Need For Structural Transformation Through Ebusiness Business Essay

Need For Structural Transformation Through Ebusiness Business Essay There are various theories on the subject which enrich our modern days understanding of the subject and make us appreciate how and why organisations strategise their decisions. How does Coca Cola know that its strength lie in adding various lines of beverages such as energy drinks, sports drinks, health drinks when others are just making aerated drinks? Or how does Estee Lauder through its various marketing brands cater to different segments the original Estee Lauder for older women, Clinique for middle aged women, M.A.C. for youthful hipsters, Aveda to aromatherapy enthusiasts and Origins for eco conscious consumers. Michael Porters acclaimed Five Forces of Competitive Position model explains a simple perspective for evaluating and analysing the competitive strength and position of a corporation or business organisation. Let us understand each force and its implication for the Strategic Planners in the Case of FedEx Industry Competitors This refers to the existing players in an industry unless and until there is a first mover advantage. But sooner or later, other firms enter and pose a direct threat to ones profits. In the case of FedEx, UPS was a competitor though till 1982 UPS was not directly competing in the overnight delivery segment. And so the rule of the game have to be maneuvered keeping in mind what other firms are doing in the industry. Potential Entrants The threat of a new firm entering into the industry is more when its easier relatively for an organisation to enter the industry in other words, entry barriers are low. An organisation planning to enter the industry will contemplate various decisions such as the loyalty of customers to existing products, how soon the economies of scale can be achieved, do they have access to suppliers, and would they face government legislation, discouraging them or promote them in any manner to enter the industry. FedEx had a lot of first mover advantages. It was the first company to give the drivers hand held scanners for sending alerts to customers for each pick up and delivery. In 1994, it became the first big transport company to launch a website that included tracking and tracing capabilities, but by 2000 when DHL, TNT and UPS were fierce competitors., these advantages were lost as customers took all these facilities as granted and did not see any incremental value. Thus as more firms enter the market, the dynamics change and this calls for a continuous innovation stream and realignment of corporate strategy which has become the hallmark of FedEx over the years. By integrating its services and managing the supply-chain of its customers, it generated customer loyalty and increased the customer switching costs. Thus FedEx managed to effectively introduce the barriers to entry for competitors. Threats of substitute products or services The availability of products services outside the common product boundaries raises the likelihood of customers to switch to alternatives. Are there alternative products that clients can buy over your product that provides the same benefits at a lesser price? In the case of FedEx, this threat was low at the time it entered the market. There was no other way to make time sensitive documents reach overnight in a reliable fashion. Bargaining power of buyers The bargaining power of clients is also expressed as the market of outputs: the ability of customers to put the firm under pressure, which also governs the customers sensitivity to price changes. Strategic Planners at FedEx realised this from the beginning. The underlying philosophy at FedEx was that whenever businesses grow, there is always move of physical goods. This shows that the management team at FedEx took cognisance of customer sensitivity and their power. It always laid emphasis on speed and reliance in moving time sensitive documents. Bargaining power of suppliers Suppliers are critical for the success of a firm. Raw materials are required to complete the finished product of the organisation. Suppliers have immense power. This power comes from: If they are the main supplier or one of the rare suppliers who supply that particular raw material. If it is relatively costlier for the company to move from one supplier to another (known also as switching cost) If there are no other substitutes for their product. FedEx made judicious decisions in selecting their technology partners. Whether it was tying up with COSMOS or making a deal with Netscape in 1999, it leveraged its IT partners to the fullest. Value chain is described by Dagmar Recklies in the following words: Value chain analysis described by Porter refers to the activities within and around a company, and links them to an analysis of the competitive strength of an organization. It thus assesses which value each particular activity brings to the organizations products or services. D.K. Likhi in the article Motives of Strategic Alliances formation: Value Chain perspective states the following:   Porter says that the capability to perform particular activities and to manage the linkages between these activities is a source of competitive advantage. In his well-known book Competitive Advantage: Creating and Sustaining superior Performance (1985) Porter distinguishes between primary activities and support activities. Primary activities are straightforwardly linked with the creation or delivery of a product or service. They can be assembled into five main parts namely inbound logistics, operations, outbound logistics, marketing and sales, and service. Each of these primary activities is joined to sustain activities which help to improve their competence or efficacy. There are four major areas of support activities: procurement, technology development (including RD), human resource management, and infrastructure (systems for planning, finance, quality, information management etc.).   The basic model of Porters Value Chain is presented here- Moreover, the term à ¢Ã¢â€š ¬Ã… ¡Margin denotes that organisations realise a profit margin that depends on their aptitude to handle the linkages between all activities in the value chain. In the case of FedEx Strategic Planners at FedEx have been able to leverage both its primary and secondary activities and ensured that they reap high margins. Its focus on Technology Development proved that even a secondary activity can become critical in defining success. FedExs success lay in its pro-activeness. It realised that mere express delivery will not take it far; in order to revolutionise the globe, it will have to focus on total logistics and supply chain solution. Core Competencies and Capabilities at FedEx A core competency is a unique factor that a business considers as being central to the way it, or its employees, works. It fulfills three key criteria: It provides consumer benefits It is not easy for competitors to imitate It can be leveraged widely too many products and markets. When we analyse the case, it becomes evident that FedEx had various core competencies and capabilities. Firstly, it is the underlining philosophy and the vision of the management at FedEx. Innovation and Pro-activeness is a culture in itself; either the organisation has it or it does not. When others in the industry were competing on prices, FedEx was thinking how to integrate seamlessly with its customers and provide value. It was thinking of emerging into a global logistics and supply chain company while others in the industry were complacent being express delivery firms. In 1974, FedEx opened a small warehouse for Parts Bank and thus embarked on the journey of logistic management. Fred Smith, Chairman of FedEx Corporation was a visionary; he realised that overnight delivery of time sensitive documents was a brilliant business idea. He mastered that speed and reliance were crucial in this business for clients. In the nascent years when other players were buying space on commercial airlines, FedEx acquired its own transportation fleet. Such a vision was instrumental in saving huge costs to the company in the latter years. Secondly, the use of breakthrough technology and internet acted as another core competence. In 1980s, FedEx became the first company to give its drivers hand held scanners that were used to send alerts to customers every time a packet was picked up or delivered. It became the first big transport company to have a website with tracking and tracing facilities in 1994. It had started putting customers catalogues on the website. Thus FedEx had started redefining sources and procurement strategies for its clients who were very happy with these value added services, they had in a way outsourced their entire supply chain management to FedEx. Thirdly, leveraging relationships as a strategy acted as yet another major competency for FedEx. It started using COSMOS tracking network in 1979 and provided tracing and tracking services with the advent of internet. In 1999, it made a deal with Netscape to offer a suite of delivery services at its netcenter portal. This meant automatic integration of Netscape FedEx by means of which FedEx gained an added access to 13 million members who were there on the portal. As we see FedEx leveraged both, backward integration with its IT Technology partners on one hand and forward integration with many of its clients like Dell Cisco on the other. Thus as of January 2000, FedEx became the worlds largest overnight package carrier with about 30 percent market share. Main Advantages Disadvantages of international trade to FedEx Corporation FedEx gained tremendously from International trade. Its tie up with Dell, Cisco, NatSemi and Netscape vouch for the fact that such backward and forward integrations would not have been possible if it had not ventured out of its home market. The management also exploited the use of internet and e-commerce to the best of its advantage. It started tying up with companies worldwide and managed its customers effectively. FedEx was able to service as an extended, fully outsourced logistics supply chain division of global companies. It introduced various e-Business Tools for faster connections with FedEx shipping and tracking applications. As early as in 1974, it started logistics operations with Parts Bank and built up a small warehouse at Memphis. Thus when others were just competing on prices and speed, FedEx was already way ahead with its first value added service way beyond transportation. However when one goes international, there are disadvantages as well. FedEx increased its scope of work and base, spreading itself too thin. Multiple brands worldwide became difficult to manage. Costs started multiplying as each sub business had its own accounting, sales and marketing costs. While the likes of UPS had the advantage of promoting just one brand UPS to sell the company and its many service offerings, FedEx was trying to promote five different sub-companies with completely unrelated names business logos under the FDX banner with separate sales and customer service teams. However a re-alignment and re-branding strategy was timely planned and international trades advantages far out weighed its disadvantages and costs. Section II Classical Evolutionary School of Thought the case of FedEx Strategy Theory is such a vast, multi-dimensional and multi-disciplinary academic field with competing schools of thought with each one taking a different view as to what strategy is aiming to achieve that it becomes almost impossible to compare any two schools. Let us look at some of the schools of thought in the domain of strategy and see the relevance of the same in the case of FedEx. The classical view of strategy is supported on the military parlance, in which the world is a fixed hierarchy with a solitary general who makes decisions. The concept has a long history in the military and if we see etymologically, strategy literally means what the generals do. However problem exists when some theorists take this too literally and try to replicate this in the business domain as it is. The military model is supported by an intellectual inheritance from economics. Many economists placed this singular figure right at the heart of their ideation of strategy as an highly structured game of move and counter-move, bluff and counter-bluff, between competing yet interdependent businesses. This view of individuals in association with Smiths view that each individual is continual wielding himself to find out the most profitable employment of whatever capital he can command, creates a stereotype of the manager who is focused on maximising return on investment. Classical strategy places immense assurance in the readiness and capacity of managers to adopt profit maximising strategies through rational long-term planning. Such cases are a rarity as businesses do not comprise of ideal economic man. managers not only fall short to set output at the theoretically profit-maximising level where marginal costs precisely equal marginal revenue, but most managers have no clue what their marginal costs and marginal revenue curves are! Economists attuned to this business stupidity by letting the markets do the thinking. With this view of the world, markets not managers opt the prevailing strategies within a particular environment. For those strategists who stick to the evolutionary view of competition, survivors may emerge to be those who have adapted themselves to the environment. Competition is the mainly useful form of weeding out inefficiency or lack of adaptation, hence simple access into markets is the way to ensure healthy industries. Application of the Schools in the case of FedEx In the case of FedEx, we see an amalgamation of both the schools happening. When the firm has a first mover advantage, at times it is possible to relate its thinking, and actions with the Classical School Of Thought. From 1973 onwards, Fred Smith, Chairman of the group steered the company through breakthrough technical advances and innovative practices. It is similar to the Classical Ideology of maximising profits and shaping the industry, so to speak. It was Freds vision that enabled the organization to transform itself from an express delivery company to a global logistics supply chain company. He took the right decisions at the right time most of which were instrumental in making it the market leader at that time and even some thirty years later! Noteworthy are the following actions As early as 1974, FedEx realised the importance of value added services and the transformation into a logistics company. It tied up with Parts Bank and built up a small warehouse at Memphis to provide storage facility. Smith insisted of acquiring his own transportation fleet while others were booking space on public carriers. FedEx was the first company to introduce hand held scanners for drivers; this facilitated sending alerts to clients for pick up and delivery. In 1994, it was the first transport company to have a website with tracking and tracing facilities. In 1999, FedEx tied up with Netscape and thus gained access to millions of customers who were already on Netscape portal. It tied up with Dell, Cisco NatSemi and almost acted as their logistics and supply chain management. The above are some of the examples to prove that from 1973 to 1999, there were a number of incidents which make us feel that management at FedEx acted in a Classical fashion and tried to maximize its profits and returns on investments as much as possible. However when we look at the Re-branding strategy that was undertaken by the management in January 2000, it shows us the application of Evolutionary School of Thought strategy. Towards 2000, UPS, TNT and DHL were strongly competing with FedEx. FedEx had five subsidiary companies each with separate sales, marketing and customer service staff. Each unit had its own accounting practices. They were targeting different segments and were working independently. But this strategy resulted in a lot of duplicity of resources and wastage of time efforts. The subsidiaries were not even to leverage any synergies, not even the legacy of the FedEx brand. This is when the management at FedEx looked around and learnt from market and the competition. It undertook a major re-branding and re-alignment of resource strategy. All subsidiaries had FedEx branding thus denoting that it came from the same brand. They leveraged the consolidated pool of sales, marketing, accounting and customer service operations. It became a one-stop-shop for all sized of customers, whether it was business-to-business, home delivery, ground or heavy steel plates. Typically this is true in any industry and a new firm that enters the market at an early stage. The firm can operate in a classical manner, calling the shots. This is possible because of several reasons low threat of competitors, virtually no substitutes, low bargaining power of customers and high switching costs. This is typical in the case of FedEx as well. But the dynamics change, when other firms enter and the market becomes mature. In that scenario, it is not the firm but the market that decides. This scene can be seen in other industries as well. When Coca cola started operations, it was the king in the aerated segment, charging a price that it deemed fit and the customers were more than willing to pay the same, but years later when competition got ripe, such advantages disappear. There is a tendency to compete on prices, value added services because of which the market decides the viable price. To Coca Cola, the threat was not only from Pepsi and other soft drink beverages but even from other health drinks and water! This is when the entire product mix was realigned and Coca Cola introduced sports drinks, health drinks, tea coffee. Hence it is not a question of preference. It is which school is applicable as pet the time and maturity level of the industry. More often than not, we see that most of the times in a mature set up it is the Evolutionary School of Thought which is more relevant as market forces determine the pace and the direction in which change is required. Businesses which realize this well in time and pick up timely cues and act upon them thrive, while others wither with time. Section III Processual School of Thought, Staceys Four Loops and Strategy Implications A processual view of an organization suggests that organizations are a cocktail of individuals, each of who brings their own personalities, personal agendas and cognitive biases to the organization. Thus, strategy is a continuing process of adjustment evolvement because rational economic man is only a state of utopia and people are only boundedly rational. Most Processual scholars argue that because of these constraints, strategy is nothing else but the continuous adjusting of routines to awkward messages and cues from the environment which gradually force themselves on the managers attention. Strategy is not only planned and executed action, but it is also a means to make meaning of the chaos of the world. Staceys Integrated Model of Decision making and Control The Staceys Matrix is a critical tool that helps one navigates when faced with complexity in the field of strategy. This tool helps in adopting the right management action defines the strategy that one should focus at when faced in a complex environment with varying degree of certainty and agreement amongst the group in the organisation. Let us understand the axis first 1. Closeness to Certainty: Concerns or decisions are close to certainty when cause and effect linkages can be evaluated. This is mostly the case when a very similar issue or decision has been made in the past sometime. One can then assess and relate from past experience to predict the outcome of an action with a good degree of certainty. 2. Far from Certainty: The opposite of the above, is the extreme end of the certainty continuum. They are decisions that are far from certainty. These scenarios are often unique or at least new to the decision makers. The cause and effect connections are not clear. Extrapolating from past experience is surely not a good method to predict outcomes in the far from certainty range. 3. Agreement: The vertical axis measures the degree of agreement about an issue or decision within the group, team or organisation. As you would presume, the management or leadership function changes depending on the level of agreement surrounding an issue. Four Loops: Rational Loop Rational Decision Making is possible when there is closeness to certainty and closeness to agreement. In such cases, the group has a consensus on views, options and decisions; also high certainty permits references from the past. There is less risk involved so it is fairly easy to take a rational decision. As per the Processual School of Thought, such cases are a rarity in real time. Even if there is absolute clarity or certainty about an issue, to find absolute agreement in team is seldom possible. This is because each individual comes with his own objectives and interests. Political Loop Overt Covert Some themes have a great chance of certainty about how outcomes are created but high levels of disagreement about which results are desirable. Neither plans nor shared objectives are probably to work in this context. Instead, politics become more significant. Coalition building, negotiation, and compromise are used to make the organisations agenda and direction. Some misgivings have a high level of agreement but not much conviction as to the cause and effect linkages to create the sought after results. In these cases, monitoring against a set plan will not work. A sound sense of shared mission or vision may substitute for a plan in these cases. Comparisons are made not against plans but against the purpose and vision for the organisation. In this region, the objective is to head towards an agreed upon future state even though the specific paths cannot be prearranged. Culture Cognition As per the Cultural School of Thought, strategy formation is a collective process of social interaction, based on the beliefs and understandings shared by the team members of an organisation. Stacey defines culture as a set of assumptions people simply accept without question as they interact with each other. Thus strategy is based on perceptions and is deliberate if not fully conscious. This goes well with Processual School as well, because it assumes that people come with different perceptions and learn through a tacit process of acculturation. To conclude the above discussion, we can contemplate that strategies are often evolving, their coherence accruing through action and perceived in retrospect, while successive small steps finally merge into a pattern.

Fat Tax Essay

This report proposes that these costs and problems need to be addressed, and one avenue through which they can be is a junk food tax. This report proposes that there be a federal tax placed on junk food purchases, similar to the taxes placed on gasoline and tobacco products. This tax would dissuade people from purchasing unhealthy food items. At the same time it would help the nation offset some of the financial costs that obesity has generated. The proposition is not a fix-all, but it is a good start. Taxation of Junk Food, A Proposition to Battle the Obesity Epidemic in America Obesity is a condition that can be found in nearly every social class, geographic location, and age group in our society today. Every year there are more people who fit this profile; more people who are obese. While many view this condition as merely a cosmetic one, the truth is that there are serious consequences to being overweight. Some of these consequences include: the health risks such as diabetes and heart disease, early death because of those conditions, economic impacts due to lower productivity, astronomical health care costs, and numerous social problems that arise due to the lethargy and early mortality of obese parents and the inactivity of overweight children. These issues are significant, and need to be addressed in order to solve the problem. First, the causes of obesity must be understood, so that adequate solutions can be generated. Then solutions need to be created and put into effect such that the causes of the epidemic will be addressed at a minimal social cost. The information in this report shows that a large portion of those who suffer from obesity can attribute a large portion of their weight to junk food. This food is high in calories and low in nutritional value. This report also shows that many of these people choose to consume these products due to its convenience and relative low cost. I propose that in order to address this cause, and decrease consumption of junk food due to convenience and low cost, a federal tax should be levied against all foods that fit the profile of a junk food. I propose that this action would decrease economy purchases of less nutritious foods, and encourage consumers to consume more healthy diet options based on economic feasibility. Â  The Obesity Epidemic The issue of obesity is one that is complex and widespread. In order to understand the scope and implications of this condition, one must first understand what it is, and who it affects. Not everyone who is overweight is obese. Scott Ingram describes the difference between obesity and overweight as overweight being anyone who weighs more than the someone in the normal range for how old and tall they are, while in order for a person to be labeled obese, they must have enough body fat to put them 20 percent higher or more than their ideal weight (Ingram, 2005, p. 23). In other words, if a person’s ideal weight for their height and age is 140 pounds, and they weigh 150 pounds, they are overweight; but if they weigh over 168 pounds they are obese. This difference is important, as it indicates exactly how much overweight obese people are. They are all more than 20 percent over their target weight, which is significant enough to cause the problems that are being discussed in this report. The health and social issues caused by the state rest of the population that have not reached the 20 percent mark, but are still overweight are not even considered in this report. However, these issues will be positively affected by this proposal as well. It is also important to note that this problem is not isolated to a specific group of individuals, although there are groups that are higher risk than others.

Policy Models Or Frameworks.. The Assignment Seeks To Explore

Policy Models or Frameworks. The assignment seeks to explore the Housing Legislation Amendment Bill/Policy issue and discuss about the present roles the New Zealand government is doing, recognizing relevant concepts and frameworks which are used clarify the roles for government in New Zealand and my country of origin. Furthermore, a dissimilar framework will be applied to the housing policy issue and its implications will be scrutinized for understanding the roles of the government and other stakeholders with the respect to the issue. Scott, (2010) argues about the theory of collaborative advantage which proposes that improved results can be attained by facilitating networked collaboration between public, private and various stakeholders†¦show more content†¦During the colonial era, various Acts were put in place to render blacks powerless to utilize their land, such as, Land Apportionment Act (Number 30 of 1930) which divided the country into African (black) and European (White) areas, (Moyo, 2014). Th e author asserts that Blacks were indebted by circumstances to work in town and retire to rural areas after work. Moyo (2014), argue that the Urban Areas Accommodation and Registration Act (Number 6 of 1946) specified that only employed blacks could be allowed in towns and cities. Thus, the local authorities to set aside urban residential areas for working Africans or employees could be accommodated by their masters. Post-independence the government implemented specific policies and stratagems to redress the discriminations in the provision of housing. The government enacted the following policies: Homeownership, National Housing Fund, Housing and Guarantee Fund and Aided Self Help, (Moyo, 2014). However, the Ministry of Local Government and National Housing made tremendous efforts to curb the housing issues but the economic conditions has been not conducive or permitting to yield better results. According, to personal experience there were places in Zimbabwe that blacks could not s et their foot unless you have been summoned or when you are possessing a pass otherwise you will be charged with trespassing. The New Zealand government has and is using the socialShow MoreRelatedThe Importance Of A Culturally Competent Framework1672 Words   |  7 PagesIndigenous Elders who overcame disadvantage to provide a pathway forwards for their people. Charles Nelson Perkins (1936-2000), was one such man. 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Compare And Contrast Boy Scouts And Girl Scouts - 1302 Words

The Boy Scouts of America and the Girls Scouts of the USA are both nonprofit organizations that can be the most wonderful experiences in one’s life. Being a Boy Scout or Girl Scout can help the youth develop maturity and character, as they grow with age and enter adulthood. Through the process of volunteering and showing leadership skills, Boy Scouts of America and Girls Scouts of the USA are both life-changing organizations. One involved in any of the two organizations will create unity throughout their community and uphold a legacy. While the youth involved in one of the two organizations earn achievements and countless awards, scouting can be utilized to create an exceptional college admission resume. Although the Girls Scouts of the†¦show more content†¦The six levels consist of: Daises (grades kindergarten and first), Brownies (grades second and third), Juniors (grades fourth and fifth), Cadettes (grades sixth and eighth), Seniors (grades ninth and tenth), and Am bassadors (grades eleventh and twelfth) (Grade Levels). Rather than a Girl South having to prove that she’s worthy, she will automatically proceed in the organization based upon her grade level. Another contrast between Boy Scouts and Girl Scouts are the most noteworthy honors that a scout can be awarded. While being in any of these two Scouting organizations, a scout can earn numerous awards. The highest award that a scout can be presented with, nonetheless, differs between organizations. In Boy Scouts, the highest achievement a Boy Scout can receive is an Eagle Scout. Rather than an Eagle Scout being an award, it is the highest position in the rank system. 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Social Responsibility and Company Essay example - 864 Words

Rebecca Haste Student # 253741 EST1 - 310.2.1-05 Company Q and Social Responsibility Social responsibility is a key attribute for businesses in the market today. When consumers look to spend their disposable income, they look for businesses that not only offer the right product, at the right price, but that also offer great service. Great service can include anything from friendly employees to community involvement. That is where social responsibility becomes apparent in a company’s ethics and values. If a company has a strong tie to the community and demonstrates social responsibility, their consumers will consider this a positive quality and it will separate them from the competition. In this case study with Company Q, they are†¦show more content†¦Volunteerism is a powerful way to reduce crime, and to interact with potential consumers. Also, if crime is a concern, businesses should work with local law enforcement to determine ways to protect themselves and by working with local law enforcement they will become more invested and involved in their surrounding area. The second item that should be reviewed by Company Q is their ability to quickly respond to the needs and desires of their community. Consumers had to send requests to Company Q over several years in order to get some organic products into the store. This can be seen as a negative attitude on the part of Company Q. Consumers can say that Company Q does not care about carrying healthy food alternatives, and in turn does not care about the health of the community. Also, the company is not responding well to consumer requests. In order to develop a better position of social responsibility, the company should research and respond to customer requests to add and remove products from the product line. 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Country Environment Analysis †Singapore Free Essays

Country Environment Analysis – Singapore Date: 12/05/2012 Course: BUAD 6500 Prepared For: Dr. Stanford A. Westjohn Prepared By: Emtithal Alhumood, John Baker, Nora Dillon and Yuhong Fu Table of Contents: Page # Part 1 Macro Environment Analysis Abstract ——————————————————————————————–3 Social Perspective ——————————————————————————–3 Economic Perspective —————————————————————————-5 Political Perspective ——————————————————————————7 Challenges to Business in Singapore —â €”—————————————————–9 Summation of Macro Environment Analysis ————————————————10 Part 2 Country Environment Analysis ——————————————–12 Country Environment Analysis Abstract —————————————————–12 Scope of the Tourism Industry —————————————————————–12 Areas of Opportunity and Risk ———————————â⠂¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ16 Challenges for US Business in Singapore’s Tourism Industry —————————-19 Country Environment Analysis Summation ————————————————–21 Part 1 Macro Environment Analysis Abstract: The country of Singapore enjoys a highly developed and successful free market economy. We will write a custom essay sample on Country Environment Analysis – Singapore or any similar topic only for you Order Now The first section of this report details the economic, social and political aspects of Singapore from a business perspective. Furthermore, this report will identify and analyze challenges which any business must consider upon entry to this growing marketplace. Social Perspective: Geographic Location: Situated in the northern part of the equator, Singapore lies between Indonesia and Malaysia. The island has a huge coastline of 193km. Half of the terrain contains metropolitan areas while reservoirs, open military areas, plantations, and parklands cover 40%. Covering an area of 699 sq. km. , the country is believed to be among the world’s most beautiful nations. Population: As of June 2011, Singapore’s population stood at 5. 1 million, making it among the three most densely populated nations in the world (MediaCorp Pte Ltd, 2011). Singapore has a multicultural population with Mandarin, English, Tamil and Malay listed as the country’s four official languages. English is commonly used throughout Malaysia and is often referred to as the national language. Improved healthcare in the country has resulted in reduced infant mortality rate. However, the overall population growth rate is relatively low at 2% from 2009 to 2010. Immigration is a significant driver of population fluctuation, as local population growth has actually declined in the past decade. Literacy: According to the United Nations Development Programme Report (2011), Singapore has a literacy rate of 94. 7%, which ranks 75th in global literacy by country. Education is regulated and supervised by the Ministry of Education which oversees both private and public schools. All public schools instruct students using the English language and their native tongue (referred to as â€Å"Mother Tongue Language†). According to Wikipedia, education spending typically accounts for 20% of the national annual budget in Singapore. Cultural Values: Singaporeans have a hierarchical history, and for the local population power distance is generally high. Respect for authority and social formalities are highly valued in Singapore’s local culture. Respect for parents, elders, teachers, and employers is held in high regard. Due to the emphasis on family values, Singapore has developed a collectivist culture which focuses on the betterment of society; as opposed to the individual. Local residents generally express a modest humility when communicating with foreigners; which could be interpreted as â€Å"feminine† in reference to Hofstede’s cultural framework. Art / Music / Food: Held annually, the Singapore Arts Festival is a noteworthy event in the country’s celebration of the arts. The festival integrates visual arts, dance, and theatre. Besides home participants, global artists are also showcased. Today, the Festival is an international event. Additionally, the arts centre has traditional and classical music representation focusing on the four main cultures in the country. Singaporean cuisine signifies ethnic cultural diversity and food is seen as a uniting cultural strand that is fundamental to their national identity. Religion: Due to its strategic position, Singapore is home to many religions. Once it was declared a port, several ethnicities and nationalities from around the globe immigrated to Singapore. 3% of the population practice Buddhism making it the core faith, 18% are Christians, 15% Muslims and 5% are Hindus. Besides, close to 17% of the populace do not practice any religion as they claim to be free-thinkers (Chong, 2010). Economic Per spective: Singapore has a highly developed and successful free-market economy. It enjoys a remarkably open and corruption-free environment, stable prices, and a per capita GDP higher than that of most developed countries. The economy depends heavily on exports, particularly in consumer electronics, information technology, pharmaceuticals, and financial services. Since the early 1990’s a focus on globalization has driven Singapore’s economy to new levels of growth and development.  Also you can read about  History of the Culinary Arts. It has signed 13 free trade agreements to encourage international commerce and it boasts globally competitive tax incentives to draw international investors. Current GDP Breakdown: Singapore’s current GDP falls at $239. 7 billion. GDP per capita is roughly $60,000 which ranks fifth highest in the global community. According to trading economics. com, Singapore experienced an annual GDP growth rate average of 5. 54% between 2007 and 2011. Despite a 1. 5% GDP contraction in the third quarter of 2012, Singapore’s overall GDP is expected to follow historical growth around 5% this year. Export, Import and Trade: Singapore is the 14th largest exporter and the 15th largest importer in the world. According to the WTO, Singapore has the highest trade to GDP ratio in the world at 407. 9%. International trade is essential for Singapore, as it has virtually no natural resources. A large percentage of trade is conducted to meet domestic demand for energy, food, and other necessities. Singapore also regularly engages in trade, whereby industries and businesses in the country import raw materials, before refining them for re-export. 47% of Singapore’s exports consist of re-exports. Singapore has relatively few barriers to trade. Trade partners have zero tariff rates applied to their products; other than alcoholic beverages. Some import restrictions exist, which are focused primarily on environmental regulation, health, and public security concerns. The import of rice also requires import licensing in order to ensure food security and price stability. In 2010, Singapore’s exports were valued at $351. 2 billion (USD). The primary export partners include Hong Kong (11. 6% of total exports), Malaysia (11. 5%), US (11. 2 %), Indonesia (9. 7%), China (9. 7%), Japan (4. 6%). Singapore’s imports were valued at $310. 4 billion. The U. S. was Singapore’s primary source of imports (14. 7% of total imports) followed by Malaysia (11. 6%), China (10. 5%), Japan (7. 6%), Indonesia (5. 8%), South Korea (5. 7%). Primary Industries: The petroleum and petrochemical industry in Singapore is one of the biggest in the world. Singapore imports oil from other countries before refining it for further use in other countries. Singapore has the third largest oil refinery in the world. The Singapore Petroleum Company (SPC) is also a leading player in the petroleum industry and is engaged in exploration, production, refining and distribution. Manufacturing is another major industry in Singapore. Although Singapore has specialized in digital and electronics manufacturing for the past forty years, the country has diversified into other forms of manufacturing. Thanks to government initiatives and subsidies, biomedical and pharmaceutical manufacturing is seen to be the future for Singapore’s industries. Singapore is also a global leader in services, particularly in finance. Singapore’s banking system is considered to be among the strongest in the world. Singapore has the fourth largest foreign exchange market in the world after London, New York and Tokyo. The Singapore Government Securities is the only Asian market, besides Japan, to be part of the Citigroup World Bond Index. The Singapore Exchange (SGX) was also the first demutualised, integrated securities and derivatives exchange in Asia-Pacific (Wikipedia, 2012). Economic Forecast: From 2011 onwards, Singapore’s GDP growth rate (constant prices, national currency) is expected to grow between the ranges of 4. 008 percent to 5. 162% in the next five years. According to the Ministry of Trade and Industry (MTI) in Singapore, 2012 may see a higher growth rate of 5 to 7% as its primary trade partners continue to recover economically. Political Perspective: Singapore’s government is a blend of democracy and authoritarianism. It is a Parliamentary republic with a legal system modeled after English common law. The president is voted into office by the popular vote for a six year term. Voting in elections is required by law, so every citizen 21 years and older is legally obligated to cast a vote. The cabinet and the prime ministers are appointed by the president. There are 84 parliamentary seats and each person serves a term of five years. The judicial power belongs to the Supreme Court which is split into the Court of Appeals and the High Court. Judges in both of these courts are appointed by the president of Singapore (Government Structure, 2012). Political Parties: There are five main political parties: The Worker’s Party of Singapore, the Reform Party, the Singapore Democratic Party, the Singapore Democratic Alliance, and finally the People’s Action Party which happens to be the most dominant. This dominance is due to the fact that PAP brought Singapore from an impoverished nation to one with incredibly rapid economic growth. Although this party has brought a certain level of prosperity to the country, they have also instituted extremely strict laws and censorship on almost all aspects of life. Current Political Environment: In the past, Singapore was very conservative with spending and investment. However, in 2001 Singapore’s government began structuring a stimulus package that included tax rebates for businesses and citizens, lower public service fees, a more expansive welfare program and financial assistance for smaller businesses. The monetary stance was changed to keep their currency competitive while assisting the increase in exporting. Since then, Singapore has relied less on government intervention and more on the liberalization of the economy. This came about due to the lack of improvement government intervention made and the requirements for a World Trade Organization membership (Politics Government, 2007). Because the PAP holds over 90% of the seats in Parliament they have little trouble getting their policies approved by Parliament which only requires a two-thirds majority. As a result there is not a proper check and balance in Singapore’s parliament against the PAP. However, recently their dominance may be lessening according to the outcomes of the 2011 elections that showed a significant decline since 2006. In order for the PAP to stay dominant they must focus on maintaining a strong economy and addressing immigration issues while gaining the trust of the younger generations. Due to Singapore’s low birth-rate, immigration has been essential to their economic growth. The percentage of native citizens had gone down to 74% in 2010. This has forced native citizens to compete with immigrants for jobs. In the upcoming years it will be up to the government to legislate integration programs, lower the immigration rate, and smooth over ethnic tensions (Political Overview, 2011). Relationships Abroad: Singapore developed a good relationship with the United States during the Cold War due to the PAP’s anti-communist platform and their ability to spread free trade through the Asian-Pacific region. In 2003, the United States and Singapore signed the first bilateral agreement between the United States and an Asian country. Singapore’s government has not only pursued good relationships with the United States they also focus on good working relationships with Australia, Jordan, India, Korea, New-Zealand, and Panama through the signing of Free Trade Agreements. The government is currently negotiating similar agreements with countries such as Bahrain, Canada, Egypt, Mexico, Sri Lanka, Kuwait, Qatar, and the UAE. (Politics Government, 2007) Challenges to business in Singapore: According to the World Bank’s Ease of Doing Business Report, Singapore has the most conducive regulatory environment for business among 183 economies worldwide (guidemesingapore. com). While this exponentially expanding economy provides many opportunities for business development, there are a few challenges that must be considered by global entrepreneurs. Singapore has grown at a very rapid rate over the past few decades, and its economic success has attracted many industry leaders. This increase in business has created a very competitive marketplace, which presents challenges for new entrants. High competition is a barrier to entry for amateur organizations, and stiff competition often means reduced margins. Many companies who are considering an expansion into Singapore have concerns regarding economic growth and profitability. Many of these concerns stem from rising costs in the labor market and reductions in productivity. According to the Ministry of Trade and Industry, labor productivity fell 2. 2% in the first quarter of 2012, following a downward trend for the past 12 months. Also, manufacturing costs rose 4. 6% and overall labor costs are up 3. 7%. The productivity reductions can be attributed to contagion from struggling European and U. S. markets. Higher costs in goods and services are driving increases in both labor and operating expenses. Access to raw materials is also a concern for manufacturers considering business in Singapore. Geographic limitations and limited access to resources often force manufacturers to import raw materials. Logistic costs associated with the delivery of raw materials can often become cost prohibitive. This problem grows increasingly prevalent as the cost of fuel continues to rise globally. Another barrier to entry for new business in Singapore is the government’s recent effort to restrict the inflow of foreigners. Singapore’s citizens are growing increasingly discontent with income inequality and rising costs of living. In response, the government has been enacting a series of benefit restrictions for permanent residents and foreign workers. For example, certain workers are not permitted to bring parents or in-laws into the country, and healthcare benefits are being reduced. In July 2012, Singapore’s parliament considered amendments to its immigration law which would make new residency or long-term work permits a criminal offense (Mahtani – WSJ). These social indicators are red flags for new businesses who fear the impact of legislative protectivism. Summation of Macro Environment Analysis: Singapore proves itself to be a promising location for businesses hoping to internationalize. It’s diverse and vibrant culture welcomes newcomers as evidenced by its high rate of immigration. Singapore’s technology focused economy is growing at a stable rate with little sign of slow-down. This can be partially attributed to its political stability. It has been run by the same political party for decades, allowing Singapore to keep steady international relationships with foreign countries and their business partners. While all of these factors encourage business investment, new entrants must also consider legislative protectivism and the increase costs of labor and manufacturing in their decision. Part 2 – Country Environment Analysis Country Environment Analysis Abstract: With its rich cultural tapestry and beautiful landscape, modern day Singapore has a lot to offer its tourists. The second section of this report details Singapore’s recent efforts to make their country a major travel destination. As the fastest growing sector of its economy, Singapore has recently made huge investments in its tourism industry. Singapore’s government has constructed a mass-rapid-transit-system (MRT) which serves as a means of transportation for sightseeing tourists. Singapore is also focused on building attractions such as amusement parks and botanical gardens. Singapore is a melting pot of different cultures; as a result it offers a cornucopia of cuisines and cultural events. Along with its high population of English speaking locals and low crime rate, it serves as an ideal travel destination for westerners. Scope of the Tourism Industry: Singapore has developed a rich tourism history over the past 300 hundreds of years. At the southern tip of Malaysia, Singapore is a primary destination for eastern trade. This bustling trade environment has attracted a culturally diverse population, and it is no surprise that this environmentally beautiful hub for international business has become one of the premiere tourist destinations. Singapore’s tourism industry is massive. The Singapore Tourism Board (STB) notes $22. billion in tourism revenue for 2011. In that same year, Singapore attracted over 13 million tourists, which was a 13% increase from 2010. This is an astounding number for a nation whose population is just above 5 million. 76% of these visitors were Asian; primarily from Indonesia, China and Malaysia. However, Australia, India and the Philippines also represented large percentages (see figure 1). Singapore has been experiencing double-digit percentage growth in tourism receipts for the past 6 years and is expected to grow another 12% in 2012 according to major Asian news organization Asiaone News. Fig 1: Singapore Tourist Levels per Country 2009-2011| Country or territory| 2009Tourists (ea)| 2010Tourists (ea)| 2011Tourists (ea)|   Germany| 183,681| 209,231| 219,952| Taiwan| 156,761| 191,173| 238,488| Vietnam| 265,414| 322,853| 332,231| South Korea| 271,987| 360,673| 414,879| United States| 370,704| 416,990| 440,576| United Kingdom| 469,756| 461,714| 442,611| Hong Kong| 294,420| 387,552| 464,375| Thailand| 317,905| 430,022| 472,708| Japan| 489,987| 528,817| 656,417| Philippines| 432,072| 544,344| 677,723| India| 725,624| 828,903| 868,991| Australia| 830,299| 880,486| 956,039| Malaysia| 764,309| 1,036,918| 1,140,935| China| 936,747| 1,171,337| 1,577,522| Indonesia| 1,745,330| 2,305,149| 2,592,222| *Data Source – Singapore Tourism Board 2012| Singapore attributes much of its growth to improvements in infrastructure and air connectivity. Investments in port access, roadways and air space have streamlined the movement of people and products throughout Singapore. The government has also invested heavily in railway for its MRTS which moves an average of 2. 4 million people per day (Wikipedia, 2012). Furthermore, developments in telecommunications have helped to improve information accessibility, which has improved the ease of travel for both business travelers and tourists. In the year 2000, Singapore’s government decided to liberalize its telecommunications sector. Previously, two companies controlled the entire telecommunications industry. In an effort to encourage global competitiveness, the government compensated the two companies, and opened the floodgates of telecommunication competition. Allowing market forces to drive this sector resulted in a revolution of progressive technology which has solidified Singapore’s current position as a technological hub. So why is Singapore growing increasingly popular as a â€Å"must visit† international destination for tourists? Many economists note the business friendly environment which has attracted top-tier investors from around the world. This environment has produced a cosmopolitan culture of engineering, art, food and music. Noting official languages of English, Malay, and Chinese, many international visitors also find it easy to communicate. Singapore’s government realized the unique opportunity for its tourism industry long ago, and developed the Singapore Tourism Board (STB) in 1964 to facilitate and develop its tourist activities. According to the STB, sightseeing and entertainment represented the largest spend for tourists in 2009 (see figure 2). Given its rich history of tourism, Singapore has developed many attractions over the years. Visitors can tour museums of contemporary art, explore Singaporean history, walk its pristine botanical gardens, and experience its science centers and exotic zoos. But some of the most impressive attractions have been developed in the past decade. The Marina Bay Sands Resort is a contemporary architectural masterpiece which opened in 2010, and holds the record as the most expensive casino property in the world at $8 billion (Wikipedia,2012). Fig 2: Singapore’s Gardens by the Bay has 250 acres of reclaimed land which holds state-of-the-art conservatories, horticulture themed gardens, flower markets, and massive â€Å"supertrees† which stand 82 feet high and house countless exotic ferns and plants. These artificial trees were aesthetically constructed with tourists in mind, and illuminate the park at night with spectacular LED displays. Singapore also has its own Universal Studios which opened to the public in 2009. This â€Å"Hollywood themed† amusement park attracts visitors from around the globe, and is popular with western tourists who find comfort in its familiarity. Tourist attractions are big business in Singapore, and the STB works to ensure that there is no shortage of entertainment. Another tourist attraction is Singapore’s annual Grand Prix motor racing, which has generated significant revenue for Singapore’s growing economy. Auto racing has been a significant part of Singapore’s history since the 1960’s, and in 2007 the STB signed a contract to bring Formula 1 racing to Singapore. According to Wikipedia, 110,000 tickets were made available for the first race, and the event quickly sold out filling every seat in the newly constructed raceway. This international event has since gained popularity as a premier racing competition. The Grand Prix weekend event generated over $200 million in overall local revenue in 2011. Areas of Opportunity and Risk: Future development: As previously detailed, Singapore is one of the fastest growing economies in the world. The connectivity of the country is vital to increasing competitiveness. Toward this end, one of the future plans for infrastructural development is the expansion of its MRTS, in an effort to connect all geographical areas in the country (GuideMeSingapore. com, 2012). Since, Singapore has slowly become a regional hub for petroleum production and exploration and a tourist destination, the MRTS is aimed at providing a reliable, fast and cheap transportation of people and goods around the country. As previously discussed, communication facilities, particularly the telecommunications, have fueled growth in most parts of the country. Future plans related to communication include opening up most parts of the country by investing in the telecommunication sector. Satellite systems and submarine cables are projected to reach most parts of the country by 2014 to enhance geographic development. Other future developments plans include the transformation of the city into an exciting and buzz place by illuminating all areas with LED lights. The objective is to attract more tourists to the ity (GuideMeSingapore. com, 2012). The major areas of the city targeted for this transformation include Singapore River, Orchard Road, Marina Bay and the whole of the Central Business District. The projected number of tourists by 2015 is expected to reach 18 million (from 13 million in 2011). Hence, future plans include improving current tourist attractions. Funding/Investment: With its fast growing economy, Singapore is considered an important investment destination as compared to many countries in the world. Singapore has numerous funding opportunities for investors ranging from traditional banks to the grants provided by the government for investment purposes. Institutional support for both private and public funding is encouraged in Singapore. Funding opportunities are provided both to foreign and local investors. With the wide range of funding and financing opportunities, numerous investment opportunities are available in Singapore. As previously mentioned, one of the fastest growing sectors of the economy is the tourism industry. This sector provides numerous investment opportunities; particularly investments in tourist handling facilities such as guest houses, leisure resorts and hotels as well as investment in transportation facilities. Oil production and exploration is another area of opportunity. With the rising demand for cheap gas and oil products in Singapore, oil exploration is an important investment opportunity for multi-national corporations dealing with onshore oil exploration activities. Other opportunities include investment in the financial sector such as providing financial services and trading in the stock market. Political Stability: While political stability is an area of risk in many countries of the world, it is an area of opportunity in Singapore. Singapore is ranked first as the most politically stable country in the Asian region (GuideMeSingapore. com, 2012). The political structure in Singapore makes the county an area of opportunity since the countries major sectors are not governed through political appointments. Important sectors of the economy are governed by bureaucrats. This means that performance, skills and loyalty to the policies of the nation qualify one to be appointed in any office in the country. Further, the dynamic nature of the country’s population contributes immensely to its political stability. The country has a multi-religious and multi-racial character where providing fair chances for all in terms of health, education and investment opportunities continues to maintain economic balance (GuideMeSingapore. com, 2012). Hence, Singapore’s political system is an area of opportunity rather than an area of risk. This is further investment incentive for U. S. MNE’s. Security of tourists: Singapore has a well-organized security system. The Internal security organ of the government is bestowed with the responsibility of ensuring the security of both local and foreign nationals. Hence, tourists are accorded utmost security by both private and government forces and protected from any instances of hate or racial utterances. Tourist sites and facilities are guarded by national law enforcement authorities to ensure that tourists move freely without threats to their security (Ramesh, 2010). Singapore was recently noted as the number one â€Å"Ultra-Safe Destination† by Opentravel. com; which boasted its crime rates as the lowest in Asia. Hence, security of tourists is a major area of opportunity in Singapore. Financial Stability: The country’s projected revenue is expected to hit more than $40 billion according to the 2011 estimates. Expenditures are estimated at $35 billion leaving a trade surplus of more than 5 billion. In this regard, Singapore boasts of trade surplus rather than trade deficit. This means that the country is economically stable and it has stable resources for purchase of capital goods for the development of the country. The economic growth rate is an important indicator of the country’s economy. The projected economic growth rate is expected to hit more than 7. 5% by the end of 2012. With sound financial stability, international investors can have confidence in their expected return on investment. The tourism industry has seen similar growth in recent years (see Fig 3). Fig 3: Challenges for US Business in Singapore’s Tourism Industry: The STB is the countries’ leading economic development agency for tourism, and most opportunities for U. S. partnership in the tourism industry would be facilitated through this organization. The United States is a primary marketing point for the STB; which maintains office-space in both New York and Los Angeles. The government of Singapore prefers to use local firms to combine tourism with the ethnic lifestyles of Singapore. One concern for US firms who are considering opportunities in Singapore is the growing pressure of protectivism in its local culture. This is also a challenge for the STB who is aggressively recruiting visitors. The STB does work to promote local heritage, but it also strives to develop global tourism demand which often requires deviation from traditional culture. For example, Singapore’s theater district regularly presents western musicals and dramas to satisfy western audiences. This is an area of opportunity for U. S. based organizations who wish to get in on Singapore’s booming tourism industry, but a legislative recent push to protect local heritage is prioritizing eastern values and culture. Singapore also relies on international investors and engineers to develop new world-class attractions. For example the Singapore Flyer, a 42 story high Ferris wheel located on Singapore’s southeastern tip, was designed by German engineers. Also, the design for its world famous Garden by the Bay Park was decided by an international competition which attracted more than 170 firms from 24 countries. The final design was awarded to two firms: Grant Associates from New York, and Gustafson Porter from London (Wikipedia, 2012). Another barrier to US business is the overwhelming Asian influence in Singapore. As previously stated, the majority of foreign tourists come from Asia (Japan 36%, Philippines 34% and China 31% – 2011). This is partially due to Asian airlines that have drastically reduced their airfares in an effort to encourage Singapore tourism. Collaborations of these Asian countries not only ensure that there is stability in Singapore’s tourism industry, but they also make it difficult for other countries to penetrate the market. Singapore is known for its â€Å"pro-business† culture, and in most cases it encourages international investment. Tourism, however, is a unique industry and the government is not as interested in incentivizing foreign tourism investment as it used to be. Some of the biggest challenge for U. S. firms and investors in Singapore’s tourism industry include: limited opportunity, competition, and government control. International firms are fighting to penetrate Singapore’s $20 billion tourism industry. The opportunity for substantial profit is attracting top-tier entertainment, culinary, construction, and engineering companies. However, Singapore is eographically small and well developed at this point. The STB is selecting from a pool of innovative firms when developing new p rojects and their preference to promote local firms is increasingly evident. This business environment is incredibly competitive, and the STB tends to award local firms when given the choice. One strategy for U. S. companies is to provide innovative proposals which cannot be easily replicated. U. S. based firms can also develop collaborative relationships or joint ventures with Singaporean organizations to gain a competitive edge. Country Environment Analysis Summation: The tourism industry in Singapore appears to have a lot of promise. Its diversity offers tourists a rich cultural experience while still allowing ease of the communication and transit. It also boosts a low crime rate, an increasing number of attractions, and stable political and economic environment. Those wanting to invest in Singapore’s tourism industry through the construction of resorts and hotels will be welcomed by Singapore’s traditionally pro-business policies but potentially discouraged by its recent push towards protectivism. One thing is certain, the tourism industry in Singapore is booming, and the potential for growth is attracting the most innovative firms in the game. Works Cited: AsiaOne. com. 2012. http://www. asiaone. om/News/AsiaOne+News/Singapore/Singapore. html Chong, T. (2010). Management of Success: Singapore Revisited. Singapore: Institute of Southeast Asian. GuideMeSingapore. com. 2012. Why choose Singapore? Available from http://www. guidemesingapore. com/incorporation/introduction/singapore-incorporation-advan tages Retrieved on 10th November 2012. GuideMeSingapore. com. 2012. Introduction to Singapore’s political system. http://www. guidemesingapore. com/relocation/introduction/singapores-political-system. Retrieved on 10th November 2012. Janus Research Reports -Doing Business in Singapore vs USA – http://www. guidemesingapore. com/research-reports/usa/doing-business-singapore-usa Ramesh, S. (2010). â€Å"Government goal is to ensure all citizens enjoy fruits of growth: PM Lee† Channel News Asia (Singapore) Mahtani, S Raghuvanshi, G. , (2012) Singapore Restricts Foreigners web: http://online. wsj. com/article/SB10001424052702303567704577518591429808110. html MTI (Ministry of Trade and Industry) Singapore (2012) web http://www. mti. gov. sg/Pages/home. aspx MediaCorp Pte Ltd (2011). Singapore’s population reaches 5. 1 million. Retrieved from http://www. channelnewsasia. com/stories/singaporelocalnews/view/1155998/1/. html Ministry of Trade and Industry – Economic Survey of Singapore First Quarter 2012 http://www. mti. gov. g/ResearchRoom/SiteAssets/Pages/Economic-Survey-of-Singapore-First-Quarter-2012/Ch1_1Q12. pdf OpenTravel. com. 2010. http://opentravel. com/blogs/top-ten-ultra-safe-destinations-to-travel/ Shibani Mahtani and Gaurav Raghuvanshi – WSJ – 06/101/2012 – Singapore Restricts Foreigners – http://onli ne. wsj. com/article/SB1000142405270230356770457751 8591429808110. html Wikipedia. com (2012). http://en. wikipedia. org/wiki/Mass_Rapid_Transit_(Singapore) http://en. wikipedia. org/wiki/Singapore_Tourism_Board http://en. wikipedia. org/wiki/Gardens_by_the_Bay http://en. wikipedia. org/wiki/Tourism_in_singapore How to cite Country Environment Analysis – Singapore, Papers

Treatment In Smokers Serious Mental Illness -Myassignmenthelp.Com

Question: Discuss About The Treatment In Smokers Serious Mental Illness? Answer: Introduction One of the biggest issues that are faced in the community is the tobacco use disorder. Tobacco use disorder is diagnosed in individual when they become increasingly dependent on nicotine found in tobacco. Nicotine in tobacco is a psychoactive drug that affects the central nervous system and acts as a stimulant. The addictive nature of this chemical is seen to include drug reinforcing behavior that associates with obsessive use, reoccurring use after abstaining from it as well as physical dependence on it. A number of health risks remain associated with tobacco use disorders. This includes cancer of the mouth, throat, lung, esophagus and others. It also exposes individuals to emphysema, chronic bronchitis, heart disease and stroke. It also involves upper respiratory functions, gum diseases, tooth decay, chronic obstructive pulmonary disorders and roughness of voice (Evins, Cather and Laffer 2015). All these result in suffering of the people for chronic disorders and hence poor quality life. Public health is the domain that can be adopted by individuals as a profession who want to serve and care for the greater good of the people. There is an urgent need to create awareness among the people of the communitiy. It is important for the community residences to understand the harm they will bring on themselves and on their future generation by their risky behavior of tobacco smoking. Public health study will help in conducting social analysis to indentify the statistics of people engaged with such disorder in the community. Depending on the lifestyles and habits, public health study will help in establishing health promotion campaigns in the community that will involve all individuals (Luke et al. 2014). By following one of the models like ecological models, health belief model, relapse prevention model, stages of change model, social cognitive model and others, individuals can successfully help in establishing health promotion strategies. They would help in increasing the he alth literacy of the people of the community which would prevent people from engaging themselves in such habits. References: Evins, A.E., Cather, C. and Laffer, A., 2015. Treatment of tobacco use disorders in smokers with serious mental illness: toward clinical best practices.Harvard review of psychiatry,23(2), p.90. Luke, D.A., Calhoun, A., Robichaux, C.B., Elliott, M.B. and Moreland-Russell, S., 2014. Peer Reviewed: The Program Sustainability Assessment Tool: A New Instrument for Public Health Programs.Preventing Chronic Disease,11.