Brand Pyramid Term Paper - 275 Words

Brand Pyramid (Term Paper Sample) Content: NameInstructorCourseDate Brand Pyramid ApplicationUndeniably, branding as part of marketing has become an important component in the way an organization communicates its products and services to its existing and potential customers. Precisely, most companies by now understand that branding does not at all take place in a vacuum but rather through a carefully arranged process known as the brand pyramid. Developed by Kevin Lane Keller, the consumer-oriented pyramid summarizes that a more informed consumer about a particular products translates to a high level of brand equity and knowledge. By and large, the pyramid is divided into four portions: presence, relevance, performance, advantage and bonding (Burger). As a starting point, Nokia, which will be used as a case study for this particular marketing model, is a brand that cuts across all ages in terms of its presence. At the same time, it enjoys a great deal of recognition owing to its existing and emerging social med ia marketing and its brick and mortar stores located all over the world. For many years now, the brand echoes durability in terms of battery life, cutting-edge designs and the ability to connect people. Nokias value proposition or set of benefits to the consumer is pegged on durability and a raft of other attachments or motivators such as internet, games and camera functions to name but a few. In a bid to remain relevant in the very fast-paced advancement in the smart phone offing among major players such as Samsung and Apple, the company teamed up with Microsoft in 2011 to enhance the experience therefore underlining their ability to go the extra mile. The end result is a slick designed phone that meets todays customers need and expectations.The companies segmentation and brand positioning is a mix intended for both older and newer generation consumers because anyone can user the older model Nokia phones much as the youthful group can use the Smartphone. For this reason, it is diff erentiated on its reliability in providing mobile services to people from all walks of life. Over the years, people have trusted the Nokia brand and hence bonded with their products. Nokia is somewhat what we tend to have as our backup phone for the simple reason that it has a long-life battery and the brands intention to stay afloat amidst heated competit...

Audience Generated By Humans More Than Anything - 876 Words

Introduction By the time infants reach the later stages of Brown 1, they become more interactive with people. At that point, most infants have said their first word. They are beginning to become more aware of their surroundings. Numerous infants will take it upon themselves into exploring their world by placing numerous objects in their mouth. By utilizing the sense of taste, infants become more connected to their surroundings rather than sight and smell. After a while, children begin to become more in-touch with their surroundings with other senses such as hearing. The intonation and rhythm in the adult’s voice is usually different around young children causing them to be able to get their attention. Numerous studies conducted by speech-language pathologists demonstrate that children are more fascinated with speech generated by humans more than anything. Levi (2014) decided to take it to the next level by conducting a study where the children were able to recite numerous words successfull y after being able to distinguish half of the speakers’ voices. Discussion Levi began her article by stating that young children are able to efficiently remember concepts through their caregivers. Previous studies have shown that infants have the ability to store information in regards to some of the spoken characteristics of their providers. This helps the young child to be able to distinguish familiar voices from strangers. A scenario where it is seen in action is when a child is lost inShow MoreRelatedArtificial Intelligence : Modern Science Fiction1370 Words   |  6 Pages Artificial Intelligence is easily one of the most prevalent themes in all of science fiction. The idea that a machine could exhibit the same level of intellect and sentience as a human, has long since been the basis for captivating audiences creators alike. 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Sexual Assault Against Women Essay - 953 Words

Sexual Assault against Women I choose this topic because sexual assault is one of the most offensive crimes committed in our society. Not only is it a threat to the community, but it has a physically and psychologically effect on the victim in many ways. For the last couple of decades, sexual assault, rape, and child molestation has become the focal point of public concerns today. According to a 1993 National Crime Victimization Survey conducted by the U.S. Department of Justice, about 500,000 rapes or sexual assaults occur each year (Statistics, March 2010). The Department of Justice states that, â€Å"rape crimes have risen nearly three times as fast as the total crime rate†, although other studies have shown statistics that are in†¦show more content†¦She had two children by her rapist, both of who he takes to a Reverend. When her mother dies, this man known as Pa marries Celie to a man she will only refer to as Mr. (Walker, 1985). 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Human Resource Management Functions Organizational Goals

Question: Discuss about the human resource management functions and the way each function contributes to the organizational goals and objectives. Answer: Introduction Human Resource Management focuses on people dimension in any organization. It is concerned with motivating, hiring and maintaining people in an organization. However, human resource personnel are well positioned in any organization to deal with the objectives of becoming a socially and environmentally responsible organization (Morgeson et al. 2013). The report includes specific HRM activities such as training, performance management and information sharing on employee well-being. According to Kehoe and Wright (2013), the progressive HRM practices leads to the positive relationship between firm-level measures and organizational performance. Functions of Human Resource Management 1) Recruitment and Selection A key function of HRM is to employ right candidate for the right job with right skill mix. This function is proactive that helps the organization to decide its needs well in advance. The focus of recruitment and selection is to match the abilities and preferences of prospective candidates aligned with rewards and demands natural in a given job. However, recruitment attracts high quality applicants so that the best can be selected amongst them. Therefore, this one of the significant factors that top performing organizations devote substantial energy and resources to producing a high-value system of selection (Djabatey 2012). 2) Training and Development The function that deals with total employee participation is strategy-linked training that is essential to the success of organization challenged by rising global competition, the fast pacing of technological change and the shifting workplace demographics. However, training and development in an organization are well suited for three types of activities- to improve the performance of the current work, to train skills for the new job and lastly, to train for a new position in the growth of the individual as well as the organization. The two different methods that help in training and development in an organization are off-the-job training such as role-playing and conferences, and on-the-job training includes job rotation, transfers, mentoring, and coaching (Nassazi 2013). 3) Performance Management Performance Management completely focuses on management process that is continuously based on individual, team performance and performance of the organization. According to Armstrong and Taylor (2014), this function is a process that is particularly driven by top management and the personnel department that aims to get planned goals, standards and competence requirements for performance management in an organization. However, performance is seen as a combined responsibility of employees and employers with consistent improvement in jobs, tasks, activities that are agreed upon to meet the organization's vision and mission. It provides a conceptual framework for the employers and employees to have a benchmark that differentiates and compares previous performance with the expected performance (Van Dooren, Bouckaert and Halligan 2015). 4) Reward Management Reward system is to increase the company's performance by rewarding the employees for achieving the high performance (Armstrong and Taylor 2014). Rewards can be of financial and non-financial means. However, the financial aspects of the rewards are extrinsic in nature that satisfies the necessities of life like salaries, incentives, etc. The non-financial aspects of rewards are intrinsic in nature that is essentially based on psychological needs such employee development, motivation, recognition, and achievement. However, at the level of organization, reward management should help to recruit people, employees needs, and expectation should match with the pay followed by harmony at the workplace (Itika 2011). Organizational Structure The framework of the organizing responsibility, accountability and authority of formal relationships can be stated as organizational structure. However, it is the means of providing determining HR practices integration and flexibility (Daft 2012). The organizations follow a combination of different structures like hierarchical, centralization and decentralization structures that influence the HRM activities. Hierarchical Structure The hierarchical structure involves two types of structure flat and tall structures. Flat structure is wider and more direct with brief lines of communication between various levels. The HR practices are benefitted in information being conveyed and disseminated in the closer form of interaction between subordinates and management. Nevertheless, HR activities in tall structures are spread through the ranks and positions that are transmitted and delivered to different hierarchical levels. However, tall structure leads to disconnection of communication between management and subordinates (Bretton and Gold 2012). Centralization and Decentralization The organizational centralization structure is the fundamental point of decision-making where the strata are based on a diminishing concentric fashion. However, it is less of a democratic structure where the style of leadership and management is to set tasks and give orders. Nevertheless, the organizationally decentralized structure is converse to the centralized structure. However, the power of decision-making is evenly distributed and delegated amongst the subordinates as well as management in the democratic style (Belizon, Morley and Gunnigle 2016). Hence, the decentralization and flat structures are more adaptive to changes the environment of HRM practices than centralized or flat organizational structure (Rishipal 2014). Management Styles The management styles are highly influenced by the culture of the organization about behavior and attitudes of the managers. The different management styles lead to developing multi-cultural and international organizational environments (Uche and Timinepere 2012). The management styles can be of many types like coercive in which managers expect immediate subordinate obedience and compliance motivated by threats of punishment. The other style is authoritative when the manager dominates the team members. The affiliative style provides no clear direction, goals, or standards but keeps the employees happy by considering "people first and task second." However, the democratic style is participative as both managers and employees contribute to the work whereas pace setting is strictly based on the self-direction where the employees take responsibility by themselves before the managers assign the task. Lastly, coaching management style is "developmental" and concerned with high standards an d clear expectations for the subordinates by improving overall organizational performance (Moran, Abramson and Moran 2014). Conclusion The report is based on human resource management functions and the way each function contributes to the organizational goals and objectives. However, the organizational structure and management style influence the human resource practices based on the efficiency of the structure. Nevertheless, one management style is not effective in all situations. However, a blend of organizational structure with management style should be followed to achieve the human resource management to achieve the goals of the organization. References Armstrong, M. and Taylor, S., 2014.Armstrong's handbook of human resource management practice. Kogan Page Publishers. Belizon, M.J., Morley, M. and Gunnigle, P., 2016. Modes of integration of human resource management practices in multinationals.Personnel Review,45(3). Bratton, J. and Gold, J., 2012.Human resource management: theory and practice. Palgrave Macmillan. Daft, R., 2012.Organization theory and design. Nelson Education. Djabatey, E.N., 2012.RECRUITMENT AND SELECTION PRACTICES OF ORGANISATIONS, A CASE STUDY OF HFC BANK (GH) LTD(Doctoral dissertation, Institute of Distance Learning, Kwame Nkrumah University of Science and Technology). Itika, J., 2011.Fundamentals of human resource management: Emerging experiences from Africa(p. 232). African Studies Centre [etc.], Leiden [etc.]. Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees attitudes and behaviors.Journal of Management,39(2), pp.366-391. Morgeson, F.P., Aguinis, H., Waldman, D.A. and Siegel, D.S., 2013. Extending corporate social responsibility research to the human resource management and organizational behavior domains: A look to the future.Personnel Psychology,66(4), pp.805-824. Nassazi, A., 2013. EFFECTS OF TRAINING ON EMPLOYEE PERFORMANCE.: Evidence from Uganda. Rishipal, 2014. Analytical Comparison of Flat and Vertical Organizational Structures.European Journal of Business and Management, 6(36). Uche, N. and Timinepere, C.O., 2012. Management Styles and Organizational Effectiveness: An Appraisal of Private Enterprises in Eastern Nigeria.American International Journal of Contemporary Research,2(9), pp.198-204. Van Dooren, W., Bouckaert, G. and Halligan, J., 2015.Performance management in the public sector. Routledge.