Importance of organizational behavior in improving modern efficiency

Importance of organizational behavior in improving modern efficiency The main objective of drafting this document is to justify importance of organizational behavior in todays context; Organizational behavior is targeted towards studying and analyzing behavior of different people within an organization. Organizational behavior is defined as The study and understanding of individual and group behavior, and patterns of structure in order to help improve organizational performance and effectiveness (Laurie J. Mullins, 2004). Therefore studying of organizational behavior is vital to improve efficiency in establishments. Essay will emphasize on following key aspects of Organizational behavior. Leadership Group Behavior Training and development Change management Leadership can be defined as simply getting others to follow; there are many definitions to leadership. It is difficult, therefore, to generalize about leadership, but essentially it is a relationship through which one person influences the behavior or actions of other people. (Laurie J. Mullins, 2004). Leadership directly connected with motivation, interpersonal behavior and the process of communication. Leadership helps to develop team work and increase integrity within employees. Good leadership is important in the time of change; leaders should able to change peoples perception from identifying change as a threat to see it as an existing challenge (Laurie J. Mullins, 2004). The key aspects discussed above, depicts the importance of leadership within an organization. Everyone in an organization belongs to one or more Group. Work is more group based activity and if an organization to be successful, it requires good team work. A group can be defined as any number of people who (1) interact with one another; (2) are psychologically aware of one another; and (3) perceive themselves to be a group. (Laurie J. Mullins, 2004). Groups are the moral fiber of an organization and it is the key to performance. Not only members of groups should work efficient to gain organizational objectives but groups should work together with other groups to maximize the efficiency in the establishment. Teamwork is important within groups and following are some of the competencies that can be gained by teamwork;( Laurie J. Mullins, 2004). Productivity can be improved Quality of work and innovation will be maximized Technological advantages Employee motivation and commitment will be improved. Training and development is one of the most vital aspects to increase performance and motivation within employees. It is well-known that training directly affects success of any organization. Organizational training is important to keep employees up to date with technology and to be knowledgeable with relevant job that they perform. Training also assists employees in career advancement and to improve their motivation. Following are some of the advantages individuals and organizations can gain by performing training and development ;( Laurie J. Mullins, 2004). Increase motivation, confidence and commitment of the employees. Recognition and promotions Satisfaction Improve quality and skills of staff Organizations are widely get affected by the external environmental aspects. Companies should adopt these external factors to ensure success in the business. These factors can be technology, government policies, globalization etc. In order to acclimatize to these external environmental factors, it is vital to have proper change management practices in place. According to John F. Kennedy Change is the law of life and those who look only to the past or present are certain to miss the future. This also can be applied to organizations, Example: It is vital for organizations to replace their exiting outdated technology along with the latest technology available in the world in order to maintain sustainability of the business. Change also can be raised within the organization itself. Literature Review Hellriegel, Slocum and Woodman suggests that: à ¢Ã¢â€š ¬Ã‚ ¦ One way to recognize why people behave as they do at work is to view an organization as an Iceberg. What sinks ships isnt always what sailors can see, but what they cant see. Following are the key areas to be discussed during understanding organizational behavior; (Laurie J. Mullins, 2004). The behavior of people The process of management The Organizational context in which the process of management takes place. organizational processes and the execution of work; interactions with the external environment of which the organization is part From the above framework we can identify 4 main aspects influence on organizational behavior; the individual, the group, the organization and the environment. Any organization consists with individuals; individuals are main feature of any establishment. If needs of an individual and demands of the organization is incompatible, this can result in conflicts (Laurie J. Mullins, 2004). Therefore it is a responsibility of the management to integrate individual and organization to avoid frustration and conflicts. Groups are gateway to performance in any organization. It is a fact that almost every individual within an organization is a member of a group. Group has a major capability of influencing behavior of an organization; therefore it is important to understand group structure and behavior in order to maximize performance in an establishment. Individuals and groups interact by using the structure of an organization; the organization structure is defined by management to meet goals within an organization. External environment affects the organization in many different ways, for an example new technologies will lead to change in the organization. Interacting with environment will lead to opportunities and risks within the organization. Leadership There are many ways to examine leadership. Following are some of the approaches; The qualities approach The functional or group approach Styles of leadership Transformational leadership The qualities approach is more concern about the persons, not the job itself. It suggests that attention should give to select leaders than training them. Qualities or traits approach depicts that Leaders are born and not made. The functional (Group) approach focuses not on the personality, but on the functions and contents of leadership. Unlike The qualities approach, functional approach believes that leadership could be learnt and developed. Leadership style is the way in which the functions of leadership are carried out, the way in which the manager typically behaves towards members of the group. (Laurie J. Mullins, 2004). Styles of managerial leadership can be categorized into three broader classifications; The Authoritarian style: Power is with the manager. All the interactions are made via the manager. Manager is making the decisions and less opportunity for group members to take decisions. The Democratic style: Power is more within the group. Leadership functions and decisions are made within the group and the manager is a member of the group. Laissez-faire style: Manager is basically observing the members of the group working on their own. This is also called genuine style. Group members are given with freedom to make their own decisions and to do what they think is best. However leader must be readily available for any help needed. Transformational leadership is more concern about how leaders revitalize or transform organizations. Transformational leadership is scattering higher level of motivation and commitments among followers. Transformational leadership consists with four basic components; Idealized influence: Personality of the leader and the respect of the followers. Inspirational motivation: the behavior of the leader which provides meaning and challenge to the work of the followers. Intellectual stimulation: leaders who are innovative in finding new approaches for problem solving. Individualized consideration: Leaders who put attention on developments of subordinates. Group Behavior There can be two types of groups within an organization; Formal Groups Formal Groups are part of organizational structure. Main objective of structuring formal groups within an organization is to achieve division of work and organizational objectives. Example: grouping employees with specific skills into a one group. Furthermore individuals with same status within an organization could form a formal group, i.e. Managers within an establishment can form separate formal group. Informal Groups There can be groups within an organization with informal structure. These groups are formed with social relationships and individual relationships. Objective of informal groups are to satisfy physiological needs and social needs. Informal groups consists with people from different parts of the organization and different status levels. Following are the reasons to form groups within an establishment, (Laurie J. Mullins, 2004). If specific task cannot be completed without relating multiple individuals. To avoid conflicts within members, example: by sharing unpopular tasks. Individuals to feel belonging to a group within an organization. To follow correct behavior in an ambiguous situation Protect their self from outside pressure and threats. Cohesive groups will always generate benefits for the organization. Following are some of the factors affecting group performance and cohesiveness. (Laurie J. Mullins, 2004). Membership: When groups are too large it is difficult to maintain the cohesiveness. It is always best to have manageable amount of members in a group. Work environment: Individuals with similar job descriptions, sharing a common task with facing common problem will increase cohesiveness within an organization. Furthermore facilitating proper communication in the work environment directly affects the performance and cohesiveness of an organization. Organizational factors: Factors like how manager encourage group will directly affects on group behavior. Group development and maturity: Cohesiveness of a group also depends on how groups carryout task in each stage before executing the real one. Training and Development Training should consider as an investment in employees (Laurie J. Mullins, 2004). It is crucial to have a proper plan to gain maximum advantages over training. Therefore planned and systematic approach in training plays a key role in any organization. Planned and systematic approach Following are some of the key points involved in planned and systematic approach (Laurie J. Mullins, 2004); There should be a commitment from entire organization for training. Assessment of training needs to be evaluated. Staff should feel the involvement. A clear set of objectives and policy should define for the training. Carefully plan the training program Select most appropriate method of training Link external courses and training programs for the system. There should be an effective and proper system for review and evaluation. Evaluation should be related to objectives. Change Management It is a well known fact that people do not accept change easily. Therefore managers should clearly identify reasons for resistant and initiate change by adopting appropriate strategy. According to Christensen and Overdorf , there are three main factors affect organizational responses to change; (Laurie J. Mullins, 2004). Resources: Access to high quality resources increases chances of people to accept change. Processes: The pattern of communication, interaction, coordination and decision making to transform resources into products and services. Values: Standards how employee set priorities. There are three main ways managers could use to adopt with organizational change; (Laurie J. Mullins, 2004). Create new organizational structure Split new organizational from the existing one and define new processes and values. Gain access to a new organization whose processes and values are similar to required change. Furthermore Kotter and Cohn suggests following eight steps for successful change; (Laurie J. Mullins, 2004). Create sense of urgency Build a guiding team Create visions Communicate the vision and strategy Empower action and remove obstacles Produce Short-term wins to create credibility Dont let up but maintain the momentum Make change stick Relevance in todays context Leadership in todays context Yesterdays idea of the boss, who became the boss because he or she knew more than the person working for them, is yesterdays manager. Tomorrows person leads through a vision, a shared set of values, and a shared objective. Jack Welch Leadership is essential in any organization to boost team work and integrity within individuals. Todays Establishments are focuses on discovering more leaders than appointing managers to maintain sustainability of the business. Organizations should emphasis to scatter many leaders across the establishment than suggesting one leader on the top of the hierarchy. In todays scenario companies are more concern about discovering leaders than trying to train individuals without any leadership qualities, i.e. qualities approach of leadership has become the trend of todays organizations. However identifying leaders within an organization has become a major challenge in todays context. To overcome this challenge organizations are trying various methods to discover true leaders, one of the best examples from todays context is Apples Store Leader Program, where people will given with leadership opportunities after 24 month operational program covering all the aspects of managing and operating an Apple Store. (Apple Jobs at Apple Apple Store Leader Program (us). 2011) Ray Croc quoted that The quality of a leader is reflected in the standards they set for themselves. A good leader should continue to amplify his/her knowledge by experience and training. Group behavior in todays context Today organizations are captivating many advantages over forming formal groups within their establishments. By providing structure of division of work and responsibilities within the company, employees are with clear agreement between them on their duties and responsibilities. This will lead to achieve company objectives more efficiently. Furthermore individuals with specific expert knowledge can be added into one group to gain more productivity end of the day. Another advantage of grouping employees is that unpopular tasks can be shared among persons, this leads to employee motivation. In todays context this strategy is widely used within organizations to maximize productivity and motivate employees. Todays organizations are keener into forming Strategic Business Units (SBU) within their establishments. SBU can be defined as Autonomous  division  or  organizational unit, small enough to be  flexible  and large enough to  exercise  control  over most of the  factors  affecting its  long-term  performance. Because SBUs are more agile (and usually have  independent missions  and  objectives), they  allow  the owning conglomerate  to respond quickly to changing  economic  or market  situations. (Strategic business unit (SBU) definition. 2011.). Therefore each SBU is treated as a one group within the company with different objectives. Example: Tacony Corporation is today organized into four strategic business units: Sewing, Home Floor Care, Commercial Floor Care and Ceiling Fans Lighting.( Tacony Corporation: Strategic Business Units) Todays Training and Development Most of the organizations are treating their employees as the most valuable asset. Therefore employers are more concern about personal development of each and every employee. Every organization allocate significant amount of money for employee training programs. Following graph illustrate Sonys Employee Training Programs in Japan in Fiscal Year 2009 (Sony Global Personnel Development. 2011) However for organizations to get maximum return out of an employee training program, it is essential to follow a Planned and Systematic approach for each training program. Training needs can be identified within the organization by introducing a Training Requisition form, which can be made available to every employee of the company. Filled Training requisition forms will be evaluated by employees line manager and forward it to HR department. Alternatively, organizations can identify required training programs and maintain Annual Training Calendar to keep track of each program. Every employee can be given with a feedback form to fill and submit to HR department to accomplish evaluation and review process. Change Management in Todays context Change Management is one of the most widely discussed topics in todays context. In order to successfully implement change within an organization, appropriate change management practices are very essential. Following are some of the challenges organizations face before, during and after implementing of change; Resistant to change by employees Insufficient time Economical difficulties Etc Most of the organizations perform change due to new technologies, limited staff participation, limited resources etc. Todays organizations are using strategy of creating new culture within company to successfully implement change. Furthermore organizations are keener into providing high quality resources along with the change. Subsequently, employee resistant to change will reduce by significant percentage. Implementation of change should happen gradually within organizations. Following graph illustrate the gradual implementation of change in todays organizational context; If the change is large scale, most of the todays organizations are outsourcing the change management process to a consulting agency. These agencies are with subject matter experts to cater client requirement from the initiation to the post implementation of the project. Example; Accenture US. Conclusion For an organization to be successful, all the above discussed key aspects of organizational behavior should utilized within the establishment. Studying of organizational behavior has become one of the most essential topics in todays context. Organizational behavior helps managers to understand individuals better so they can improve productivity of the organization.

Example Essay for Primary Research

OUTLINE I. Introduction * Definition of young adults: Take responsibilities for their own action (Newman, B. M & Newman, P. R, 1983) * Young adults should live with their parents. II. Body 1. Save money * Affected by economic crises: Number of youth unemployment (Barnes, 2012) * Save the daily expenses ( Vander Zanden, 1997) 2. Close relationship among family members * Parents: + Support emotion (Philip, 1998) + Take care of each other (Logan & Spitze, 1996) * Siblings: + Share every day routines (Newman, B. M & Newman, P. R, 1983) + Confide each other (Newman, B. M & Newman, P. R, 1983) . Reduce bad effects for personal development * Evidences: + Unexpected pregnancy (Philip, 1998) + Less successful marriages and work lives (Berk, 1998) + Increased depression (Rosenfeld, 2010) * Role of family: Safety net (Berk, 1998). 4. Counterargument and refutation: * Counterargument: Young adults will gain experience when they leave home * Refutation: + Parent’s opinions are better than peer’s opinion (Newman, B. M & Newman, P. R, 1983) + Important role of social support from parents (Philip, 1998) + Free to go out to get experience because of democracy parents (Turner & Helms, 1989) III.Conclusion Young adults should remain to co-reside with their parents because of the lack of advices, financial and emotional support from their family (Berk, 1998). Young generations play an importance role for the future generation in their country. The government always gives priority to these generations including children, adolescents, and young adults. However, young adults acknowledged to have rights to take responsibilities for their own action (Newman, B. M & Newman, P. R, 1983) possess the best for developing the country.Whether early adults should live at home with their parents or leave their parental home is still controversial. In our opinion, early adults should co-reside with their parents for several reasons. The first reason why early adults should live wit h their family is that they have an opportunity to save money. Economic circumstances present many challenges for young adults because most usually graduate from high school, they find a place in college and start a job (Crandell, T. L, Crandell, C. H & Vander Zanden, 2009).Besides, economic crises have led unemployment for â€Å"75 million† young people between the ages of 15 to 24 years old (Barnes, 2012). Due to the low starting salaries, many young adults struggle to pay their daily expenses (Vander Zanden, 1997). Furthermore, according to Hartley (1993), in Australia, 45% of surveyed people said the main reason for returning home in the first time is financial problems. Secondly, early adults who do not make a residential transition have a closer relationship with family members than those leaving home do.Beside financial support, children will receive love and moral support from their parents (Philip, 1998). Parents, moreover, are willing to provide guidance for their c hildren that help them make better choices and decisions. As a result, the relationship between parents and children is more valuable than young adults and peers (Logan & Spitze, 1996). In addition, the siblings are typically the first peer group in both childhood and adulthood. Young adults living at home benefit from sharing every day routines ith their siblings like joining he meal, splitting dress or taking care of one another, especially, when they are ill (Newman, B. M & Newman, P. R, 1983, p. 231). Furthermore, when young adults cope with problems to express themselves with their parents, teachers and social peers, the siblings are likely to be appropriated people to confide (Newman, B. M & Newman, P. R, 1983). Thirdly, early adults living at home will reduce bad effects on personal development. Young people are likely to become self-indulgent including the temptation of drugs and alcohol when there is no parental supervision.According to Philip (1998), negative economic and social effects leading to a great number of dangers as â€Å"teen-aged motherhood† are the results of leaving home at very early young age (p. 557). In addition, detaching themselves from their net at young age make early adults hard to succeed in marriage and work (White as cited in Berk, 1998). Nevertheless, young adults presume that the goal of leaving home is to have an independent life, which makes them easily anxious and depressed (Olds & Schwartz as cited in Rosenfeld, 2010). Bruch et al. Cheek & Busch (as cited in Berk, 1998) said that â€Å"socially anxious people report more loneliness† (p. 461). Therefore, the family is the best address to release stress and decrease social dangers for early adults because â€Å"the parental home serves as a safety net and base of operation for launching adult life† (Berk, 1998, p. 463). The opponents of co-residence with parents say that young adults will get experience when leaving home. However, gaining experience does not depend on who they live with and young adults can get valuable experiences while living with their parents.In fact, peer’s advices are not always as reliable and effective as parents’ in some cases (Newman, B. M & Newman, P. R, 1983). Moreover, the necessity of social support from their parents for the maturity of young adults was the conclusion of a study of 175 18 and 19-year-old college students (Philip, 1998). According to Turner and Helms (1989), 83% of the adolescents have â€Å"democratic parents† (p. 288) because they still have the freedom to participate in social activities and do part-time jobs to broaden knowledge when living at home.Additionally, they also can help their parents with household chores, which narrows the generation gap and helps them learn essential skills for an independent life later. In conclusion, due to the current economic crises and dramatic changes in society, especially the increase of social dangers, young adults sh ould live in their parental home to avoid harmful influences on themselves and their family as well. By contrast, young adults who decide to leave home at an early age may face difficulties for a long time because of the lack of advices, financial and emotional support from their parents (Berk, 1998). Words: 769REFERENCES Barnes, H. (2012). Global Youth unemployment: Making sense of the numbers. BBC News. Retrieved from http://www. bbc. co. uk/news/business-19745115. Berk, L. E. (1998). Development through the lifespan. The USA: A Viacom Company. Crandell, T. L. , Crandell, C. H. , Vander Zanden, J. W. (2009). Human Development. (9th ed. ). New York: The McGraw-Hill Company. F. Philip Rice. (1998). Human Development. (3rd ed. ). The USA: A Viacom company. Hartley, R. (1993). Young Adults living at home. Australian Institute of Family Studies. Reproduced from FAMILY MATTERS no. 36 December 1993, pp. 35-37. Retrieved from http://www. ifs. gov. au/institute/pubs/fm1/fm36rh1. html. Loga n, J. R. , Spitze, G. D. (1996). Family Ties: Enduring Relations between Parents and Their Grown Children. The USA: Temple University. Newman, B. M. , Newman, P. R. (1983). Understanding Adulthood. The USA: CBS College Publishing. Rosenfeld, M. J. (2010). The Independence of Young Adults, in Historical Perspective. Journal of Family Therapy Magazine, 9 (3), 17-19. Turner, J. F. , Helms, D. B. (1989). Contemporary Adulthood. (4th, ed. )The USA: Saunders College Publishing Vander Zanden, J. W. (1997). Human Development. (6th ed. ). The USA: The McGraw-Hill Company. .

About Arata Isozaki, Architect of Japanese New Wave

Arata Isozaki (born July 23, 1931 in Oita, Kyushu, Japan) has  been called emperor of Japanese architecture and an engineer of controversy.  Some say he is Japans guerrilla architect for defying conventions, challenging the status quo, and refusing to establish a brand or architectural look. Japanese architect Arata Isozaki is known for using bold, exaggerated forms and inventive detailing. Born and educated in Japan, Arata Isozaki often integrates Eastern ideas into his designs. For example, in 1990 Isozaki wanted to express a yin-yang theory of positive and negative space when he designed the Team Disney Building in Orlando, Florida. Also, because the offices were to be used by time-conscious executives, he wanted the architecture to make a statement about time. Serving as offices for the Walt Disney Corporation, the Team Disney Building is a startling postmodern landmark on the otherwise barren stretch of Floridas Route I-4. The oddly looped gateway suggests gigantic Mickey Mouse ears. At the buildings core, a 120-foot sphere forms the worlds largest sundial. Inside the sphere is a serene Japanese rock garden. Isozakis Team Disney design won a prestigious National Honor Award from the AIA in 1992. In 1986, Isozaki was awarded the prestigious Royal Gold Medal from the Royal Institute of British Architects (RIBA). Education and Professional Accomplishments Arata Isozaki studied at the University of Tokyo, graduating in 1954 from the Department of Architecture in the Faculty of Engineering. In 1946, noted Japanese architect Kenzo Tange (1913 to 2005) had organized what became known as the Tange Laboratory at the University. When Tange received the 1987 Pritzker Prize, the jury citation acknowledged Tange to be an inspiring teacher and noted that Arata Isozaki was one of the well-known architects who studied with him. Isozaki honed his own ideas about Postmodernism with Tange. After school, Isozaki continued an apprenticeship with Tange for nine years before establishing his own firm in 1963, Arata Isozaki Associates. Isozakis first commissions were public buildings for his hometown. The Oita Medical Center (1960), the 1966 Oita Prefectural Library (now an art plaza), and the Fukuoka Sogo Bank, Oita Branch (1967) were experiments in concrete cubes and Metabolist concepts. The Gunma Museum of Modern Art (1974) in Takasaki City was a more high-profile and refined example of his previous work and the beginning of his museum architecture commissions. His first US commission was in Los Angeles, California, the Museum of Contemporary Art (MOCA) in 1986, which led Isozaki to become one of Walt Disneys architects. His design for the Team Disney Building in Orlando, Florida (1990) put him on Americas Postmodernist map. Arata Isozaki is known for using bold, exaggerated forms and inventive detailing. The Art Tower Mito (ATM) in Ibaraki, Japan (1990) bears this out. An otherwise subdued, low-level arts complex has at its center a shiny, metallic array of triangles and tetrahedrons rising over 300 feet as an observation deck to the cultural buildings and the Japanese landscape. Other notable buildings designed by Arata Isozaki Associates include the Sports Hall, Olympic Stadium in Barcelona, Spain (1992); Kyoto Concert Hall in Japan (1995); Domus Museum of Mankind in La Coruà ±a, Spain (1995); the Nara Convention Center (Nara Centennial Hall), Nara, Japan (1999); and the Weill Cornell Medical College, Qatar (2003). In Chinas 21st-century building boom, Isozaki has designed the Shenzhen Cultural Center (2005), the Hezheng Museum of Natural History (2008), and with Yasushisa Toyota hes finished Shanghai Symphony Hall (2014). Well into his 80s, Arata Isozaki took on the CityLife Project in Milan, Italy. Along with Italian architect Andrea Maffei, Isozaki completed  the Allianz Tower in 2015. With 50 floors above the ground, Allianz is one of the tallest structures in all of Italy. The modern skyscraper is stabilized by four buttresses. It was possible to use more traditional techniques, Maffei told designboom.com, but we preferred to emphasize the mechanics of the skyscraper, leaving them exposed and emphasizing them with a gold color. New Wave Styles Many critics have identified Arata Isozaki with the movement known as Metabolism. More often, Isozaki is seen as the catalyst behind the imaginative, Japanese New Wave architecture. Beautifully detailed and composed, often conceptually powerful, the buildings typical of this avant-garde group are strongly single-minded, writes Joseph Giovannini in The New York Times. The critic goes on to describe the design of MOCA: Pyramids of various sizes serve as skylights; a half-cylinder barrel roof covers the library; the main forms are cubic. The galleries themselves have a visual stillness about them that is particularly Japanese....Not since the French architectural visionaries of the 18th century has an architect used solid geometric volumes with such clarity and purity, and never with his sense of playfulness. (Joseph Giovannini, 1986) Learn More Arata Isozaki by Arata Isozaki and Ken Tadashi Oshima, Phaidon, 2009Japan-ness in Architecture, essays by Arata Isozaki, MIT Press, 2006The Museum of Modern Art, Gunma by Arata Isozaki, Phaidon, 1996New Wave Japanese Architecture by Kisho Kurokawa, Wiley, 1993 Sources Metropolitan Museum of Art; Modern Architecture by Kenneth Frampton, 3rd ed., TH 1992, pp. 283-284.Arata Isozaki: From Japan, A New Wave of International Architects by Joseph Giovannini, The New York Times, August 17, 1986 [accessed June 17, 2015]Interview with Andrea Maffei on the Realization of Milans Allianz Tower by philip stevens, designboom, November 3, 2015 [accessed July 12, 2017]

Marketing Strategy Analysis - Landsloterij - Free Essay Example

Sample details Pages: 9 Words: 2760 Downloads: 5 Date added: 2017/06/26 Category Marketing Essay Type Research paper Did you like this example? Table of Contents 1INTRODUCTION 2BACKGROUND INFORMATION 3PROBLEM DEFINITION 4MARKETS ANALYSIS 5The S.W.O.T analysis 5.1Strenghts 5.2Weaknesses 5.3Opportunities 5.4Threats 6MARKETING STRATEGY 6.1Marketing objectives 6.2Financial objectives 7MARKET SEGMENTATION 7.1Geographics 7.2Demographics 7.3Behavior factors 7.4Target markets 8CONCLUSION 8.1RECOMMENDATION 9References. . Don’t waste time! Our writers will create an original "Marketing Strategy Analysis Landsloterij" essay for you Create order 1 INTRODUCTION For the purpose of this paper regarding the module of Strategic Marketing for the course Master Business Administration, a local company or industry Marketing Strategy must been analyze. I had chosen to analyze the Marketing Strategy of the Landslotterij N.V., to determine what the Marketing Strategy uses are. To be able to analyze the Marketing Strategy of Landslotterij it is important to understanding what type of organization The Landslotterij N.V is. The Landslotterij N.V is a lottery game that does not require specific knowledge, unlike other gambling activities like sports betting or casino table games. Tickets are relatively inexpensive and can be purchased at a large number of retail on street or store. This simple, cheap and widely accessible nature makes lottery gambling much more popular than other forms of gambling and therefore lottery participation rates are expected to be higher than for other types of gambling. Although the basic rules are the same, modern lot teries include many different formats and may be known by different names in different countries. The main lottery formats are: draw (passive) lotteries, where tickets are pre-numbered and prizes are set in advance, so the role of the player is limited to of numbers which are entered into the draw and winners are determined by a randomly determined set of numbers. In Curacao we know Landslotterij as a National Lottery in the word of mouth à ¢Ã¢â€š ¬Ã…“biechià ¢Ã¢â€š ¬Ã‚  that is be operate by the government. Ticket are be sold by more than 800 resellers, with their daily present in the street, neighborhood and store of Curacao, The Landslotterij has become a phenomenon that is familiar to everyone. In order to conduct this assignment the Marketing Strategy of the Landslotterij has been analyze base on the following points: Segmentation, Targeting Positioning The 8 P`s The problem statement that we will address in this paper is as follow; To what extent does Landslotterij perform in a modern marketing? The findings of this assignment will mention in the conclusion and recommendation. The Landsloterij N.V. Mission is as Follow: The Landsloterij N.A. is a market-driven organization with pro-active and innovative marketing strategy, has highly skilled and motivated staff to continually improve the organization and its service to the public. The aim is to gain new customers and maintain its current customers. The revenues should be allocated to support social projects for the development and social well-being of the society. 2 BACKGROUND INFORMATION In the year 1797 the National Lottery was founded under the administration of the De Veer. Due to lot of problem and lack of interest the National Lottery was discontinued. In the 19th century the raffling became a popular phenomenon in Curacao. So the National Lottery was an issue. The National Lottery that we know in Curacao as Landslotterij in the new era was founded in 1949. The governments had implements tax and regulation act to regulated the gambling on the islands of the of former Nederlands Antilles (Gibbes, F.E., Ree-Zimmerman van, C.A., Soriwaner, M.A. 2007). According to Clotfelter, C. and Cook, P. (1987) Lottery can be describe as a gambling based on the drawing of lots, or random numbers, to determine the winner of a prize. Nowadays Lotteries has spread in all over the world. The biggest lottery operations are in Europe, namely Spain United Kingdom, Australia, Ireland and in the most states of the US. The governments operate the lottery, the large sums extracted f rom consumers can be regarded as an implicit tax on those who choose to gambling. Since lotteries exist all over the world, a large literature on economic aspects of lotteries has developed. Outside the United States, lottery dominates most gambling markets. In Spain the sales of lottery tickets surpassed 9.4 billion Euros in 2007; this represents over 94% of the revenues generated by games managed by the government in Spain and about a 30% of the all gambling expenditure in Spain (Humphreys, B., Perez, L. 2012). According to Trousdale, M. A., and Dunn, R. A. (2014) Lottery is an important and growing source of revenue for state, provincial, and national governments. Although the purchase of lottery tickets violates the premises of some economic models (risk aversion, expected wealth maximizing and rational behaviour) lottery probably is the most popular form of gambling in many countries. Risking small sums of money for the chance to win a very large prize attracts many play ers. So economic analysis provides information about whether the demand for lottery games responds to expected return, as maximizing behaviour predicts, or whether the remote chance of winning a life changing sum is the key feature players take into account. Lotteries can thus be analysed from either of two economic perspectives: as a source of public revenue or as a consumer commodity. Lin, E. S., and Shih-Ying, W. (2007) conclude that individuals consider direct contributions and indirect contributions via purchasing charitable lotteries as being complementary to each other based on a cross-sectional data set from Canada. Their results imply that direct contributions may increase with the popularity of charitable lotteries. Taiwan started its first charitable pari-mutual lottery on 16 January 2002, owing to widespread underground lotteries and the need for financial. The Marketing Strategy of Landslotterij N.V is the increase the average sales with at least 20% in the first year and second year and with 15% additionally in third year. The Landslotterij is the biggest supporter of ports charitable causes in the community. 3 PROBLEM DEFINITION To what extend does Landslotterij N.V performance in a modern Marketing Strategy Before address to this problem statement is important to recall the mission of Landslotterij . The Mission is as Follow: The Landsloterij N.A. is a market-driven organization with pro-active and innovative marketing strategy, has highly skilled and motivated staff to continually improve the organization and its service to the public. The aim is to gain new customers and maintain its current customers. The revenues should be allocated to support social projects for the development and social well-being of the society. 4 MARKETS ANALYSIS To analyze how the Landslotterij was performed on the business efficiencies a SWOT analysis was conduct. The Landsloterij is a so-called Public Law Entity, wherein all activities and personal resort under the jurisdiction of the Minister of Finance. The Landsloteriij was founded 1949 and started its operations at times of the Netherlands Antilles. Despite the constitutional changes, first with the à ¢Ã¢â€š ¬Ã…“Status aparteà ¢Ã¢â€š ¬Ã‚  of Aruba (1986) followed by the dismantling of the Netherlands Antilles (2010), the Landsloterij has been able to continue its operations on all the six islands of the former Netherlands Antilles. The Landsloterij strives to maximize the revenues generated by its lotteries, with the aim to maximize the positive contribution to the social development of the local communities. Therefore the Landsloterij is the only lottery whose proceeds from ticket sales are used to finance socio-economic, charity, arts and science projects. The marketing concept of Landslotterij is one very reserve. Although the Landsloterij possesses great knowledge of its market. After all, it has been operating on this market for almost 66 years. Can be notice that Landslotterij have maintained the same market approach for the last 7 decades. The factors that lead to good or bad sales on the different islands are identified and acted upon. The target market has been primarily determined by the legislation of the former Netherlands Antilles. After the dismantling of the Netherlands Antilles the Landsloterij continued its operations on the islands. The Landsloterij has been able to continue its operations on these islands because they all adopted local lottery laws similar to the à ¢Ã¢â€š ¬Ã…“Lansloterijlandsverordening 1949à ¢Ã¢â€š ¬Ã‚  applicable in times of the Netherlands Antilles. Landslotterij is not facing a direct competition of the same category of gambling on the local area. Where you can buy a ticket for a small amount of mone y and can win the millionaire prize. 5 The S.W.O.T analysis To get a better view how the Landslotterij was perform on the market, a S.W.O.T analysis has been conducted. 5.1 Strenghts The Landsloterij is a reliable and transparent organization meaning that there has never (or at least in recent memory) been any problem regarding to the payout of prizes. In addition the prizes are immediately available so that the winners are paid without any form of delays. On some of the Islands re-sellers do most of the ticket selling. Because the re-sellers are not in service of the Landsloterij, sales method offers all of the advantages of personal selling whilst having a deal whit none of the disadvantages. 5.2 Weaknesses The Landsloterijverordening sets very strict rules under which the Landsloterij has to operate. Therefore it limits the possibilities of price and prize adjustment as well as the introduction of new prizes and or new attractive forms of lottery. On the other islands not being CuraÃÆ' §ao the Landsloterij is too dependent of the depot holders and their motivation to induce (more) sales. 5.3 Opportunities The government recently has launched e serious attack on all forms of illegal lottery. Thereby making the population aware of all sorts of illegal lottery (and gambling) and also sanctioning those who sell illegal forms of lottery The internet provide all kind of opportunities to make a more aggressive Marketing Strategy. 5.4 Threats Recently other forms of lottery are coming up on the market (e.g. Florida Lotto) Even though Landsloterij has no competitors of exactly the same type its competition comes from the gambling possibilities in general. This means that it has to look at the competition from a broad spectrum. The following are examples of the competition Landsloterij has to face: Wega di number Korsow (and thus all the lottery offices); Sports betting; Casino (specifically with regards to bingo); Lotto (Florida and Aruba) The Landslotterij only offers tickets, à ¢Ã¢â€š ¬Ã…“biechià ¢Ã¢â€š ¬Ã‚ , at a reasonable price in a bi-weekly drawing. Special prizes are being offered, when someone loses the normal drawing. The buyer gets a second to win one special prize. 6 MARKETING STRATEGY In this section a description of the marketing strategy that The Landsloterij is aiming for the next three years will be given. The key to the marketing strategy is to focus on the sale of all of the 35.000 ticket produced. The Landslotterij is the only local national lottery and it targets different segment within the communities. Although each segment has its own characteristics and needs, the product offered by the Landslotterij, which is the chance to win a huge amount of money fascinates them. 6.1 Marketing objectives The marketing objectives of this marketing strategy are to achieve a steady increase in market penetration, retain the current resellers and consumers and to attract new resellers and new consumers. This will lead to higher profit, increasing the possibility for The Landsloterij to make more donations to the community. 6.2 Financial objectives The financial objective is to increase the profit by the increasing the sale with 20% within the 1st and 2nd year and 15% within the 3rd year. Maintain or increase budget destined for social contribution. 7 MARKET SEGMENTATION The profile for the typical buyer of a lottery ticket by the Landsloterij is a very complex one at varies substantially per target market. This variation is due to the size of but most importantly the (multicultural) constellation within the target markets and the changes this constellation has gone true during the years. 7.1 Geographics The geographic target area coincides with the target markets. This facilitates the approach because the marketing strategy can be easily costumed to the needs of the target and geographic markets. The markets can easily be reached true Internet, television and radio. The total targeted population is approximately 250.000 people. 7.2 Demographics There are no specific demographic aspects that must be taken into consideration. No research has been done on how many males and females buy the lottery tickets, therefore there is no clear difference between female and male lottery buyers. This aspect is the more or less the same on all the islands. Therefore no distinction will be made with regard to gender. The average targeted population is between 15 and 64 years old. In Curacao is this according to results of the 2011 Census produced by Central Bureau of Statistics (2012) was this approximately 66.7%. This covers both the young population and the older ones, who are current buyers. 7.3 Behavior factors Some resellers has many regular loyal buyers, who have the same number consistently at each drawing. There are also light buyers, who buy a ticket on occasion especially with the grand prizes of 1 million and half million. The behavior of the buyers is also influenced by the economic situation. The population of the islands of the former Netherlands Antilles has a very particular gambling culture, driven by a certain form of superstation in witch different life events are interpreted as signals and or predictions of the outcome of the lottery. This translates into the need to have a form of lottery which provides the possibility to win attractive prizes but also is reliable in the sense that one can be certain that won prizes are paid without unnecessary a due. Ità ¢Ã¢â€š ¬Ã¢â€ž ¢s important to realize that the person who buys the ticket sees the lottery as a means to fulfill his or her dreams. Thereby some aspects are very important: Transparency: participants have the need to see for themselves how the drawing is done in order to judge for themselves if this was done in a fair way; Consistency: participants appreciate the fact that the lottery is consistent meaning that the drawings take place as expected, there are no delays, that the tickets are easily assessable and that the prizes are paid according to what has been advertised; Chance (of winning): people are willing to buy tickets as long as they know that thy have a fair and real chance of winning the advertised prizes. 7.4 Target markets Lottery is being advertised and sold all around the globe. In the digital area in which we live nowadays it is very easy for every one with internet access to purchase a lottery number. The Landslotterij sells the à ¢Ã¢â€š ¬Ã…“briechià ¢Ã¢â€š ¬Ã‚  only in CuraÃÆ' §ao, Aruba, St. Maarten and the BES Islands. The total populations of all the islands are approximately 314,860. The advantage of the Landslotterij is that the à ¢Ã¢â€š ¬Ã…“briechià ¢Ã¢â€š ¬Ã‚  is sold on the local market meaning a greater possibility to win and the price can be claimed immediately by the winner. Furthermore, the à ¢Ã¢â€š ¬Ã…“briechià ¢Ã¢â€š ¬Ã‚  has become a part of our culture. The target market are current customers of approximately older than 45 years and the young professionals between 25 and 45 years. 8 CONCLUSION The Landslotterij has position itsà ¢Ã¢â€š ¬Ã¢â€ž ¢ self by using its experience in the industry and the charities it gives to the community. The Landslotterij uses consumers to resell the à ¢Ã¢â€š ¬Ã…“biechià ¢Ã¢â€š ¬Ã‚ , which is a local attraction. The Landslotterij gives social contribution to the community. All of this on the contrary of their competitors. The Landslotterij is not using the modern technologies aggressively enough to reach new costumer and retain his customer 8.1 RECOMMENDATION The Landslotterij should create customer awareness over the à ¢Ã¢â€š ¬Ã…“briechià ¢Ã¢â€š ¬Ã‚  and the profit gained, which in part will be used for social contributions to the community. The landslotterij should make use of their web-site, word by mouth, and advertisements on the social media. The Landslotterijshould advertisements more aggressively through tv-spots; jingles (radio), personal selling, billboards and newspapers. The landslotterij should raise the jackpot prize enable to attract more new buyer and hold the actual customers. 9 References. Borg, M. O., Stranahan, H. A. (2005). DOES LOTTERY ADVERTISING EXPLOIT DISADVANTAGED AND VULNERABLE MARKETS?. Business Ethics Quarterly, 15(1), 23-35. Blalock, G., Just, D. R., Simon, D. H. (2007). Hitting the Jackpot or Hitting the Skids: Entertainment, Poverty, and the Demand for State Lotteries. American Journal Of Economics Sociology, 66(3), 545-570. Gibbes,F.E, Ree-Zimmerman Van, C.A.,Soriwanee,M.A. (2007). A Real Passion 55 years of Landslotterij Curcao. Vol.1. Willemstad, Curacao: De Curacaosche Courant N.V. Humphreys, B., Perez, L. (2012). Network externalities in consumer spending on lottery games: evidence from Spain. Empirical Economics, 42(3), 929-945. Lin, E. S., Shih-Ying, W. (2007). Lottery expenses and charitable contributions Taiwans experience. Applied Economics, 39(17), 2241-2251. Perez, L., Humphreys, B. (2013). THE WHO AND WHY OF LOTTERY: EMPIRICAL HIGHLIGHTS FROM THE SEMINAL ECONOMIC LITERATURE. Journal Of Economic Surveys, 27(5), 915-940 . Trousdale, M. A., Dunn, R. A. (2014). DEMAND FOR LOTTERY GAMBLING: EVALUATING PRICE SENSITIVITY WITH IN A PORTFOLIO OF LOTTERY GAMES. National Tax Journal, 67(3), 595-619. Wagman, L., Conitzer, V. (2012). Choosing fair lotteries to defeat the competition. International Journal Of Game Theory, 41(1), 91-129. Page 1 | 10