Protection of Human Rights Essay Example | Topics and Well Written Essays - 4000 words

Protection of Human Rights - Essay Example Towards this direction it is supported that 'Britain has one of the worst human rights records in Europe and faces investigation over its failure to comply with a series of European court rulings'1. On the other hand, the recognition of human rights in Britain has been often related with specific sectors of the society, like the health sector. In this context, it has been noticed that 'there was much speculation about the potential impact of the Human Rights Act 1998 on established principles of health care practice; now the statute has been "bedded in", predictions that existing good practice would not fall foul of the legislation provided it was demonstrable, have proved to be broadly accurate'2. As it will be explained below, the Human Rights Act 1998 has been extensively transformed through a series of laws that have been published since 1998 (i.e. ... rights in England: 'human rights remain at the heart of the foreign policy agenda and the UK works through international forums and bilateral relationships to spread the values of human rights, civil liberties and democracy'3. This paper will evaluate the development of English law on human rights in comparison with the international law on the specific issue (with a special reference to USA and Australia). In this context, the EU laws and the laws of countries within the international community, like USA and Australia, are going to be examined in order to identify the main elements of human rights law as they are highlighted and respected by countries internationally. The potential conflict among existed legislation will be also discussed (if identified) and appropriate courses of action are going to be suggested. Chapter One In order to understand the criteria used by legislators around the world (including UK) in order to develop the various provisions regulated the human rights we should refer primarily to all aspects of human rights as a concept of significant importance for both governments and public within the international community. In this context, it is stated that human rights can be characterized as 'basic moral guarantees that people in all countries and cultures allegedly have simply because they are people'4. On the other hand, it is supported that 'the term 'human rights' has mainly positive associations (with liberty, security, freedom of expression etc) but there is little understanding of the application of human rights / the HRA to normal life / public service delivery'5. In accordance with the above definitions, human rights should be extensively protected by the law because they are the rights that guarantee the development (personal, social

Childhood obesity Research Paper Example | Topics and Well Written Essays - 500 words - 3

Childhood obesity - Research Paper Example The best control is to train the participants on what is expected of them. The training session will involve coming up with a different mindset that will assist the participants to veer off these destructions until the end of the study (Babbie, 2009). This will apply to the control group. The idea is to gain a great understanding of the instruments in place while making good use of the Obesity and Weight-Loss Quality of Life Instrument in checking out the various domains that affect the way of life for all these individuals. The goal is to establish the valid and reliable scores that emanate from the study. The instrument consists of different checklists that will assist in rating all the answers provided. Test-retest reliability will be carried out to ensure consistency in the results attained. Face validity will be the ideal way of working on the measures accurate enough to assess the ability of the scores to define the results reliably. Interventions will be carried out amongst both the control and dependent variables, working on the ability to systematically assess the changes that can happen when different variables are in place (Cohen, & Arieli, 2011). With the obese participants, there will be some physical activities taking place and a chance to check on the impact this has on their scores after this. The control group will also be divided into two groups, where one takes up physical activities while the other does not (Gorard, 2013). The results will be correlated to check on the impact this will have on obesity issues. Public distress is another area where intervention will take place. This will happen by looking at the major signs that will define the individual as well as contribute to the changes. Counseling will be a part of the intervention, assisting in redefining the effects of obesity on an individual (Babbie, 2009). The data collections methods will be questionnaires and surveys. These are

Micheal Dell Transformational Leadership

Micheal Dell Transformational Leadership Milestones Michael Dell is the founder and CEO of Dell computer corporation that is the worlds largest direct computer company. He is also the youngest person ever to head a Fortune 500 firm.   Michael Dell founded DELL in 1984, and currently serves as the chairman of the Board of Directors and chief executive officer. In 1998, Mr. Dell formed MSD Capital, and he currently serves on the boards of several organizations including the Foundation Board of the World Economic Forum, the executive committee of the International Business Council and is a member of the U.S. Business Council, the U.S. Presidents Council of Advisors on Science and Technology, the Technology CEO Council and the governing board of the Indian School of Business in Hyderabad, India. His Skills 1.  Ã‚  Ã‚   Visionary Micheal Dell saw great opportunity to provide computing technology in a more efficient way. That was the core idea of what became Dell Computer Corporation. He started the business with a simple question How can we make the process of buying a computer better? 2.  Ã‚  Ã‚   Internal Locus of control and Ability to Learn One of the first things I learned, though, was that there was a relationship between screwing up and learning: the more mistakes I made, the faster I learned. Micheal Dell 3.  Ã‚  Ã‚   Change-Oriented Behavior Micheal Dell did care for neither only people nor only task, he cared for both. He did not build the business solely on cost or price but also on a sustainable advantage. He cared most for sustaining loyalty among customers and employees, which, as he thought, could only be derived from having the highest level of service and very high-performing products engaging the entire company – from manufacturing to engineering to sales and to support staff – in the process of understanding customer requirements which then became a permanent focus of management energy, training, and employee education. 4.  Ã‚  Ã‚   Downward Consultation Micheal Dell practiced downward consultation; he always gathered opinions about What is the right plan? where believed that its the one that helps identify what DELL needs to do to ensure success. Its the one that rallies DELL employees around a few common goals – and motivates them to achieve those goals. Its one that involves your customers goals and DELLs suppliers goals and brings them all together in a unified focus. 5.  Ã‚  Ã‚   Develop and train People             Micheal Dell knew that employees at every level can help DELL implement its company strategy and achieve goals beyond their immediate area of responsibility, but only if DELL is genuinely devoted to their long-term growth and development.   6.  Ã‚  Ã‚   Action Oriented Leader Micheal Dell believed that planning is nothing without execution. He thought respected planning but yet believed that outputs is what generates profits. What Made Micheal Dell a Successful Leader He knew his goal clearly and steadly focused on it. When he was in college, Michael Dell stated that he wanted to beat IBM. In the following years, he started his own business and constantly achieved his goal no matter what difficulties he faced .Today, Dell Company revenues are about $ 7.8 billion a year. He has passed IBM in annual sales, and is approaching industry leader Compaq. INNOVATOR he was fond of doing something new and took risks. He worked hard to make them work. He also cherished difference and thought difference can breed innovation. He hired a diverse work force in his teams with different views on problems. He has full responsibility either for business or for family and keeps good BALANCES between work and life. He worked hard to create great value for customers, employees and shareholders. He spent his spare time with his wife and kids and wanted to be a great dad and a great husband. Every day he drives his kids to school .he always makes pancakes for his kids. Michael Dell has a powerful vision for the future and develops unique businesss philosophy. He wants his company to have a supreme speed to market; a solid dedication to customer service; a severe assurance of producing high-quality, low-priced, custom-made machines. essential change of his leadership composition In the hyper market competition, Dell realized that he didn’t have all the right skills to change his company into a multi-product, multi-geography. And since he couldn’t manage alone, he should bring in the talent he needed. So, Dell made a decision that he will share his power with his long time partner Kevin Rollins. He developed a new leadership model one company, two CEO’s. Although this co-CEO involved a lot of leadership risks, fortunately, they have done well although they had lots of differences. Micheal Dell Leadership Style His leadership style belongs to transformational leadership because he has a strong ability and desire to break up laws and to change situation completely, and he also has ability to create something new and benefit himself and others. Leadership is about coping with changes. More change always demands more leadership. And since the computer industry field is surrounded with volatile competition, leaders couldnt cope with complexity and change very well, they would go bankruptcy. Fortunately, through his transformational leadership, the company can keep up with the changes of the market, and make more and more progress. He started with nothing , but built a empire and created a fantastic wealth for millions of people. He led his team to create a lot of pioneering activities in the computer industry. He created a low cost, mail order model to sell computers, and helped more and more people realize the power of computing and the internet; he has a good self conscious of his disadvantages, and he knows what he doesnt know. He has a strong moral responsibility for business and family, and keeps a good balance between life and work. He created a new image of young entrepreneur. Lessons Learned A successful leader must have clear goal and powerful vision for the future. He must use his entrepreneur personality to motivate people, communicate with them and influence his followers. He should be able to transform his personal goal and vision into all followers practice. A successful leader must be an innovator. He must be a flexible open mided person who respects difference and encourage his followers to have different ideas and different solutions.   He should have ability to handle change and extract opportunities from it. A successful leader must be courageous; he should have courage to take risks of doing new things and should be eager to pioneer in his field. A successful leader must have strong self conscious. He must admit and identify what he doesnt know and face it. He should learn from mistakes and acquire talents he needs. A successful leader must have high ethical responsibility for both business and private life. He should keep good balance among them. The vision makes Dell computer successful and unique in the world. What is more, Micheal Dell knows how to use the vision to communicate and motivate his employees and get people excited about what he is doing. Dell says   A lot of businesses get off track because they don’t communicate an excitement References http://successfulbusinessleadership.ibc01.com/index.php/learn-from-the-best/michael-dell/ http://www.evancarmichael.com/Famous-Entrepreneurs/646/summary.php http://wyx.cueb.edu.cn/download/disance/unit3/Michael%20Dell.htm

Ramblings from a Rednecks Diary :: Essays Papers

Ramblings from a Rednecks Diary Not since I was three have I been affected by a book this much. When I was a toddler The Berenstein Bears had the influence to make me cry from sadness and scream from fear. In reality I did not actually scream or cry after reading this book, but I was extremely close. In â€Å"Bezhin Lea† I was frightened for Pavlusha when he ran off after the dogs, and I felt real fear when the boys began telling fables of the surrounding areas. In â€Å"Meeting† the girl was so tearful that the urge to jump into the book and comfort her almost overcame me, and never had I wanted to see something bad happen to a person as I did to the bailiff in the â€Å"Bailiff.† My feelings regarding serfs had never been put on such a personal level. Sketches from a Hunter’s Album changed my perspective about serfs and peasants intensely. I do not think his book would have as much impact if it was not for his intense physical and emotional projections of serfs that Turgenev conveys for the reader. Every time a new character is introduced he stops to completely acquaint the reader with the person as much as he is acquainted with the person. Since I truly learned about serfdom, peasantry, and slavery, it has been common for me to generalize them by the statement, â€Å"they suffered,† or â€Å"they were stupid.† After reading just a few sketches, I realized that the serfs are actually human. They are not stupid animals to be pushed around and taken advantage of by their â€Å"mastersâ€Å". It was evident in the first sketch, â€Å"Khor and Kalinych,† that Khor was an intelligent and industrious man, but yet he was only a serf. He had been smart enough to find a way to make money for himself and to afford a pretty heavy rent imposed by his owner. He had enough money but if he actually bought his freedom he would be a small fish in a big pond, but as long as he was serf and rented his own land he was living large. He had his family, his health, and enough to keep everyone happy. It was also evident by this sketch and another â€Å"Lgov† that if a serf had education or intelligence he was able to maintain a certain amount of piece and happiness.

Monday Morning Leadership: 8 Mentoring Sessions You Can’t Afford to Miss Essay

Monday Morning Leadership Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   For any business to thrive there ought to be a stable management. Jeff, a business manager is experiencing numerous problems at his institution since things seem to be falling apart; hence, the company is at the brink of collapsing (Cottrell 9). In order to maintain his business, Jeff decides to seek the assistance of Tony who not only a mentor but also a speaker who is sought by many people. Tony agrees to help him but only after agreeing with certain conditions. Apart from spending a period of eight weeks with him, Tony also asks Jeff to share the information he will acquire in the problem. This is because Jeff’s problems are not tailor-made, hence, other people can also learn from these insights. For instance, in the first Monday, Jeff was asked to always tell the truth in addition to trying something different as well as starting and finishing all tasks on time (Cottrell 17). The study intends to address Tony’s Monday Mor ning Leadership skills in addition to lessons learnt and how they benefit me individually. The First Monday   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   On this day, Jeff starts by lamenting some of the problems he is undergoing in his place of work. According to Jeff, business was getting tougher every single day. Although most of his team was intact, there are many issues being ignored and this is directly affecting performance. After hearing this lament, Tony states that challenges are inevitable. However, in order to overcome challenges, it is essential that one seek the assistance from third parties. According to Tony, advice from professionals is essential since they â€Å"†¦help us look at situations from a different perspective†¦ (Cottrell 19)† On this particular day, Tony comes up with a number of lessons for Jeff. For instance, managers need to create good relation with their teams not by free dinners and drinks but through maintaining fairness, consistency and empathy. Similarly, in order to maintain good leadership skills, it is essential that one takes the lea d by being the driver and not a passenger. According to Tony, by taking the role of a driver, managers have no option but to lose some of the freedoms that they used to enjoy in the past (Cottrell 21).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to Jeff, although he was spending many hours working, business indicators were always showing signs of collapse. This resulted to lots of frustrations for not only the business but also his team members who were always looking up to him for guidance and moral support. These lessons have been quite beneficial to Jeff and his role as a manager. This is because they have enabled him change the manner in which he treats his employees. For instance, instead of free dinners, he ought to maintain fairness and consistency. These lessons have been quite influential to me since they have enabled me reevaluate myself on the manner in which I ought to conduct myself in order to a achieve business success. Just like, Jeff, my business was at the brink of collapsing. However, through Tony’s insights, I have been able to reevaluate the manner in which to manage my business. Conclusion   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the first lesson, Tony starts by claiming that challenges are inevitable in any business. However, the only way to embrace these challenges is by seeking the assistance of third parties. These third parties ought to be professionals who are skilled with issues related to business management. Advice from professionals is important since it results to business improvement. This is because professionals help us in observing situations from different perspectives. These lessons have been beneficial to me as well since through them I have been able to improve my business management skills. These skills are essential not only at present time but also in the future. References Cottrell, David. Monday Morning Leadership: 8 Mentoring Sessions You Can’t Afford to Miss. Dallas, Tex: CornerStone Leadership Institute, 2002. Print. Source document

LOUIS VUITTON enter CHINESE MARKET Essay

Luxury product sales boost in the emerging marketing like China, which has extraordinary growth and strong potential consumers for the development of luxury goods in the China market. With gradually lower and lower increase of revenue in the European countries, Louis Vuitton (abridged as LV in the following sections) commits itself to set up more stores in China. However, LV is faced with the problems of declining profits in China, which urges it to adjust its entry strategy into the China market. In this case, this report will focus on distinguishing the factors that influence LV’s development in China and laying out schemes for LV’s entry into China market by initially examining the internal and external environment for LV; analyzing the operational plan for LV’s entry into China based on the environment examination, and generating an action plan for LV’s entry strategy at the end of the report. Introduction Louis Vuitton (abridged as LV in the following sections) is planning to set up more stores in the China market. However, it is now faced with the problems of declining profits in China, which urges it to adjust its entry strategy into the China market. In this case, this report is to lay out schemes for LV’s entry into the China market by distinguishing the internal and external factors that influence LV’s development from the perspectives of country factors and internal advantages of LV with reference to the SWOT analysis model; analyzing the operational plan for LV’s entry into China based on the environment examination and including suggests on firm strategy, organization structure and management, entry strategy and modes, manufacturing management, marketing plan, and accounting as well as finance management; and generating an action plan for LV’s entry strategy at the end of the report according to the specifications of the business operational plan. Research Methods The research method of literature searches is adopted to generate this report. This method is chosen because there are plenty of existing studies  on the development of luxury goods, which makes it possible for abundant literature searches. Also, there are a great many resources on the annual reports of Louis Vuitton available which offer insights into the financial performance of this company. Anyway, luxury goods are indeed possessed by the majority of people, which makes direct interviews or surveys less available. External and Internal Environment The internal and external factors that influence LV’s development will be examined in this section from the perspectives of country factors and internal advantages of LV. A SWOT analysis will be involved in this section, which aims to find out the strength, weakness, opportunity and threat of the company according to analysis on the internal conditions of the company and the external environment the company is faced with (Johnson & Scholes, 2002, p122). External environment: Country factor analysis The external environment for LV’s entry into China will be discussed in terms of the politics and government policy of China, the economy and the China market, the social culture and transportation of China, and will be concluded from the perspectives of opportunities and threats for LV’s entry into China. In terms of politics and government policy, China is now actively opening up to the world and enhancing trade relationships with world brands since the reform and opening up policy. In terms of the economy and the China market, according to Yuval and Vinay and Cathy (2011), the analysts of Mckinsey quarterly, China has increasing booming urban cities including the second- and third-tier cities and the world second-largest GDP which means strong purchasing power the China consumers for luxury goods and great market potentials (para 8). They also pointed out that by 2015, Chinese consumers will account for more than 20 percent of the global luxury market. On the other h and, the large market potential has drawn a host of luxury-goods companies to enter the China market, which makes the competition fiercer and fiercer. And it is troublesome for LV that there are plenty of fake goods imitating LV’s style prevailing in China, which are actually not likely to reduce LV’s high-end consumers, but would exert negative influences on consumers’ impression and awareness of LV. I  terms of social culture, for one thing, the China consumers are attracted by middle- and high-end products and somehow more attracted by French luxury goods, and they believe that the higher the price, the better the quality (Yuval, Vinay and Cathy, 2011, para7) (Exhibit 1). For another thing, the traditional virtue of thrift is rooted in the mindset of the Chinese, with which some of the rich in China indicate that they would not spend a large sum of money to get a product. (Exhibit 1) In terms of transportation, airlines are increased like the Emirates group which launched air routines in the main cities of China, and railway transportation as well as road transportation is more and more available, making it convenient and fast for cross-national transportation. Therefore in conclusion, the opportunities for LV’s entry into China can be concluded as China’s encouraging policies on foreign brands’ entering into China; China’s booming urban cities and increasing middle- and upper- class consumers with strong purchasing power; Chinese consumers’ purchasing preference for French high-end products; and the more and more convenient cross-national transportation in China. While the threats for LV’s entry into China entail the fierce competition from the peer companies and brands; the trouble coming from increasing produced counterfeit products imitating LV in China; China consumers’ cautious traditional views on luxury goods purchasing. Anyway, when it comes to China consumers’ rational attitude towards luxury goods purchasing, it may be an opportunity for LV if it succeeds in drawing out their desires and needs for LV’s products, otherwise it may turn out to be a threat for LV’s expansion in China. Internal environment based on national level The advantages of internal environment for LV on national level lie in the its preference and prospect to greatly expand its business in China, its experiences of operating in China market for about twenty years, and its strong influence on and temptation to the China consumers, as well as customer loyalty for it. On the contrary, the disadvantages lie in its high price which will greatly influences China consumers’ will to purchase the products, and in its could-be easily imitated appearance and style which is made used of by some China manufacturers in producing fake goods. Internal environment based on firm level The nature of LV’s products Dubois and Czellar and Laurent (2001) delineated Luxury goods as products with extraordinary quality as well as high price, rareness and uniqueness, aesthetic appeal, respectful long history, and the sense of being superior to others (p156). Yacine and Johnathan and Motohiro (2004) argued that luxury goods manual crafting and diligence should be involved into the manufacturing and designing of luxury goods (para 2). Based on these studies, the nature of LV’s products can be abstracted as unique, rare, and excellent-quality, and extraordinary. I ndustry characteristics of luxury goods Kapferer (1996) suggested that luxury industry distinguishes the needs and demands of the wealthy people like prominent social figures, and produce unique superior products for them, which acts like a status symbol for the rich (p251). While Heine (2010) stated that the luxury industry is also fashion-oriented and high-quality guaranteed. And it is closely associated with the needs of the wealthy. Judging from these studies and the advancement of luxury products nowadays, the industrial characteristics of luxury products can be concluded as extraordinary quality with high guarantee, extremely personalized with unique designed style, strong brand recognition and customer loyalty, and highly profitable sales based on its high price. Advantages and disadvantage of internal environment for LV on firm level The advantages of LV on firm level mainly lie in its good brand image, abundant product portfolio, wide expansion in the China markets covering most of the first- and second-tier cities, and its control on the designs of products. This can be told from the following aspects. Above all, LV enjoys a good reputation of high quality and excellent services that it has occupied the first place of the 2012 Hurun Ranking of the Top ten luxury brands in the world (see Appendix 1), in which LV beats Hermes, the second in the list by nearly 43%. Also, LV offers manual crafting designed products which are special for certain customers. What’s more, it offers permanent after-sale serves to its customers (Paul, 2012, p79). The disadvantages of LV mainly lie in its lower production rate and high price which leaves it less price elasticity. It possessed relatively lower production rate, for it takes certain time and manual efforts to make a high-quality products (Jill & Glenn & Taro, 2009, p122). It sets high prices for its products based on the quality and meanwhile aims to distinguish market segmentation, which however makes the price too high from the perspectives of the majority of China consumers. Marketing potentials In recent years, the China government has made adjustments towards Foreign Direct Investment. It cancelled the extra bonus policy which had existed since the 1980s when China actively encouraged investment on foreign enterprises (Dan, 2009, para1). Anyway, the general tendency of attracting foreign companies to enter into China is still unabated. Therefore, government policies and regulations are still positive for LV’s advancement in China, which indicates that China remains great market potential for LV if it adjusts itself to seek advantages and avoid disadvantages according to the environment. Based on the external and internal environment analysis, an operational plan to help LV enter and compete effectively in the China market will be generated in the following section, which includes consideration to firm strategy, organization structure and management, strategy and modes of LV’s entry into China, manufacturing management, overall marketing plan, and accounting and Finance management of LV facing the entry. Corporation strategy helps direct the future development of firms, including differentiation strategy and low cost strategy (Gerry & Keven & Richard, 2008, p245). The firm strategy suggested for LV to compete in the China market is to differentiate itself from other luxury companies and brands, and the strategy to lower its costs. Apart from the regular introduction of new products or the quality control of products like most luxury companies may do, LV is supposed to give extra care to its customer services, delivering extraordinary experience to customers, like regular special consultancy for every customer to lead the their needs and help them realize personal values relative with LV’s values. As for methods to lower costs,  it can be achieved through managing the operational cost of LV and through cost control in the supply chain of LV. For example, to integrate its resources and improve its supply chain by cooperation with fixed partners who professionally manage logistics in order to get a price discount, which may lower the costs of transportation and save time for product updates. Organization Structure and Management Organizational structure management is for accomplishing certain goals effectively Gerry & Keven & Richard, 2008, p137). For LV as an international company, the organization form of departmentalization is rather appropriate. With human resources gathered and organizational structure formed through departmentalization, the process of delegation is to be introduced. Delegation is to delegate certain authority and responsibility to the staff and achieve harmony and trustworthiness among leaders and staff (Robbins & Mary & Nancy, 2005, p165). LV has a big number of stores in China, and it will be better if the headquarter delegates authority for the managers in the branches in China, who are then able to manage the stores more practically and efficiently. Based on the managing form of departmentalization and the method of delegation, the form of decentralization can be adopted. If the business of a company is in fast pace and tend to change quickly, and is operated in diversified different areas, it should choose the form of decentralization (Robbins & Mary & Nancy, 2005, p165). As an international luxury company with operating areas in all geographic parts of China, LV values timeliness and adaptability towards the quickly changing fashion world, which makes decentralization suitable for LV’s development in China market. Entry strategy and modes The entry modes for international companies entail strategic alliance, exporting, licensing or franchising, joint venture, a new wholly owned subsidiary, and acquiring established enterprises (David & Cynthia, 2004, p147). As for LV, a luxury brand which is positioned as high-end, unique and high-price, it would be better for it to establish its own stores in the targeted country (Giacalone, 2006, p33). Since LV has its own stores in China, it adopts the wholly owned subsidiary method of entry so as to hold  its characteristic of unique and independent, and to pursue global standardization. Where to enter into is essential for LV’s operation in China. LV has already set up stores in all the geographical areas of China (Exhibit 2), and most of its focus is the first-tier cities and less second-tier cities. For example, nearly 33% of LV’s stores in China are located in Hongkong, Macau and Taiwan (Exhibit 2), while there are a great many second-tier cities where many wea lthy people inhabit in mainland China. According to the table of index of China’s cities for luxury product operation (Exhibit 3), second-tier cities like Shenyang, Dalian, Hangzhou, and Chengdu have great potentials for luxury product operation. Moreover, second-tier cities like Dalian, Hangzhou and Chengdu are among the most popular tourism cities in China, where tourists are more likely to purchase luxury products when they are in their pleasant holidays with planned shopping lists. Also, the renting rate of second-tier cities is much cheaper than first-tier cities like Beijing and Shanghai. As for LV, whose stores often cover a large amount of space, second-tier cities will save it considerable amounts of costs. Therefore, second-tier cities should be the primary choices of LV’s operation in China market. Manufacturing management Manufacturing management is associated with production for global markets, outsourcing and logistics management (Philip & Gary, 2009, chap13). As for LV, its production is unique and enjoys good reputation among consumers for they are produced in France, labeled as high-quality and high-level. Therefore in this case, production activities of LV are supposed to be located in France. In terms of logistics, it will be better for LV to outsource the management of logistics to companies that are professional in this field, for LV has no experiences in logistics and it should focus on the production and sales of products instead. Marketing plan Marketing Strategy can be formulated with references to the following aspects: Product attributes, Distribution methods, communication approaches, and pricing strategy (Alan and Simon, 2012, p399). Apart from the four aspects listed above, marketing strategy is influenced primarily by market  segmentation (David & John, 2012, p102). With regards to age, socio-cultural factors, economic development and the psychological factors, LV narrows its target market in China to the young and adult generations who are under the age of forty. Anyway, the primary focused consumers are adults. In this case, LV is supposed to give more care to the young, who are the right future potential customers for LV. Besides, the young of the rich families in China can often easily win parents’ compromise and financial support to purchase luxury products. Therefore, emphasis on unique products for the young is highly profitable in return and may also bring vigor to the growth of LV. In terms of product attributes, it is critical for the development of products, for it the product attributes satisfy the customer’s needs, the product will definitely boost sales (Alan and Simon, 2012, p399). LV’s product attributes as products with extraordinary quality as well as high price, rareness and uniqueness, aesthetic appeal, respectful long history, and high-class awareness greatly meet customers’ needs for supreme experience and extraordinary taste. Therefore, it should focus on product designs that can differentiate its products from those of other brands to keep its customer loyalty. As for distribution methods, LV should stick to its strategy of selling its products directly to consumers through its stores, for it has independent stores and distribution system. Anyway, it is possible for LV to set up online stores under the circumstance of the China market. In terms of internet shopping, which is now prevailing in China, and the electronic commerce of China is gradually become mature. Amazon and China’s T-Mall online shopping has reached high turnover in recent years (The Economist, 2011). In terms of China consumers, who prefer to shop online especially the young and the adult, with internet becoming more and more available for the Chinese people, China online market has high potential for LV’s attempt at online stores. In terms of communication approaches, LV is involved more in direct selling, and advertising. In terms of direct selling through stores, it creates opportunities for deepening the communication between consumers and the staff of LV. In terms of advertising, LV focuses on delivering its value and product attributes to consumers and it choose its spokesperson cautiously. Selecting spokesmen for LV is quite a good choice for the development in China, especially for attracting the young. For example, the newly selected and the only spokesman  for LV in China, Bingbing FAN is quite appropriate for the disposition of LV, unique, independ ent and elegant, which has become a big piece of news in China and has intensified the public focus on LV recently. Therefore, the right choice of spokeman will benefit LV in the China market. Anyway, the country-of-origin effect takes effects on the Chinese people who deeply believe in French luxury products (Glamheden, 2006, p35). In terms of pricing strategy, it will be better for LV to keep the same price in different countries, which means the amount of money consumers spend in a LV store in China is the same as that in France in value. This is because that some Chinese prefer to fly to France to get the LV products for it’s cheaper in France. In order to boost sales in China market, it’s better to apply the same pricing strategy. Accounting and finance management As for accounting management of LV in China, LV has to pay great attention to the inflation conditions of the China market, which has been rising in recent years both in food and non-food prices (Jay and Azhar, 2011, para2). LV should adjust its pricing strategy and accounting management according to the inflation conditions of China, for if inflation goes high, assets will be depreciated and the original price cannot represent the real value of LV’s products (Mankiw, 2011, p643). Mankiw states that inflation results to the value depreciation of money, which will benefit the export of the home country and make it disadvantageous for the import from foreign countries’ import to the home country. This explains the significance for LV to adjust its price according to the inflation conditions in China market. In order to create and maintain a competitive advantage, LV’s financial management should be involved financial control and money management (Alan & Simon, 2012 , p423). Now that LV has already decided to invest in the China market, financial decisions and the money management are to be focused on. In terms of financial decisions, according to Alan and Simon’s theory (2012) on financing decisions, LV may prefer local debt financing in the China market, where local currency has recently depreciated. In terms of money management, LV should try to reduce the transaction costs, which is generated when a firm transfers cash from one currency to another (Alan & Simon, 2012, p433). Recommendations- action plan With the help of the discussion of the China market environment for LV, and the analysis and conclusion of the operational plan for LV’s entry into China in the previous sections, recommendations for action plans for LV will be given as follows. As for formulating firm strategies, LV is supposed to take the differentiation strategy by distinguishing itself from other luxury companies by emphasis on high quality and exclusive customer services, and to adopt the cost reducing strategy by integrating resources of its supply chain and reducing transportation costs through the long-term cooperation with professional partners of logistics fields. As for organization structure and management, the organization form of departmentalization with a combination of functional forms, product, consumer service and geographic area is recommended. Next, the method of delegation can be introduced for LV so as to delegate authority for the managers in the China stores. Last but not least, it will be better for LV to implement the form of decentralization, which will improve the effectiveness and efficiency of LV’s operation in China. As for entry strategy and modes, with wholly owned subsidiary, LV should cautiously select its targeted locations in China. Apart from the first-tier cities, second-tier cities where there is considerably strong purchasing power and lower renting costs would be appropriate for LV to set up new stores. As for manufacturing management, production activities of LV are supposed to be located in France, for effect of country-of-origin works on China consumers who believe that goods produced in France would be more reliable and high-end. In terms of logistics, LV is supposed to outsource its management of logistics to companies that are professional in this field. As for marketing plan, LV should continue to highlight its product attributes like high quality and exclusive design to consumers, to apply the communicatio n approach of advertising using the spokesman strategy, and to keep price nearly the same in different countries without dramatically change. As for accounting and finance management, LV should adjust its pricing strategy and accounting management according to the inflation conditions of China, and to focus on its financial decisions, and money management decisions. Specifically, LV may adopt local debt financing in the China market, and try to reduce the transaction costs. References Alan M. & Simon C. (2012). International business. London: Pearson. Dan H. (2009). Foreign direct investment in China-the times has changed. Retrieved from: http://www.chinalawblog.com/2009/04/foreign_direct_investment_in_c_1.html David C. & Cynthia M. (2004). Corporate strategy. New York: McGraw-Hill. David J. & John F. (2012). 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