How to teach literacy and Multi-literacy Essay Example | Topics and Well Written Essays - 250 words

How to teach literacy and Multi-literacy - Essay Example Multi-literacy requires students to integrate technological educational tools. One of the ways teachers can teach literary and multi-literacy is by integrating them teaching. This means that teachers should integrate four essential components of multi-literacy teaching. These are overt instructions, situated practices, transformed action and critical framing (Gambrell, Marrow & Pressley, 2011). Situated practice focuses students to meaningful learning through the integration of primary knowledge. Overt instruction directs students to systematic processes of learning. Critical framing enables students to learn how to approach the diverse environment in order to improve their learning experiences. Teachers can also use transformed action teaching to teach students how to apply lessons to real life experiences. Teaching literacy and multi-literacy can lead to the adoption of new ideas and practices. It can also help in overcoming the limitations experienced in traditional learning approaches. Teaching literacy and multi-literacy introduces teachers to new pedagogical approaches and practices, which creates opportunities for future learning and teaching. The four ways in which teachers can teach literary and multi-literacy are the use of situated practices, critical framing, overt instructions and transformed actions. These methods have the potential to guide teachers to provide equal access to teaching and learning

Ryan Air Writeup Essay Example for Free

Ryan Air Writeup Essay To make money at that fare I would expect that they have a distinctive cost advantage over the current operators, say British Airways and Aer Lingus. Being a small operator I would expect some efficiencies and reduced costs that the other two airlines cannot realize. I would expect Ryan Air to lease its plane as opposed to buying it (as they only have one route, no scale efficiencies from owning their fleet can be realized) that would nullify their depreciation expense and other aircraft costs and their selling effort would be less (only one route). Initially, any expense derived from the fleet size would be less as well (as the 44-seater doesn’t need as much space in the hangars nor intensive usage of the runways as it is a fast take off/take down plane). However, for this case i have decided to leave them equal if they are variable costs. Finally, if they manage to increase the utilization rate of its aircraft with relation of British Airways and Aer Lingus, the per-person fixed costs would be less, about a 40% less (increase in utilization from 60% to almost 100%). Some estimation about Ryan Air’s cost breakdown that would ensure a profit can be found in the table above.

Origin of the Ifugao Tribe

Origin of the Ifugao Tribe The name of the chosen culture is Ifugao. The origin of the Ifugao comes from the term Ipugo, which means from the hill. According to their mythology, their name is derived from Ipugo which refers to the rice grain given to them by their God, Matungulan. Also, others say that the name comes from the word I-pugaw which loosely translates to inhabitants of the earth. Neighboring people refer to the Ifugao people as Kiangianl. Today, the people who inhabit this province refer to themselves as the Ifugao, although the area contains people who are not. The Ifugao culture inhabits an area of roughly 750 to 970 square miles in northern Luzon, which is located in the Philippines. The culture resides in the most rugged and mountainous parts of the Philippines, which is high in the Gran Cordillera Central in northern Luzon. The Gran Cordillera Central of Northern Luzon is consumed with a wide variety of natural areas. According to Fowler, The Gran Cordillera Central of Northern Luzon is a jumbled mass of lofty peaks and plummeting ravines, of small fecund valleys cleaved by rainfed, boulder-strewn rivers, and of silent, mist-shrouded, moss-veiled forests wherein orchids in their deathlike beauty unfold like torpid butterflies. The mountainous peaks rise from 1,000 to 5,000 meters and are drained by the waters of the Magat River. According to Siangho, Their neighbors to the north are the Bontco; to the east Gaddang; to the west Kankanay and Ibaloy; and to the south the Ikalaham and Iwak. It is believed the Ifugao were likely inhabitants of the nearby fertile plains, which is greatly opposite of their current dwelling. It is also believed that they were driven out of these plains by Malaysians because of their superior weapons. This is why they currently reside in the mountain side. The Republic of the Philippines is an archipelago of approximately 7,000 islands. The first people arrived about 100,000 years ago. These individuals were hunters and gatherers who survived off of the lands basic resources. Thousands of years later, people arrived from Asia and brought with them agricultural skills and social structure. From this cross-cultural intermingling, a culture was created and the Philippines was born. The language name of the Ifugao people is Ifugao. The language family proceeds like this: Austronesian Malayo-Polynesian, Northern Luzon South-Central, Cordilleran Central, Cordilleran Nuclear, and then Cordilleran Ifugao. Therefore, the language family of the Ifugao language is Malayo-Polynesian. There are Four divergent dialects of the Ifugao language: Amganad, Batad, Mayoyao, Tuwali, each with distinct varieties: Amganad: Burnay Ifugao, Banaue Ifugao; Batad: Ayangan Ifugao, Batad Ifugao, Ducligan Ifugao; Tuwali: Apao Ifugao, Hungduan Ifugao, and Lagawe Ifugao. As stated by The Ifugao native people, The Ifugao have a language that changes from village to village. Dialect and change of pronunciation can make it a real challenge to maintain a conversation between neighboring villagers. However, an official language dictionary has been produced. Population within Ifugao society in the twentieth century has varied anywhere from 60,000 to over 100,000. According to Malone, Population density in some areas approaches 400 per square mile. The only architectural structures noted for this group of people are the houses in which they reside and their extensive rice patties that extend from halfway up the mountain side all the way down to the bottom of the valley. The Ifugao people live in hamlets. These are like tiny communities that are located alongside the mountain near an owners rice patty. There are approximately 8 to 12 houses per hamlet. There are also buildings for the unmarried, which is discussed later in this assignment. The houses of the Ifugao people are very small. The typical household consists of the nuclear family. A nuclear family is a family consisting of only a mother, father and their children. Once a child becomes a teenager and he or she is old enough to take care of his or herself, they go in live in either boy or girl homes. Typically the Ifugao house sits on four sturdy posts, with no windows. According to Fowler, Inside there is an open earth and stone fireplace for cooking and floor mats for sleeping and sitting. Family paraphernalia, such as baskets, bowls, clothing, skills (human and animal), and magic items, are hung from the walls or stacked on carved shelves. Although Ifugao houses vary little from this basic configuration, houses of nobility often feature differences, such as massive Hagabi lounging benches, decorated attic beams, kingposts and doorjambs carved with human effigies, and ornate exterior frezies portraying pigs, carabao and other animals. The adults and their smaller children (ones who cannot take care of themselves) live together while children who can maintain their own lifestyle live in different houses. When the teenagers reach the age where they become interested in the opposite sex, the male teenagers leave their house during the day to meet females in other houses. From this intermingling, couples eventually form. Soon after a girl becomes pregnant, the couple will wed. After marriage, the couple will either build their own home, live in a home of someone who has died without kids, or live in a home left by one of their parents. After they settle in to their house, it is the moms duty to take care of the child and the dads duty to provide for the family. People in the Ifugao culture live a very basic lifestyle to make a living. The usual lifestyle consists of agriculture and hunting, with anthropologists characterizing the adaptive strategy as agriculturists. According to Malone, Ifugao subsidence is derived principally from agriculture (84 percent) with an additional ten percent derived from the raising of aquatic fauna, such as minnows and snails, in flooded rice fields. The remaining six percent of subsistence involve fishing (fish, eels, frogs, snails and water clams); hunting (deer, wild buffalo, wild pigs, civet cats, wild cat, python, iguana, cobra, and fruitbat); and gathering of insects (locusts, crickets, and ants) as well as large variety of wild plants. As we can see, the main duties are tending to the rice patties. The men are usually the ones that participate in the hunting and fishing. When the men hunt after wild deer and pig, they usually use hunting dogs to assist them. The dogs are not raised to eventually eat (lik e some nearby cultures); the Ifugao people respect and admire dogs. The Ifugao political system is better characterized as a sociopolitical organization. According to the article, Ifugao Sociopolitical Organization, Traditionally, social differentiation has been based on wealth, measured in terms of rice land, water buffalo and slaves. The wealthy aristocrats are known as kadangyan. The possession of hagabi, a large hardwood bench, occurs their status symbolically. The Ifugao have little by way of a formal political system; there are no chiefs or councils. There are, however, approximately 150 districts (himputonaan ), each comprised of several hamlets; in the center of each district is a defining ritual rice field (putonaan ), the owner (tomona ) of which makes all agricultural decisions for the district. Government is poorly established among the Ifugaos. According to Malone, The functions of government are (or were) accomplished by the operation of collective kinship obligations, including the threat of blood feud, together with common understanding of the adat or custom law given the people by ancestor heroes, in particular the inviolability of personal and property rights. Men earn respect according to their rice patties. The bigger their patty is, the higher the status they have in the community. Also, within the Ifugao community, there is a rice chief. The rice chief is one of the leading priests and the people respect him for religious authority, but he does not have ultimate authority over the Ifugao people. For the most part, people are on their own when it comes to government control. According to Malone, Each sibling group is the center of an exogamous, bilateral kindred.: Essentially, this is descent traced and kinship groups assigned through both male and female lines with marriages being outbred instead of inbred relationships between families. Basically, people dont marry within their family, but outside of it. The adults and small children all live together. When the child comes of age, which is basically a teenager, they move out of their parents house and live on their own in a second house with other kids their age of the same sex. When the men begin to search for wives, they leave their houses during the day and the women stay in their homes to greet and welcome men. They start in a very cool and calm atmosphere, such as jokes and casual talk, but eventually relationships form. After a girl becomes pregnant, they will wed. At this point the couple will either build their house or inhabit a house left by their parents or someone who has passed away without children. When they are settled in, the mothers duty is to care for the child while the father hunts for food for the family. Marriage within the Ifugao culture is quite simple. The normal form of marriage in the Ifugao society is monogamy. Monogamy is being married to only one person at a time. Although monogamy is widely practiced, polygyny is practiced occasionally by the wealthy. Even thought the definition of polygyny is that either male or female may have multiple spouses, it is mainly the males that have multiple wives. In these situations, the first wife has higher authority and status than her co-wives. According to Malone, Marriages are alliances between kindreds. First cousin marriages are forbidden in practice and theory, but marriages to more distant cousins can take place. These marriages can take place with a payment of fines in livestock. The men are able to choose their wives within this culture. There are no established or set marriages for the Ifugao people. When the men are interested in marriage, they begin meeting other women in their society. When they begin their relationship, it is a very casual environment. Eventually it become serious, and after the woman is pregnant, the man and wife get married. They will then move into their own place together to begin their family. This seems pretty similar to the American marriage system on the fact that we look for and choose our own mate. Some people get married before they are pregnant while others get pregnant before they are married (although some people may never marry). I think this is definitely a culture I could be a part of, in the sake of their marriage system that is. Ifugao society is much separated. Men and women live apart unless they are married and/or brother and sister, but even at a certain age of childhood; they go and live on their own, away from their parents. Men are the ones who hold political power, or lack thereof, in the Ifugao culture. Usually, the only powerful people in this society are men who are respected because of their wealth. The division of labor is set between the genders as well. Since this a very simplistic culture, the women tend to the children and house work while the men tend to the fields of rice and hunting food for the family. I would call it a classic, nomadic style of life. Another note that women are not as powerful or highly touted as men is the fact that, in the case that polygyny does exist, it is with multiple wives and usually not multiple husbands. This form of marriage is very rare and only among the elite and rich people in the culture. For me, I wouldnt like to live within this culture. I think it is good for men and women to mix and mingle within the workplace, home, and political power. Men and women bring different ideas and ways of life to the table, and I think a successful culture allows men and women to intermingle freely. Therefore, I would not want to live in the Ifugao society. Religion is an essential part of the Ifugao culture and is significant in every phase of life. Their religion provides a means by with the unknown can be approached and understood. Ifugao religion is a very complex structure based on ancestor worship, animism, and magical power. According to Fowler The Ifugao pantheon consists of innumerable spiritual entities that represent natural elements, forces and phenomena in addition to ancestral and metaphysical beings. The trust and confidence that the Ifugao have in these beings allow them to face what is often a complex and frightening world with a great deal of confidence and understanding. They believe that the gods and other beings are approachable and can be influenced by the proper rites and behavior to intercede on behalf of an individual or the entire community. Generally the gods are viewed as generous and benign beings who enjoy feasting, drinking wine and chewing betel nut, as do the Ifugao themselves. However, the gods are quic k to anger and if ignored or treated badly can quickly become ill-tempered, demanding tyrants capable of causing misfortune and injury. The Ifugao people have created ceremonies to honor and respect their deities, although some are rarely acknowledged or called upon. Others, who control daily life, such as agriculture and health, are constantly worshipped and called upon. The greatest importances to the Ifugao are rice or agricultural deities which have the power to ensure bountiful crops and actually increase the amount of rice already in storage. Although the Ifugao have no knowledge in writing, they were capable of creating a literature that matches with some of the countrys finest in epic and folk tale. Their literature is passed orally. Their riddles serve to entertain the group as well as educate the young. One such example of an Ifugao riddle is, according to Siangio: Dapa-om ke nan balena ya mubuttikan nan kumbale. This translates to: Touch the house and the owner runs about. The answer is spider. When the Ifugao gather together, they use proverbs to give advice to the young. These proverbs are used to stress points. The ones who have gone to formal school begin their lectures before large meetings or gatherings with proverbs. Here are a few Ifugao proverbs according to Sianghio: Hay mahlu ya adi maagangan :: The industrious will never go hungry. Hay uya-uy di puntupong hi kinadangyan di ohan tago. :: The feast is the yardstick of a persons wealth. Hay itanum mo, ya hidiyeh aniyom :: What you have planted is what you will reap. Ifugao myths usually are about hero ancestors, gods and other supernatural beings. They story lines usually have these heroes facing problems that they are currently facing. This allows the Ifugao people to provide hope and comfort to their homes. When these stories are recited, they are usually in barked-out, terse phrases followed by the tulud, which means pushing. The tulud aims to bring the magical powers that stand behind the myth. At the end, the clincher kalidi is chanted and the narrarator enumerates the benefits which should be obtained from the myth. The myths are usually concluded with the phrase, because thou art being mythed. They have myths that cover common cultural stories such as: creation of the world, creation of man, great battles and epic struggles. They also have stories that cover other worldly known events, such as the great flood or Noahs Arc to the Bible. According to Sianghio, Other Ifugao legends that have been recorded include, The Legend of the Ambuwaya Lake; The Origin of the Pitpit or The Bird of Omen; Why the Dead Come Back no More; and How Lagawe Got Its Name. Other such important tales are the magical stories, called abuwab. These tales are believed to possess mystical powers. According to Siangho, Examples are the poho-phod and chiloh tales, which are usually told in death and sickness rituals. The abuwab is usually about the legendary husband and wife, Bugan and Wigan. Also, Siangho says, The Ifugao epics are chanted romances telling of the origins of the people, the life and adventure of the Ifugao heroes, the valor of men and the beauty of women, as well as ancient customs and traditions.

Weather and Environment Impacts in Brazil Essay -- Brazil Rainforest C

Weather and Environment Impacts in Brazil Manaus is a remote town located in a rainforest, so obviously there is a large influence by the weather on the environment around Manaus. Yearly it receives about 84 inches of rainfallinches of rainfall leading to the first environmental impact of the weather: flooding. Manaus is located near the junction of two major rivers, the Rio Negro and the Rio Solimoes, which combine slightly to the east of Manaus to from the Amazon river. The land is relatively flat, and therefore serves as a flood basin for the rivers. The average yearly fall of the river may be around 33 feet (1). The flooding is a risk to humans in that it may threaten the city and homes, but there is also important ecological benefits that stem from the inundations. The flooding of riverside forest provides important habitat for fish, particularly juveniles which can use the tree’s root structure to avoid predation (1). A potentially more controversial result of the flooding is that fields which are inundated are an important source of atmospheric methane, as well as good nursery grounds (1) Methane is a greenhouse gas, which may lead some individuals to call for flood control of the plains in an effort to limit greenhouse gas emission in Brazil. There is a dam built up river of Manaus, but there have been problems with Amazonian dams. Because of the rainforest large amounts of plant detritus ends up in the rivers, where it gets caught behind the dams and causes sedimentation, similar to silts in American rivers (2). Unlike north American sedimentation ho wever, the climate in Brazil allows for rapid breakdown of the plant detritus, acidifying the water and releasing large amounts of Methane into the air. The dams reservo... ... become. Fires also put particulate mater into the air, which is classified as a pollutant. References http://www.op.dlr.de/ne-hf/SRL-2/p44721_mana2.html accessed 11/29/04 http://www.pacificislandtravel.com/south_america/brazil/about_destin/nature.html accessed 11/29/04 http://nersp.nerdc.ufl.edu/~arm/amazonFires.html accessed 11/29/04 http://www.ipcc.ch accessed 11/29/04 Bruijnzeel, L.A. Hydrological functions of tropical forests: not seeing the soil for the trees? Agriculture, Ecosystems & Environment 104:1 185-228 Durieux, L.; Machad, L.A.T.; Laurent, H. The impact of deforestation on cloud cover over the Amazon arc of deforestation. Remote Sensing of Environment 86:1 132-140 Lamb, H.H. Climate Change and the Modern World. New York, NY. Routledge 1995 Somerville, R.C.J. The Forgiving Air. Berkley, CA. University of California Press 1996

Federalist Papers

The Federalist Papers Several documents have helped carve the United States government from the beginning into what we know it as today†¦the Magna Carta, the Mayflower Compact, the Declaration of Independence†¦to name a few. One of the most important of those documents was The Federalist Papers. It is a series of 85 articles/essays that were written by Alexander Hamilton, James Madison and John Jay, between 1787 and 1788.This paper will focus on the purpose of the Federalist Papers, who the intended audience was, and why another document – the Articles of Confederation – written after the American Revolution, failed in the wake of the Constitution being drafted and ratified. (Peacock, n. d. ) The Federalist Papers, better known as The Federalist, or The New Constitution, was a planned attack devised by Alexander Hamilton, a lawyer from New York. Federalist Papers, 2012) I say attack, but it was more of a â€Å"strong support† of the newly proposed Const itution. He, along with Madison and Jay, wrote the papers under the pseudonym of Publius (the Roman citizen was that credited with saving the Roman republicanism). This was common practice when someone was writing something for public eyes, yet he or she didn’t want anyone to know who was writing the material. The Federalist Papers, 2002) The purpose was to try to and assist American republicanism by demonstrating the necessity of the Constitution. The essays had another other significant purpose: it immediately showed New Yorkers why it was a good idea to ratify the Constitution and in turn word quickly spread to the other States in the Union. They actually took the lead in ratifying the document, with New York coming in after the necessary nine states that were needed had already ratified.The Federalist Papers have helped our society to clearly understand what the writers of the Constitution were thinking when they wrote that document nearly 200 years ago. That documentâ₠¬â„¢s main audience at that time: the people within the Union, in particular, the â€Å"doubters† and critics of the drafted Constitution. Although a number of important states had already ratified the Constitution before the essays were published, it most assuredly helped in getting the nine out of the thirteen states within the Union needed in order to get it passed.It clarified for many what the Constitution was telling them and why it was so important to have. Today, federal judges frequently use the Federalist Papers to interpret the Constitution as a means to get a broader picture of the intentions of the framers and ratifiers (The Federalist Papers, 2002) I don’t think the authors, Hamilton, Madison and Jay, knew that the papers they drafted and published between 1787 and 1788 would still be influential in today’s government choices and proceedings.The Articles of Confederation, formally the Articles of Confederation and Perpetual Union, was an agreement among the 13 founding states that established the United States of America as a confederation of sovereign states and served as its first constitution. (Why did the Articles of Confederation fail? , 2012) With time, several things were pointed out as wrong or needing revising with the Articles.Among the reasons the Articles failed, giving way to the new Constitution, were: every state was independent (free to make their own choices, which did not sit well with the countries leaders) which reflected the seemingly written purpose that this was done so that the national government was kept as weak as possible; each state only had one vote in Congress, regardless of their size; Congress did not have the power to tax nor did they have the power to control trade (which was something that was needed to keep the finances of America over water); there was no national court system (criminals were free to run wild; no steady judgments were made by any laws); and the states refused to finance t he national government. These were just a few of the noticeably problems. In 1786, a rebellion is western Massachusetts protested the rising debt and economy chaos†¦but the national government was unable to assemble to a military force to help out it down, something else seen as needing to be fixed as soon as possible.For these reasons, the Articles of Confederation failed. (Kelly, 2012) The Federalist Papers are a significant piece to our nation’s history. People were set with the Articles of Confederation as being the only constitution they needed, but as the years went by, more things made it clear that a revision, or a whole new document for that matters, was needed to address the current states of the Union. It took some persuading to get the Constitution ratified, and the 85 essays written by Hamilton, Madison and Jay helped persuade the American people to define the United States as we know it today. References Federalist Papers. (2012). Retrieved from http://en. wikipedia. rg/wiki/Federalist_Papers. The Federalist Papers. (2002). Retrieved from http://www. crf-usa. org/foundations-of-our-constitution/the-federalist-papers. html. Kelly, M. (2012). Why Did the Articles of Confederation Fall? Retrieved from http://americanhistory. about. com/od/governmentandpolitics/f/articles_of_confederation_fails. htm. Peacock, Anthony A. (n. d. ). First Principles Series. The Federalist Papers. Retrieved from http://www. heritage. org/initiatives/first-principles/primary-sources/the-federalist-papers. Why did the Articles of Confederation fail? (2012). Retrieved from http://essayinfo. com/sample/essay/465. Essay Info – Essay Writing Center.

Free Essays on Micro Soft Audit

Microsoft, manufactures, licenses, and supports a host of software products for a number of computing devices. Their software includes operating systems for â€Å"intelligent devices, personal computers and servers; server applications for client/server environments; knowledge worker productivity applications; and software development tools. They also license consumer software programs; sell PC input devices; train and certify system integrators; and research and develop advanced technologies for future software products.† Should there be a reference here? Microsoft's ambitions are anything but small. The world's #1 software company provides a variety of products and services, including its Windows operating systems and Office Suite software. The company has expanded into markets such as video game consoles, interactive television, and Internet access. With its core markets maturing, Microsoft is targeting services for growth, looking to transform its software applications into Web-based services for enterprises and consumers. Microsoft has reached a tentative settlement to end an ongoing antitrust investigation, agreeing to uniformly license its operating systems and allow manufacturers to include competing software with Windows (Company Information). The following issues involving Microsoft were researched and analyzed in preparation for the production of this audit report. The three issues that were picked involve Microsoft’s employment discrimination troubles, anti-trust/monopoly problems, and revenue reporting investigations by the SEC. Following the legal audits, the appendix contains basic financial statements, a 5-year stock chart, and the 20 most recent insider trades as of March 2003. Employment Discrimination When it rains, it pours. The Associated Press headline and story lead-in of January 2001, announcing Jackson v. Microsoft, must have caused the hearts of anti-trust-weary Microsoft supporters to skip a beat: â€Å"N... Free Essays on Micro Soft Audit Free Essays on Micro Soft Audit Microsoft, manufactures, licenses, and supports a host of software products for a number of computing devices. Their software includes operating systems for â€Å"intelligent devices, personal computers and servers; server applications for client/server environments; knowledge worker productivity applications; and software development tools. They also license consumer software programs; sell PC input devices; train and certify system integrators; and research and develop advanced technologies for future software products.† Should there be a reference here? Microsoft's ambitions are anything but small. The world's #1 software company provides a variety of products and services, including its Windows operating systems and Office Suite software. The company has expanded into markets such as video game consoles, interactive television, and Internet access. With its core markets maturing, Microsoft is targeting services for growth, looking to transform its software applications into Web-based services for enterprises and consumers. Microsoft has reached a tentative settlement to end an ongoing antitrust investigation, agreeing to uniformly license its operating systems and allow manufacturers to include competing software with Windows (Company Information). The following issues involving Microsoft were researched and analyzed in preparation for the production of this audit report. The three issues that were picked involve Microsoft’s employment discrimination troubles, anti-trust/monopoly problems, and revenue reporting investigations by the SEC. Following the legal audits, the appendix contains basic financial statements, a 5-year stock chart, and the 20 most recent insider trades as of March 2003. Employment Discrimination When it rains, it pours. The Associated Press headline and story lead-in of January 2001, announcing Jackson v. Microsoft, must have caused the hearts of anti-trust-weary Microsoft supporters to skip a beat: â€Å"N...

Lorraine Hansberry essays

Lorraine Hansberry essays Most Promising Playwright Lorraine Hansberry was the first African-American woman to have a play produced on Broadway. She dedicated her life to pursuing racial and sexual equality in the United States. Hansberry was born into a middle-class family on the south side of Chicago in 1930. She recalled her childhood as a happy one: The insulation of life within the Southside ghetto, of what must have easily been half a million people, protected me from some of the harsher and more bestial aspects of white-supremacist culture. When Hansberry was around eight years old, her family fought to live in a restricted white area and they were granted the permission to live in the area. However, they had to live through various violent actions and threats by angry neighbors. This incident gave Hansberry a very positive opinion of her parents. She became interested in theatre when she was in high school. Mine was the same old story she recollected, sort of hanging around little acting groups, and developing the f eeling that the theatre embraces everything I liked all at one time. As she furthered her education at the University of Wisconsin, she became even more acquainted with great theatre. Lorraine Hansberry moved to New York City in 1950 to begin her career as a writer. She wrote for Paul Robesons Freedom magazine and participated in various liberal crusades. At one of the protests about discrimination at New York University, she met Robert Nemiroff. Despite the fact he that was white, they fell in love and got married in 1953. He encouraged Hansberry in her writing efforts. One night in 1957 when the couple was entertaining a group of friends, they read a scene from her play in progress which was entitled A Raisin in the Sun. Their friends loved the play so much that they pushed for the completion and production of the drama within the ...

Schneider Electric Global Account Management

Schneider Electric Global Account Management Free Online Research Papers Established in 1782, Schneider Electrics began as an industrial equipment company. See appendix I. This global leader has 170 years experience in its industry. (Schneider Electrics, a, 2007) With a strategy of maintaining autonomous plants in host countries with shared global skills drawn from the company’s vast network, Schneider Electric can customize innovations to fulfil customers’ requirements, whilst meeting the standards and practices applicable to individual countries through adaptation of products. (Schneider Electrics, b, 2007) This strategy coupled with other factors requires a strong Global Account Management system to ensure the company remains a leader in industry. See appendix II. Schneider Global Business Development (SBGD) was created in 1992 as a global sales organization and counterpart to individual country based sales force. (Bartlett, Ghoshal and Birkinshaw, 2004) See figure 1 2, appendix III. Global Strategy Drivers of Schneider Electric’s Global Account Management. Market Driver The strongest driver for global account management is global customers. (Yip and Madsen, 1996) Consistent image and presentation; coordinated pricing, branding that is recognisable and of high quality, service that is of high standard throughout the world, all benefit the client and the company. (Johansson, 2003). Customer satisfaction is a high priority for Schneider Electric therefore the means to fulfil this requires strategy, cooperation and a streamline operations system globally, within the corporation, with suppliers and customers. (Schneider Electric, d, 2007) See figure 1, appendix IV. One example of customers being a GAM driver is Schneider’s relationship with the American company, Copiato. To anticipate and fulfil its client’s requirements, an in-depth understanding was required. Mutually beneficial measures were taken that resulted in global consistency in product offering and service quality. In 1995 the joint relationship was awarded the Arthur Anderson Best of the Best Award for Channel management. Subsequently, Copiato appointed Schneider as its only globally certified electrical supplier. (Bartlett, Ghoshal and Birkinshaw, 2004) Client demand worldwide is constant as electrification is a common need. The company acknowledges this as a growth driver and works to fulfil demands. (Schneider Electric, d, 2007). See figues 2 3, appendix IV. Cost Driver Without GAM Schneider Electric would not maximise its potential for sales, manufacturing or RD, which results in not fulfilling economies of scale. This is reflected in purchases made by Calchem prior to becoming a GSA. Merchandise purchases from the automation product line were worth SFr 3-4 million. Within a year of becoming a GSA, sharing information and working to common strategies with Schneider Electric, orders mounted to SFr10 million with a projected growth of SFr 20-25million for future transactions. (Bartlett, Ghoshal and Birkinshaw, 2004) Despite the expense of organising global account management and client-led innovation as indicated previously in figure 2 of appendix III, the overall cost and expansion benefits ensure it a worthwhile venture. See appendix V. Competitive drivers The power and control industry is highly competitive with competitors utilising either a project approach or a stepping stone approach in business. Schneider responded by with various strategies to increase competitiveness. One tactic was the introduction of entry and exit barriers for its clients, which result in high switching costs making it difficult for conversion of clients by competitors and clients to competitors. (Bartlett, Ghoshal and Birkinshaw, 2004) (PTC, 2007) See figures 1-4, appendix VI Strategies from SGBD enabled the company to set up strong mutually beneficial relationships with clients with long-term focus, optimized use of resources available locally and globally and ensured competitiveness. Actions that can be undertaken for successful implementation of GAM: ? Strength, increased value and growth through effective global teams (Distefano and Maznezski, 2000) See figure 1, appendix VII ? Clear, quick, easily accessible communication systems utilising English as a standard language. (Global English, 2005) See figure 2. Cross cultural training to support communication. (Bartlett, Ghoshal and Birkinshaw, 2004) ? Up to date training, especially IAMs and IACs. ? Clear strategy and vision for the company’s future, recognising the importance of SGBS to ensure maximum benefit for all concerned, increasing profitability. See figure 3. ? Provide financial assistance, if needed by regional offices, to uphold the GAM Continuing globalization supported by extensive planning ensures maximum usage and benefits from internal and external resources and GAM. This ensures continuity as one of the leaders in its fields.(Yip and Madsen, 1996) (Schneider Electric, g, 2007) See figure 1, 2, 3 and 4 appendix VIII References ? Bartlett, C.A., Ghoshal. S. and Birkinshaw, J. (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin ? CRM Today (2004) Schneider Electric streamlines SRM with SAS, crm2day, accessed 12th March 2007. crm2day.com ? Distefano, J.J. and Maznezski, M.L. (2000) Creating Value with Diverse Teams in Global Management, Organizational Dynamics, 29, 1, pp. 45–63. ? Frost Sullivan (2006) Frost Sullivan Commends Schneider Electric’s Outstanding Competitive Strategy Leadership,Frost and Sullivan, accessed 8 March 2007 frost.com/prod/servlet/press-release-print.pag?docid=74616675 ? Global English (2005) Case study: Schneider Electric, GlobalEnglish, accessed 9 March 2007. globalenglish.com/corporate ? HP (2005) Schneider Electric: A new regional logistics hub.A centralised data centre. A more adaptive IT platform., HP, accessed 13 March 2007. hp.com ? Johansson, J.K (2003) Global Marketing; Foreign Entry, Local Management and Global Management, Third Ed, MCGraw-Hill, New York, NY ? Pinto, J. (2006) Schneider Electric – Aggressive French Giant, Automation, accessed 8 March 2007. automation.com/sitepages/pid2247.php ? PR Newswire (2006) Strategic Account Management Association Announces Its New CEO, prnewswire, accessed 10 March 2007. prnewswire.com/cgi-bin/stories.pl?ACCT=104STORY=/www/story/10-18-2006/0004454084EDATE ? PTC (2007) Schneider Electric Optimizes Its Global Product Development Processes With PTC Product Development System, PTC, accessed 13 March 2007 ptc.com/appserver/wcms/standards/textsub.jsp?im_dbkey=44302icg_dbkey=21 ? Schneider Electric, a (2007) History, Schneider-Electric, accessed 12 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, b (2007) Local Operations, Schneider-Electric, accessed 13 March 20007. schneider-electric.com/wps/portal/corp/ ? Schneider Electric, c, (2007) Group; Strategy, Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, d, (2007) Finance; 2006 Annual Results, Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, e (2007) Business; Markets, Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, f, (2007) Group; Key Figures, Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Schneider Electric, g, (2007) Schneider-Electric, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ ? Ultima Media. (2006) Automation Systems Controls; Schneider Electrics, Automotive Manufacturing solutions, accessed 15 March 2007 automotivemanufacturingsolutions.com/ams/directory/schneider.shtml ? Yip, G.S. and Madsen, T.L. (1996) Global account management: the new frontier in relationship marketing, International Marketing Review, 13, 3, pp.24-42. Appendices Appendix I A summary of the history of the Schneider Electric reflects early ventures of the 19th century in the iron and steel industry, heavy machinery, and ship building. The 20th century brought expansion into electricity and automation management. With 170 years of experience, Schneider Electric has grown and emerged to become one of the main players in its field. Timeline of Schneider Electrics ? 1782: Established as an industrial equipment company ? 1836: Surviving the Napoleonic Wars and French Revolution, the Schneider brothers acquired the Creusot foundries. Built the first French locomotive ? 1838: established Schneider et Cie. ? 1891: Expanded from armaments specialist by moving into innovation in the emerging electricity market. ? 1914: Prominent as one of France’s most important heavy industry companies. ? 1919: Installation of Schneider in Germany and Eastern Europe via the European Industrial and Financial Union (EIFU). ? 1929: Entered the electrical contracting business with associations with Westinghouse. Expansion into manufacturing of electrical motors, electrical equipment for power stations and electric locomotives. ? 1939-45 WWII: Company suffered with factories destroyed or commandeered. The French government supported the company post WWII in its restructuring as a holding company. The company now had three subsidiaries; civil and engineering, industrial manufacturing and construction. The restructuring opened the way for diversification and new ? 1950: last Schneider family member passes away ? 1966: Company goes public. ? 1969: Merger with Empian, forming Empian-Schneider Group. Production diversifies to include fashion, travel, publishing and ski equipment. ? 1980-1997: With minimal success in its diversification efforts the company underwent reorganisation between 1980 and 1993. In 1992 Schneider Global Business Development (SGBD) was created with the objective of further expanding its business globally. In 1993 it merged with its former parent company, Societe Parisienne d’Enterprises et de Participation. Merlin Gerin (acquired 1975) and Telemecanique (acquired 1988) were the Scheider Electric ‘s European operations and Square D (acquired 1991) became the North American operations. Individual brands, however, were maintained in favour of customer recognition ? 1996: 100% French owned company established in China. ? 1997: Spie Batignolles, the electrical contracting subsidiary was sold. ? 1999: Acquisition of Lexel, European N °2 in electrical distribution. Utilised to expand its household equipment base. Global renaming as Schneider Electric, to more clearly emphasise its expertise in the electrical field. Engagment of accelerated growth and competitiveness strategy. ? 2000-2005: Growth and further acquisitions allow Schneider Electric to position in new market segments: man-machine dialogue, UPS uninterruptible power supply, movement control, Voice Data Image, Sensing Technology, Building Automation and security, (Digital, Crouzet, Clipsal, MGE UPS Systems, TAC, Kavlico, Andover Controls †¦). Developed from sources: Barlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Case and Readings in Cross-Border Management, 4th edition, McGraw-Hill, New York, NY. Schneider Electrics, a, (2007) History, Schneider-Electrics, accessed 12 march 2007 schneider-electric.com/wps/portal/corp/ Appendix II Schneider Electric holds first position globally in Electrical Distribution and second position globally in Automation Control. The company is comprised of: ? 88,670 employees in 130 countries ? 25 Research and Developments sites ? 206 manufacturing facilities ? 60 logistics centres ? 15,000 sales outlets Source: Schneider Electrics, b, (2007) Local Operation, Schneider-Electrics, accessed 12 march 2007 schneider-electric.com/wps/portal/corp/ Appendix III Figure 1 Framework for global account management This framework reflects the basis for Schneider Electric’s creation of Schneider Global Business Development. Source: Yip and Madsen (1996) Global account management: the new frontier in relationship marketing, International Marketing Review, 13, 3, pp.24-42. Figure 2 The following factors were drawn from Yip and Madsen (1996) and Bartlett, Ghoshal and Birkinshaw (2004). Challenges to utilising GAM: ? High costs of restructuring and implementation. ? Ensuring all levels of management and other human resources have the skills, knowledge and means to maintain efficient and effective GAM. ? Increased difficulty in pricing and contracting ? Regional differences ? Establishment of clear communication at all levels regionally and globally. ? Parochialism ? Extensive customization to fulfil clients needs ? Shift from standardized manufacturing to client-led manufacturing ? High involvement levels for all parties. ? Client demands lowest national price due to centralised demand. Benefits of utilising GAM: ? Becoming sole provider on on-innovated products, guaranteeing business from Global Strategy Account client. ? Elimination of bidding process for both parties, reducing costs involved in projects. ? A united front in sales, eliminating intra business/ subsidiary competition. ? Co-innovation expands knowledge and skills base available for product creation. ? Enhanced reputation transferable across regions. ? Interregional links building relationships, therefore forming platforms for expansion. Requirements of SGBD for clients to become a Strategic Global Account: ? Client must offer potential of sourcing a minimum of 50% of global business from Schneider Electric. This is to ensure Schneider Electric recoups investments made to fulfil client’s requirements. ? Client must assist Schneider Electric in understanding its needs, challenges and services to ensure optimal results for both parties. ? Compatibility of goals, values, style and time frames also a consideration. Source: Bartlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin Yip and Madsen (1996) Global account management: the new frontier in relationship marketing, International Marketing Review, 13, 3, pp.24-42. Appendix IV Figure 1 Schneider Electric customer satisfaction as stated by Ultima Media (2006): â€Å"To increase customer satisfaction and keep installations up and running, Schneider Electric has established call centres in 40 countries and deployed a wide range of web-based services, including a global e-catalogue and online information, training, diagnostics and technical support. In addition, they work side-by-side with customers to enhance their performance. This means : ? Ensuring the sustainability of electrical installations ? Improving industrial process performance ? Enhancing energy performance. Some clients in the automotive sectors : ? DaimlerChrysler Engine manufacturing and assembly – USA ? DaimlerChrysler Body shop – Germany ? Renault Surface treatment workshop, assembly plant Spain, USA ? Ford Engine manufacturing and assembly USA and UK ? PSA Test and research centre, high storage facility, body workshop, paint shop ? Caterpillar Powertrain – France† Source: Ultima Media. (2006) Automation Systems Controls; Schneider Electrics, Automotive Manufacturing Solutions, accessed 15 March 2007 automotivemanufacturingsolutions.com/ams/directory/schneider.shtml Figure 2 Growth drivers as ascertained by Schneider Electric Source: Schneider Electric, d, (2007) Finance; 2006 Annual Results, Schneider-Electric, accessed 18 March 2007 schneider-electric.com/wps/portal/corp/ Figure 3 Products, consumers and growth opportunities of Schneider Electrics as detailed on their website. Energy Infrastructure Guaranteeing a safe, reliable power supply and controlling operating costs Products and services solutions encompassed in the Energy Infrastructure market: ? electric power generation and distribution, ? energy metering and quality, ? water transportation and treatment, ? public transportation and freight shipping, ? telecommunication infrastructure, ? oil and gas infrastructure, ? multi-site remote management. Growth opportunities Growth in this market is driven by the considerable development of infrastructure for water, energy, transportation and communication (notably via the Internet); privatization of public infrastructure; outsourcing; and growing security and environmental protection requirements. Main customers Public-sector investors, supervisory authorities, systems integrators, OEMs, electric companies, large industrial companies and service firms, end users. Industry Enhancing productivity, flexibility, security and traceability In the Industry market, products and services solutions cover: ? machine control, ? process automation, ? electrical supply and distribution, ? single or multi-site production data management. Growth opportunities Servicing a wide range of sectors including food and beverage, packaging, automotive, pharmaceuticals, electrical components, and chemicals industries. Major growth paths include global partnerships with key accounts and OEMs as well as Transparent Ready solutions. Main customers Engineering firms, systems integrators, OEMs, large industrial companies, panel builders and electrical equipment distributors, end users. Buildings Reducing operating costs while offering greater comfort and safety In the Buildings market, products and services solutions cover: ? electrical supply and distribution, ? utilities management (lighting, air conditioning, elevators, access control, etc.), ? data exchange (Voice-Data-Image, Power Line Communication technology, radio), ? multi-site remote management for office buildings, shopping malls and stores, industrial buildings, ships, hotels, hospitals and schools, etc†¦ Growth opportunities Great potential in the areas of automation, maintenance, optimization of energy use, automated HVAC and lighting management, access control and security for industrial, commercial and service buildings are available. Main customers Developers, engineering offices, developers, engineering and design firms, systems integrators, contractors, panel builders, electrical equipment distributors, building operators and end users. Residential Ensuring comfort and safety while simplifying communication In the Residential market, products and services solutions for single-family homes and apartment buildings cover: ? electrical distribution (protection and installation systems), ? monitoring and safety, ? home automation and data exchange systems based on advanced technologies (Voice-Data-Image landline, Power Line Communication technology, radio). Growth opportunities A dependable, steady market in which renovation accounts for 50% of demand. Substantial growth opportunities linked with the development of new technologies and the immense housing needs of emerging countries. Main customers Architects, building owners, developers, building contractors, electricians, electrical equipment distributors, DIY superstores and end users. Source: Schneider Electrics, e (2007) Business; Markets, Schneider-Electrics, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ Appendix V Key figures of Schneider Electric. On 5 years 2004 and 2005: IFRS standard 2001, 2002 2003: French GAAP Sales as of December 31 (million euros) 2005 11,679 2004 10,349 2003 8,780 2002 9,061 2001 9,828 2005 Sales by business 62% 25% 13% Electrical Distribution Automation Control Growth Platforms 2005 Sales by geographic region 48% 26% 18% 8% Europe North America Asia Pacific Rest of the world 2005 number of employees by geographic division Total: 88,670 people (Average number of permanent and temporary employees) Europe 49.2% North America 24.5% Asia Pacific 19.6% Rest of the world 6.7% Operating income as of December 31 (million euros) 2005 1,565 2004 1,286 2003 1,007 2002 1,040 2001 1,116 Source: Schneider Electrics, f, (2007) Group; Key Figures, Schneider-Electrics, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ Appendix VI Figure 1 Main competitors of Schneider Electric: ? ABB ? Alstom ? Cuttler Hammer ? General Electric ? Rockwell ? Siemens Source: Bartlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin Figure 2 Example of the strategy used by Schneider Electric’s competitors. Source: Bartlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin Figure 3 Article from PTC (2007) detailing business partnership to ensure competitiveness: â€Å"Schneider Electric Optimizes Its Global Product Development Processes With PTC Product Development System Leading French manufacturer of power control equipment partners with PTC Global Services to quickly realize value from its single PLM platform strategy . NEEDHAM, MA – January 30, 2007 PTC (Nasdaq: PMTC), the Product Development Company, today announced that the world’s leading power and control specialist Schneider Electric selected PTC as its technology and services partner to improve the efficiency of its globally distributed product development processes. Schneider Electric’s strategic business initiative includes the shift to a single Product Lifecycle Management (PLM) platform powered by PTC Windchill ® and the deployment of processes to support key product development strategies such as product modularization and the implementation of a Web-based IT architecture in a distributed engineering environment. As a result, Schneider Electric chose PTC Global Services as the preferred partner to realize a fast roll-out and a return on investment for the PTC Product Development System (PDS) including Pro/ENGINEER ® and Windchill. â€Å"PTC is not only delivering best-in-class technology for our global PLM initiative but has also proven to be a important service partner for implementing and optimizing its solutions, based on a clear implementation roadmap .† said Michel Catry, EIS Manager, Schneider Electric. â€Å"The fast roll-out of a single and integral Product Development System will substantially support our organic growth and the capability to cooperate with Global Competency Centers based in Mexico, India and China†. Schneider Electric has launched a global product development initiative to reduce time to market for new products while lowering product development costs. As a single, Web-based technology platform, the PTC Product Development System implemented by the Global Services team is well suited to support these initiatives and lower the total cost of ownership for Schneider Electric’s Research Development IT infrastructure. The new PLM backbone will enable Schneider Electric’s global product development teams to work with common methods and processes, and share and reuse mechanical, electrical and software information more efficiently to free up product development capacity. The PDS replaces existing legacy systems in different departments and allows Schneider Electric to keep a single source of all relevant information, which can be shared internally and externally throughout the extended enterprise, including the suppliers, partners and distributed technical centres in Chi na, India and Mexico. The overall change process is managed in Windchill PDMLinkâ„ ¢, and the exchange of information with participants both inside and outside the company is provided by Windchill ProjectLinkâ„ ¢ in a seamless, integral change management environment â€Å"The power and control industry is under significant competitive pressure to reduce cycle times and costs by sharing and reusing more mechanical, electrical and software data on a global scale† said Barry Cohen, Ph.D., executive vice president, Strategic Services and Partners, PTC. â€Å"This requires a Web-based PLM infrastructure which can be easily rolled out on a global scale, but it also requires a deep knowledge about the product development process. Schneider Electric’s decision to partner with PTC demonstrates that we are providing leading technology combined with the services expertise to help our customers realize long lasting business value.† About PTC Solutions for Electronics High Tech PTC solutions for electronics high tech are designed to meet the product lifecycle management requirements of electronics manufacturers. These solutions include product development process and data management, electronic verification and collaboration, environmental regulatory compliance (RoHS, WEEE, etc.) and 3D mechanical design. PTC has over 3,000 high tech customers, including the top 30 electronics manufacturers across the globe.† Source: PTC (2007) Schneider Electric Optimizes Its Global Product Development Processes With PTC Product Development System, PTC, accessed 08 March 2007 ptc.com/appserver/wcms/standards/textsub.jsp?im_dbkey=44302icg_dbkey=21 Figure 4 Schneider Electric’s Competitor Defence Strategy Source: Bartlett, Ghoshal and Birkinshaw (2004) Transnational Management Text, Cases Readings in Cross-Border Management, 4th Edition, McGraw-Hill/Irwin Appendix VII Figure 1 Distefano and Maznezski (200) state that there are three steps to creating value in a global team: Map, Bridge Integrate. Successful teams interact according to the three principles of mapping, bridging, and integrating (MBI). To map, they describe the differences among members and the impact of those differences in objective, measurable ways. To bridge, they communicate in ways that explicitly took the differences into account. Integrating directs them to create team-level ideas by carefully monitoring participation patterns, resolving disagreements, and creating new perspectives. By applying these principles in a dedicated and committed way, any global team can be successful. Mapping to Understand Differences The principle of mapping requires a commitment to understand the underlying characteristics affecting each member’s approach to the team. In a multinational team it may seem obvious that members will have different perspectives, but deliberately mapping these differences develops an appreciation of how they affect teamwork. There are three steps to the mapping principle: selecting which characteristics to map, describing members’ characteristics, and identifying their impact. Bridging to Communicate Across Differences Bridging, or communicating effectively across the differences to bring people and ideas together, is the next important principle in the MBI approach. Effective communication is â€Å"sending and receiving meaning as it was intended.† We are all too familiar with miscommunication, especially in situations marked by diversity. Those stories can be humorous, but they tend to have unfortunate endings. The key to bridging is to prevent miscommunication. There are three steps to building a strong bridge in a diverse team: Prepare, Decenter, and Recenter. Integrating to Leverage Differences Although good bridging is critical, understanding each others’ perspectives doesn’t guarantee that the group can bring everything together and come up with good decisions. For that, the team needs to integrate, our third principle of managing diversity well. Integrating is where understanding (from mapping) and communicating (from bridging) get converted into productive results. There are three important steps to integrating: ? managing participation ? resolving disagreements ? building on ideas All three require good mapping and bridging. Creating value in diverse teams: the MBI approach. Source: Distefano, J.J. and Maznezski, M.L. (2000) Creating Value with Diverse Teams in Global Management, Organizational Dynamics, 29, 1, pp. 45–63. Figure 2 â€Å"Schneider Electric knows that it must increase the investment in the development of employees and their competencies in order to capitalize on opportunities Global communication is critical and a common language essential. At the heart of Schneider Electric’s human capital development program are communication skills. In a survey of employees, 81 percent said that English skills are â€Å"required† or â€Å"important† in their current jobs. Seventy-six percent of employees said they use English on the job at least once a week. In addition, Schneider Electric identified two key business drivers that required improved English communication skills globally. First, the company is a global organization and must be dedicated to global customers who demand consistent service around the world. Second, as a global company, Schneider needs to share and capitalize on expertise and best practices, regardless of where they operate geographically. Schneider then closely examined its communication capabilities. It found that 85 percent of â€Å"high-need† employees reported that they had been told by their managers to improve their English skills; their progress would be regularly monitored or evaluated during their performance reviews. Ninety-four percent said they needed to improve their English skills within two years. And 70 percent said that English skills were â€Å"required† or â€Å"important† in order for them to get a promotion in the global organization. The company also had explicit goals to achieve cost savings. Previously, English language training was purchased locally, with each region determining its own solution, vendor, and expenditures. With this decentralized approach, it was difficult to determine and control costs, ensure consistent quality of the training, and measure results to determine effectiveness. To overcome these problems, management directed that 80 percent of English learners should use e-learning. The global learning team knew that maintaining fewer vendors would mean fewer internal resources to manage. Also, a larger contract could provide significant cost savings. More than 3,000 â€Å"high-need† and â€Å"high-potential† employees from all regions enrolled in the GlobalEnglish Corporate Learning Serviceâ„ ¢. The need for English training cut across all functions within the organization, and participants represented nearly all departments in the company, including RD, HR, communication, sales, marketing, IT, client support, quality, manufacturing, finance and accounting, logistics, purchasing, and legal. Flavio Scuccimarra, Project Director, Schneider Institute of Management stated; â€Å"Schneider measured the impact the program has had on strategic goals and money saved. What we discovered was that, with the GlobalEnglish program, we were able to train more people, our employees became more efficient and effective in communicating with each other and customers, and we have lowered our overall cost for training because we have better ways to learn and higher usage.† â€Å" Adapted from source: Global English (2005) Case study: Schneider Electric, GlobalEnglish, accessed 9 March 2007. globalenglish.com/corporate Figure 3 Taken from Schneider Electric’s website. Strategy â€Å"new ² in action† In January 2005, Schneider Electric introduced its new ² company program, which reaffirms their commitments to stakeholders and ambition to be: ? A great company to do business with ? A great place to work ? A great investment ? A great world partner. new ² focuses on three priorities for which have been identified to have significant potential for improvement: ? Speed growth and innovation, ? Enhance operating efficiency, ? Develop our people and promote employee involvement. Our top priority: customer satisfaction Understanding our customers needs To stay fully abreast of our customers requirements, 60 centers in 25 countries have been set up, specializing in applications such as elevators, packaging, textiles and data centres. The goal is to develop the most effective solutions with customers to meet their specific needs. Innovating for users To get a handle on users expectations, weve re-created their daily environment in the laboratory. Thanks to these innovation platforms, we are able to respond much faster with solutions based on observation that are often very simple, but always effective. Spreading the word To forge close contacts with customers and present the extremely diverse range of solutions offered by Schneider Electric and its partners, private professional trade shows called Initi@tive were launched in 2005. The shows feature main products and solutions, as well as those of partners, and an â€Å" la carte† schedule of conferences. In 2005, Initi@tive shows were held in Seville, So Paulo, Mexico City, Santiago, Istanbul and Bangkok. Promoting growth Targeted acquisitions and new businesses Schneider Electric have brought in a number of new activities that complement the core electricity and automation management business and provide new momentum. During the year 2005, five acquisitions were made in five strategic areas: ? Energy management, with Canadas Power Measurement Inc., a leader in comprehensive systems for managing energy consumption. ? Building automation and security, with ABS EMEA (Advanced Building Systems Europe and Middle East), which is now part of TAC, Schneider Electric’s skills centre for building management and monitoring systems. ? Industrial automation with Germanys Elau, the world leader in automation solutions for packaging machines. ? Customized sensors for application positioning and monitoring systems, with US-based BEI Technologies. ? Ultra terminal electrical distribution, with Juno Lighting, Americas leading manufacturer of track and recessed lighting. Over a full year, new activities represent revenue of around â‚ ¬5 billion. Promoting efficiency Rebalancing and globalizing Schneider Electric has initiated more than 700 projects to rebalance and optimize purchasing, as well as the manufacturing base and supply chain. Productivity enhancement measures were stepped up in all countries. A major project was launched to optimize and unify their IT systems at the global level so they could be even more efficient and effective. Cultivate commercial excellence Provide exceptional customer service All Schneider Electric team members, at all levels and in all functions are encouraged to become partners in enhancing customers growth and performance. Satisfaction surveys are conducted in all countries to measure the progress. Promoting our people new ²s three paths for promoting employee growth and commitment are enhancing workplace safety, developing talent and unleashing entrepreneurship. An aim has been set to reduce the number of days lost due to work accidents to 20%. To achieve these goals, three-year competency plans have been implemented in each unit, collecting 360 degree feedback for all managers, and enlarging Schneider Electric Universitys curriculum to new areas. A promise has been made to inform all employees quarterly about the progress plans put into place in response to employee satisfaction surveys. In addition, the company has promised to spotlight corporate social responsibility by reviewing social and environmental performance every three months. Source: Schneider Electrics, c, (2007) Groups; Strategy, Schneider-Electrics, accessed 13 March 2007 schneider-electric.com/wps/portal/corp/ Appendix VIII Figure 1 Three of Schneider Electric’s partner’s in ensuring its resources and Global Account Management is utilised optimally: ? PTC – product development system. Refer to figure 3 appendix VI for details. ? HP SAP Solutions and Services for manufacturing utilized for Schneider Electric’s Enterprise Resource Planning at its new Hong Kong logistics hub. ? SAS – supplier relationship management Sources: ? PTC (2007) Schneider Electric Optimizes Its Global Product Development Processes With PTC Product Development System, PTC, accessed 08 March 2007 ptc.com/appserver/wcms/standards/textsub.jsp?im_dbkey=44302icg_dbkey=21 ? HP (2005) Schneider Electric: A new regional logistics hub.A centralised data centre. A more adaptive IT platform., HP, accessed 13 March 2007. hp.com ? CRM Today (2004) Schneider Electric streamlines SRM with SAS, crm2day, accessed 12th March 2007. crm2day.com Figure 2 A reflection on Schneider electric’s Global Account Management success â€Å"Frost Sullivan Commends Schneider Electric’s Outstanding Competitive Strategy Leadership London, 10th July 2006†¦.The 2006 Frost Sullivan Award for Competitive Strategy Leadership is presented to French power and control giant, Schneider Electric. The company’s exceptional strategic thinking and creative vision have facilitated its rapid organic growth in the highly competitive European building automation and controls market (BACS). â€Å"With sales growth of 13 per cent and a 22 per cent increase in its operating income in 2005 as against single-digit overall market growth, Schneider Electric has demonstrated its ability to grow in mature markets based on its sound strategy and innovative thinking,† says Frost Sullivan Research Analyst Manoj Kumar S. â€Å"The company is currently positioned fourth in the overall European BACS marketplace and has emerged an important participant in many new markets across the world.† A strategy based on selective acquisitions has enabled Schneider Electric to strengthen its core electrical distribution and industrial automation-related businesses, while broadening its product line and sales presence in many targeted regions including the emerging markets of Asia Pacific and Eastern Europe. While the company generates nearly half of its sales in Europe, it has also been exploring new geographic opportunities and acquisition plans in contiguous industries as part of its strategy to achieve accelerated competitive growth. The acquisition of TAC and Andover Controls has allowed Schneider Electric to consolidate its position in the building automation and control systems market. Moreover, the recent addition of Advanced Building Systems (ABS), which constitute United Kingdom’s leading Satchwell brand and other popular brands such as Atmostech, Controlli and Messner, has enabled Schneider Electric to boost its like-for-like sales in the BACS market by 30 per cent in 2005. â€Å"Schneider Electric respects the culture of the acquired companies as well as their brand values,† comments Mr. Kumar. â€Å"It has around ten different brand names for its BACS solution, which is uncommon in the industry.† Globally, the acquisitions of PMI, Elau, ABS EMEA, Juno Lighting and BEI Technologies in 2005 and that of Andover Controls and Kavlico in 2004 have contributed to sales worth $538.7 million, besides helping the company gain expertise in new areas. Driven by its acquisitions in Europe, the market share of Schneider Electric increased by 10 per cent in 2005. â€Å"The structure of competitors in the European BACS market has been revolutionised by the Schneider group’s recent acquisitions,† notes Mr. Kumar. â€Å"By changing the competitive landscape, the company has dramatically increased the visibility of French companies in the previously neglected BACS market.† In order to offer its customers innovative solutions, Schneider Electric invests 5 per cent of its sales revenues in RD, which is a relatively high spend for an automation company. At the same time, it has also carried out innovative structural re-organisation aimed at facilitating new development strategies. Frost Sullivan’s Competitive Strategy Leadership Award is presented to the company whose unique competitive strategies have yielded significant gains in market share. Often, the recognised company has taken advantage of recent market changes to introduce unique methods of capturing and solidifying market presence or has executed an innovative strategy within the existing competitive landscape to gain the competitive edge. Frost Sullivan Best Practices Awards recognise companies in a variety of regional and global markets for demonstrating outstanding achievement and superior performance in areas such as leadership, technological innovation, customer service, and strategic product development. Industry analysts compare market participants and measure performance through in-depth interviews, analysis, and extensive secondary research in order to identify best practices in the industry. About Frost Sullivan Frost Sullivan, a global growth consulting company, has been partnering with clients to support the development of innovative strategies for more than 40 years. The companys industry expertise integrates growth consulting, growth partnership services and corporate management training to identify and develop opportunities. Frost Sullivan serves an extensive clientele that includes Global 1000 companies, emerging companies, and the investment community, by providing comprehensive industry coverage that reflects a unique global perspective and combines ongoing analysis of markets, technologies, econometrics, and demographics. For more information, visit www.frost.com. Source: Frost Sullivan (2006) Frost Sullivan Commends Schneider Electric’s Outstanding Competitive Strategy Leadership,Frost and Sullivan, accessed 8 March 2007 frost.com/prod/servlet/press-release-print.pag?docid=74616675 Figure 3 Schneider Electric – Aggressive French Giant, an article by Jim Pinto â€Å"With 85,000 employees, operations in 130 countries, and 13,000 distributor outlets, France-based Schneider Electric is high on the world list of major automation companies. 2004 revenue was about $14 billion, with growth of 18% (organic growth 8.5%) – significant growth in a flat world economy. For the first half-2005 (June 30, 2005) revenue increased by 6.4% and the 2005 outlook was revised upwards. All operating numbers showed significant growth over the comparable period of 2005. The strategy of selective acquisitions continues. Here is a list of major acquisitions dating back to 1984. Several other smaller acquisitions have not been listed. 1984 Magrini Galileo 1987 Federal Pacific 1988 Telemechanique 1991 Square D, Federal Pioneer 1993 Merlin Gerin (note: year of acquisition differs to case study) 1996 AEG Schneider Automation, Modicon 1999 Lexel, Veris Industries, MITA, Infra+ 2000 Crouzet, Bergher Lahr, Crompton Greaves, Conlog, Nu-Lec 2001 Prosyst, WA Brown, Inari, Think Do, PDL 2002 Digital Electronics 2003 Clipsal, TAC, MGE-UPS, Hyde Park 2004 Andover Controls, Kavlico, Elau, Abacus, Magnecraft, Dinel 2005 (First half 2005): Power Measurement Inc, ABS EMEA , Juno Lighting, BEI Technologies Strong growth objectives Schneider has an ambitious corporate mission to support a strategy of faster, more competitive growth, beyond its own geographic and cultural limits. To stay competitive, RD percentage is above 5%, relatively high for an automation company (most typically invest only 2%-3%). Schneider operates in three sales regions: Europe (52%), North America (24%) and International (rest-of-world, which includes Japan and China) generates 24%. Electrical Distribution 63%; Automation 26%; Growth platforms 11% Schneider Corporate Culture According to senior managers, here is what makes Schneiders business culture different: ? Diverse culture: Schneider is very open to any type of culture. This is probably due to the fact that the group was built on acquisitions over the past 20 years. One way or another, all companies in the group share a common beginning they were all acquired by Schneider. As a consequence, there is not such a thing as a predominant culture. It is very difficult to spot a real true Schneider original employee; there are not more than a few. The diverse cultures have probably been helpful in successful integration of very diverse companies such as Digital in Japan, and Clipsal in Asia. ? Local cultures: Because of the many acquisitions, Schneider is very respectful of the local cultures of the countries where they work. They have far fewer expats (French transplants) than any similar companies, and rely more on the growth of local people in the operations. Schneider prides itself on being very local. ? Brand names: Schneider recognizes the value of the business acquired. When it makes sense, they keep the brands in the company portfolio there are 70 different brand names, unusual for any company. ? Sales Channels: Schneider is more partner and distributor orientated than most of their competitors. ? Corporate focus: Schneider is focused on Automation and Electrical distribution, by choice. It does not diversify into businesses such as Medical, Telecom, or Financial services. ? Management team: Schneiders 11-member executive management team includes 4 non-French members. Of the industrial automation majors, perhaps only ABB is more internationalized at the top. The corporate management program is designed by top management (about 100 people in various companies). ? New product development: The RD budget is decided at the corporate level. New products come from RD centers located in France, US, UK, Singapore, China, Sweden, Japan etc. ? Incentive plans: There are good bonuses for the management (approximately 40% of staff level employees), and stock options for the top managers. Schneider is a focused, well-managed, growth-orientated, global corporation. Look for continued aggressive acquisitions of large and small companies that fit its focused strategy in target markets. American Subsidiary (Modicon) view of Schneider Many people are surprised at how so many acquisitions have not only survived, but thrived, as part of this giant French company. Well, here is the view from a well-known major US subsidiary – Modicon. Paul Hamilton [paul.hamilton@modicon.com] from North Andover, MA, USA provided this feedback: It’s important to get a sense of the people and the environment at Schneider, to understand how the company manages toward the future. Every 3 years the company organizes around a growth and productivity initiative that drives the behavior and objectives of all groups and divisions for the following 3 years. We are just starting the 4th such program that I am aware of. This one is a 4 year program as opposed to the previous 3 year programs. As this is the 4th generation of this type of program the company is becoming more efficient and more organized around developing and implementing goals and objectives. It is well organized and it strongly drives focused behavior and results. You can find this NEW2 program on the Schneider web site, finance section under new company program. Relative to the people and environment: Yes the 12 member executive team includes 4 non-French personnel as you mentioned. However, what is not so obvious is: 9 of these members are new to their positions in the last 1 to 2 years thus highly energized and motivated to achieve results. 8 have held senior expatriate positions in other countries prior to joining the staff. These assignments include China, USA, Africa, and other Asian and Europeans countries. This is a team with a real global view from personal experience as opposed to the typical fly-in-fly-out experience of many senior management teams. Moving a large company forward is about change. As you recognize, change is disruptive and creates some amount of discontent. I am sure, like every big company, we will have our share of people that are not happy as the company finds it way to the next level of results. However, there is a difference at Schneider. Management is engaged with the business and encourages people to express and act on their opinions if it brings real benefit to the company objectives. You can be an entrepreneur and you can make a difference if you choose. People are rewarded for this behavior. Management is clear and goal driven. Schneider’s NEW2 plan describes a simple set of objectives around people, growth, and efficiency that everyone in the company understands and has integrated into their own goals at a department or group level. These goals were not developed in a vacuum but developed with strong participation from the top 100 global managers. In 1Q05 NEW2 was cascaded to 600 top managers and subsequently to every employee in the company. The results, progress and issues are reviewed every month by the COO and cascaded down throughout the company. All this creates an environment of clear performance minded people focused on achieving results consistent with company goals. The company cares about people, the environment, and the community. Seldom have I seen a company that consistently encourages everyone to always try to make a difference in the places they live and in the world. Community programs are always in the highest level goals of the company. Schneider Electric employees expect this and respond to this though local programs or corporate programs such as our recent tsunami relief efforts. The company is always striving and driving to be at the forefront of Environmentally friendly behavior such as RoHS (reduction of hazardous substances) and Eco design programs. In summary: Schneider is a diverse company that thrives on and encourages local cultures to develop and grow in their own way in each country. Yet, at the same time, and without destroying this value, Schneider has been able to create an environment where everyone understands and is focused on the same goals for global growth and efficiency. This is the real value and culture of Schneider Electric. And that is why we will continue to succeed. Continued growth plans In the fast-changing business environment of a new century, Schneider continues to adapt, change and pursue innovation with its own corporate governance. The companies Board of Directors will be proposing the transformation of its own corporate mode of governance at the Shareholders Meeting on 3 May 2006, to ensure the smooth succession of its leadership and the pursuit of its development strategy. During the next years, look for Schneider to emerge as a clear leader in several key industrial automation target markets through strong organic growth, as well as a continued aggressive acquisition program. Its interesting to note that Schneider made a strong ($60 million) acquisition offer for Australia-based CITECT in Oct. 2005. The offer was pre-empted by Thoma-Cressey, a US based venture capitalist, which acquired CITECT in January 2006. Clearly Schneider is now in the market to acquire another similar systems/software company for strategic reasons. Schneider will continue to acquire key parts of ailing automation conglomerates, as well as strategic small and mid-sized companies that are poised for new growth. Right now, the aggressive French giant seems unstoppable. â€Å" Source: Pinto, J. (2006) Schneider Electric – Aggressive French Giant, an article by Jim Pinto, Automation, accessed 8 March 2007. automation.com/sitepages/pid2247.php Figure 4 Reinforcement of the success of Schneider’s GAM is reflected in the appointment of recently retired Senior VP/General Manager of SGBD Chicago, Bernard L. Quancard, as President and CEO of the Strategic Account Management Association, detailed in the following article. â€Å"The Strategic Account Management Association (SAMA) today announced that its board of directors has named Bernard L. Quancard to serve as the associations President and Chief Executive Officer. He comes to SAMA with significant Consulting, Senior Executive and Global Strategic Account Management experience. Bernard started his career in 1969 with The Boston Consulting Group in the Boston and Paris offices. He joined Telemecanique (Schneider Electric Group) in 1975 as Vice President, Corporate Strategy and became VP/General Manager of the Switch Gear division in 1978 and of the Uninterruptible Power Supply (UPS) division in 1988. In 1994, he joined the management board of AEG Schneider Automation (Schneider Electric Group) as Executive VP, Worldwide Sales and Marketing. Bernard moved to Chicago in 1997 for Square D/Schneider Electric as Senior VP/General Manager of Schneider Global Business Development (SGBD), the entity managing global strategic accounts (GSAs) for Schneider Electric worldwide. That year, SGBD was managing 24 GSAs, driving $180 million of consolidated sales. By 2001, the entity was managing 74 GSAs with over a billion dollars of consolidated sales. The compounded growth of Schneider Electric sales at GSAs was twice the average growth rate of the total company. Strategic Account Management at Schneider Electric was recognized by the organization and its competitors as a major competitive advantage. Bernards wealth of knowledge, experience and engaging style will be a true asset to SAMA and under his leadership we look forward to a bright future, states Rosemary Heneghan, Chairperson of the Board. Retired from Schneider Electric since March 2005, Bernard is president of the French American Chamber of Commerce in Chicago, a permanent Chicago resident and also a native of France. Bernard holds a BS degree in electrical engineering from the University of Paris and an MBA from the University of Chicago. About the Strategic Account Management Association (SAMA) Founded in 1964, SAMA is a non-profit organization devoted to developing and promoting the practice of customer-supplier collaboration. SAMA is dedicated to the professional development of the individuals involved in the process of managing national, global and strategic customer relationships, enabling firms to create greater customer value and to achieve competitive advantage accordingly. Based in Chicago, the association has earned a reputation for being the strategic account management professions knowledge leader, providing members with the high-quality resources, training and networking opportunities needed to succeed. Source: PR Newswire (2006) Strategic Account Management Association Announces Its New CEO, prnewswire, accessed 10 March 2007. prnewswire.com/cgi-bin/stories.pl?ACCT=104STORY=/www/story/10-18-2006/0004454084EDATE .. 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