Tag Archives: comm 1o1 102

A Prosperous Park or a Profitable Mine

Fish Lake: A geographical feature that would be a part of the proposed Dasiqox Tribal Park.

 

Vancouver Sun’s Larry Pynn discusses the Tsilhqot’in First Nation group’s intention to assert a large part of the Chilcotin region as a Tribal park. Notably, this declaration would merge the area where a Prosperity mine has been proposed-an area not legally entitled to the Tsilhqot’in nation- to the 1,750 square feet of land lawfully belonging to the group.

The political, as well as social factors of a PEST analysis can relate to the conflict of interests occurring in the Chilcotin region. Through a political lens, the Tsilhqot’in nation does not have legal ownership over the intended mining area; therefore, the First nation’s claim to that area is illegitimate and should not impact the potential installation of the$1.1 billion copper-gold initiative. However, through a more socio-cultural perspective, the Tsilhqot’in people in general lived in the region prior to the arrival of the European immigrants, and the ever blurry lines of the controversial Indian Act come into play.

It is debatable who should be able to use the particular area for economic use; however, already existent apprehension from the federal government about the mining project may allow the First Nation’s group to establish their park with less of a fight than expected.

Sources:

http://www.vancouversun.com/news/metro/Unilateral+park+declared+Tsilhqot+includes+Prosperity+mine/10192766/story.html

http://www.cbc.ca/news/canada/background-the-indian-act-1.1056988

 

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Response: Microsoft’s Fast-forward to Windows Ten

Classmate Tristan Bunyard wrote an intriguing post on Microsoft’s plan to skip a Windows 9 model in order to move straight to Windows 10- a reconstructed synthesis of the highly criticized Windows 8  with some familiar features of older Windows versions.

Tristan makes a valid point on how moving straight to Windows 10 allows Microsoft to quickly revamp and re-establish a strong brand image. However, the quick turnover from a less than successful Windows 8 quickly to a 10 may not be the best strategy for Microsoft.

To consumers, skipping a version 9 and moving straight to the 10 could be confusing for Windows users who would just see the 10 as an unimproved extension of the 8. Unveiling a modified version of the 8 or even a newer version 9, could be a potentially safer transitory step for Microsoft to see which features are gaining the best responses from consumers. Consequently, Microsoft could use their “test-run” results to make the best possible Windows 10 that would receive mostly positive reception.

Without taking the time to thoroughly consider what customers want, and the fundamental problems they have that need solutions to in regards to their Windows experience, who’s to say Microsoft won’t face another negative response to their newest Windows 10?

Source:

https://blogs.ubc.ca/tristanb/2014/09/30/microsoft-pushes-for-windows-10-and-skips-9/

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I want a milkshake!

A Nutella milkshake

A stop at the nearest drive-through before you begin the treacherous morning commute can be the perfect fix when time is scarce on a work day. Carmen Nobel’s “Clay Christensen’s Milkshake Marketing” describes how unexpectedly, many consumers purchased milkshakes for their morning food option.
When milkshake servers discovered that 40 % of their milkshakes sales were coming from morning commuters buying milkshakes to keep them busy on their drive, the company made additions to their milkshake menus to give the morning customer base greater options; essentially they were able to appeal to a specific consumer problem, and give them a broadened solution.
As a consumer, I can see how the tactic of getting inside the mind of the consumer can be effective in finding what exactly a consumer wants for a particular need. Having a company segment you into a particular, but still large group of people does not give the company a significant point of difference. On the contrary, if a company is able to offer me something that can solve a certain problem I have, the company is more likely to make a lasting impression in my mind.
Source:

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Tesco Accounting Scandal: Numbers gone wrong

 

Tesco, one of Britain’s largest grocery companies has added another case to its series of recent accounting mishaps. An overstatement of 250 million pounds in profit  happens to be just one of three accounting warnings Tesco has had in the past few months. With Tesco stock shares going down to a low they have not seen in over a decade, newly acquired Chief Executive Dave Lewis evidently has more on his plate than he had hoped for.

The Tesco case brings up ideas discussed in class involving fraudulent financial reporting and why some financial reports are intentionally prepared incorrectly. Tesco’s position as the biggest under performer among Britain’s top four grocers puts pressure on Tesco to improve business. Weak internal controls  causing flawed documentation and pressure from investors may have played a part in Tesco’s inaccurate accounting disclosure.

It will be interesting to see what the FCA and Tesco’s own independent investigation find. Dave Lewis certainly is in a tough position having been left with a mess he did not make, but if fraudulent activity is eminent, while it would not be surprising, the scandal could be the ultimate demise for Tesco as a player in the top grocer market.

Source:

http://uk.reuters.com/article/2014/10/01/uk-tesco-probe-idUKKCN0HQ33L20141001

 

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Business Ethics: Refreshing company values to promote revitalization

http://www.theglobeandmail.com/report-on-business/careers/leadership-lab/a-call-to-recalibrate-corporate-values/article20302525/

John Dalla Costa’s “A call to recalibrate corporate values” discusses the importance for companies to prioritize values and company character in the post financial crisis period. While focusing on what the company needs to accomplish to re-build during a time of economic instability can become the primary criterion on a company’s agenda, Costa recognizes that before effective action can take place, values relevant to today’s economy should be instilled to allow companies to make successful decisions in current fast-paced environments.

Interestingly, stopping to re-think and re-evaluate fundamental company principles, and stopping in general is not the first priority on the minds of company executives, who tend not to relate quick recovery and innovation in their respective industries to company integrity and character-traditional company aspects that require time to revisit. Yet, in his article Costa explores how having a strong set of values specific to one’s company can ultimately accelerate the rate at which vital decisions are made in the long run.

Despite the observed productiveness of companies who have up to date value sets, many companies lack adequate description in what their values are, or have values that are simply indistinguishable from those of their competitors. It seems that the only companies that will thrive in any upcoming uncertainty are those who are certain about what they believe in, and what they will decide as a result.

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