Sainsburys Opportunities for Expansion: Analysis

Sainsburys Opportunities for Expansion: Analysis 1. Introduction The aim of this report is to analysis the accessibility and strategies for Sainsburys to entry India retailer market. Based on findings, the report employs Dunning OLI theory and Porters diamond framework to discuss the possibility of Foreign Direct Investment (FDI), gives recommendation on whether Sainsburys should access Indian supermarket sector or not. Furthermore, it provides some available strategies for addressing and strengthens risks and opportunities in India. Strategies comprise of several elements, which include entry mode, location choice, main products, human resource strategy and marketing strategy. As known, with huge domestic demand and fast growing GDP rate, India is one of the fastest growing emerging markets. Although, bearing various restraints for MNEs, it also has high potential in economic development, which makes India one of the ideal destinations for multinational enterprises (MNEs). Strict commercial regulations set by Indian government pose additional potential risks for MNES to cooperate with local enterprises. By giving emphasis on regulation aspect, this report also examines Sainsburys ability for surviving in the competitive market. Wal-Mart and Tesco have invested capital into India market for a while. Some people keep positive think that they can successful survive in local competitive market. But some people still keep looking this new market. No matter what difference of MNEs consideration, Invest in India seems a new trend in many industries. Based on very different opportunities and risks, what kind of strategy does Sainsburys can develop in India, and that is our group learning from here and concerning. 2. Company profile Sainsburys is the third biggest supermarket retailer in the UK. There are more than 290 convenience stores and 502 supermarkets across the UK. According to statistic provided by Datamoniton (2010), more than 18 million customers visit Sainsbury every week. The financial performance is excellent for the past few years, as reported the pre-tax profit increased by 57.3% from  £466 million in 2009 to 733 million in 2010. (Key note, 2010). Food and grocery are the main products, despite of displaying high-end products from other independent suppliers, the own brand which accounts for 40% of its sales, also showed promising driving power. Moreover, its new strategy is to develop more products of private labels and promote local organic products (GMID, 2010). 3. Macro and micro investment environment analysis The macro and micro investment environment analysis integrated two methodologies. Basically, this report adopts Dunnings (1988) OLI theory to critically examine Sainsburys ownership, location and internalization conditions in India. However, due to the limitations of OLI theory, the report also employs Porters diamond theory to help to give full interpretation. It would contribute to give a depth and board analysis of investment environment. 3.1 Ownership analysis Table1. Ownership analysis Advantages Disadvantages Capital advantage High reputation for offering good quality food to customers Low demand of electric energy Less FDI experience in Asia Relatively weak demand of matched customers Low level infrastructure and poor electricity supply In terms of Sainsburys ownership, there are three principal advantages. 3.1.1 Strong capital position Sainsburys has stronger position that superior to the Indian local biggest retail companies. Compared Pantaloons Retail Limited, which is the biggest Indian retailer with an asset of Rs 1030.16 million, Sainsburys has a net current assets  £4,966 million in 2010 ( £1=Rs47.273, Feb, 2011) (Sainsburys annual report, 2010, refresh annual report, 2009-2010, Yahoo finance, n. d.). Big Bazaar and Food Bazaar, the subsidiaries of Pantaloons, are the first and second biggest retail shops in India (Techchandani, n. d.). 3.1.2 Serve for customers Sainsburys has strong awareness of offering good quality foods to customers. In the UK, proprietary, a system that retailers indicate quality assurance by selling products under their own labels as their brand products, is a common method (Holleran, Bredahl and Zaibet, 1999). Under this system, Sainsburys sells foods as its brand, and consumers trust its brand (Cotterill, 1997). It is because the high quality own brand merchandise that enhanced Sainsbury brand influence, also improved supply chain management, to fulfill the customers, suppliers and Sainsburys needs (Baidu, 2011) 3.1.3 Low electric energy store operating skills During 2009 to 2010, Sainsburys reduced its consumption of energy 2.5% despite of extending over 6% of its space by introducing eco-light bulb for store operation (Sainsburys, 2010). India is fifth biggest energy consume county and its energy supply is in a poor condition (India Energy Market Overview, 2010, Central Electricity Authority, 2010). Therefore, operating stores in instable electric condition, this low energy store operating skill might be competitiveness when competing with others (Sainsburys, n. d.). 3.1.4 Weakness On the other hand, there are also limitations. Though, Sainsburys is operating a head office in Hong Kong and it trades Asian products directly to Sainsburys in the UK, the operating type is not a retailer. Without investment or operations overseas as a retailer company, Sainsburys is lack of experience (Import Bureau, n. d.). 3.2 Internalization analysis As relative data mentioned, it shows that immature supply chain management and poor quality of infrastructure and technology skills are keys to add transaction costs. Recently, Sainsburys is aggressively developing strategy of private label, it includes food and non-food product (GMID, 2009). In order to maintain high quality and low costs own-brand, logistics management and advanced technology play critical roles. However, India supply chain is not well developed. For example, many food suppliers cannot prevent food spoil in hot weather. Therefore, Sainsburys cannot exploit local logistic to link present strategy of private label (GMID, 2010). Furthermore, it is a challenge for Sainsburys to decrease transaction costs effectively in India. Tsao et al (2010) reported that it is high spoilage rates around between 25% and 30% in grain supply chains. Besides, lack of information technology, logistics concepts make the service price greater crop costs approximately over 2.4 times. Sainsburys incurred high costs by 210% despite the fact that wholesalers, retailers and the intermediaries are the foundation for determining the final price. By contrast, in the western countries, the rates are approximately 3% and between 50% and 100%. Therefore, in this immature environment, Sainsburys may greatly shrink its margin. 3.3 Location analysis Advantages 3.3.1 Market size (Porters diamond) The organized retail sector makes up 5% of the Indian retail market. According to a research, investment in the organized retail market was around $ 503.2 million in 2009, and will increase to $1.26 billion in the next four to five years. Indias retail sector is expected to have a 10% increase in its compound annual growth rate and also estimated to reach US$ 833 billion by 2013 and US$ 1.3 trillion by 2018 (Business maps of India). 3.3.2. Increasing demand (Porters diamond) Nowadays, potential investors are attracted to the Asia Pacific retail market because of their population size and growth prospects, the relative immaturity of many markets in these regions helps them to take advantage by organizing the retail sector and increase the share of overall retail sales (Business Environment Outlook, 2010). The A.T. Kearneys annual Global Retail Development Index for 2010 categorises the retail market in India is as the fifth largest destination in the world and also the third most attractive emerging market for investment in the retail sector (Market Overview, 2010). 3.3.3. Low Labor costs (Eclectic paradigm) A new survey shows that labor costs in India are euros 2,024 a year, while the financial cost of employing a worker in Belgium, Sweden and Germany is more than euros 50, 000 per year (SiliconIndia news, April 2005). Besides, there is a high level of qualified English speaking workforces in India. 3.3.4. Competition condition According to the retail market data, the table shows that India maintains the 2nd position with a high score of 63 for its market entry potential. This simply reflects Indias underdeveloped retail market as well as the absence of local and multinational competition. India also recorded a good score for the value of retail sales and prospects for retail growth. In this market, there are local mom and pop family stores and the existing supermarket brands occupying the majority domestic market, as well as multinational brands which are planning to enter. Mom and pop family stores still dominate supermarket business. Since the large super market chain has not build an effective supply chain yet, it leads to the increase of products prices. Moreover, people prefer the service, as most of these shops offer home delivery, easy credit, and gifts and discounts for customers, by contrast, large supermarket cannot offer as good service as Mom and Pop. In addition, more than 2000 supermarket chain closed in 2008 due to these little shop and economic downturn. It is a significant challenge for the most supermarkets now and future (Srivastava, 2009). Despite of the existing 15 stores spanning India, Marks Spencer Reliance India are planning to open 35 stores over the next five years. Carrefour SA, the largest retailer of Europe, is planning to open who lesale stores in India by 2010 and has planned to set up the cash-and-carry outlet in the National Capital Region. Mahindra Retail, a part of the Mahindra Group, is also planning an investment at about $ 19.8 million. Threats Table2. Asia pacific retail business environment ratings Source: India Retail Report Q3 2010, pg. 10 3.3.5 Limits of Potential Returns Within the country structure category, India drops to the bottom of the table with a score of 40 indicating that a high score for the size of its population is balanced by low scores for its small urban population and spending capacity of its general population (Business Environment Outlook, 2010). In terms of retail market data, the table shows that India maintains the 2nd position with a high score of 63 for its market entry potential. This simply reflects Indias underdeveloped retail market as well as the absence of local and multinational competition. India also recorded a good score for the value of retail sales and prospects for retail growth. 3.3.6 Risk of Realisation of Returns The market risk data shows that India has the second lowest score. This signifies that the regulatory environment would affect factors relating to market entry. The country risks data also rating India as the second lowest. This shows that India possesses a high score in the areas of economic instability and policy, moderate in the areas of financial risk, short-term economic rating and short-term political rating. Finally, India has a poor score for long-term inflation, institutions, physical infrastructure, market orientation and labour infrastructure (Business Environment Outlook, 2010) 3.3.7 Infrastructure of advanced factor (Porters diamond) The Global Competitiveness Report 2010-2011 reports that Indias infrastructure is in serious need of upgrade especially in respect to transportation and energy supply (World Economic Forum). In relation to this, much of Indias farm produce gets to rot to market because of few refrigerated trucks and lack of modern transport logistics management (The Telegraph, 2011). Table3. Indias development stage Source: Global Competitiveness Report 2010-2011 The diagram above shows the stage of development in comparison with the rest of the world. The diagram indicates that India is still in stage 1 which is the factor driven stage. India scores 3.5 out of 7 with respect to its infrastructure which is quite poor and needs an upgrade. It is very important to possess efficient infrastructure because it is a critical determinant for economic growth and it determines the location for economic activities and this helps to connect markets between regions and also reduce the cost of marketing in another region (World Economic Forum) 4. Recommendation Based on analysis of Dunning OLI theory and Porters diamond, the shortages makes Sainsbury cannot fulfill all elements at the same time. Despite of Indias huge market size and fast growing economy, there are still shortcomings which will affect Sainsburys investment. It lacks good infrastructure, high level of corruption, long-term inflation, unstable government policies and issues with government regulations on FDI. Furthermore, it is facing the competition from both local competitors and other multinational enterprises which are investing or planning to. A good example for lack of infrastructure is the need for more enough refrigerated trucks to preserve farm produce during transportation to the markets and this can also be related to the lack of a modern transport logistics management. Lastly, it may not have cost efficiency as invest supermarket in India. Therefore, we strong recommend Sainsburys do not direct invest supermarket in India now. However, we support the second option for Sainsburys. We suggest that Sainsbury enter India in the term of operating as a supplier business. It based on followed reasons: 1. In July 2010, Dean Nelson reported that India is making a move to deregulate its retail sectors so as to allow British supermarket giants like Tesco and Sainsburys has the opportunity to set up new stores throughout the country. 2. More also, Britain is hoping that India will lift its restrictions in various sectors like banking, insurance, financial and professional services so as to allow law and accountancy firms to practice there. It is believed that the establishment of British Universities in India would help meet the high demand for higher education (The Telegraph, 2011). The purpose of this relationship is to exchange knowledge and technology that can both benefit the two nations and can help the growth of mutual trade and investment. Although the relative regulation has not passed yet, it actually can give investors more confidence. Hence, we suggest Sainsburys can start with supplier business and prepare for establishing supermarket someday when the timeliness is rape for it. Furthermore, it will benefit Sainsburys to own more competitive advantages in the future. 4.1 Entry modes of Sainsbury There are several modes that the multinationals can apply, such as joint venture, mixed venture with the government and take part in privatisation. However, as mention above, there are various regulations making the joint venture the only possible mode. There are both advantages and disadvantages regard with joint venture. 4.1.1 Advantages From ownership aspect, it can reduce the capital of investment since local government accounts for 51% and organization owns 49% share. This can decentralize the risk and save the capital because this model can substantially reduce risks of being subject to nationalization or other types of adverse government interference. Another benefit is Sainsbury take the advantage of partnership in terms of original channel, reputation, knowledge, technique and existing system. For example, Sainsburys can share local knowledge and marketing experiences with local partner, such as management system, skills, language and culture that are necessary for competing in India. Moreover, the local company can help to handle many issues with local government, such as labour dispute, environment and union issues. 4.1.2 Disadvantages Nevertheless, this entry mode also is facing several shortcomings, such as the multinationals are easy to lose control over the technology, unable to engage in global strategic operation, and easy to lead to conflicts over goals and objectives. Because of Indias restrictive commercial laws, instead of operating as a retailor, Sainsburys can only form an alliance with domestic conglomerates to undertake wholesale-only operation, such as outlet, cash-and-carry wholesale stores, before the government loosen its restriction over this field. 4.2 Wholesaler advantages in India Sainsburys is good at developing own brand product in UK. And, some India enterprise start to realize the advantages of own-brand, such as decrease unites costs and enhances customer loyalty. The market orientation of Sainsburys is upper class level in the retailer or wholesale areas, and the main customer group is targeted at middle class and even higher. Moreover, in terms of the consumer behavior is rapidly changing in India; some tend to seek for the high-quality product with low price and the brand name. Thus, it successfully increases the market demand of the own brand goods of Sainsburys. In sum, Sainsburys can adopt high-end and differentiation strategy via private label for increasing competitions in market (GMID, 2011 Key note, 2011). 4.3 Localization Kerala state is chosen as the best location for Sainsburys subsidiary because of the optimal investment environment and considerable population of middle class. From the investment environment perspectives, in addition to the well-constructed infrastructure, the education popularization, universal health insurance is the highest across India and as well. The average income in local around $1,040, and the economic growth rate around 13.5 % and high level of FDI ($2.6 billion) between 2000 and 2008. Retailer, tourism, education, IT and IT service are main industries there. Literacy rate is 90% of local residents, and it has a widely influence of making people to accept a concept of higher quality food and other product. (Ministry of economic affairs of ROC, 2010) The follow table gives more information in terms of competitive advantage by Porters diamond. Table4: competitive advantage on Kerala state Factor endowment Educated population rate higher than other state in India Developed natural resources and agricultural environment Well Infrastructure Demand condition Increasing awareness of brand and food quality in south India. People have well educated and higher consumption capacity Health food is excepted to become important to urban consumers Relating and support industries Generate spillover effect due to flourishing farming industry Develop rapidly in Service industry Firm strategy, structure, and rivalry Increasing rivalry including local and international enterprise, e.g. Hindustan Unilever, Nestlà © Export-oriented food industry in local enterprise Sources: GMID, 2010 Moreover, according to OLI analysis in previous sections, it can substantially reduce threats if Sainsburys invest in Kerala. For example, the skill of food manufactory and infrastructure are superior to other places in India. The local government intends to build advanced transportation network to link with other big cities. It can release the stress of food spoil, and it will cover a greater region in south India for Sainsburys. Furthermore, high degree of education is the key to implement Sainsburys strategy (i.e. quality product and own brand). 4.4 Marketing strategy When Sainsburys run business in India, its high quality reputation will be able to opportunity on it marketing activities, on the other hand, cultural differences will be a risk. To utilize the opportunities and manage the risk, target marketing strategy and localization strategy might be useful (Salomon, et al., 2009). For example, Sainsburys high quality reputation is its competitiveness, so if it focuses on quality sensitive Indian customers it can make clear discrimination with competitors. Also, localization of products, promotion and price is also important for Sainsburys to success its business in India. For example, over 80% of people are Hinduism and they do not eat beef and many people are vegetarians (Hill, C. W. L, 2011). About the population, young age structure (0-14 years) is 30.5% and it is higher than U.K. and it might affect its offering products promotion (Central Intelligence Agency, n. d.). 4.5 Human resources management Superior human resource management (HRM) can be a sustained source of high productivity and competitive advantage in the global economy (Hill, 2011). There are three types of staffing policy. According to the International Business, if Sainsburys use the global standardization policy, it has two advantages which use HRM efficiently, and build a strong culture and unofficial management networks (2009). However, it still has some disadvantages, such as high cost, and limitation from national immigration policies. When Sainsburys invests in India, it needs to estimate the consumption ability and business performance of India, and then to calculate initial personnel cost which has to accordance with local regulations and culture, to carry out with Sainsburys organization chart recruitment. There are two stages of recruitments (see Table 1). Table5. Strategy of recruitments Strategy Advantage Disadvantage Short term Internal recruitment External recruitment Part time recruitment To build human resource database Have more time option and retention talents High cost of HRM Lack talents Expatriate failure Middle and Long term To train staff Cultural training Practical training Compensation Department rotation To develop international view To decrease culture myopia To improve local responsiveness Training and relocation costs increase Need a higher compensation structure Source: HRM, n. d.; International Business, 2011 As can be seen from the above table, the short term illustrates that internal recruitment is the fastest method for HRM, but it does not have any assist to build a new HR database in India. At the beginning of the investment, Sainsburys needs to spend high price for HRM (HRM, n. d.). After this stage, training staff is very important, because it can get some benefit such as developing international view for employees which will cost a lot than before. Sainsburys needs to consider this point and makes a balance about the cost.

Island of the Sequined Love Nun Chapter 65~67

65 Down to the Promised Land Malink joined Tuck on the flight deck and tried to work the flight officer's harness around his belly as Tuck released the ground brakes and the jet started rolling. The two fighters did another pass overhead, one of the pilots warning Tuck not to attempt to take off. â€Å"You forced me down,† Tuck said into the headset mike. â€Å"What more do you guys want?† He rammed the throttles to maximum. They either had enough runway or they didn't. What was certain was that he wouldn't know in time to stop. They were going into the ocean or into the sky and that was that. The flaps were down for maximum lift, which would use three times as much fuel as a regular takeoff, but that was a problem to deal with once they were in the air. He looked at the ocean ahead, then at the airspeed indicator, then at the ocean ahead – back and forth, waiting, waiting, waiting for the airspeed indicator to reach the point where the plane would lift. He was twenty knots short of takeoff speed when the end of the runway disappeared from view and he started his pull up. The rear wheels of the great plane grazed the water as it lifted into the air. Tuck heard what he hoped was a cheer coming from the back of the plane, but there was a distinct possibility that he was hearing collective screams of terror. He had just lifted off with three hundred and thirty-two people who had never flown before. Tuck thought of Sepie, who would have started her first plane ride two hours ago. â€Å"Where are we going?† Malink asked. He was trying to compose himself, but when Tuck looked at him, he saw that the old chief's eyes were as wide as saucers. â€Å"A place called Costa Rica,† Tuck said. â€Å"You ever heard of it?† Malink shook his head. â€Å"Vincent tells you to take us there.† â€Å"No, it was my idea, actually.† â€Å"There is plenty cargo on Costa Rica?† Couldn't say, Malink, but the climate is nice and there's no extradition.† â€Å"That is good?† Malink said, as if he had the slightest idea what extradition was. Tuck admired the old chief. He was here because his god told him to be here. He had just made a decision that would change the history of an entire population, and he had done it on faith. Tuck set the autopilot and crawled out of the pilot's seat. â€Å"I'm going back to make sure everyone is strapped in. Don't touch anything.† Malink's eyes went wide again. â€Å"Who is flying the plane?† Tuck winked. â€Å"I think you know.† He turned and headed down the steps to check on his passengers. Pushed to his limit and no little bit frightened, Sebastian Curtis sneaked up on his wife, who was in full tantrum, and injected her in the thigh with a syringe full of Valium. She turned and gave him a good shot to the jaw before she started to calm down. He caught her by the shoulders and backed her into the office chair in front of the computer. â€Å"Don't worry,† he said, â€Å"Nomura is on his way back with the Lear. We'll be long gone before anyone can get here.† â€Å"How did he do it?† Beth's voice was weak now, trailing off at the end. â€Å"I don't know. I'm surprised he's even alive. We'll be fine. We have plenty of money. Not as much as we'd hoped, but if we're careful†¦Ã¢â‚¬  â€Å"He turned them against me,† she said. â€Å"My people†¦Ã¢â‚¬  She didn't finish. Sebastian stroked her hair. The clinic door opened and Mato came inside carrying his Uzi. â€Å"Phone,† he said. â€Å"No,† Sebastian said. â€Å"I've already called Japan. The Lear is on its way. Now give us some privacy.† Mato threw the bolt on the Uzi and said something in Japanese. Sebastian didn't move. Mato dug the barrel of the gun into the doctor's ribs. â€Å"Phone,† he said. Sebastian picked up the receiver that was connected to the satellite and handed it over. â€Å"Out,† Mato said. Sebastian helped Beth to her feet. â€Å"Come on. We have to do as he says.† Beth let him lift her to her feet, then she pointed a finger at Mato. â€Å"You can kiss your Christmas bonus good-bye, ninja boy. That's it.† Sebastian dragged her through the door and helped her across the com-pound to her bungalow. Inside he lay her on the bed. Getting her out of the surgical greens was like trying to undress a rag doll. She babbled inco-herently the whole time, but did not fight him. When he turned to leave the room, two of the guards were standing in the doorway grinning. One of them motioned for him to leave the room. The other stared hungrily at Beth. â€Å"No,† Sebastian said. He stepped into the doorway and pushed aside the barrels of their weapons. They stepped back in unison and raised the Uzis. Sebastian stepped toward them. They took another step back. He was a full foot taller than either of them. â€Å"Get out,† he said and he took another step. They stepped back. â€Å"Out. Get out. Or do you want to lose all your fingers?† He'd found the magic words. The people they worked for were notorious for taking the finger joints of those who disobeyed. The guards looked at each other, then backed out the door that led into the compound. One of them hurled a curse in Japanese as he went. Behind them Sebastian saw Mato coming out of the clinic. He marched right for Beth's bungalow, almost stomping the ground as he walked, his jaw clenched and his weapon held before him. Sebastian closed the door, locked it, and ran to the bedroom. â€Å"Come on, Beth. Get up. We've got to get out of here.† She was still conscious, but had no coordination. He picked her up and threw her over his shoulder in a fireman's carry, then went out the french doors onto the lanai and down the steps to the beach. The warm water seemed to revive her somewhat and he managed to get her to kick as together they made the swim around the minefield. The fighters veered off after an hour and the 747 was picked up by a B-52 that stayed on them until they were in fighter range of the Americas, where they were joined by two F-16s. Out of Panama, Tuck guessed. What exactly did they think they were going to accomplish? A 747 wasn't the kind of plane you ditch in the jungle and make your escape. In fact, Tuck didn't think that any plane was that kind of plane. He certainly wasn't going to ditch in the jungle or in the water for that matter. Despite his misgivings, they were going to make it to Costa Rica with plenty of fuel. They were well below the plane's passenger capacity and they carried almost no baggage and no commissary supplies. The only worry he had now was what would happen to him when they got on the ground. It was true, Costa Rica had no extradition treaty with the United States, but what he had done was an act of international terrorism. He might have done better to head back to Hawaii and take his chances with the FBI ra ther than risk rotting away in a Central American jail. Still, something told him that this was where he should be going. He didn't know why, really, he had picked Costa Rica, any more than he knew why he had stolen a plane and gone back to Alualu in the first place. As he started his descent for Palmar Airport on the coast, the B-52 veered off to the north and was soon out of sight. Tuck had turned the radio off hours ago, tired of hearing the same threats and commands from the milit-ary pilots. As much as he hated the idea of giving the authorities a warning, however, he turned on the radio to advise the tower at Palmar that he was coming in. A midair collision might be even worse than a Costa Rican jail. Especially with three hundred and thirty-two lives riding his soul to hell. He called to the tower, then took off the headset and sat back and relaxed, convinced that for once in his life he had done the right thing. Somehow he would see to it that Sepie got half the money from the Swiss bank ac-counts. He envisioned her in a big house with one bedroom and seventy-two bathrooms with a television in every one. She'd be fine. Malink, who had gone to the back to reassure his people, came up the steps and climbed into the flight officer's chair. â€Å"We are going down?† he said. â€Å"You'll like it,† Tuck said. â€Å"The weather here is the same as Alualu. There are beaches and jungles just like home.† They could see the coast now, extending into the distance to the north and south, the rainforest running from beaches to mountains. â€Å"This island much bigger than Alualu.† â€Å"It's not an island.† Tuck realized that Malink had never walked more than a mile without having to turn. â€Å"Your people will be fine.† â€Å"Are there sharks here?† â€Å"A lot of sharks,† Tuck said. Malink nodded â€Å"My people will be fine.† He was quiet for a minute, then said, â€Å"Will you come with us?† â€Å"I don't think so, Chief. I'm going to be in a lot of trouble when we land.† â€Å"But didn't Vincent tell you to do this?† â€Å"Sort of. Why?† Malink sat back with a self-satisfied smile. â€Å"You'll be fine.† An alarm went off in the cockpit and Tuck scanned the instruments to see what had gone wrong. The red air collision warning lights were flashing. Tuck scanned the sky for another plane, then, seeing nothing, put on the headset to see if the Palmar tower could tell him what was going on. Before he could key the mike someone said, â€Å"Darlin', I'll be whitewashed if stink don't follow you like a manure wagon in summer.† A familiar, melodic Texas drawl, probably the sweetest sound he had ever heard. â€Å"Mary Jean,† Tuck said. â€Å"Where are you?† â€Å"Out your window at eleven o'clock.† Tuck looked up and saw a brand-new pink Gulfstream running parallel to them. â€Å"If you'd a been wearing your headset, you would have known I was here fifteen minutes ago.† â€Å"What are you doing here?† â€Å"Jake called me from Hawaii and told me what you was doing. We cooked up a little plan. I'm gonna get your tail out of the fire one last time, Tucker Case, but you owe me.† â€Å"Boy, have I heard that before.† â€Å"Do you remember the corporate address in Houston? The number?† â€Å"Sure.† â€Å"Well, you dial that up as a frequency and I'll give you the skinny. It's unladylike to broadcast your personal matters over the same frequency the tower's using.† They were lying in the jungle near the runway when the Learjet landed. Sebastian left Beth sleeping under some banana leaves and crawled to where he could see. The jet taxied to the gate and stopped with the engines still running. The guards came out of different buildings and converged on the plane. They'd stacked duffel bags near the gate. â€Å"What's going on?† Beth crawled up behind him. The effects of the Valium were obviously wearing off. â€Å"I think they're leaving.† â€Å"Not without us, they're not. I am the Sky Priestess and I won't allow it.† She started to get up and Sebastian pulled her back down. â€Å"They were coming to kill us, Beth. You were out.† â€Å"Right. If you ever drug me again – â€Å" â€Å"You're insane,† he said. She reared back to slap him and he caught her hand. â€Å"Keep it up, Beth. I'm telling you that if they find us, they'll kill us. Do you understand that?† â€Å"They're grunts. I won't†¦Ã¢â‚¬  Suddenly there was a huge explosion from across the runway and they turned to see a mushroom of fire rising from where the clinic used to be. The guards had loaded onto the jet and Nomura was taxiing to the end of the runway. The guards' quarters went off next, then the hangar, the barrels of jet fuel throwing a column of flame five hundred feet in the air. â€Å"Where did they get explosives?† Beth said. â€Å"Did you know they had explosives?† â€Å"They're destroying the evidence,† Sebastian said. â€Å"Orders from Japan, I'm sure.† The Learjet started its run for takeoff as Sebastian's bungalow went off like a fragmentation grenade, followed by Tuck's old quarters and Beth's bungalow. Fire rained down across the island. â€Å"My shoes! All of my shoes were in there. You bastards.† Beth pulled away from Sebastian and ran out on the runway just as the Learjet passed. â€Å"You rotten bastards!† The Sky Priestess stood in the middle of the runway and screamed herself mute as the Lear disappeared into the clouds. 66 If They'd Only Had Her at the Alamo Mary Jean brought the pink Gulfstream in right on the tail of the 747. Tuck kept the speed over eighty in the taxi, turning it away from the terminal, where police jeeps and a hundred men in riot gear waited. He also noticed a half-dozen TV news trucks there as well. â€Å"Ladies and gentlemen, welcome to Costa Rica, the new home of the Shark People. The temperature outside is 85 degrees and it's clear that things are going to get ugly. I hope everybody's ready.† The police jeeps were speeding across the tarmac toward the two jets. Mary Jean turned the Gulfstream so that it was facing back toward the runway. Tuck turned to Malink. â€Å"Where's Roberto?† Malink pointed up. Roberto hung from the handle of the emergency hatch. There was a spring-loaded spool of steel cable attached to the ceiling next to the hatch. â€Å"Mary Jean, you ready?† â€Å"Sweetheart, we'd better git while the gitten's good. We stirred a hornet's nest out here.† Tuck grabbed Roberto and stuffed him inside his shirt. â€Å"Stay,† he said. Then he opened the hatch and looked back at Malink. â€Å"I have to go now.† Malink took Tuck in his big arms and squeezed until the bat screamed. â€Å"You will come back.† â€Å"If you say so, Chief.† Tuck flipped the intercom switch and picked up the headset. â€Å"Go!† he said and climbed up into the hatch. The six doors on the 747 all sprung open at once and the yellow emergency slides inflated and extended to the ground as if the jet was a huge insect suddenly growing legs. The Shark People piled down the emergency slides and Mary Jean spooled up the Gulfstream for takeoff. Tuck climbed onto the roof and reached back into the hatch for the loop of nylon webbing that attached to the spool of cable. The police jeeps were pulling up on the sides of the two jets; men with rifles stood in the back trying to figure out what they should be shooting at. The Shark People crowded in between the jets, making a human corridor. Tuck took a deep breath and leaped off the top of the jumbo jet. The spring-loaded coil of cable did exactly what Boeing had designed it to do: It lowered the pilot safely to the ground from four stories up. Once on the ground, Tuck ran under the cover of the Shark People and leaped into the open door of the Gulfstream. â€Å"Go!† he yelled. The Shark People scrambled away and Mary Jean released the ground brakes. The jet shot forward. Tuck slammed the door and got to the cockpit just as a jeep swerved out of the jet's path and flipped over. â€Å"Don't try to play chicken with me, snotnose,† Mary Jean said grimly. â€Å"I knew James Dean his own self.† â€Å"Think they'll let you get this thing in the air?† â€Å"I'd like to see 'em try to stop me.† The police jeeps seemed to part for the jet as it headed back to the runway. For all the guns there, no one seemed interested in firing a shot. Tuck looked back and saw the Shark People waving as Mary Jean made her takeoff run. When they were airborne, she said, â€Å"Tucker Case, when you make a turnaround, boy, you don't do it half-twiddle, do you?† Tuck laughed. â€Å"Did you really know James Dean?† â€Å"Sounded good, didn't it?† She turned to him. Not surprisingly, her makeup was done perfectly to complement her outfit and the Gulfstream's headset. She let out a little yelp. â€Å"Tucker, there's a varmint in your shirt.† â€Å"That's Roberto,† Tuck said. â€Å"He no like the light.† â€Å"Darlin', if I had a face like that, I'd gravitate toward dim and unlit territories myself. Remind me to give your friend a sample of our new depilatory.† â€Å"What was that all about back there?† Tuck asked. â€Å"Heroics, son. I told you on the phone, I believe in redemption and I thought it was time I practiced what I preached. Were they really selling those poor heathens' organs?† â€Å"Beg your pardon, Mary Jean, I really do appreciate the rescue, but don't bullshit me. Any one of those cops could have shot out the tires of this plane and we'd still be on the ground.† She smiled, a knowing smile with a hint of mischief, the Mona Lisa in a big blond wig. â€Å"Media event, son. You'd be surprised how far a little palm grease goes in the Third World. Why, I couldn't buy the media coverage my company's going to get on this with a year's profits. And of course you're going to reimburse me for the bribes. Jake says you'll be able to. The tax boys frown on taking bribes. as a deduction. Although we could take it as advertising expense. Never mind, you don't owe me nothing.† â€Å"So that's the only reason you did it, the media coverage?† â€Å"I was shabby to you, Tucker. Not that you didn't deserve it, but I wasn't feeling so good about myself for doing it. I aways kinda looked at you like my wayward little lamb. Course, I'm from cattle folk.† Tuck smiled. â€Å"Whatever. Where are we going?† â€Å"Little place of mine in the Cayman Islands. Jake's going to meet us there with your little friend.† 67 The Cannibal Tree Revisited The Sky Priestess awoke with a terrible pain in her head. She couldn't feel her arms or legs, and something was cutting her between her breasts. She and the Sorcerer had been living in the deserted village for two weeks. The last thing she could remember was the Sorcerer going into the dark for more firewood and hearing a thud. When he didn't answer her call, she had gone to look for him. She opened her eyes and blinked to clear her vision. The world seemed to be spinning and for a second all she could see was a green blur that was the jungle. Then things popped into focus. She was slowly turning at the end of a coconut fiber rope, suspended six feet above the ground. The harness was digging in between her breasts and cutting off the circulation to her limbs. She lifted her head and saw an ancient native tending a long earthen oven that was spouting smoke from either end. The Sorcerer's clothes were piled nearby. The old native looked up and ambled over to her on spindly legs. There were chicken feathers stuck in his hair and his eyes had a rheumy yellow cast to them. He grinned at her with teeth that looked as if they had been filed to points, then reached up and pinched her cheek. â€Å"Yum,† he said. Epilogue Due to the influence of Mary Jean Dobbins, who opened a manufacturing plant in the capital, and a large land purchase by an anonymous buyer, the Shark People were accepted as Costa Rican citizens and their land was set aside as a national reserve. Malink remained chief for many years, and when he became too old to carry the responsibility – since he had no sons – he appointed Abo his successor. Abo learned to preside over the ceremonies in honor of Vincent and led the prayers for his return, for they all believed that he would return, but as time passed and history grew to legend, they believed that this time Vincent would return in a pink jet and at his side would be the prophet Tuck – who had delivered them from the Sky Priestess – and the great navigator Kimi, without whom, it was said, the prophet Tuck couldn't find his ass with both hands. Every morning before breakfast, Tucker Case walked his bat on the beaches of Little Cay. Actually, the bat flew on those mornings. Tuck usually flew in the afternoons. He owned a five-passenger Cessna that he tied down on the airstrip next to the small house where he and Sepie lived. With what was left of his half of the money from the Swiss bank accounts – after buying the house and the plane and ten thousand acres of Costa Rican coastal rainforest, which he gave to the Shark People – Tuck was able to buy Sepie a satellite dish and a thirty-two-inch Sony Trinitron, which was all she asked for besides his love, loyalty, and that the bat stay out of the house. Tuck gave her all she wanted, and in return asked her to love him, respect him, and to turn down â€Å"Wheel of Fortune† when he was doing his books. He chartered his plane out to fishermen and scuba divers who wanted to island-hop and made enough money to keep them in food and Sepie in perfume, lipstick and Wonder Bras, the latter a new obsession she had picked up and more often than not the only item of clothing she ever wore. One morning, just before sunrise, after they had been on Little Cay for a year, Tuck spotted a figure standing alone on the beach. He knew who it was before he was close enough to see him. He could feel it. As he got closer, he looked at the sharp dark features, the flight suit shot with starch and free of wrinkles, and he said, â€Å"You look pretty good for a dead guy.† Vincent took a pack of cigarettes out of his jacket pocket, tapped one out, and lit it. â€Å"You did good, kid. I'd have to call it even.† â€Å"The least I could do,† Tuck said. â€Å"But can I ask you a question?† â€Å"Shoot,† said Vincent. â€Å"Why'd you do it?† â€Å"I didn't do anything. I didn't move a thing, I didn't touch a thing, I didn't change a thing. Believers do everything.† â€Å"Come on,† Tuck said. â€Å"I deserve a straight answer.† The flyer turned away for a moment and looked at the corona over the water where the sun was about to rise. â€Å"You're right, kid. You do. You re-member that speech the dame gave you about losers doing good on islands because there's no competition?† â€Å"Yes.† â€Å"Well, it ain't the case. Islands are like, you know, incubators. You got to start things and let em grow. Isolate 'em. That's why all your loony-toon cult guys have to get their people out in the boonies somewhere where no one can talk any sense into 'em. Just nod if you're gettin' any of this, kid. Good. â€Å"Well, I had this bet with these guys I play cards with that my little cult could go big-time if I could get enough citizens. I told 'em, ‘Two thousand years ago you guys were just running cults. Get me to the mainland and give me a thousand years and I'll give you a run for your money.' All the conditions were right. You need some pressure, I got the war. You need a promise, I got the promise I'll come back with cargo. I'm on easy street. Then this crazy dame and the doc come along and start selling me up the river and I'm thinking it's my chance to make the bigs. You've got to have some bad guys so your citizens can recognize who the good guys are, right? So I says to myself, ‘Vincent, it is time you got yourself a Moses. Get a guy who can get your people out of trouble and give them some stories to build a reputation on.'† â€Å"And that was me?† Tuck said. â€Å"That was you.† â€Å"Why me? Why did you pick me?† â€Å"You weren't busy.† â€Å"And that was it? I wasn't busy?† â€Å"Face it, kid, you were flying with full flaps down. You know that saying? â€Å"The devil makes work for idle hands.† â€Å"Yes.† â€Å"It's true, but only if he gets there first. He didn't even want you, so I showed.† â€Å"So are you going to screw up the rest of my life?† â€Å"You ain't got it so bad. It ain't like you have to go into the desert for forty years. What are you worried about?† â€Å"Yeah, I'm happy now, but are we finished?† Vincent butted his cigarette in the sand. â€Å"That kind of depends on what you believe, doesn't it kid? He began to fade as he walked down the beach. â€Å"Don't do anything I wouldn't do.† Tuck watched as a sailing canoe materialized on the beach. Kimi was at the tiller and waved as Vincent climbed into the front of the canoe. Tuck waved back even as the canoe dissolved to mist, then he walked home to have breakfast with Sepie. He stopped at the door to wipe his feet and Roberto landed with a thud against the screen, digging his claws in to keep from slipping. â€Å"Boy, I'm glad all that supernatural stuff is over,† the bat said. Afterword and Acknowledgments My approach to research has always been: â€Å"Is this correct or should I be more vague?† A quick word search of one of my books reveals that I use the term â€Å"kinda-sorta† more than any living author. My readers, who are the kindest and most intelligent people in the world, understand this. They know that using my books as a reference source is tantamount to using glazed doughnuts as a building material. They know that these pages serve the masters of goofiness, not those of accuracy. So†¦ While some of the locations in Island of the Sequined Love Nun do exist, I have changed them for my convenience. There is no island of Alualu, nor do the Shark People exist as I have described them. There are no active cargo cults in Micronesia, nor are there any cannibals. The position of mispel did exist in Yapese culture but was abandoned almost a hundred years ago. A strict caste system still exists on Yap and the surrounding is-lands, and the treatment of Yapese women is portrayed as I saw it. My decision to make the â€Å"organ smugglers† Japanese was dictated by geo-graphy, not culture or race. Most of the information on cargo cults comes, secondhand, from anthro-pological research done in the Melanesian Islands. I have found since fin-ishing Island of the Sequined Love Nun that the â€Å"Cannibal-Spam Theory† was first postulated in Paul Theroux's book The Happy Isles of Oceania, and I must give a jealous nod to Mr. Theroux for that twisted bit of thinking. The information on Micronesian navigation and navigators comes from Stephen Thomas's wonderful book The Last Navigator. My depiction of the shark hunt comes from a story told to me by a high school teacher on Yap about the people of the island of Fais, and I have no idea whether it is ac-curate. The day-to-day life on Alualu, with the exceptions of the religious rites and outright silliness, comes from my experience on the high island of Mog Mog in the Ulithi Atoll, where I had the privilege of living with Chief Antonio Taithau and his family. Many thanks to Chief Antonio, his wife, Conception, and his daughters, Kathy and Pamela, who saw that I was fed and who pulled me out of the well that I fell in after too much tuba at the drinking circle. Also, thanks to Alonzo, my Indiana Jones kid, who followed me around and made sure I didn't get killed on the reef or eaten by sharks and who I forgive for letting me fall down the well. Many thanks also to Frank the teacher, Favo the elder, Hillary the boat pilot, and all the kids who climbed trees for my drinking coconuts. I also owe a debt of gratitude to those people who helped me get to the outer islands: Mercy and all the Peace Corps Volunteers on Yap, Chief In-gnatho Hapthey and the Council of Tamil, and John Lingmar at the Bureau of Outer Island Affairs on Yap, who educated me about local customs, gave permission, and made arrangements. Also to the people of Pacific Mission-ary Air, who got me there and back and answered my questions on flying in the islands. Thanks to the Americans I met on Truk: Ron Smith, who loaned me his diving knife, and Mark Kampf, who gave me his sunscreen, Neosporin, and duct tape, all of which saved my life. (Research Rule #1: Never go to an undeveloped island without duct tape and a big knife.) Here in the States, thanks goes out to the following people: Bobby Benson, who told me about Micronesia in the first place. Gary Kravitz for voluminous information on aircraft and flying. Mike Molnar for more pilot stuff as well as patient explanations of computer and communication technology. Donna Ortiz, who gave me the phrase, â€Å"you're just a geek in a cool guy's body† (and I have no idea who she was talking about at the time). Dr. Alan Peters for medical information. Shelly Lowenkopf for supplying out-of-print books on cargo cults. Jim Silke and Lynn Rathbun for drawings and maps. Ian Corsan for advice on equipment and how to survive in the tropics. Charlee Rodgers, Dee Dee Leichtfuss, Liz Ziemska, and Christina Harcar for careful readings and helpful suggestions. Nick Ellison, my agent and friend, for helping to keep the wolf from the door while I wrote. Rachel Klayman and Chris Condry, my editors at Avon Books, for their confidence and support. And most of all, my thanks to novelist Jean Brody, who took the time from her own writing to do a line edit on Love Nun. While all the above people helped in the research and writing of this book, none of them are responsible for the liberties I took with the information they gave me. When in doubt, assume that I made everything up. – Christopher Moore November 1996

Seeking Jobs for Ftuers!!

TOPIC 1: what jobs are suitable for FTUers? Provide job description for the ones you recommend. What is the advice for today’s job seekers? Hi everyone! Thank you very much for coming here today. I’m Linh. I’m a first year student of Foreign Trade University. As you all know seeking a suitable job is very important for everyone after graduating, and FTUers are not exceptions. So I’m here today to talk to you about that â€Å"hot† topic: Seeking jobs! My presentation’s not gonna take too long so I hope you’ll find it interesting.I have divided my presentation into three main parts. First of all, I’ll start with the advantage of FTUers. Second, I’ll show you what jobs are suitable for FTUers and provide a description for sales and marketing manager. And third, I’ll offer some advice for today’s job-seekers. Don’t worry! There’ll be plenty of time left over for questions at the end. Before startin g, let me explain that I use â€Å"FTU† to stand for â€Å"Foreign Trade University† and â€Å"FTUers† are students of FTU. OK, let me go back to my first point: The advantage of FTUers.FTU is one of the most highly prestigious universities in Vietnam. FTU has gained enormous achievements in providing talented and high quality human resources to the economy and thus made great contribution to the cause of industrialization, modernization and global economic integration of the country. FTU is now offering a wide range of majors and specializations in economics, business, business administration, finance and banking and foreign languages. Students from FTU are recognized as being active and well-qualified.Most graduates from our university are likely to get the top priority of selection when they apply for jobs in companies and organizations in Vietnam. In some areas, FTUers are more needed by employers than the students majoring in the area itself (for example: i n banking, FTU candidates are said to be more competitive than ones from Banking Institution). What I mean is that being an FTUers, you have more chance to get a nice job than anyone else in any other university. (yes, anyone else! Now, let me turn to the next point. First, I’d like to recap the question â€Å"what jobs are suitable for FTUers? † As I said before, FTU graduates are so active and could apply for many kinds of job positions. They tend to find a job which has high salary, professional and active working environment, many opportunities to get ahead a promotion. If you’re a student specializing in economy, namely you can work for the leading import-export business, joint-venture companies, International co-operation agency in commercial field.Or if you major in banking and financial, you can work in the sale division or the credit department for the banks such as: ANZ, Agribank, BIDV†¦ or securities companies. There are so many jobs being suitab le for FTUers and choosing a job depends on many different factors. I believe that FTU graduates will get the best suitable job for themselves. We ARE the best, right? Well, as I promised before, now I’d like to provide a description for sales and marketing manager.As a sales and marketing manager, you’ll be involved in many different roles depending on whom you work for. Job duties include: assisting Marketing Manager in coordinating various integrated communication and marketing activities, coordinating in production of a wide range of marketing communications, providing product positioning materials as well as training for customer service and sales, working with customers in developing case studies, references, and testimonials, etc.And to become a good manager, you should have computer proficiency skills; plan decisions and practice good judgment; effective project management skills and ability to operate under solid pressure and meet tight deadlines. And of cours e, you have to be a self-motivated, confident, energetic, and creative person not only to get this job but also many other jobs. And now, let me move on to the final point of my presentation. Getting a job nowadays becomes harder and harder. So I’d like to offer some advice for today’s job seekers to help them get a good job.Before I talk about my advice, I want you to know that there are quite a lot of things you need to prepare to get a job so now I just give you some basic tips. The very first thing that you need to do is before an interview, please do research carefully (really carefully) about the company. You should be able to cite data you've learned about them. And remember: you have to be constantly positive and convinced (constantly positive and convinced) within your heart that you really want to work for this company.Even a slight lack of enthusiasm can affect the outcome. (Yes, I said even a slight lack of enthusiasm) The second thing is finding an experie nced friend to rehearse an interview. Better yet, make a video! You need to be rigorously critical about your performance and never give up improving that performance. And the last but not the least is being prepared for rejections, and don’t waste your time getting angry at the perceived unfairness of them. Just get better at your interview skills for the next time.Well, that final tip brings me to the end of my presentation. I’d like to run through my three main parts again: The first part is the advantage of FTUers, the second part is what jobs are suitable for FTUers and a job description for sales and marketing manager, and the last part is some basic tips for today’s job seekers. I hope my presentation is comprehensible and useful for you guys. Thank you very much for listening. And now if you have any question, please feel free to ask me.

The Supply Chain Management And Logistics Of Fashion Retailer

Executive Summary This report aims to study the supply chain management and logistics of fashion retailer, Zara, to boost customer value. The concept of sustainability and competitive advantage is considered with other business models and compared with successful and unsuccessful company. The study is compared with the supply chain management and business strategies of Zara with Dell and Zara with Myers. Introduction Zara was founded and established 1975 by Spanish born Amancio Ortega Gaona. The actual store dealt with the products of the manufacturing company Zara, was an outlet for cancelled orders of women’s night wears and lingerie. These have made a strong foundation for realizing the association between producer and retail trade†¦show more content†¦Theoretical frameworks related to study are, Porter’s generic strategies (1980), Just-in-Time manufacturing and supply chain patterns are studied and other related factors are organizational culture, modernization, education and knowledge management and disposition of core competence. Zara’s business strategy has been compared with Dell and Myers. Comparison between Dell and Zara’s Logistics Management Dell and Zara, both are prosperous corporations. One manufactures computers while the other one apparels. Dell’s Supply Chain It is very simple indeed consists of three main players: consumer, Dell and the supplier. The customer places the order, Dell procurer the supplier and parts, immediate assembly and supply to the customer. Zara Supply Chain Its supply chain is completely dissimilar from the other one. Designing, sourcing, manufacturing, distribution to outlets, are the main functions of supply chain. Point of Difference Type of supply chain of Dell Dell follows horizontally integrated supply chain whereas Zara a vertically integrated supply chain. Dell is isolated from the production process, hires third party suppliers for the finished goods and delivery. In contrast, Zara has full control over different phases of production of garments. The company is successful due its full control over theShow MoreRelatedThe Supply Chain Management And Logistics Of Fashion Retailer Essay2114 Words   |  9 PagesThis report aims to study the supply chain management and logistics of fashion retailer, Zara, to boost customer value. The concept of sustainability and competitive advantage is considered with other business models and compared with successful and unsuccessful company. The study is compared with the supply chain management and business strategies of Zara with Dell and Zara with Myers. Introduction Zara was founded and established 1975 by Spanish born Amancio Ortega Gaona. The actual store dealtRead MoreSupply Chain And Logistics Management Of Fashion Related Retailer Company2360 Words   |  10 PagesExecutive Summary: The following article will mainly focus on aspects of supply chain and logistics management of fashion related Retailer Company named Zara which is expected to boost the value of customers and sustainability concept is considered to be added benefit to the Zara Company. The advantage is mainly because of Zara company’s designing models that are related with business and they are compared with benefits and disadvantages with other companies which have seen success and also highlightRead MoreSupply Chain And Logistics Management Of Fashion Related Retailer Company2248 Words   |  9 PagesExecutive Summary: The following article will mainly focus on aspects of supply chain and logistics management of fashion related Retailer Company named Zara, which is expected to boost the value of customers, and sustainability concept is considered to be added benefit to the Zara Company. The advantage is mainly because of Zara company’s designing models that are related with business and they are compared with benefits and disadvantages with other companies which have seen success and also highlightRead MoreCase study: ASOS and Topshop1547 Words   |  7 Pagesfor supply chains of ASOS and Topshop Word counts: 1273 11th March 2013 Table of Contents 1.0 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 2.0 Overview and Demographics 2.1 ASOS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 2.2 Topshop †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 3.0 Supply Chain 3.1 Supply Chain of ASOS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 3.2 Supply Chain of Topshop †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 4.0 Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 5.0 Bibliography †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..10 1.0 Introduction ‘Fashion industryRead MoreEnvironmental Factors Impact Retail Industry933 Words   |  4 Pages2014). For example, as the holiday season comes close, all retailers are working hard to make sure their customers can get what they need and want. Consequently, the trend of trade must goes up constantly. However, countless goods may stack at the ports as a result of high cargo volume; retailers cannot deliver the product to buyer on time. In fact, the main role of industry is adding worth and selling merchandise (Stevens, 1989). So retailers need to control the flow of material from suppliers, thenRead MoreA Note on Reverse Logistics1584 Words   |  6 PagesReverse logistics involves the reuse of products and materials. Unlike its logistics counterpart, reverse logistics involves relates to the use of materials from the point of consumption to the point of origin. Reverse logistics is particularly useful within the retail industry as consumers often return merchandise that doesn t meet customer specifications. In many of these instances, the company must have procedures in place to process returns in both a timely and orderly fashion. Reverse logisticsRead MoreThe Effect of E-Commerence on Supply Chain Management and Marketing in the Fashion Industry3136 Words   |  13 Pages‘Electronic commerce and the Internet are fundamentally changing the nature of supply chains, and redefining how consumers learn about, select, purchase, and use products and services’ (Sreenivas, 2007) According to Barnes and Lea-Greenwood (2006) and Berger (n.d), mass-communication has allowed consumers greater access to information and consequently the performance gap between companies can no longer be hidden. With the introduction of e-commerce, how consumers behave and what they demandRead MoreZara Postponement Strategy1702 Words   |  7 Pagestheir supply chain operations to gain control of product variety proliferation. Zara is one of the most successful fast-fashion chains in the world, which is famous for its ability to keep itself up to date with fashion trends and the incredibly short time to introduce new products. In order to react quickly to fashion changes and consumer demand, Zara maintains extremely efficient supply chain operations. By properly designing the product structure and the manufacturing and supply chain processRead MoreZar A Critique Of A Business Case Essay1269 Words   |  6 PagesCRITIQUE OF A BUSINESS CASE. 1.Excecutive summary. Operations management is in regard to all operations within the organization responsible for creating goods and services that organizations pass to their customers. This function is at the heart of all organizations, giving the means of achieving their aims and reason for their existence. These activities include: managing purchases, inventory control, quality control, storage and logistics. A great deal of focus in operations is on efficiency and effectivenessRead MoreAbercrombie Fitch Co. Essay939 Words   |  4 PagesAbercrombie Fitch Co. (AF) is a fashion retailer that sells casual apparel, personal care products, and accessories to customers across North America, Europe, and Asia. The financial and the consulting industry in the tertiary sector of the economy generate revenue through providing services, knowledge, and skills. Unlike these industries, AF is a retailer that generates revenue through selling its products. AF has two subsidiaries brand, Hollister Co. and Abercrom bie Kids, which operate not