Students With Disabilities Act Of The United States

As of late Syracuse University has been home to a large protest group known as THE General Body. This group’s aim is to bring about change in multiple areas on campus, one of which is disability services. THE General Body has pointed out that this university does not fully meet the requirements stated by the Americans with Disabilities act of 1990. Throughout their list of grievances THE General Body goes through very specific examples of what needs to be changed. It is their hope that Syracuse University will recognize these issues and work toward an acceptable solution. If the University can achieve this, any changes made will greatly improve the school as a whole. In 1990 a bill was passed called the Americans with Disabilities†¦show more content†¦The first area of accommodations needed to be altered is physical. As THE General Body points out there are many areas on campus that are not completely accessible to those with disabilities. The groups main concerns are with Falk college, bathroom accessibility, and in some cases a complete lack of access into a building. In the full list of grievances THE General Body shares that while under construction, an auditorium was purposefully not made to meet ADA code. When asked, a contractor involved in the renovation admitted that creating the necessary changes would be too expensive. Although this is the only example of a lack of a physical accommodation due to finances mentioned in the list of grievances, it can almost be assured that there are numerous instances mirroring this one. The next architectural issue discussed is the lack of handicap bathrooms in dorms higher than the first flo or. This prevents students with disabilities to be mixed throughout floors while living on campus, and having the same social opportunities as anyone else. Lastly it is mentioned that some areas on campus are completely or partially inaccessible to those with disabilities. Some examples given are The financial aid office and the bursar’s office. Each one of these can be vital to a students time at Syracuse and need to available to all students. The next set of accommodations needed to be provided are

Pope Leo The Third, 66, Died On 12 June, 816 After 20 Years

Pope Leo the Third, 66, died on 12 June, 816 after 20 years of being the Vicar of Peter. In his years of service, he was a marvelous Pope. He fought for the teachings of Jesus Christ, and effortlessly tried to enrich Christianity as far as God allowed it. It is unclear how he died now, but one thing is for sure is that he will be greatly missed. Pope Leo the Third was born to Atyuppius and Elizabeth in Southern Italy. He was a very God fearing and trusting child. His mother always said he was meant to be something great. In his early years, Pope Leo the Third served in his church’s administration. Later in life, Pope Leo the Third became cardinal priest of Santa Susanna, while chief of his church’s political treasury, because of his†¦show more content†¦So, on April 25, 799, Pope Leo the Third processed into the masses through the Flaminian Gate to receive the citizen’s oath of loyalty. As he was riding on horseback down to the Church of the Blessed Law rence, Pope Leo the Third was viciously attacked by armed Roman men. The attackers attempted to cut out his eyes and tongue. Pope Leo the Third was rendered injured and unconscious. He was then whisked into to the Monastery of the holy martyr Erasmus to be kept safe. After that horrid event, Pope Leo the Third escaped to the Duke of Spoleto, then to King Charlemagne, then back home to Rome to finally rest. The rebels that concocted that uncalled-for attack, then came forward to King Charlemagne to lay formal charges of adultery and perjury on Pope Leo the Third. The physical attack and accusation were of very high treason. No person on earth can charge the Vicar of Christ. King Charlemagne’s Advisor Alcuin agreed with that fact and reminded King Charlemagne of the Pope’s position in power and reputation. In the following December, the investigation of the accusation against the Pope were halted and never continued fully. King Charlemagne ordered those who conspired and attacked the Pope to be put to death under the Roman law of lese majeste. However, Pope Leo the Third begged King Charlemagne to spare their lives in the name of Christian charity. Then, on December 23, Pope Leo the third decided to take the oath of purgation and fully cooperate. Pope Leo the

Competitive Strategy The Pharmaceutical Industry

Question: Describe about the Competitive Strategy for The Pharmaceutical Industry. Answer: Introduction The project focuses on the pharmaceutical industry and the food and beverage industry of Australia. In order to understand the competitive strategy of the company two companies from each of the industries has been chosen. The chosen companies for analysing the pharmaceutical industry are Alphapharm and AstraZeneca, while the companies for the food and beverage industry are Fonterra Co-op Group and Lion Nathan National Food in Australia. Alphapharm is one of the largest generics and specialty pharmaceutical companies over the globe. The company manufactures more than 1,400 different products to wholesale, retail, government and institutional customers (Mylan.com.au. 2016). AstraZeneca is a global pharmaceutical company that deals with research, development, manufacturing and supplying of medicines (Astrazeneca.com. 2016). One the other hand, Fonterra Co-op Group is a global cooperatively owned company in New Zealand. The company aims to source secure, high quality milk to add real value to the customers all over the world (Fonterra.com. 2016). The Lion Nathan National Foods is a beverage and food industry operating in Australia and New Zealand and produces beer, wine, dairy, juices, RTDs and spirit (Lionco.com, 2016). The study therefore discusses the elements of the AAA framework to evaluate the adaptability, aggregation and arbitrage strategy of all the chosen four countries of the pharmaceutical industry and the f ood and beverage industry of Australia. The ways of using the elements of the AAA framework are also discussed to obtain detailed knowledge about the industry analysis of the company. Industry level analysis of the chosen industries Industry level analysis is one of the tools that support a company to understand the position of the company in the market with respect to its competitors. The AAA framework is an effective framework that helps to analyse the market of the industries. In the opinion of (Cusumano, Kahl and Suarez 2015), the three As of the framework represents the adaptation, aggregation and arbitrage of the organisation. The industry analysis of the chosen 4 companies is performed using the AAA framework. Industry level analysis of AstraZeneca: Adaptation: AstraZeneca implements various strategies that help the organisation to increase the market share and the revenue of the company. In order to enter into the new customer base, the company adapts practices and measures that help to attract the customers towards the brand. AstraZeneca has globally introduced the Young Health Programme that supports the vulnerable young individuals to understand and have a positive impact to handle the issues regarding health faced by them. Furthermore, in 2012, the company launched three-partnership with the George Institute for Global Health to improve the health conditions of the people over the world through research and development. Aggregation: The Company adopts strategies that help to achieve economies of scale by creating global efficiencies. The products offered by AstraZeneca are set at reasonable price that helps to attract more customers. Cost effective approaches and pricing strategies are used to achieve centralize purchasing of the raw materials, producing final products etcetera. AstraZeneca believes that the business will grow if the public are kept updated about the information regarding the medicines sold by the company (Teeratansirikool et al. 2013). Arbitrage: AstraZeneca implements strategies in the workplace that helps to create global value by profiting through margin of difference in different supply chain. The partnering process of AstraZeneca aims to be flexible, responsive and honest with the partners to provide equal value to both the parties. Hollensen (2015) mentioned that the company tries to establish long-term partnership to allow full participation in the development decision about the products. Industry level analysis of Alphapharm: Adaptation: Alphapharm applies global quality standards across the product line and the facilities despite the market. During the process of manufacturing and packaging, the company implies advanced and innovative technology and system that supports the company to meet the products with the specification. According to Bayraktaret al. (2016) the methods help the company to influence a wide network of both local and international channel of access that includes the institutions, physicians, government, retailer and wholesalers of the company. Aggregation: Alphapharm offers generic products to the customers as the generic medicines are more affordable and preferred by the patients. The sustainability of the government subsidised Pharmaceutical Benefit Schemes (PBS) is ensured with the help of the savings made due to the generic medicines. Arbitrage: In order to achieve global value the company intends to educate the government all over the world about the effectiveness of the generic medicines (Pulaj, Kume and Cipi 2015). The oral solid dose manufacturing capacity of the company grew about 65 billion and 80% of the products of the company are manufactured internally. Industry level analysis of Fonterra Co-op Group Adaptation: As the demand, for the dairy products have been increasing globally over the days, the company tries to grab more of the available opportunities in order to increase its revenue and profit. The company therefore takes decisive steps that help to meet the nutritional needs of the market. The seven key strategic paths of the company that is adopted by the company are optimising the New Zealand milk, build and grow beyond the current customer position. Deliver on foodservice potential, grow the anlene business, develop leading position in the paediatrics and maternal nutrition, invest selectively in the milk pools and align the business to enable the proper implication of the strategies (Lechner and Gudmundsson 2014). Aggregation: In order to offer high quality products to the customers all over the world,Fonterra Co-op Group collaborates with other companies that help to complement the focus of the company. Recently in 2015 march, Fonterra Co-op Group completed a partial Beingmate tender offer that helped to achieve a global partnership and meet the growing demand for infant formula in China (Devlin 2013). Arbitrage: Fonterra Co-op Group further implies strategies and open innovation policies that help to encourage the external partners to contribute in the development of new products and technologies. The company intends to achieve global value for which it has active research partnership with a number of universities and research facilities all over the world (Barotoet al. 2012). Industry level analysis of Lion Nathan National Food Adaptation: In order to adapt with the changing market of Australia, Lion Nathan National Food implements strategies that helps to understand the needs of the stakeholders in order to operate in partnership with the stakeholders. This helps to increase the productivity of the employees and thereby earn higher profit for the company (Rashidirad, Soltani and Syed 2013). Aggregation: As per the notion of the company, the culture of the market in Australia can be measured and influenced. When the culture is focused with constructive, inclusive and achievement, the employees are offered with great experiences and underpin success of the business in the long-run (Barei, Le Pen and Simoens 2013). Arbitrage: Lion Nathan National Food creates value for the products in the market by supporting better choice for the products. In order to increase the brand name, the company tries to improve the food and beverage choices of the individuals in Australia and New Zealand. Ways by which the company uses the elements of the AAA framework The study focuses on the pharmaceutical industry and the food and beverage industry of Australia. The companies of both the industries use the AAA framework that helps them to analyse the industrial level of the companies. The companies are able to evaluate the strategies used to deal with the competitive market with the support of the AAA framework elements. The pharmaceutical industry of Australia uses the elements of the AAA framework to develop competitive advantage for the company that helps to achieve a high position in the market. In order to incorporate the AAA framework in the business, the use of the authentication is the first process that provides the users a way to identify the systems used in the workplace. AstraZeneca uses all the three elements of the AAA framework, however, main focus is made on the adaptability and the arbitrage strategies of the company. The company introduces to the Young Health Programme to minimise the health issues from which a number of citizen suffer. Further, the company unites with the George Institute for Global Health to improve the health condition of the individuals. The company uses the cost effective strategies for cost minimisation, which is not that satisfactory. Thus, it can be inferred that the two elements of the company are used well that is the adaptability and the arbitrage strateg y of the company. The Alphapharm uses the first two elements of the AAA framework effectively that helps the company to achieve competitive advantage in the market of Australia. The company uses the adaptation element of the framework during the manufacturing and packaging process. The innovative and new technologies are implemented by the company. The Fonterra Co-op Groupuses all the three elements of the AAA framework to achieve an effective competitive advantage for itself. It uses the seven strategic path for itself that helps the company to perform as per the need and demand of the market. Moreover, the company Beingmate tender that helped to gain the aggregation strategy for the company. In order to use the third element that is the arbitrage the company includes open innovation policies. The Lion Nathan National Foods company in Australia pays attention towards the stakeholders need which can be referred as the use of the adaptation strategy in order to survive in the competitive market (Perry and Pyatt 2015). The company has been unsuccessful in using the elements of the AAA framework effectively. Elements AstraZeneca Alphapharm Fonterra Co-op Group Lion Nathan National Foods company Adaptation Young Health Programme Three-partnership with the George Institute for Global Health Innovative technology Seven key strategic paths Increase revenue Strategies to understand the need of stakeholders and improve sales Aggregation Cost effective approaches Pricing strategies Alphapharm offers generic products Sustainability of the government subsidised Pharmaceutical Benefit Schemes (PBS) Beingmate tender offer Culture is focused with constructive, inclusive and achievement Arbitrage Long-term partnership Educate the government about the generic medicines strategies and open innovation policies active research partnership with a number of universities and research facilities Supporting better choice for the products Conclusion From the above industry level analysis of the four chosen company it can be inferred that the AAA framework is an effective tool to measure the adaptability, aggregation and arbitrage strategy of the companies. The organisation are able to analyse their competitive advantage with the help of the AAA framework. The more a company is able to use the elements of the AAA framework the more is the company able to become competitively strong. The organisations gain a competitive advantage over its competitors that help them to earn higher market share and better market position. It can be therefore recommended that Fonterra Co-op Group needs to pay more focus on the utilization of the elements of the AAA framework. The maximum utilization of the elements will help the company to focus on the main objectives of the company that will in turn help to increase the market position of the company. The competitive strategies will help the industries and the companies to understand the industry in a better manner. Appropriate knowledge about the industry and the market supports the development of strong action plan. The organisational goals are effectively communicated that helps to achieve the goals in a smooth manner. Therefore, the proper use of the elements of the AAA framework (Adaptation, Aggregation and Arbitrage strategy) helps Alphapharm, AstraZeneca,Fonterra Co-op Group and Lion Nathan National Food in Australia to gain improved opportunity for success. References Astrazeneca.com. (2016).AstraZeneca - Research-Based BioPharmaceutical Company. [online] Available at: https://www.astrazeneca.com/ [Accessed 26 Sep. 2016]. Barei, F., Le Pen, C. and Simoens, S., 2013. The generic pharmaceutical industry: moving beyond incremental innovation towards re-innovation.Generics Biosimilar J. Baroto, M.B., Abdullah, M.M.B. and Wan, H.L., 2012. Hybrid strategy: A new strategy for competitive advantage.International Journal of Business and Management,7(20), p.120. Bayraktar, C.A., Hancerliogullari, G., Cetinguc, B. and Calisir, F., 2016. Competitive strategies, innovation, and firm performance: an empirical study in a developing economy environment.Technology Analysis Strategic Management, pp.1-15. Cusumano, M.A., Kahl, S.J. and Suarez, F.F., 2015. Services, industry evolution, and the competitive strategies of product firms.Strategic management journal,36(4), pp.559-575. Devlin, J.F., 2013. Adding value to retail financial services.International Journal of Bank Marketing. Fonterra.com. (2016).Fonterra - About Fonterra. [online] Available at: https://www.fonterra.com/global/en/About [Accessed 26 Sep. 2016]. Hollensen, S., 2015.Marketing management: A relationship approach. Pearson Education. Lechner, C. and Gudmundsson, S.V., 2014. Entrepreneurial orientation, firm strategy and small firm performance.International Small Business Journal,32(1), pp.36-60. Lionco.com, (2016). [online] Available at: https://www.lionco.com/ [Accessed 26 Sep. 2016]. Mylan.com.au. (2016).Mylan Seeing Is Believing. [online] Available at: https://www.mylan.com.au/ [Accessed 26 Sep. 2016]. Perry, C. and Pyatt, R., 2015. Network theorys contribution to the development of marketing research. InProceedings of the 1995 World Marketing Congress(pp. 188-196). Springer International Publishing. Pulaj, e., Kume, v. and Cipi, a., 2015. The impact of generic competitive strategies on organizational performance. The evidence from albanian context.european scientific journal,11(28). Rashidirad, M., Soltani, E. and Syed, J., 2013. Strategic alignment between competitive strategy and dynamic capability: Conceptual framework and hypothesis development.Strategic Change,22(3à ¢Ã¢â€š ¬Ã‚ 4), pp.213-224. Teeratansirikool, L., Siengthai, S., Badir, Y. and Charoenngam, C., 2013. Competitive strategies and firm performance: the mediating role of performance measurement.International Journal of Productivity and Performance Management,62(2), pp.168-184.

Strategy and Performance Management at DSM Melamine

Key Processes that DSM Needs to Provide Based on the stages from performance management process, DSM Melamine will need to provide a number of key processes in its system in order to link its key success factors successfully. The first stage will be the process called ‘Local for local’ players (Cockins, 2009).Advertising We will write a custom case study sample on Strategy and Performance Management at DSM Melamine specifically for you for only $16.05 $11/page Learn More In this process, DSM will make an effort to ensure that its local customers, especially in Europe are given high quality products that would meet their expectations. The rationale for this process is to win the customers’ loyalty. The local for local players shifts the attention of this firm from the international focus to local focus. By producing local for the locals, there will be an extra attention on the local needs, making it easy to produce custom-made products . The products will be very specific in the needs they should address.  The second process will be the merchant players. Unlike in the first process that focused on the regional market, this process focuses on the global market (Bloemho, 2004). DSM Melamine is in the global market and it has the responsibility of defending its international operations. In this process, the focus will be on the low cost and security of sales. When operating globally, the low cost will be justified when DSM will be coordinating with merchants that help in breaking the bulk. These merchants prefer low-priced products because they also need to make profits. Their success is based on how fairly-priced the products of DSM are in the market. The success of DSM relies on how successful these merchants are in their operations. When the merchants are successful, it will be expected that DSM will also be successful. This will lead to the security of sales. When the merchants realize that they get more profit s by selling products of DSM than for any other firm, then they will become regular clients of DSM, thereby securing its sales. Business Strategies to Performance Measurement In order to determine the manner in which DSM Melamine has aligned its business strategies to performance measures, it will be necessary to identify the main value drivers. In this paper, the three main drivers that will be used include unit production cost, production volume, and sales volume. This firm has realized that the best way of remaining competitive is to align its strategies to the performance measures. Using the first driver of the unit production cost, DSM has introduced CTP (Capacity to Produce) strategy. In this strategy, the firm uses specific measurements to determine the capacity of various departments or systems in addressing various tasks in order to determine how the cost can be scaled down per unit item.Advertising Looking for case study on business economics? Let's see if we can hel p you! Get your first paper with 15% OFF Learn More Using the second driver of production volume, DSM has been focusing on the new technology to support its mass production. The firm is always under pressure to meet the massive global demands for its products. The performance measurement in this case is the amount of products that can come out of the manufacturing plants per unit time (Waal, 2013). To align its strategies to this performance measure, the management realized that it had to refocus on the emerging technologies as the best solution to this problem. Using the third measure of sales volume, the firm has been redefining its marketing and supply chain strategies. In an effort to increase its sales, this firm has considered using merchants instead of selling its products directly in the global market. The aim of this measure is to increase sales. The management realized that it was taking too long to learn about the market forces and sell its own products in the in ternational markets. Passing this responsibility to large merchants made it possible for this firm to focus only on the production and transportation of the products. This alliance with the merchants increased the sales of this firm. Critique of DSM’s Competitive Advantage In order to conduct a critique of DSM’s competitive advantage, it will be necessary to use assessment points discussed by Smither and London (2009). It is necessary to critique DSM’s competitive advantage using three assessment points. The first point is performance management training evaluation. Although the large size of DSM’s workforce may be considered a competitive advantage over other firms, it also has challenges when it comes to the performance management, training and evaluation. To manage a large workforce will require more resources. The same challenge is also witnessed when it comes to training and evaluating their performance within the firm. The second assessment point is the individual precursors (time 1). DSM may experience challenges in influencing its employees to be receptive to change. The large number of employees at this firm makes the workplace highly diversified. This means that finding a common ground in such an environment is very challenging. The third assessment point is the individual and departmental evaluation. DSM has many departments that have enabled it to manage the global needs. However, it would require more resources, in terms of finances, human resource, and time, to conduct a successful evaluation of the individual and departmental performance. The management will need to develop a strategy that will help eliminate these challenges.Advertising We will write a custom case study sample on Strategy and Performance Management at DSM Melamine specifically for you for only $16.05 $11/page Learn More References Bloemho, M. (2004). Strategy and Performance Management at DSM. INSEAD 1(5165), 1-30. Cocki ns, G. (2009). Performance Management: Integrating Strategy Execution, Methodologies, Risks, and Analytics. Ney Jersey: Wiley. Smither, J. London, M. (2009). Performance Management: Putting Research into action. New Jersey: Wiley Sons. Waal, A. (2013). Strategic performance management: A managerial and behavioural approach. New York: Cengage. 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