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US Deterrence Strategies After The Cold War, 2006.
An in-depth analysis of the post Cold War US deterrence strategies.
22,206 words (approx. 88.8 pages), 74 sources, APA, $ 249.95
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Abstract
This paper discusses the opinions of many after September 11th, that the present form of terrorism has made classical deterrence theory outdated. According to the paper transnational terrorism has totally dented conventional wisdom, which had dictated proceedings during the cold war. Similarly, rogue states all over the world, in general, and the Middle East and South Asia, in particular, have created a great deal of tension in Washington. The paper further discusses how the role of the American rival states, such as, North Korea and China and the functions and limitations of the UN Security Council have completely transformed the security structure of the sole hyper power of the world. This paper tries to elucidate the best possible deterrence strategy the United States should pursue after the cold war.
Outline:
Introduction
Statement of the Problem
Purpose of the Study
Justification of the Study
Research Design and Methodology
Collection of Data
Data Analysis and Search Tactics
Limitations of the Study
Part 2
Transnational Terrorism
The Rogue and the Rival States
The U.N. Security Council
Conclusion of This Section
Part 3
Literature Review
Classical Deterrence Theory
The End of Cold War deterrence
A New Justification
Conclusion of This Section
Part 4
The First Case Study: The Strategic Triangle (US/China/Russia)
The Sino-Russo Partnership
The US-Russian Labyrinth: A Subtle Relationship
The Source for Cooperation and Divergence
Effect of the End of Cold War
Conclusion of This Section
The Second Case Study: Deterring North Korea
US Policy on the Korean Peninsula Since 1945
The Future of the U.S. Foreign Policy on the Korean Peninsula
The Status Quo Option
The Hard-Line Option
Compromise
Early Bush Administration Policy
Conclusion
The third Case Study: Transnational Terrorism
Counter-terrorism in a Global Society
Conclusion
Part 5
Observation and Conclusion
Correcting the Strategic Gaps in the U.S. Approach to Homeland Defense Concentrating Less on Who is Responsible and More on What They Ought to be Responsible of
Planning for Higher-Probability, Lower-Consequence, and Lower-Probability, Higher-Consequence Events
From the Paper
"At the threat of generalization, one could make a case that US relations with China were greatly powered by two issues: the vicissitudes in the Sino-Russo association and--the more significant of the two--the Taiwan problem. For 30 years following the "People's Republic of China" (PRC) emergence in 1949, the United States carried on to acknowledge the adversary Chinese government (the Republic of China, or ROC) that had moved to Taiwan after trailing behind the civil conflict on the mainland. The path to ultimate US standardization with the PRC in 1979 was cemented by US President Richard Nixon, whose striking plan was to build a coalition with China--which was, at that time, in conflict with the Soviet Union--in an effort to oppose the increasing Soviet threat. However the United States, in spite of everything, maintains informal relations with the Republic of China. Certainly, under the "Taiwan Relations Act," a piece of internal US legislation, Washington is under a duty to defend Taiwan's safety and therefore carry on arms sales to the isle .
Washington's Taiwan association has bedeviled its dealings with the Republic of China from this time onwards, even more so following 1988 when Taiwan's political leadership demonstrated growing inclinations in the direction of a separatist route outside the One China state-of-affairs. All through a brief disagreement amid mainland China and Taiwan in 1996, the United States sent off two naval battle factions to the Taiwan channel to demonstrate moral cooperation for Taiwan (and maybe to gratify President Clinton's congressional associates). An unintentional war with China was hardly prevented only with the sensible removal of the US carrier Independence, at the same time as, the second carrier, the Nimitz, was still on its route as of the Mediterranean Sea. The narrow escape drove home the Republic of China's sincerity in relation to Taiwan to the Clinton management, forcing it to assume a soul-searching evaluation of Sino-US strategy. The concluding decision for Clinton's "thoroughgoing" engagement policy concerning the Chinese, which he practiced all through his second presidential tenure, was to prevent himself from being heaved into an unintentional war with China on behalf of Taiwan ."
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Military Deterrence, 1999.
Examines three successes (Cold War, Cuban Missile Crisis and the China-Taiwan Crisis) and three failures (WWII, the Korean War and Serbia) of efforts to deter war through military strength.
2,250 words (approx. 9.0 pages), 10 sources, $ 79.95
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Abstract
Deterrence is the effort to avoid war by creating such strength on one side of the conflict that the other side does not challenge, and so peace is maintained. The various ways of attempting deterrence, and at different times, we have characterized in different terms.
From the Paper
"INTRODUCTION
Deterrence is the effort to avoid war by creating such strength on one side of the conflict that the other side does not challenge, and so peace is maintained. The various ways of attempting deterrence, and at different times, we have characterized in different terms. Sometimes we have been successful in deterring aggression and in preventing war, while perhaps just as often we have failed to deter as desired and have become embroiled in a war we tried to prevent. Three of the failures of this century are seen in the onset of World War II, the Korean War, and Serbia. Three successes can be seen in the Cold War, the Cuban Missile Crisis, and the threat that China would attack Taiwan."
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U.S. Nuclear Strategy, 2002.
An overview of American nuclear strategy during the Cold War.
1,150 words (approx. 4.6 pages), 3 sources, $ 44.95
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Abstract
This paper discusses American nuclear strategy during the Cold War; compares the strengths and weaknesses of the massive retaliation strategy and the flexible response, counterforce strategy; analyzes the reasons for these approaches, and provides historical examples to support the contentions made.
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Competitive Strategies, 2007.
This paper analyzes the competitive strategies of Nike and New Balance.
3,260 words (approx. 13.0 pages), 13 sources, MLA, $ 93.95
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Abstract
This paper critically examines the current competitive strategies of Nike and New Balance and analyzes whether an organization can simultaneously follow a cost leadership strategy and a differentiation strategy. The paper compares the various approaches used in both organizations in light of the five generic competitive strategies as laid out by Michael Porter. The paper concludes that Nike and New Balance cannot implement both a cost-leadership strategy and a differentiation strategy in each of their businesses. The paper relates that under Porter's analysis, both companies will continue to be successful in the future.
Outline:
Introduction
Brief Overview of Nike
Brief Overview of New Balance
Competitive Forces Model (Porter)
Entry of Competitors
Threat of Substitutes
Bargaining Power of Buyers and Suppliers
Cost Leadership Strategies and Differentiation Strategies as Competitors
Differentiation Strategy
Conclusion
From the Paper
"In the past few years, competition among organizations that manufacture and sell athletic apparel and athletic shoes has dramatically increased. As a result, competitive strategies have emerged as key factors in determining the long- term success or ultimate failure of such organizations. Two large rival companies that have demonstrated extreme success as well as periods of instability and weak sales are Nike and New Balance. An analysis and comparison of their cost leadership strategy and differentiation strategies provides a clearer picture of what types of competitive strategies are essential for an organization to survive in today's cut-throat economy."
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Change Management Strategies, 2007.
This paper examines Long Beach Mortgage's change management strategies aimed at strengthening the company's effectiveness in attracting, selling and serving clients.
1,965 words (approx. 7.9 pages), 7 sources, MLA, $ 62.95
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Abstract
This paper evaluates the magnitude of changes required to design, install, maintain and increase the use of the Long Beach Broker Front Office Tool (BFOT). The paper also recommends change management strategies, defines metrics to measure how change is being adopted and internalized by the organization and defines contingency strategies for managing change. The paper explains that change management refers to changing how people work with the systems in place, as a result of planned processes. The paper concludes that when one considers how many IT projects never become business strategies, the role of change management becomes central to any development effort.
Outline:
Magnitude of Change Inherent In These Strategies
Change Management Model Selection
Change Management Plan
Measure, Monitor and Modify Change Management Strategies
Contingency Strategies
Conclusion
From the Paper
"Change management refers to changing how people work with the systems in place as a result of re-architected processes. The fact that change management is often 70% of the cost of an enterprise application implementation shows how difficult this transition in behavior can be, Dyche (2002), who writes extensively on change management as it relates to Customer Relationship Management systems. Daryl R. Conner (2003) in his book Managing at the Speed of Change defines the Speed of Change Model which states that each of us is designed by nature to move through life most effectively and efficiently at a unique pace that will allow us to face changes. The author refers to this speed as the speed of change."
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Effective Strategies of Learning, 2008.
A review of a study carried out that highlights nine highly effective learning strategies in the social studies context.
2,820 words (approx. 11.3 pages), 3 sources, APA, $ 83.95
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Abstract
This paper explores the nine categories of highly effective strategies used in classroom settings that facilitate learning based on a study conducted by R.J. Marzano (1998) entitled, "A Theory-Based Meta-Analysis of Research on Instruction." The paper begins with a brief summarization of the nine highly effective strategies, each followed by an example of two social studies cases and how each of these categories would apply to the social studies classroom at the secondary level.
Outline:
Introduction
Strategy 1 - Identifying Similarities and Differences
Strategy 2 - Summarizing and Note Taking
Strategy 3 - Reinforcing Effort and Providing Recognition
Strategy 4 - Homework and Practice
Strategy 5 - Nonlinguistic Representations
Strategy 6 - Cooperative Learning
Strategy 7 - Setting Goals and Providing Feedback
Strategy 8 - Generating and Testing Hypotheses
Strategy 9 - Activating Prior Knowledge
References
From the Paper
"Also known as comparison and contrast, this strategy encourages students to review and classify information by identifying similarities and differences that exist within the information presented, then encourages students to use analogies or metaphors to further this process (Marzano, 1998). In doing so, students must analyze two or more elements of the objects being examined, which inherently allow students to classify and categorize information they collect about the similarities and differences of the objects of their attention. To facilitate this process, educators should and can encourage students to gain more awareness of what the objects being studied share in common, and what differences exist between them. This can be facilitated easily through "student-directed tasks" or those that require less direction from the teacher and allow students to explore information using their own intellectual capacities and resources (Marzano, 1998). In doing so students are more likely to absorb information about the objects of study, and become more adept at identifying the unique characteristics of the objects in question. While classroom monitoring is still expected, much of teacher involvement focuses on engaging students in tasks that will lead them to their own conclusions and evidence gathering. There are many ways comparison and contrasting can be utilized including the use of graphic organizers allowing visual interpretation of comparisons (Marzano, 1998)."
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Corporate Grand Strategies, 2006.
A review of different corporate strategies in use today by large businesses.
3,461 words (approx. 13.8 pages), 3 sources, MLA, $ 97.95
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Abstract
This paper takes a look at how corporate strategies have changed over time, focusing on the last twenty years in particular. The paper presents a review of some the strategies that are in use today and explains what conditions prompted the changes in corporate strategies as well as how and why companies implement certain business strategies. Some of the strategies discussed are concentrated growth, market development, innovation and product development.
From the Paper
"The shift to a marketing orientation meant a shift from an internally focused perspective to an open extroverted one. In process industries and durable goods industries, the marketing concept was slow to penetrate. When confronted with saturation, firms in such industries settled for stagnating growth rather then make the effort to shift to a marketing outlook. It was not until after World War II that these industries were pushed by new technologies into a belated market orientation."
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The Coca-Cola Marketing Strategies, 2007.
This paper examines the history of the Coca-Cola company and its present day marketing strategies.
2,193 words (approx. 8.8 pages), 9 sources, APA, $ 68.95
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Abstract
This paper provides an overview of the background of the Coca-Cola Company, its' marketing strategies and positioning through product, price and promotion. The writer considers Coca-Cola's targeting and positioning a key marketing strategy for the company. Additionally, the paper explains that Coca-Cola's goal is to use the company's assets, financial strength, distribution system and strong commitment of management and employees, to become more competitive and accelerate growth. The paper concludes with recommendations for improvements in Coca-Cola's marketing.
Outline:
Introduction
The Coca-Cola Company's Background
Coca-Cola's Marketing Strategies & Evaluation - Strategy Level
Coca-Cola's Marketing Strategies & Evaluation - Tactical Level
Industry Analysis
SWOT Analysis
Recommendations for Improvements in Marketing Operations and Strategy
Conclusion
From the Paper
"At the strategy level, Coca-Cola's marketing strategy involves a thorough examination of the company's market segmentation, targeting, and positioning. Overall, Coca-Cola boasts impressive statistics, including 50,000 employees; a total debt of only $7,003.0 million; cash balance of $6,707.0 million; and revenues for 2004 of $22,150.0 million, which has steadily increased since 2001 (Reuters at http://www.investor.reuters.com/business/). Currently, the United States is the company's largest market. However, only 20% of Coca-Cola's operating income comes from the United States, where the company sells over 3 billion unit cases a year to capture 41% of the entire United States soft drink market (Research Reports at http://www.ascensio.com/Reports/CokeClassicCC.aspx). This is an example of the strength of Coca-Cola's market segmentation, because essentially half of the United States soft drink market belongs to Coca-Cola. Even in a developed market such as the United States case sales have grown at 3% per year over the past five years."
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ESL Strategies, 2005.
Looks at ESL strategies used with special needs children.
2,300 words (approx. 9.2 pages), 6 sources, APA, $ 79.95
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Abstract
This paper examines ESL strategies for learning disabled students including language differences versus learning disabilities; special education strategies; strategies for the ESL and learning disabled students. The conclusion names effective strategies including instructional conversations, wordless books, T-charts, keywords and self-monitoring.
From the Paper
"This literature review concerning the topic of ESL strategies for learning disabled students addresses the following areas relevant to this study ..."
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Porter's Generic Competitive Strategies, 2008.
A discussion on the competitive strategies as outlined by Michael Porter in his books "Competitive Strategy" and "Competitive Advantage".
1,893 words (approx. 7.6 pages), 9 sources, APA, $ 60.95
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Abstract
This paper discusses the work of Michael Porter and looks at his books, "Competitive Strategy" and "Competitive Advantage" in which he identifies two basic types of competitive advantage a firm can possess. The author discusses how many strategies there are and whether firms who follow only one strategy are 'stuck in the middle'.
Outline:
Introduction
Cost Leadership
Porter's Typology
Differentiation
Focus
Focus as a Separate Strategy
Cost focus
Differentiation Focus
'Stuck in the Middle'
Conclusion
From the Paper
"In his books, Competitive Strategy (1980) and Competitive Advantage (1985) Michael Porter has identified two basic types of competitive advantage a firm can possess; low cost or differentiation. Moreover, he has formulated three generic competitive strategies aimed at achieving competitive advantage; namely, cost leadership, differentiation and focus strategies. Porter (1980) has also described a low profitability strategy which he called 'Stuck in the Middle'. At that time, the notion of generic strategy was very appealing as it seemed to offer the theoretical basis in an area which previously lacked solid theoretical foundations (Murray, 1988).
"In spite of the extensive empirical evidence which support Porter's (1980) typology of generic strategies, there has been much discussion and criticism for its conceptual limitations (Kotha & Vadlamani, 1995). It has been suggested that the focus strategy is just a special case of cost leadership or product differentiation and, therefore, there are only two competitive strategies. In this essay I will discuss how many strategies there are and whether firms who do not follow only one strategy are 'stuck in the middle'. In the following section I will review Porter's (1980) typology of the three generic strategies."
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Culture and International Marketing Strategies, 2004.
An exploration of the role of culture in the formulation of international marketing strategies.
2,881 words (approx. 11.5 pages), 24 sources, MLA, $ 85.95
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Abstract
This paper examines how, as increasing numbers of businesses look to expand and develop their consumer and market base through the internationalisation of their operations, managers are recognising the importance of effective international marketing to counter the increased levels of uncertainty and complexity. It focuses specifically on the role of culture in the formulation of international marketing strategies, using a number of examples to highlight the points raised. Firstly, international marketing strategies are considered in more detail, followed by an exploration of the concept of culture and its influence on international marketing strategies.
Outline
Introduction
What are International Marketing Strategies?
Understanding Culture
The Role of Culture in International Marketing Strategy Formulation
Hofstede?s Five Dimensions
Hall and Hall?s High-Low Context
Direct Influence on Marketing Mix
Product
Price
Place
Promotion
Importance of Ethics
Critiquing the Role of Culture
Conclusions
References
Appendix 1
From the Paper
"Since value judgements vary between and within cultures, perceptions of what constitutes acceptable behaviour also differ: for example a gift in one country may be considered a bribe in another (Cateora and Ghauri, 2000; Doole and Lowe, 2001). Kotabe and Helsen (2004 p.171) highlight the significance of this for international marketers who ?must understand and respect cultural subtleties, whilst finding the limits of ethical behaviour?; since a company?s ethical stance may affect its ability to do business in some countries. For example, Motorola?s lengthy ?Code of Business Conduct?, sets out standards for accepted behaviour throughout the organisation (see www.motorola.com). They recognise the ?ethical legitimacy? of gift-giving in Japan, but decline to ?participate in the practice? (Hamilton and Knouse, 2001 p.87). This allows the company to show respect for Japanese culture, whilst maintaining its own corporate values. Similarly, consideration should be given to product usage and production processes, which may not be appropriate in certain cultures or environments."
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Global Marketing Strategies, 2007.
An analysis of Motorola's global strategies.
2,551 words (approx. 10.2 pages), 7 sources, APA, $ 77.95
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Abstract
The paper discusses global marketing strategies in general. The paper then examines the strategies employed by Motorola. It performs a SWOT analysis for Motorola highlighting its strengths, weaknesses, opportunities and current threats. In conclusion the paper shows that Motorola has all the advantages and internal strength necessary to succeed in a new market globally.
Outline:
Introduction
Market Entry Methods: Exporting, Licensing, Franchising, Joint Venture.
Review of Literature
Global Strategy at Motorola
SWOT Analysis for Motorola: Strengths, Weaknesses, Opportunities, Threats.
Strategy
Benchmarking and Best Practices
Implement Defective-Parts-Per-Million (DPPM)
Six Sigma Quality
Total Cycle Time Reduction
Product, Manufacturing and Environmental Leadership
Profit Improvement
Cost Leadership Strategy
Product Differentiation Strategy
Conclusions
From the Paper
"Organizations have a choice of a wide range of market entry strategies in order to expand their operations internationally. The mode of entry into an international market is a reflection of the relative importance assigned to the following criteria:
1. The level of control the organization wishes to exercise over its interests/concepts overseas.
2. The amount of resources it is willing to commit to international expansion.
3. The flexibility it wishes to retain to allow its interests internationally to change their activities or operations quickly and at low cost.
4. The extent of payback required to meet overall sales/growth targets."
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Promotional Strategies in Quick Service Restaurants, 2008.
An in-depth look at promotional strategies employed in the UK by fast food chains.
9,398 words (approx. 37.6 pages), 24 sources, APA, $ 193.95
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Abstract
This paper is a research dissertation on the effects of promotional strategies, including discount vouchers, development, launch and sales of speciality meals (Breakfast Combos, Happy Meals), supported through marketing, public relations, and promotional activities throughout the U.K. The author specifically looks at the effectiveness of these combined strategies on increasing the loyalty and trust that customers have in fast food restaurants profiled in this dissertation. The paper includes a literature review and appendices with charts and tables.
Outline:
Abstract
Introduction
Literature Review
Pricing as a Differentiator
Product Differentiation and Uniqueness
QSRs: The Eye of a Turbulent Food Retailing Storm
Explaining QSR Restaurant's Challenges to Viability
QSR Strategic Challenges
Effectiveness of Entertainment in QSR Locations in the UK
The Role of Price as a Promotional Element in QSRs
Current Pricing Trends in the QSR Segments including McDonald's and Burger King in the UK
How QSRs are Using Price-sensitivity measurement (PSM) in Promotional Strategies
Role of Psychological Pricing in QSRs throughout the UK
Impact of Prices on Brand Equity in QSRs operating in the UK
QSR Societal Trends in the UK
UK QSR Consumption Trends
Research Objectives and Hypotheses
Methodology
Secondary Data Collection Methodology
Primary Data Collection Methodology
Results and Interpretation
Most Memorable Public Relations Strategies by QSR
Impact of Vouchers on Perceived Value of Food
Quantification and Predicting of Trust
Conclusion and Recommendations
References
Appendices
Appendix 1: Variable Name and Label Assignments in SPSS 13 Used For the Analysis
Appendix 2: Frequency Distributions by Variable in the Survey
Appendix 3: Factor Analysis Correlation Matrices to Quantify Trust for McDonald's and Burger King
Appendix 4: Questionnaire
From the Paper
"The intention of this research project is to evaluate the effectiveness of discount vouchers, development and marketing of special meals (Happy meals, Breakfast Combos meals and comparable offerings to these) , use of special meal promotions and vouchers, the use of both in-transit and Web-based promotional strategies, participation and contribution to community events, and public relations efforts overall that lead to the development of trust by consumers in McDonald's and Burger King Franchisees operating in the United Kingdom. All of these marketing, public relations and promotional activities lead specifically to the development of a quantification of trust measure for each of these quick service restaurants (QSRs). This term (QSR) will be used throughout this analysis to refer to the specific classification of restaurant that McDonalds' and Burger King are members of. A literature review of the successful strategies of Quick Service Restaurants (QSRs) is provided as the foundation for this project, followed by an analysis of survey data gained from in-mall intercepts of Burger King and McDonald's customers as they were leaving a QSR location. The outcome of the research shows that it is possible, through a synchronized approach to managing the many aspects of the marketing mix, specifically the effectiveness of promotional offers and the use of vouchers to increase the overall attractiveness to repeat customers of purchasing meals from either of the QSRs analyzed in this report. Statistical analysis of the 30 respondent's survey data is also provided using SPSS Version 13 for Windows, and the resulting frequency distributions and cross-tabulations, in addition to further statistical analysis, are provided in this report."
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E-Commerce Strategies, 2006.
This paper is a dissertation based on actual phone interviews and surveys for an e-business strategy for Waseta International Trading Company in China's nutrition industry.
11,360 words (approx. 45.4 pages), 34 sources, APA, $ 222.95
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Abstract
This paper explains that the research uses SWOT, Porters Five Forces, 7s and Value Chain models to analyze IT strategies for the Waseta International Trading Company operating within the Chinese nutrition market including health food and vitamins. The author points out that an IT e-business strategy delivers opportunities to generate greater non-interest-based revenues, opens up new markets and reduces costs as transaction costs are lowered; however, integrating back-end systems is a the key to effective services and vendors must work with the company to ensure high performance integration of legacy systems to exploit existing systems. The paper stresses that there is a need for organizations to re-assess their organization's risk procedures and damage control methods in order to assess better avenues of containment such as alternative site data storage. Figures and tables.
Table of Contents
Introduction
Background
Statement of the Problem
Purpose of the Study
Review of Related Literature
Introduction
Definition of Strategy
China and IT Strategy
China's Health Food Industry
Executive Summary: Waseta
Four Models
SWOT Analysis
Porter's Five Forces
7s Model
Value Chain
IT Strategy and the Organization
Methodology
Introduction
Procedure
Plan for Data
Analysis, Discussions and Conclusion
Introduction
Strategic Analysis of Waseta
SWOT
Porter's Five Forces
7s Model
Value Chain
Shortcomings of the Research
Implications of IT Strategy
Risk Prevention
Brand Identity
From the Technical View
E-Supply Chain Management
Procurement
Enterprise Resource Planning
From the Managerial View
Internet Infrastructure
Online Security
Implementation of IT Strategy
Reasons for IT Strategy
Implementation Schedule
Recommendations
Conclusion
From the Paper
"There is a perception that the more densely populated an area becomes the higher the competition with the company struggling for market participation. This is an incorrect assumption because most of the nutrition companies are operating online mainly suppliers to manufacturers or to the public. This results in less advertising and an environment where the competitive spirit is unvoiced. So it can be assumed that the competition is actually low. What determines the success of a vitamin company online has to do with the Internet presence not just as a web site but also to the customer via email or other sites as secured banners. Because of this, many other companies (like Waseta should ) are looking into more flexible packages or are partnering with better IT providers in order to have greater Internet presence."
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