holiday and fulfil their personal goals. 3.1.4 Masculinity Japan ranked No.1 in masculinity in Hofstede’s (2001) findings. Women often leave their work to look after the family after getting married, therefore, very few women work at the senior management level in Japan (Adhikari, 2005; Kei et al., 2010). This was the reason why all senior Japanese employees in the JET program were men. This also explains why Mr. Higashi kept asking Kelly to sign up to flower arranging classes or tea ceremony, as these were traditionally considered women’s activities. 3.1.5 Long-term Orientation Japan has a long-term oriented culture whereas western cultures tend to be short-term oriented (Lucier et al., 1992; Fang, 2003). One of the key characteristics of Japanese-style management is lifetime employment (Adhikari, 2005; Lucier et al., 1992). This was why the Japanese employees and supervisors all complained that the JET participants were never long enough to become part of the team, as they viewed the organization as a long-term family. On the other hand, Kelly had a short-term aim to make money, see the other part of the world and improve her Japanese. With this mismatch between the goals of the Japanese and western employees, neither of them could understand each other. 3.2 Personality The Big Five Model identified five factors of personality: extroversion, agreeableness, conscientiousness, neuroticism and openness to experience (Robbins and Judge, 2007; Roccas et al., 2002). It was clear that the JET participants and the Japanese employees had very different personalities. For example, Mark is an introvert who prefers to work alone, whereas most  Japanese employees tend to be extroverts who enjoy social gatherings after work. Mr. Higashi and other Japanese employees are highly conscientious whereas the JET participants are less so. The JET participants have lower emotional stability because they tend to get angry and distressed easily. In order to increase employee job satisfaction and reduce turnover, Holland (1996) and Gardner et al. (2012) promote the theory of Personality-Job fit and Person-Organization fit. This means to fit an individual’s personality with the characteristics of the job and the organization. The JET program should learn from the issues identified in this report and aim to increase the Personality-Job fit and Person-Organization fit in its future recruitment process. 4. CONCLUSION This report analyzed the critical decisions and issues in the case study from a personality and values perspective. The analysis was mainly based on Hofstede’s Framework, together with the Big Five Model, GLOBE Framework and Holland’s Person-Job Fit theory. It has been identified that the weaknesses of the decisions were mainly due to the lack of mutual understanding in culture and values. Different personalities also affected the harmony of the work relationship in this case. The next section will list the recommended actions in order to overcome the weaknesses identified in the analysis. 5. RECOMMENDATIONS The JET program is advised to take the following actions: 1. to introduce Japanese language requirements for all JET participants; 2. to assess the applicants’ personality in order to increase Personality-Job fit and Person-Organization fit; 3. to revise the remuneration package of JET participants so that they receive less salary than the Japanese supervisors; 4. to appoint a lawyer experienced in employment contract to draft a detailed and rigorous contract; 5. to make pre-departure training and orientation a compulsory requirement for JET participants; 6. to provide cross-cultural training to Japanese employees; 7. to consider extending the  maximum term of the JET participants’ contract or even consider offering permanent positions. ​- 7 – REFERENCES Adhikari, D. R. (2005) National Factors and Employment Relations in Japan, Japan Institute of Labour Policy and Training, Tokyo. Available from [accessed: 30/10/2013]. Brightman, J.D. (2005) Asian Culture Brief Japan, National Technical Assistance Centre, 2(6), available from [accessed 31/10/2013] Fang, T. (2003) ‘A critique of Hofstede’s fifth national culture dimension’, International Journal of Cross Cultural Management, 3(3), pp.347-368. Gardner, W.L., Reithel, B.J., Cogliser, C.C., Walumbwa, F.O. and Foley, R.T. (2012), ‘Matching personality and organizational culture: effects of recruitment strategy and the Five-Factor Model on Subjective Person-Organization Fit’, Management Communication Quarterly, 26(4), pp.585-622. Hofstede, G. (1980) Culture’s Consequences: International Differences in Work-related Values. Beverly Hills, CA: Sage. Hofstede, G. (1983) ‘Dimensions of National Cultures in Fifty Countries and Three Regions’, In: J.B. Deregowski, S. Dziurawiec and R.C. Annis (eds.) Expiscations in Cross-cultural Psychology, pp. 335-355. Lisse: Swets and Zeitlinger. Hofstede, G. (1991) Cultures and Organizations: Software of the Mind. London: McGraw-Hill. Hofstede, G. (1993) ‘Cultural Constraints in Management Theories’, Academy of Management Executive, 7(1), pp. 81-94. Hofstede, G. (2001) Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations. Thousand Oaks, CA: Sage. Holland, J.L. (1996) ‘’Exploring careers with a typology: What we have learned and some new directions’, American Psychologist, 51, pp.397-406. House, R., Javidan, M.,Hanges, P. and Dorfman, P. (2001) ‘Project GLOBE: An Introduction’, Applied Psychology: An international Review, 50(4), pp.489-505. House, R., Javidan, M. and Dorfman, P. (2002) â€Å"Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE†, Journal of World Business, 37, pp. 3-10. Javidan, M., Stahl., G.K., Brodbeck, F. and Wilderom, C.P.M. (2005) â€Å"Cross-border transfer of knowledge: Cultural lessons from Project GLOBE†, Academy of Management Executive, 19(2), pp. 59-76. Kei, K., Koichi, T. and Miwako, H. (2010) The survey of Japanese value orientation: analysis of trends over thirty-five years, NHK Broadcasting Studies, Japan. Lucier, C., Boucher, M. White, J. Cangemi, J. and Kowalski, C. (1992) ‘Exploring values of Japanese and American management systems’, Education, 112(4), pp. 487-498. Oishi, S., Hajm, J., Schimmack, U., Radhakrishan, P., Dzokoto, V. and Ahadi, S. (2005), ‘The measurement of values across cultures: a pairwise comparison approach’, Journal of Research and Personality, 39, pp.299-305. Robbins, S. P. and Judge, T. A. (2007) Organizational Behaviour, 12th Ed. New Jersey: Prentice Hall. Roccas, S. Sagiv, L., Schwarts, S.H. and Knafo, A. (2002) ‘The Big Five personality factors and personal values’, PSPB, 28(6), pp.789-801. Shaules, J. (2008) ‘The deep culture of Japanese values’, tcworld, available from [accessed 30/10/2013]. Wang, J., Wang, G.G., Ruona, W.E.A. and Rojewski, J.W.(2005), ‘Confucian values and the implications for international HRD’, Human Resource Development International, 8(3), pp.311-326. Yan, J. (2004) ‘The influence of Confucian ideology on conflict in Chinese family business’, International Journal of Cross Culture Management, 4(1), pp. 5-17.

Only People Who Earn a Lot of Money Are Successful.

Do you agree or disagree with the following statement? Only people who earn a lot of money are successful. Use specific reasons and examples to support your answer. Definitely, I do not totally agree with the statement of title. However, the wealthy people are indeed a successful group. So let me discuss what the success includes, and then to get a conclusion. First is money. There are too many examples to tell, such as Bill Gates, Dell, the mayor of New York and more and more. Nobody doubts their successes. Besides them, there are many wealthy people in the world. Are they successful? My answer is yes if they reach their goal with their endeavor. Money is a sign of their success, a result of their struggle, and fruit of their†¦show more content†¦We can say that they are not successful because they do not earn a lot of money. Lastly, there are other people who effectively earn a lot of money and are successful at the same time. But this success is not related to the money t hey earn but related to other thing. As an example the president of the country can earn a lot of money and he is a very successful person. His success does not has a relation with the money that he earns but with the decisions he makes to improve his country forward and help the citizens to have a good life in this country. Some people think that the people who are earned a lot of money are successful because they can buy whatever they want. I think we are not successful when we can buy what we want but we are successful if we know what to make with the money we earn to keep this success. It is wonderful to earn a lot of money and being successful at the same time. However, we have to understand that earning a lot of money cannot absolutely to the success but the success can lead in most cases to earn a lot of money. As competitions are getting more and more fierce, people are concerning about the problem of money more than ever before. I can’t deny the fact that money is something we depend on to raise family and get advanced education or so, but I also want to say that money is not everything. I totally disagree with the idea that only people who earn a lot of money are successful as some strongly hold, for successShow MoreRelatedOnly People Who Earn a Lot of Money Are Successful.1852 Words   |  8 PagesOnly people who earn a lot of money are successful. Do you agree with this statement? The greatest impact on society factor is money. Money has become common measures of success. Money has make people feel safety, happy and money also can satisfied their needs. Some people believe that only people who earns a lot of money is successful. However, others believe that one who does not earn much money can be a successful too. 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