Finding the Exception Essay Example for Free

Finding the Exception Essay â€Å"I remember riding my bike to school every day and seeing those two men working on their bicycles in their garage, little did I know that they would be the founders of the Trek Bicycle Corporation.† My mother told this to me a few months back when we were reminiscing on the good ol days. Waterloo, one of the smallest towns I have ever been too, is home to the success of French history. Its Trek bicycles are now the Tour de France winning frames that brought Lance Armstrong his victories and brought the midwest its spotlight on making the first American bike frames to win the worlds most prestigious bicycle race. By 1984, Trek was at its peak and sales were around $20,000 with approximately fifty thousand Treks being sold in the United States (Burke, 2012). However â€Å"Trek had grown arrogant, and the problems were starting to show† (Burke, 2012). Within business success lies problems and for this company the early years presented many because Trek did not like the bicycle retailers that they were dealing with, they had no brand strategy, and they had no money to advertise It seems that the most successful businesses start with the passion of at least one person. For Trek it was the vision of Richard Burke and Bevel Hogg. Burke was a former accountant that took interest in investments. Hogg was the owner of a Midwestern chain of bicycle stores. While Burke spent 15 years perfecting his business skills with Roth Corporation in Milwaukee, Wisconsin, Hogg was growing tired of the retail business while keeping his heart with bicycles. Burke had a passion for outdoor recreation which drove him toward the bicycle market. During a meeting between the two men in 1975 when they sought to solve the issue of foreign made product. Their main competitor at the time was Schwinn bu this company dominated the specialty retail market but their bikes were Japanese made. Burke and Hogg wanted to sell American-made product for the same specialty. The company began as a five-person operation in a barn and is now a globally oriented company with distribution in 65 countries and over 1500 employees worldwide. What made the Trek bicycle so unique? Their mission was and still is simple, build the best bikes in the world. The frame sets were handmade from steel. The style was adopted from a European brazing style with its own American flavor. Tim Issac, an early frame engineer, said that a Trek bicycle could be identified without any paint on it. The company was blessed with the right designers and tolling infrastructure to use exactly the right materials to create such unique frame sets. The company had successfully found a way to distinguish itself. â€Å"In order to succeed, you cannot just sell any brand; you need to produce something special† (Burke, 2012, p. 4). Once this is established its time to settle on a distribution channel to ensure customers are being reached. At the time, Penn Cycle, outside of Minneapolis, Minnesota was Treks dealer. What attracted this dealer to Trek was that not only did this bicycle manufacturer provide lightweight, advanced bicycles, but they were also made in the United States. Market shares were quickly gaining from the Japanese and European competitors and the company was gaining dealers from Madison to San Francisco and sales had grown to over $1,000,000. After expanding the facility to allow for assembly lines and paint factories, reshaping the entire business, the company was able to hire its first true sales representatives and there in lies its customer service foundation. In 1981, sales doubles and again in 1982. In 1983, the company was already building additions to the factory. The business growth inspired a movements on the West Coast in corporations like Gary Fisher. Then in 1985, sales were over $20,000,000 But, as with any fast lane growth, Trek was facing a net loss for the second year straight. The totals sales in 1984 did not meet expectations and quality control was lacking which angered retailers. The assembly line was built but   it seemed as thought the company didnt know how to keep it moving forward. On top of that the turn over rate was lacking. John Burke, the son of Richard Burke, who worked for his fathers business remembers writing orders and them showing up at the customer two weeks later but yet having other orders written on prior sales call that still were not arriving to the customers (Burke, 2012, p. 10). The quality in the company was deteriorating. There were paint problems, frames were out of alignment, credits that were promised were not going through, etc. â€Å"I worked hard and sold a lot of product but the problems from the home office kept mounting† (Burke, 2012). Retailers were becoming more and more upset which pushed Trek even harder and the company was falling apart. Customer services makes or brakes a company in the retail world and Treks mission was to make every customer happy. It was up to their customer service department to bring this company back up and that is exactly what John Burke did. He knew that they needed to regain their focus, and that he needed to take a more active role in the companies day-to-day operations. A lot of options were being faced which included closing the operation and liquidating the business, sell the company, or turn it around. â€Å"We decided to roll up our sleeves and get it done (Burke, 2012). There is one method in business that seems to always prevail and that is the back-to-basics approach. Build a quality product, at a competitive value, that can be delivered on time while maintaining a positive work environment for customers and employees. Most importantly, deliver profit. The company first needed to start shipping orders on the same day. Cross training is always an excellent tool and this was a perfect opportunity for the business-suited employees to start putting their hand in on the factory work. The factory would get backed up and so the office workers would go into the warehouse and make sure that orders were fulfilled. Saturdays may seem like a day of rest for some but for Trek to succeed it had to require work on the weekends. Not only were deadlines met but lousy product needed to stop making it out the door. This truly shows the customer that their needs are  being met no matter what it takes. Organizational buying process is such an important business practice. With the many years of developed partnerships Trek has established, the company now has suppliers around the world that allow the fulfillment of demands of the product line. In the 1980s, when Trek was struggling, they were overlooking one very important aspect of their customer relationships-what is the actual value of their product? They were not going to their buyers and simply asking if they could help them find a vendor based on the value they were proposing. One a vendor is found there is some research that is to be done as well. Does this vendor have good history? Who has worked with them in the past? Is there opportunity to save some money in the mean time? Reliable quality product is what businesses thrive on. Any product that is overpriced needs to be discontinued and new products need to be developed that hit the right price points. â€Å"When potential suppliers are identified, theyre evaluated on four criteria: quality, delivery, capability, price, and environmental impact of their production process† (Kerin, 2005). In an industry such as bicycle production, the operational approach to management is essential. This approach is dedicated to improving efficiency, cutting waste, and improving quality (Kreitner Cassidy, 2011). By staying in line with business ethics, the manager of Trek would have put more energy into building better product so that it would support the challenges faced today such as limited mobility, issues with the environment, and now more than ever, issues with health. Essentially the bike must work well. If the name Trek is one it then there is quality behind it and this quality needs to be adhered to in the warehouse during production. At the time, Trek probably could not have seen that the bicycle would become the simple solution to all of these things but just as we embrace the availability of such innovation, managers of any business should be at least two steps ahead as to almost predict the future, therefore focusing on sustaining the reputable quality product that the c ompany originated from. In 1988, Trek introduced the Model 1200 aluminum road bike. This was the turning point for the company. This was true quality at a very competitive price. The original dollar amount was $500. Originally the company planned to sell 3,000 of these models but at the end of the year 12,000 were sold. This is when a business needs to reevaluate its retail margin. What goals are being made to improve the amount of retailers and what is the target date? Buyer centers then need to help the company find vendors to find the right place to sell new product. New strategic visions for new models and components builds a better business. Trek was learning, slowly but surely, that they needed to look at their own processes, understand how they make their product, how they source their product, and how they will continue to bring their product to the market and maybe at the end of the day, saving a dollar or two. How could Trek build bicycles that last longer, maybe even use recycles tires. Every business has room for improvement. Business owners should always be looking for ways to bring new technology and solutions into the marketplace. By 1996 Trek was now over $300 million in sales. At this point in the time the company was expanded in Europe to include Japan. However, when there is sunshine expect rain and when there is rain expect for sun. After Trek ramped up their budgets by 20 percent in 1996, 20% more product was to be produced. Sales forecasts were starting to get missed which left inventory levels shooting through the roof. The company was yet again out of balance. There were more bikes in inventory than sales. Every year bicycle products are expected to change, therefore this high inventory of product needed to be discounted heavily in order for sales to continue. This only hurts profit margins. Basically what happened was that Trek grew too big too fast. Just about an hour away form Waterloo is the Whitewater Trek manufacturing plant. When this plant was first opened in 1995, the goal seemed to still be manufacturing low-price point bikes. â€Å"We got out of 1996 making a profit, but the future was no longer bright, and storm clouds were on the horizon† (Burke, 2012). Then numbers continued to look worse and worse as the years went on. Finally in 1998, Tim Callahan was hired on to Trek to take over manufacturing. He turned over Trek manufacturing that essentially saved the business, yet another time. The concept of Kaizen, Japanese for â€Å"continuous improvement† was used first to turn the Trek factories around. â€Å"In the gift-that-keeps-on-giving department, we took Kaizen to our dealer network and it has continued to make an amazing difference to this day† (Burke, 2012). Businesses to do not There was one other thing that added to Treks new found momentum in success. Trek signed a sponsorship deal with the US Postal Service to sponsor a bike team. Thanks to Lance Armstrong, who had a good group of riders, Trek appeared in the 1999 Tour de France. Lances winnings gave Trek the opportunity to show up on the front of Sports Illustrated and The New York Times, as well as on the Letterman show (Burke, 2012). Business was great until the year 2006. Production needed a facelift. How do you keep a product backed for years by consumers by maintaining its quality and reputation? For consumers of Trek bicycles, there is customer loyalty. Just like with Apple computer or Smart phones. Why such dedication from the customer? Trek figure out that to continue this relationship they would not only have to continue to build quality bicycles-the best in the world but they would provide their customers with quality products at competitive value that would be delivered on time. Just as with Apple computers, the product continues to prove itself in quality, never leaving the customer unsatisfied. IF there is a problem for whatever reason, dedication to customer sanctification shines the most by fixing whatever issue there may be in a timely fashion. When Senior Burke fired the management team and asked John to move back to Wisconsin to run Treks customer service department, he learned the value of maintaining relationships with retailers and customers.

IQ and Success :: Sociology Racism Prejudice Essays

IQ and Success   Ã‚  Ã‚   Using data from a long-term survey, The Bell Curve purports to show that IQ is a far better predictor of adult success than childhood socioeconomic status. But the authors used an extremely limited number of social factors as the basis for their calculations. By taking into consideration a greater number of social factors (to make the study resemble a more complete picture of real life), sociologists have been able to show that social factors, not IQ, are a much better predictor of future success. In The Bell Curve, authors Herrnstein and Murray claim that a child's IQ is a far better predictor of future success than a child's initial socioeconomic status (or SES). For example, a white child raised in the bottom 5 percent of SES is eight times more likely to become poor than a child from the top 5 percent. But a white child whose IQ is in the bottom 5 percent is fifteen times more likely to become poor than a child whose IQ is in the top 5 percent. (1) Is this true? (Well, no -- but more on this below.) It does seems obvious that intelligence is important to succeed in life, but it also seems obvious that social factors play a large, if not larger, role. For example, the crushing economic disparity between North and South Korea has nothing to do with IQ differences, and everything to do with different social and economic policies. Even on a personal level, intelligence is only one of countless factors that contribute to success. Others include: Access to education Training opportunities Personality type Physical attractiveness Athletic ability Inheritance Nepotism Prejudice Social and business connections Knowing someone who is successful Lobbying Congress Business cycle trends Fads Inventions Discoveries Wars Speculation Gambling Miserliness Insider trading Unfair market practices And, last but not least, dumb luck -- being at the right place at the right time And these are just the adult factors -- there's a whole host of childhood factors as well, which follow below. How the rules of the game are constructed determines which of these factors becomes most important for winning and losing, and therefore which individuals have the most "merit." For example, we might think that those who play professional baseball have the most merit -- that is, they are the best players in the game.

My Leadership Style Essay

I consider myself a democratic leader because I am relationship- and people-oriented. I believe that policies and decisions made in a group setting are best for all involved. Democratic leaders emphasize theme work and are willing to share responsibilities. I like to lead through cooperation, not by bossing around others. This means that I would seek to promote policies through group discussion, and place strong emphasis on teamwork. I believe that an effective manager not only encourages, but listens to input of the workers; an effective manager not only instructs the worker, but shows how the instruction should be carried out; the effective manager eliminates inspectors, and instead teaches the worker the value of doing their own inspection, fostering their own self-worth on the job and their part in making the company works. Effective leadership thus enhances job satisfaction, efficiency and work production (Huber, 2006). Leadership Theory I believe that I would be a good leader because I believe that all effective leaders recognize that their power to achieve organizational objectives comes from having a motived workforce who shares in the organization’s vision. In addition to my ability to establish clear visions and identifies ways to achieve goals, I am a people-oriented individual who believe that people perform at their best when the work that they do enables them to achieve their highest potentials both as human beings and as employees. This means that I do not take an authoritative approach to leading. Rather, I believe in empowering every employee. For these reasons my leadership style is best reflected in the transformational model of leadership. By  definition, a transformation leader is a â€Å"leader who motivates followers to perform to their full potential over time by influencing a change in perceptions and by providing a sense of direction. Transformational leaders use charisma, individualize d consideration, and intellectual stimulation to produce greater effort, effectiveness and satisfaction in followers† (Huber, 2006, p.19). According to Robins and Davidhizar (2007), health care organizations need to constantly evaluate individual nurse managers to promote transformational leadership qualities because positive transformational changes in nursing produce a beneficial trickle-down-effect health care delivery. Huber (2006) indicates that the transformational leadership concept is vital to the nursing practice because it promotes the development of a culture of excellence and that organizations with transformation leaders have traits such as â€Å"pride and satisfaction in the work, enthusiasm, team spirit, a sense of accomplishment, and satisfaction† (p.21). McGoldrick, Menschner and Pollock (2001) state that transformative learning helps nurses to change the way they think about themselves from a professional standpoint because transformative learning aims to refrain the thinking of the individual to self-reflection. Robins and Davidhizar (2007) found, for example, that employees who work with managers who lead in a positive and encouraging manner become more contented and satisfied with positions, which translates into increased patient satisfaction. This is due largely to the four main activities in which the transformational leader engage: establishing a vision, providing meaning for employees through the building of a social architecture, maintaining organizational trust and placing emphasis on the importance of building employee self-esteem (Huber, 2006). Assessing My Decision-Making and Problem-Solving Style Problem-solving/decision-making is a very important aspect of the leadership process. Sullivan and Decker (2005) point out that leaders must be able to use critical thinking skills effectively when making decisions or attempting to solve problems. This means, being able to make assumptions, interpret and evaluate data, explore alternatives, identify information, and analyze and question implications for each solution. When I am faced with a problem, I have a tendency to make decision based on my intuition and experience. For example, if I had a patient who was agitated and my care plan is not meeting  the needs of the patient, I would be tempted to solve the problem by asking for help from a supervisor or a coworker. In some cases, I would also rely on past experiences and try methods that I have used with other patients. On one occasion I had a patient who had a pressure ulcer and complained a lot about lying on her side. However, I could not allow the patient to lay on her back because it would make her condition worse. To solve this problem, I tried other methods such as distracting her through the television, talking, use a pillow or reading a story to get her to minimize and not focus on the discomfort. In some cases, I also engage in trial-and-error for some patients for whom the normal care procedure may be insufficient in achieving desired results. However, I also used an organized method to solve problems that do not require immediate action. For example, if I am having problems with a co-worker, I would define the problem, identify the source of the problem, and then choose a number of solutions that would best address the problem. For each solution, I would also assess the alternatives, the advantages/disadvantages of each solution and their short-term and long-term implications. Assessing My Ability to Set Priorities Setting priority is an important facet of everyday life, whether dealing with families, work or play. I believe that I am proficient in setting priorities because I set priorities based on whether the decisions I make will achieve the intended goals. For example, during my college years, I decided that it was crucial for me to work while attending school. While my larger goal is to earn a degree so that I can achieve upward mobility, my number one priority is to be efficient on the job and fulfil my work responsibilities. This means that if my school schedule should conflict with my job responsibilities, I would rather make the necessary change to my school schedule. This is because school is a long-term goal whereas my current employment facilitates that long-term goal by providing me with an income as well as experience that would enhance my future endeavors. Thus, one way that I set priorities is based on the importance of activities, tasks or responsibilities. I also set priorities based on the time-sensitiveness of the task. Because I set priorities based on the utility of the task, action or event to my short-term and long-term goals, I tend to rely more on strategy than on emotions when prioritizing. However, I  am able to modify my plans based on extenuating circumstances. Refining a plan, for example, may become necessary when an earlier plan does not go as intended. I am therefore open to reassessing my plans and making revisions to make them more effective and goal-oriented. Assessing My Delegation Skills Sullivan and Decker (2005) define delegation as a â€Å"process by which responsibility and authority for performing a task (function, activity, or decision), is transferred to another individual who accepts that authority and responsibility† (p.144). Delegating a task is an indication to the other person that you are placing your confidence in him or her regarding their competence and trustworthiness to effectively perform the task. When I am about to delegate a task to someone there are a number of questions that I ask myself. These include: what is the task to be delegated? What is the complexity or simplicity of the task? How much decision making is involved in completing the task? I possess excellent critical thinking skills and is able to analyze information effectively. For this reason I believe that I am good at delegating task. I usually consider the individual experience with the specific issue, the individual’s background with similar tasks, the personâ€℠¢s reliability and on-task behavior as well as the emotional maturity required for the task. Assessing my Communication Skills To facilitate team work in the transformational leadership setting, it is important to have an effective communication system that provides complete and accurate exchange of information that guides decision (Conrad & Poole, 2005). Tate (2005) observes that to be proactive, the leader needs to use clear language when interacting with coworkers and knowing how to listen to others, including staff and patients (Tate, 2005). Tomey (2004) indicates that communication is a process which involves giving and receiving information through verbal exchanges, gestures, writing, and the use of technology. I consider myself to be fairly competent in the area of communication. For example, I have good interpersonal communication skills. I can read body language, facial expression and can use these modes of communication to get desired results. I am also competent in oral and written communication. I am able to articulate my ideas and have sufficient vocabulary to have meaningful exchanges with others. I am also good at  making others understand my stance on certain issues. I am also able to use technology such as a computer and a phone to communicate. For example, I can send e-mails, use an online chat room, send a text message. Assessing my Conflict Resolution Style According to Sullivan and Decker (2005), conflict management is a time consuming and difficult process. To resolve conflicts, management has to listen to both sides of the issues and identify compatible solutions. Based on this assessment, I believe that I possess good conflict resolution skills since I am always willing to listen to others’ position before reacting. I am also good at negotiating. Sullivan and Decker (2005) indicate that the purpose of negotiation is to achieve agreement. My desire to avoid confrontations that can be distracting and unproductive, provides with a keen sense of looking for common grounds on which people can find agreement. Also, I emphasize the importance of diversity when dealing with others so that people can understand that having different ideas or ways of thinking does not have to cause conflicts. As a result my key strategy is to use collaboration in which I encourage others to find ways of working together to achieve shared goals. Identifying Strengths and Weaknesses / Plan of Action Two areas in which I consider myself to be proficient or competent are decision-making/problem solving and delegation. However, I have deficits in the area of communication and conflict resolution. In the area of communication, I have difficulty in the transmission of the message due to having a strong accent which makes my speech difficult to understand at times. To address this issue, I will see a speech therapist to assist me with pronunciation and speech rate. This is very important because a leader has to work in a fast-paced multidisciplinary healthcare environment that requires others to quickly understand what he or she has to say. In the area of conflict resolution, I tend to take the â€Å"flight into fantasy† approach, which involves thinking about something else in order to be protected from stress. The consequence of this is that it does not address the needs of the parties. To overcome this problem, I will try to incorporate the confrontation approach. This approach allows the leader to deal with the  issue and put it to rest (Sullivan and Decker, 2005). As a democratic leader ,I will effectively seek to bring together the synergy of my subbordinates in order to achieve our specific objectives.It is imperative that as a leader I strive to approach my leadership style in a comprehensive and transformational manner.My decision making will aplly critical thinking skills in order to solve problem.Priority setting,goal delegations and conflict resolution are pertinent to my leadership style and objective. References Conrad, C. & Poole, M.S. (2005). Strategic Organizational Communication in a Global Community (6th ed.). Belmont, CA: Thomson Wadsworth. Huber, D.L. (2006). Leadership and Nursing Care Management (3rd ed.). Pennsylvania: Saunders Elsevier. McGoldrick, T.B., Menschner, E.F. & Pollock, M.L. (2001). Nurturing the transformation from staff nurse to leader. Holistic Nursing Practice (16)1, 16-20. Sullivan, E.J. & Decker, P.J. (2005). Effective Leadership & Management in Nursing (6th ed.). New Jersey: Pearson Education, Inc. Tate, C.W. (2005). Leadership in Nursing. New York: Churchill Livingstone. Tomey, A.M. (2004). Guide to Nursing Management and Leadership (7th ed). St. Louis, Missouri: Mosby.

The Effects Of Sustainable Packaging On Consumer Purchasing

The Effects of Sustainable Packaging on Consumer Purchasing Introduction At approximately seven billion individuals, the population of the Earth continues to grow exponentially. Global warming, safe disposal of waste, and the renewability of resources have been a growing concern due to the massive amounts of waste that is being accumulated from over consumption. Furthermore, urban sprawl has been an ongoing trend among consumers that contributes to the waste dilemma. In society, the effort to address these issues has become known as sustainability initiatives or â€Å"green† movement. Many communities have launched recycling programs to support the initiative. With pressure from both consumers and governments to adopt sustainable business practices, it may be in the best interest of product manufactures to promote sustainability together with their product attributes. Various companies have already promoted sustainability through their products, while several have gone above and beyond to attach their brands to this movement in pursuance of a gre ener image. Coke, for example, did more than just print the little recycling logo on their packaging, the company came out with T-shirts that were completely made out of recycled plastic Individuals need to consider the impact of their actions on the environment as a part of their daily routine, because what we do today will significantly impact the Earth and future generations for decades. Sustainability is now considered more thanShow MoreRelatedThe Impact Of Packaging On Marketing And The Environment1327 Words   |  6 Pagesimpacts of packaging on marketing and the environment, marketing principles used in the creation of dairy packaging, and the insights of â€Å"green† consumer behaviours in NZ? 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