Only 8% of Leaders are Good at Both Strategy and Execution

Only 8% of Leaders are Good at Both Strategy and Execution This situation replays itself severally in many organizations across the world. The organization spends a lot of time, money and effort conducting market research.The research is excellent, and the data from the research is used to come up with a brilliant strategy that the entire board falls in love with.The CEO signs off the strategy, which is then communicated to the rest of the organization. Everyone unanimously agrees that they all got it. It’s all systems go!Once the strategy is launched, however, things start going awry. Nothing goes as expected, and most of the key performance indicators remain static, some even take a dip.  A good example of this is Nokia. Starting from the late 90’s to the early 2000’s, Nokia was the leading mobile phone Brand.Five years before the launch of the iPhone, Nokia was ready to launch its own touch operated, internet-connected device with a large display. They knew where the mobile phone market was headed and they had a strategy to dominate that market, yet they were unable to  maintain their dominant market position.When Apple released their first iPhone in 2007, they toppled Nokia from the dominant position and started a decline that ended with Nokia being sold to Microsoft in 2013.  Why does this happen?The problem here is something known as a  strategy-execution gap, a big black hole that yawns menacingly between strategy and execution. Far too many visions get swallowed by this unforgiving black hole.  One survey found out that executives claim that  40% of their strategy’s potential value gets lost due to poor execution.For organizations to remain successful, its leaders need to excel at both strategy and execution.  They need to not only know how to give a grand promise to their customers and investors, but how to deliver on this promise as well.  A brilliant strategy is good for nothing if the execution is poor.Unfortunately, most organizations continue to treat strategy and execution as separate elements.   Very often, you will find different areas of the company managing strategy and execution. The CEO, presidents and other senior management team are  typically  in charge of strategy, while the execution bit is left to the functional leaders and individual employees.Separating the two activities creates  a  risk that the  important activities and processes that drive the strategy might not get executed properly, which then undermines the importance of the risk.What is worrying is that a  2013 survey by Strategy  found that only 16% of executives excel at either strategy or execution. Even more saddening is that only half of these (8%) are good at both strategy and execution.Great business leaders realize the importance of  strategy and execution and treat them as two complimentary elements that must work together in order to achieve success.Take the case of Steve Jobs, who was recalled to Apple in 1997 in an attempt to turn around the fortunes of the  rapidly declining tech giant.Jobs came with a strategy on how to return the company to profitability, but he didn’t just share a strategy and leave it at that. He was deeply involved in the execution of the strategy, cutting down on multiple products that were in development and even convincing  Microsoft to invest $150 million in Apple, despite the two companies being rivals. The good news is that, while only few executives are exceptionally good at both strategy and execution, this is a skill that can be learnt and improved.If you want to improve your company’s performance and gain an edge over your competitors, here are some few tips on how to excel at both strategy and execution.COMMIT TO AN IDENTITYAs a leader, you first need to figure out what your organization’s identity is, what the organization stands for.Once you define this identity, commit to it and ensure everything within the organization, including your strategy, is aligned to this identity.Understand your organization’s distinctive capabilit ies and  its  unique value proposition, then ensure that your strategy is in line with these key differentiators.Avoid the temptation to chase multiple areas and markets where you have no chance of winning. A good example of a company that does this well is IKEA.IKEA grew from a single store in a Swedish forest to become the world’s largest furniture retailer with a net worth of $58.7 billion by remaining committed to its identity of “creating a better everyday life for many people.” Every undertaking by the company, from its frugal business model to its thorough research into how people actually live at home, is meant to help the company deliver on this promise.Another great example of a company that is well committed to its identity is Apple. Apple knows that they can’t do everything and do it well. Because of this, they say no to a number of great ideas and focus instead on opportunities that are in line with their identity.They understand that any project they undertake either contributes to the successful execution of their strategy or takes away vital resources, therefore they opt to focus only on projects that contribute to the successful execution of their strategy.Once you define your identity and come up with a strategy that it aligned with this identity, you need to spend time translating this strategy into clear actionable goals that can be tracked and measured. According to the  survey by Strategy, high performing business leaders spend 20% more time translating their strategy into actionable goals compared to low performing business leaders.You also need to ensure that the people who are in charge of delivering the strategy are clear on the company’s identity, the strategy and the specific actions they need to take in order for successful execution of the strategy.You should communicate frequently and make  sure that a consistent message is delivered downward throughout the organization and that everyone knows the deliverables that are required in order for the strategy to be achieved.High performing business leaders spend 12% more time ensuring that the strategy and deliverables are clear to everyone within the entire organization compared to low performing leaders.TRANSLATE THE STRATEGY INTO SHORT TERM ACTIONS AND PROCESSESA strategy is a grand, long term plan.  Without turning the strategy into everyday actions and processes, it is more likely that your grand dreams will evaporate into thin air.You need to ensure that there is a clear link between day to day (short term) activities and the overall strategy.For instance, if your strategy is to capture a new market, some of the actions that you might need to accomplish in order to successfully achieve  this strategy might include increasing your marketing activities in that market segment, setting up an office in the location for geographically targeted markets, buying out a competitor or merging with them, and so on.Asking yourself the below questions can make i t easier for you to translate your strategy into everyday actions and processes.Who will be involved? What team will handle which work? Who will be the team leaders?Are there any visible programs, such as training programs, new processes or new technologies that need to be built in order for the vision to be achieved?What impact will the strategy have on other areas of the organization? How can we enhance this (for positive impacts) or mitigate against it (for negative impacts)?What are the personal goals for each manager or employee?What resources will be required in order to execute the strategy? Do we need more time, more financial resources, more equipment or more people?How will  we  track and ensure that everyone is diligently following through with what has been decided?As a leader, you need to be deeply involved in this process. You need to provide any coaching and support that your team might need in order to achieve the desired results.  Follow up regularly to ensure that everyone meets their targets and deadlines.  If you notice that some things are not working or going according to plan, be ready to step in and readjust the rudder.You should also be ready to give immediate corrective feedback on your team’s performance.The survey by Strategy found that high performing business leaders spend 25% more time establishing the short term activities and processes required for successful execution of the strategy and 14% more time checking their progress and readjusting their course compared to low performing business leaders.LEVERAGE YOUR ORGANIZATIONAL CULTURECompany culture  is an often under-appreciated and under-utilized element within organizations.When coming up with a strategy, many organizations see company culture as an impediment rather than an asset. Smart leaders, however, know that they can leverage their organizational culture to help in the implementation of strategy.They ensure that the strategy is aligned with the  core values that defi ne organizational culture  and that they take talent management seriously.They know that strategies cannot be successfully implemented if they do not align with the company culture. This is well encapsulated in the words of Peter Drucker, who famously that ‘organizational culture eats strategy for breakfast’.Take a look at your company’s culture. What are your company’s core values? Do your employees feel a sense of community and camaraderie between each other? Is there a flow of efficient communication within the organization?Are your employees committed to learning? What behaviors and practices do you associate with your company? Does your strategy align with your company’s core values? How can you take advantage of the behaviors and practices associated with your organization to drive the strategy?Do you have forums for employees to candidly share their feedback on what works and what does not? Answering these crucial questions will help you to leverage your organizatio nal culture to drive execution.In leveraging your organizational culture, you also need to think about your role as a CEO. Many CEOs often forget that company culture starts with them. Your staff sees how you incorporate your personal values in your daily activities and emulate it. Therefore, if you want to promote an organizational culture that encourages strategy execution,  don’t forget  that it starts with you.FOCUS ON STRATEGIC PRIORITIES AND CUT COSTS TO GROW STRONGERLeaders who excel at strategy and execution have a laser focus. They know that the main purpose of a strategy is not to create goals, but to help them make choices. As a leader, you should use your strategy as a guide that helps you to identify the few key processes that have the biggest impact on the success of your organization.Once you identify these key processes, you can then focus all your attention on them and forget everything else. For instance, I have noticed that when organizations want to improve rev enue, many leaders decide to simply cut costs across the board.Smart leaders, on the other hand, totally cut back the costs on process and projects that do not matter and double down on projects that hold the highest potential.A good example of a company that did this is Lego. In 2004,  Lego was losing a million dollars a day. A decade later, in 2015, it had claimed its position as the  world’s largest target company.  How did it do this?Lego was able to turn its fortunes by marshalling its resources strategically  and cutting costs to grow. In 2004, Lego had investments in multiple industries, including areas like theme parks and clothing, yet it had no chance at dominating in these industries.Instead of sticking to the  fallacy of sunk cost, Lego decided to do away with these businesses and focus on its core business, which is making and selling toys. By doing so, Lego was able to get back to profitability.Another good example of a company that did this was Apple in 1997. When S teve Jobs came back to Apple in 1997, the company had over 18 different products, yet its sales were dismal.Realizing that the company was expending a lot of time and resources on products that were not even profitable, Steve Jobs decided to kill over 70% of the company’s products, including the Newton, the Pippin, The Twentieth Anniversary Mac, The Cube and several Mac Clones.Entire departments were dissolved, and the remaining resources were deployed to the four most important products. Within a year, a company that was almost going bankrupt posted $309 million in profits.As a leader, you should use your strategy to allocate resources strategically.  Deploy significant amounts of resources (people, time and finances) to the most important projects and processes and forget about everything else. Spending your resources on too many priorities is like trying to juggle too many balls at once.Sooner or later, all of them will end up on the ground. This  view is supported by  Strategi c’s  survey, which found that high performing leaders spend  54% more time defining strategic projects and allocating resources accordingly. They are also 36% more effective at prioritizing these important projects.SHAPE THE FUTUREIn today’s world where change, innovation, technological change, and disruption  happens  faster than you can predict,  business agility  has become  all the rage.Business pride themselves on being able to quickly respond to changes within the market. Smart leaders, however, know that simply being agile and responding to external changes as quickly as possible is not enough.That puts them in a reactive mode. Instead of constantly reacting to external changes, smart leaders shape the future by determining the change they want to see and then moving forward to create it.Starbucks is a great of a company that shaped its future. Starbuck’s customers thought they just wanted a place to have a cup of coffee.Starbuck’s CEO, Howard Schultz, however, knew t hey wanted more than coffee. He knew they wanted a place of conviviality beyond the home and the workplace, a place they could gather and connect with each other in a friendly, lively and enjoyable atmosphere.Instead of waiting for customer attitudes to change from looking for just coffee to ‘coffee and community’, Schultz went ahead and created this new concept and then dominated the new industry.Once again, Steve Jobs provides another good example on how to shape the future instead of reacting to external changes. He is quoted to have said that people don’t know what they want until you show it to them.He  opined that it is the job of companies to figure out what customers want long before the customers do and then create products that they never knew they wanted but can’t live without after using them.By introducing the iPod, the iPhone and the iPad, Apple shaped not only its future, but that of the world.Before launching these products, the masses had never even imagined about such products, yet today, people can’t live without them.To be an effective leader who  helps shape the future, you need to become proactive.  You also need to come up with proactive strategies that give your organization the freedom to chart its own path instead of constantly responding to situations that may well be out of control.You should learn how to anticipate any challenges and obstacles that might hinder the implementation of your strategy and how to anticipate customer needs and meet them even before they are expressed. Similarly, you should learn how to anticipate changes and trends within the market and capitalize on them before they become ubiquitous.According to the survey by Strategic, high performing leaders that successfully shape the future instead of constantly reacting to external changes spend 25% more time engaging with crucial stakeholders, identifying their needs and coming up with ways to meet them.They also spend 13% more time thinking proactively and planning about the future and refining their strategy. They spend more time anticipating bottlenecks and challenges and positioning their organizations for  future success.VALUE FLEXIBILITYOne of the major reasons why strategic plans fail is rigidity on the part of business leaders.Many leaders often confuse successful strategy execution with following the plan. Unfortunately, like the popular military saying goes, no battle plan survives contact with the enemy.It does not matter how well planned your strategy is, once you start implementing it, it is inevitable that you will  face  some obstacles and  challenges along the way. The most successful leaders are those who know the importance of flexibility.Instead of following rigid plans that have been rendered obsolete by the obstacles, they reach quickly and readjust their plans to maneuver around the obstacles, while at the same time ensuring they don’t lose sight of the long term goal.Leaders who excel at both strategy and e xecution are great at contingency planning.They identify all the assumptions that their strategy is based on and come up with specific action plans to help them adjust their course in case any of these assumptions changes. Caterpillar provides a good example of  business leaders  that value flexibility.In 2005, way before the  global financial crisis of 2007-2008, Caterpillar’s then CEO Jim Owens asked all the division heads to come up with contingency plans in case of a market crash. By then, business was booming for Caterpillar and its competitors. Demand was at an all-time high. No one was contemplating an economic downturn.While the move was not a popular one, the division heads nevertheless came up with contingency plans for a downturn. When the recession actually hit, the contingency plans were put into effect.While its competitors suffered huge drops in revenue, Caterpillars profits were not majorly affected. By the time the economy was rising out of the Great Recession in 2010, Caterpillar stocks were the best performing in the Dow Jones industrial average.WRAPPING UPIf you want to set your organization apart from the thousands, perhaps millions of businesses whose grand visions get swallowed up when it comes to execution, you need to stop treating strategy and execution as separate activities and start thinking of them as crucial activities that should go hand in hand.Remember, the key to nailing both strategy and execution is committing to an identity, translating your strategy into short term activities and processes, leveraging your organizational culture, focusing on strategic priorities, shaping the future and adopting flexibility.If you follow these  six tips, you will be on your way to joining  the elite 8% of business leaders who are good at both strategy and execution.

Dangerous Substances in Fast Food Essay - 1458 Words

Society is like bamboo; it is constantly growing and expanding. With this change, society has an ever-constant worry of making the tedious tasks in life, such as getting food, as swift as it can possibly be. This drive for acquiring food quickly goes hand-in-hand with producing it as quickly and efficiently as possible. There are burgers that have been microwaved and served to people. Next, there are fries that have been preserved and then fried in oil so they can be acquired quickly. No one questions how the food is made, or what is put in it; it’s just inhaled by the population meals with a blissful ignorance. They don’t truly understand what they are putting into their bodies. Aside from the obvious drawbacks of fast food, there are†¦show more content†¦Acrylamide in food forms from sugars and an amino acid that are naturally present in food; it does not come from food packaging or the environment,† (â€Å"Food†). This chemical can be very harm ful when ingested into our bodies. â€Å"Acrylamide is known to modulate dopamine in the brain, which in turn leads to decreased...testosterone†¦Ã¢â‚¬  (Rosen 8). In males, this can be very detrimental. Testosterone is one of the leading hormones in men, and it helps with the process of growth greatly. By consuming too much acrylamide, a male can hinder his growth both physically and sexually . Waste water treatment is another area where acrylamide can be found. According to Dr. Joseph Rosen, acrylamide is part of a coagulant put into waste water to cleanse it. The problem of fast food not â€Å"having enough taste† has come up over the course of the last decade. Many restaurants look to find minute, unnoticeable ways to give their food that extra edge of flavor when compared to their competitors. One substance that is widely used is Monosodium Glutamate, more commonly known as MSG. â€Å"Glutamic acid [MSG] is a major component of McDonald’s food. While thereà ¢â‚¬â„¢s simply no excuse for consuming their French fries or diet soft drinks, one could make a logical argument to have their hamburgers, as long as you are not a carb type,† (Mercola 1). MSG is a common type of salt that is formed when amino acid and glutamic acid areShow MoreRelatedJunk Food And Its Effects On The Levels Of Healthy And Well Diet1100 Words   |  5 PagesJunk food is a mocking term for the meaning of food that can be made or given in seconds with the value of nutrition. Junk food is cheap food that usually are high in sugar, calories, salt, and fat. Fast food and junk foods share a common involvement with high levels of calories from fat or sugar with petite minerals, proteins, and vitamins. In most cases, junk foods are considered to be candy, gum, fried foods, salted snack, sugary beverages,fast food and sweets. 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HowRead MoreNegative Effects On Junk Food911 Words   |  4 Pagestheir income a year on fast food†? (Johns 2). There are certain ingredients in junk food and fast food that keep people coming back for more. Although junk food is not as addictive as alcohol and drugs, it certainly has similar effects on the brain, which has brought scientists to the conclusion that most junk food has addictive properties. It is so easy these days to go to the store and buy cheap junk food, but knowing the negative outcomes may have people reconsider their food options. Gaining more

Lies Youve Been Told About College Essay Samples Background Story

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Stefan’s Diaries Bloodlust Chapter 19 Free Essays

I ran past the shanties set up around the circus through the deep woods, following the tracks of the wagon until I lost the vehicles scent completely at the outskirts of the city proper. A drunk was leaning against a brick building, whistling tunelessly. In a blind rage, I roughly fell to my knees and grabbed him, biting into his neck and sucking his blood before he even had time to gasp. We will write a custom essay sample on Stefan’s Diaries: Bloodlust Chapter 19 or any similar topic only for you Order Now It tasted bitter, but I kept drinking, gulping it in until I could stand no more. Sitting back on my heels, I wiped my mouth with the back of my hand, and looked around. Confusion and hatred coursed through my veins. Why couldnt I save Damon? Why had I just watched as Gallagher goaded the audience into placing even more bets, as the mountain lion pounced onto my brother? And why had Damon allowed himself to be captured and put me in this impossible position? I wished Id never insisted on turning him into a vampire in the first place. If he werent here and I were alone in the city, everything would be so much easier. Now I was trying to be a good brother, and a good vampire, and yet was failing at everything. I walked home, clomping up the steps to the house. I slammed the door, causing the hinges to rattle and one of the paintings in the parlor to fall on the floor with a clatter. Instantly, I saw Buxton glaring at me from the opposite side of the room, his eyes glittering in the darkness. â€Å"Is there some sort of problem youre having with the door?† he asked through clenched teeth. I tried to brush past him, but he blocked my path. â€Å"Excuse me,† I muttered, pushing him. â€Å"Excuse you,† Buxton said, crossing his arms over his chest. â€Å"Coming in as if you own the place. Stinking like humans. While Im not one to question Miss Lexi, I do think its time you show a little respect for her home, brother.† The wordbrotherawakened something within me. â€Å"Watch what you say,† I hissed, baring my teeth. But Buxton just chuckled. â€Å"Ill watch what I say when you watch how you act.† â€Å"Boys?† Lexi called from upstairs, her lilting voice a contrast to the tense scene. She glided down the stairs, her eyes softening with concern when they rested on me. â€Å"Is Damon ?† â€Å"Hes alive,† I muttered. â€Å"But I couldnt get to him.† Lexi perched on the edge of a rickety rocking chair, her eyes large and sympathetic. â€Å"Buxton, can you please get us some goats blood?† Buxtons eyes narrowed, but he shuffled out of the parlor and into the kitchen. In the living room, I could hear Hugo playing a lively French march on the piano. â€Å"Thanks,† I said, sinking into an overstuffed love seat. I didnt want goats blood. I wanted to gorge myself on gallons and gallons of human blood, drinking until I got sick and passed out in total oblivion. â€Å"Remember, hes strong,† Lexi said. â€Å"Im not worried about Buxton,† I said. â€Å"I meant your brother. If hes anything like you, hes strong.† I looked up at her. She came over and took my chin in her hand. â€Å"Thats what you have to believe. Its what I believe. The trouble with you is that you want everything done right away. Youre impatient.† I sighed. The last thing I needed was another lecture about how I had no sense of the way the real vampire world worked. Besides, I wasnt impatient. I was desperate. â€Å"You just need to think of another plan. One we can help with.† Lexi glanced over as Buxton entered, carrying a silver tray laden with two mugs. Buxton paused midstep. â€Å"Faut-il l’aider?† he asked in French. â€Å"Nous l’aiderons,† Lexi replied. Neither Lexi nor Buxton knew that Id learned French at my mothers knee; it was odd to listen to them speakabout whether to help me free Damon. I stared at my hands, which were still covered with crusted blood from my hunt earlier in the evening. Buxton banged the tray against the polished cherrywood table. â€Å"You will not put us in danger,† he growled, his fangs inches away from my neck. He shoved me with all his might against the wall, and the back of my head cracked against the fireplaces marble mantle. My Power took over, and I pushed his shoulders hard. But Buxton was older and stronger than I was, and he kept me pinned to the wall, his hands firmly against my chest. I could feel blood beginning to seep from my skull, where Id hit my head. â€Å"You selfish, ungrateful monster,† Buxton whispered, hatred dripping from his voice. â€Å"Ive seen vampires like you before. You think the world is yours for the taking. You dont care about others. You dont care who you kill. You give us a bad name.† I twisted and writhed, trying to escape his grip, when suddenly I felt the pressure release from my chest, followed by an enormous crash as Buxton fell to the floor. â€Å"Buxton,† Lexi lectured, staring at the prone body lying at her feet. â€Å"How many more centuries will it be before you learn how to treat a guest? And, Stefan, wont you agree with me that human blood simply doesnt agree with you? That behavior wasnt necessary.† Lexi shook her head like an annoyed schoolmarm. â€Å"Now, Ill drink my blood in peace. Be nice, boys,† she said as she glided out of the room, the mug of blood in her hands. How could she walk away so casually, knowing that my brother was out there imprisoned and tortured? I had come to depend on Lexi for many things, and support in finding and saving Damon was my only priority now. As if reading my mind, she paused at the archway to her quarters, glancing from one of us to the other. â€Å"If and when I say we help Damon, we will. Is that clear to both of you?† â€Å"Yes, Miss Lexi,† Buxton murmured as he slowly eased onto his knees then stood up. I nodded, barely containing my scowl.If? Buxton limped out of the room, but not before he threw one last glare in my direction. Suddenly the house felt too small, as though the walls, floors, and ceilings were pressing in at me from all sides. Letting out one last growl, I flew through the parlor, out the door, and back down to Lake Road. How to cite Stefan’s Diaries: Bloodlust Chapter 19, Essay examples

Promotional report campaign for DMO

Introduction The report was about a tourism promotion campaign that involved the reopening of the Africa Lion Safari performed by the Greater Western Sydney (GWS) tourism in Warragamba, Sydney in Australia achieved between 2008 and 2012.Advertising We will write a custom report sample on Promotional report campaign for DMO specifically for you for only $16.05 $11/page Learn More The GWS consisted of 14 local government areas (LGA) that comprised of Auburn council, Wallondilly Share, Camden Council, City of Pernith, City of Campbell town, City of Parramatta, City of Bankslown, City of Liverpool, City of Blue mountains, City of Holroyd, City of Fairfield and City of Hawkesbury. The GWS was estimated to have a population of1.9 million according to the 2006 census. The population covered a locality of over 9000km squared including residential, rural and industrial zones. As the marketing manager of the GWS tourism promotion team, I sent the campaign report t o the management team for its consent on the campaign ideas and expenditure. The marketing strategy comprised of the following subunits; brief discussion of the DMO campaign in terms of size, turnover, visitation, number and occupancy rates and data information, promotion in campaign strategy, target marked profile, competition and channels of distribution (Haney Perry,2004). Objectives To reopen the African Lion Safari in Warragamba. -To promote domestic tourism in Sydney. -To increase tourism by 10% annually. -To increase the GDP of Sydney by boosting tourism and hospitality. The DMO campaign The tourism promotion campaign was carried out in Sydney, New South Wales, Australia with the target population of 1.9 million individuals. The population comprised mostly of the working class. The employment concentration was in industrial and trade networks like the Parramatta Town Hall, Appian Way in Bankslown and the showground hall at Sydney Olympic Park. The chief tourist attraction it ems involved the Sydney Olympic Park, the Blue Mountains and the Western Sydney Parklands that contained sites like the Westfield Penrith, Westfield Parramatta, Eastern Creek Raceway and the Black Town Olympic Park. The campaign targeted a fraction of about 30% of the Australian $85 billion in GDP per annum contributed by the 14 LGA.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In this case, the African Lion Safari in Sydney focused on becoming the 3rd largest contributor to the Australian economy after Melbourne and the Sydney CBD. The campaign also targeted the University Western Sydney, University of Sydney Cumberland Campus and the Western Sydney institute of TAFE. Promotion campaign strategy The aim of the promotion was to recreate an African savanna within Sydney. The GWS team aimed at availing the African Lion Safari to the people of Sydney, an item they once enjoyed in 2001. The GWS had to make the people of Sydney enjoy what the people in Africa relish without their going to Africa (Lewis Roehrich, 2009). It was like bringing Africa to Sydney. The promotion strategy involved different measures with certain of them incorporating advertisements on social sites, promotional trade fairs and use of external links (Plunkett, 2008). The adverts were channeled through Face book, Tweeter and Friendster. The radio and television media houses were used in creating awareness on this great tourism initiative. The promotion campaign in terms of advertisement and awareness creation used about 1 billion Australian dollars. The channeling was not only for the people of Sydney but for the whole of Australia and the rest of the world. Target market The campaign targeted primarily the people of Western Sydney who were about 1.9 million in number. The region was believed to house 1 in every 11 Australians. The integration of events like the Rotary Observatory, Katromba Stamp Fair and the riverside theatre would ensure integration of local market in the campaign. The African Lion Safari project was able to provide a supplementary tourist resort for those who liked adventure and possessed interest in wildlife, especially the lion. The initiative was also able to target Australians who enjoyed tasty food ranging from African to Asian delicacies. The GWS was able to provide hospitable hotels and restaurants to complement the existing Chifley Hotel Penrith, St. Mary’s Park View Motel and the Grand Mercure Hills Lodge by availing better, convenient and comfortable facilities.Advertising We will write a custom report sample on Promotional report campaign for DMO specifically for you for only $16.05 $11/page Learn More Competition No business can sustain itself without competition and the Sydney tourism campaign for the African lion safaris faced a lot of competition. Competition ranged from hotels to tourist destinations. The major competitors in terms of hotels and motels included Windsor Motel, Windsor Terrace Motel, Crown Plaza Norwest Hotel, Sydney Gateway Holiday Park and the Chifley Hotel Eastern Creek. The hotels and motels were able to provide exquisite and luxurious facilities thus posing challenges for the campaign. The other tourist destinations included national parks like Cattail, Nattai, Blue Mountains, Yembo and Scheyville, University of Sydney, Sydney Superdome, and Sydney Aquatic Center, Sydney International Shooting Center, Liverpool CBD and the George’s river. The promotion succeeded by 55% in spite of competition. Channels of distribution The lions were acquired from Africa like in Kenya, DRC Congo and Uganda through the airline network. From the African savanna, the lions were carried by road to their respective airstrip (Barrow, 2005). On arrival in Australia, different modes of transport were used in transporting them. Road transport involved the Hills Motorway, South W estern Motorway, West Link, Great Western Highway and the Cumberland Highway. The railway line was also involved to a certain extent and especially in transporting the lions’ food. All the costs amounted to 5 billion Australian dollars. Communication objective The DMO situated in Sydney and the communication link involved the satellite system that was interlinked within Sydney like from the North Narembura and Antarmon to the south of Paddington and Woolharla. The communication objective of the campaign was to link all the regions, cities and towns within Sydney (Jeong Nor, 2007).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The communication networks like telephones and internet were necessary tools in creating awareness of the African lion safaris and attracting interest from all of Australia. All the costs of the communication initiative amounted to 3 billion Australian dollars. Promotion and media mixes In the promotion of the initiative, the GWS employed different techniques in creating awareness of the African Lion Safari in Sydney (Dumville, 2001). The aspects included advertisements, public relations, and direct customer promotions. The advertisements involved radio and television advertisements that were aimed at the regular radio listeners and TV fans (Fry, 2003). The public relations exercise was aimed at spreading information on the initiative between the GWS and the public. The organization employed topics of public interest to capture the attention of the public. The public relation activities exploited included conferences, press briefings and industrial awards (Saylor, 2012). Direct cust omer contact employed the use of posters, brochures and fliers stating the purpose of the initiative and its objective. This fact was to convince the immediate customers that they were also appreciated (Brown, 2001).The promotion of sales just like in advertisements used the media, face to face communication, telephone and posters in creating awareness. The media mix employed different media in promoting the campaign. The television houses, magazines, telephone directories, billboards and supermarket shopping carts were consolidated to facilitate the success of the campaign. In the midst of the advertisement or promotion, creative elements were integrated to enhance the campaign (Armstrong, 2002). The elements involved giving of discounts, offering of after sale services and provision of resource materials (Cohen, Wells, 2001). Discounts were offered to hotels and restaurants for regular customers, tour and parking fees. For instance, a 50% discount was offered to the first 100 tour ists both at domestic and international levels. The after sale services included servicing of the tourist vehicles, consultation services and rewards that ensured that any visitor was satisfied with the organization’s provisions (John, 2010). All these creative elements were reflected in the advertisement and promotion links enabling the visitors to have full information of what the initiative was all about. The promotion and advertisement cost about 10 billion Australian dollars. Key performance indicators (KPIs) The performance indicators were used to show the performance measurement in evaluating the success and achievement of the campaign. The following table shows the various indicators employed in the campaign. Indicator type performance Quantitative 10% of the total population of Sydney visited the African Lion Safari (i.e. 0.19 million) Qualitative 0.10 million of the 0.19 million visitors came from Sydney Leading A predictable 1.0 million was expected to hav e visited the African Lion Safari in 10 years Lagging The success of the campaign stood at 70% in the next 5 years Input A total of 36 billion Australian dollars were consumed in the project Process The campaign proved productive based on its power to target a large tourist market (0.19 million) Output A total of 50 million Australian dollars were accrued by the end of 2012 Practical The campaign necessitated the success of the promotion despite the competition by 55% Directional The GWS African Lion Safari improved with an estimated 10% increase in income annually Financial The financial prospects seemed promising with a 50 billion output in 2012 Budget Value in Australian dollars in billions Promotion and advertisement 10 Transport 5 Communication 3 Insurance 2 Hotels and restaurants 10 Tour guides and security 1 Others 5 Total 36 Media release Lions in Sydney 2nd March, 2008 The Greater Western Sydney Agency is reopening the African Lion Sa fari in Warragamba, Sydney ,in 2008. The initiative is to welcome both the local and foreign tourists to this great destination. An estimated 0.19 million visitors are expected. Be the first, and come in large numbers. Discounts will be given to the first 100 visitors in the day of opening i.e. 10th March, 2008. You can contact us by paying us a visit in Warragamba, New South Wales, Australia. Executive summary The promotion campaign was carried out between 2008 and 2012 to necessitate the reopening of the African Lion Safari in Warragamba, New South Wales, Australia. This initiative was engineered by the Greater Western Sydney (GWS) tourism unit and it brought together 14 LGA. The aim was to target 0.19 million visitors annually. The channels for distribution involved the road networks and the railway line which consumed a total of 5 billion Australian dollars. The communication links facilitated communication throughout the greater western region fetching visitors from Antarman, Narembura, Paddington and Woolharla. The promotion and media mixes were employed to improve the creativity in the campaign. The promotion was aimed at creating awareness on the various services and facilities to be enjoyed by the visitors. Sales promotions, direct customer contact, public relations and advertisements were part of the links employed. An estimated 10 billion Australian dollars were invested for the purpose of promotions and advertisements. Key performance indicators were used to assess and measure the performance of the campaign and the success of the initiative. The aim of the campaign was to rekindle the once thriving industry of the African Lion Safari. The industry was known to have attracted a total of 200,000 visitors annually. This aspect was marginally crucial towards Sydney’s GDP and revenue. A total of 0.19 million was expected. The industry was expected to enjoy global acceptance. Conclusion Following the indicators outlined in the report campaign, the project has proven to be successful in tourism and interests have been realized by the government, people of Sydney and the GWS. It has however been noted that challenges have strengthened the basis of the campaign and have helped in the creation of better policies and strategies towards a self-sustaining industry (Aaker McLoughlin, 2010). The inclusion of better, fairer and convenient infrastructure and utilities will ensure the existence of a trustworthy tourist venture like the Warragamba project in Sydney. I would advise the government to establish measures that can help in the recovery of ventures and enterprises that have been because of issues that can be addressed. References Aaker, A McLoughlin, D 2010,Strategic Market Management – Global Perspectives, John Wiley Sons Ltd,West Sussex. Armstrong, J 2002, The London Assurance Company and the Marine Insurance Market of the Eighteenth Century, Lengthen Press, London. Barrow, W 2005, Robert Bruce the Community of the Realm of Scotland (4th ed.), Edinburgh University Press, Edinburgh. Brown, D 2001, â€Å"Kenneth mac Alpin†. In M. Lynch. The Oxford Companion to Scottish History, Oxford University Press, Oxford. Cohen, D Wells,J 2001, The USA Patriot Act of 2001, Balancing Civil Liberties And National Security, ABC Clio Publishers, New York. Dumville, D 2001, â€Å"St Cathrà ³e of Metz and the Hagiography of Exoticism†. Irish Hagiography: Saints and Scholars, Four Courts Press, Dublin. Fry, B 2003, Mastering Public Administration; from Max Weber to Dwight Waldo, Chatham, Chatham House Publishers, Inc., New Jersey. Haney, D Perry, W 2004, International Business: Introduction and Essentials, Longman Press, London. Jeong, C Nor, F 2007, Principles of Public Administration: An Introduction, Karisma Publications, Kuala Lumpur. John, R 2010, Network Nation: Inventing American Telecommunications 520 pages; traces the evolution of the country’s telegraph and telephone networks, Harvard University Press, Harvard. Lewis, M Roehrich, J 2009, Contracts, Relationships and Integration: Scheduling, and Controlling, John Wiley Sons, New York City. Plunkett, J W 2008, Plunkett’s Telecommunications Industry Almanac Etisalat Financials, Choice Magazine, Houston. Saylor, M 2012, The Mobile Wave: How Mobile Intelligence Will Change Everything, Perseus Books/Vanguard Press, New York. This report on Promotional report campaign for DMO was written and submitted by user Bryant T. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

The world of classical art Essay Example

The world of classical art Essay Example The world of classical art Essay The world of classical art Essay Essay Topic: Classical Orlando In a city known for artifice and family-friendly pleasure seeking, it seems to make sense that the world of classical art would collide with the world of the strangely fantastic.   While there are some that claim buildings such as the ones in Las Vegas, with its full-size replicas of pyramids and Venetian waterways, are devoid of artistic value or significance.   To a large degree, this perception is true, for there is little artistic value in simply copying the work of another for mass marketing purposes.   However, the building that houses Wonderworks in Orlando, Florida is far more than a mass marketed copy.   It is an original structure used to pique interest in science, and its building surely reflects its function.Walking down the tourist strip in Orlando is always an interesting thing to do, to see all the shops, restaurants, and various other attractions designed to pull the eye and the money of entertainment seekers.   While many think that Orlando is nothing but a n ode to Disney, the strip on International Drive is touristy, but largely free of the Disney magic.   However, there is a little magic on the strip, and it was on a trip down this stretch of artificial structures that I saw the most original structure of all in the form of the building created as the educational/recreational playground known as Wonderworks.Amongst the many other cookie-cutter tourist traps on the strip, Wonderworks sticks out like a sore, but highly interesting, thumb.   It is not meant to harmonize with its surroundings at all, but rather seeks to call attention to itself and the types of things that go on inside its walls.   The structure itself is situated right along the road, a multistory plantation-style white building, complete with four columns in the front and large arched windows.   It looks similar to the White House, and its tight symmetry suggests a heavy neoclassical influence.   A few special touches are the few palm trees positioned in the front and along the sides that give it a tropical feel so indicative of its Florida home, with all eyes drawn to the top of the building, which also just so happens to be its bottom.The building for Wonderworks is made to look like a giant colonial mansion dropped at a canted angle on top of a smaller, one-story brick warehouse from the 1930s.   The entrance to the main building is ground level, and cut into the top of the upside-down building.   Artistic embellishments such as cracks in the columns and the face of the building, along with a few feet of foundation at the top of the building make it seem as if it were just uprooted and slammed down.   The palm trees hang from this upside-down foundation, as well as lampposts near the upside-down door.   Real palm trees and manicured grass surround the entire structure, which faces one corner of the intersection, while the warehouse faces the other.   The fact that it is a perfectly normal-looking building that may be nothi ng more than a striking, old mansion on the strip is completely turned on its head, just like the building.   The result is something similar to the wonder that its name suggests, and the fact that it is so different is part of its disharmonious appeal.The nature of the Wonderworks building, as well as its location in the middle of tourist heaven, suggests that it was designed most likely by an anonymous designer working for a large firm sometime in the past few decades.   As there are a few other Wonderworks buildings scattered across the country, the design suggests that its form was consciously designed to echo the many scientific and interesting things that happened within its walls.   It is an example of form perfectly matching function, and makes the view question not only the creativity and architectural science that went into it, but also the line between art and homogenized culture.   Indeed, Wonderworks can be argued to be art or lowbrow entertainment, but the natu re of what it tries to accomplish can only be respected in its ideals, and therefore the building itself becomes far more credible and charming than any of the buildings by Vegas or Disney, as impressive as both locales are.Inside the Wonderworks building, there are many things, scientific and entertaining, that kids and adults will find interesting and educational.   The interior of the main building is also upside-down, and adds to the overall feeling of eccentricity and whimsy.   There are exhibits inside that allow a person to make giant bubbles, lay on a bed of nails, wear an astronaut suit, and scores of other interesting activities.   The unusual design of the building compliments perfectly its unique position the most offbeat attraction on the tourist strip, as well as the strange information it provides through its exhibits, like the number of teeth a mosquito has.   Though the building for Wonderworks was built in 1998, it recalls the classical style, and then turn s it upside-down in a post-modern way.   The fictional story behind the building is that it was once a top-secret lab from the Bermuda Triangle brought by a tornado to its final spot on top of the brick building.   While the story may be fictional, the impact the building has on those who see it is very real.Seeing the upside-down building immediately makes people feel happy when they see it, young and old, and it is difficult not to try to figure out exactly how they built it.   Because the attraction is in the middle of the touristiest part of Orlando, Florida, it is surrounded by a plethora of other attractions, including the many famous amusement parks only short drives down the highway.   However, the building for Wonderworks provides an experience that makes it one of the hidden gems of the area.   It is hard to visit Wonderworks and not come out feeling gratified that the day was spent exploring its interesting exhibits and architecture.Not only does the building in side and out echo its true purpose, but the nature of the building itself echoes its location in the middle of a city known for artifice, special effects, and entertainment.   But, still, Wonderworks manages to become something far more than another amusement for tourists, almost in the way a poem takes on different meanings to different readers.   Some may see it as an amusement park, a fake building, a mass-produced symbol of homogenized entertainment, while some may see it as an allegorical about American society.   And, even still, some may just see it as an interesting place to visit.

No Room for Snark

No Room for Snark Unless you are JA Konrath and your brand is snark, dont try to weave it into your writing persona. It will backfire. Someone will label you crass. Many will quit buying your work readers as well as editors. As an editor, pitches come to me in the guise of Sunday clothes and good manners, which is good. We should present our best self. However, the true person arises when I reject a pitch. Well, if this doesnt work, then what does? Just give me a subject and Ill write it if you dont like this. Why doesnt this work? Im most certain it fits your guidelines. Whatever. Screw you or Forget you or Fill-in-the-blank you. Do you discriminate against fill-in-the-blank? You are an elitist b-. While these writers may not have been memorable before, they become memorable after these remarks. It works the reverse as well. I listen at conferences, workshops, and events where names bigger than mine put on shows, shake hands, meet and greet the room and represent themselves to authors as well as each other. There are a few agents I would never pitch because Ive heard them make fun of their clients, the writers around them, even the speakers at the podium. Theres a big name in the publishing industry I heard making fun of someone on a panel for pretending to be an author. Many people forget that shy writers listen harder. You are a professional. Keep it professional. Yes, I know as well as anyone that some days you want to snap back and speak your mind. This newsletter is my outlet, and luckily I have a teeny bit of snark woven into my brand to give me room for release. But on someone elses blog? In an email? In front of people who buy my books, ask me to speak, or want to advertise with me? Never. Why slit my own throat? The publishing world is teeming with authors, writers and others climbing the ladder. Everyone is watching everyone else. What is she doing that works? What is he saying that you can take advantage of? How is she slipping up, and how is he making mistakes? Everyone is trying so hard. When the public is your client, you are on display. There are no soundproof rooms. So paint on that smile. Pull out your best behavior. Make anyone you meet happy to have met you. Why on earth would you ever be snarky to anyone in this business as you are fighting your way to publication?