The United Nations, the international organization targeting the issues of human rights and poverty, operates in a macro-environment that targets political, human rights, and poverty issues. However, due to the impact and political involvement UN holds, it is difficult for them to target anything “grass-root” related and their efforts may result in issues of diplomacy and produce negative results for certain demographics (Underwood).

However, the Arc Initiative is a prime example of social entrepreneurship that involves incorporating business strategies and efforts to stimulate local economic growth in developing portions of the world. Arc improves the economic well-being of a community while differentiating one’s business. It endeavours to teach local entrepreneurs the tools necessary to strengthen their own businesses (Kroeker).

As opposed to funding for issues impoverished communities, Arc aims to permanently improve the situation of struggling individuals. Sauder students also get the opportunity to apply learned concepts to pragmatic business situations, offering them a learning environment that also empowers the local community. The initiative differs from that of philanthropy, by educating entrepreneurs, who have the power to make changes in the community, to improve their business acumen and broaden the scope of their resources.

Works Cited

Kroeker, Jeff.  “In a crowded market, entrepreneur finds a sweet way to stand out.”  The Globe

and Mail. The Globe and Mail Inc., 11 Apr. 2014.  Web.  12 Nov. 2014.

<http://www.theglobeandmail.com/report-on-business/small-business/sb-growth/going-

global/in-a-crowded-market-ethiopian-entrepreneur-finds-a-sweet-way-to-stand-out/article17912688/>.

Underwood, Brian.  “The U.N. – Irrelevant, Ineffective, and Immoral.”  The Mendenhall. 

The MendenHall, 17 June 2011.  Web.  12 Nov. 2014.

<http://themendenhall.com/2011/06/17/the-un-irrelevant-ineffective-and-immoral/>

This is a response to Emmanuel Straschnov’s post on The Huffington Post. 

http://www.huffingtonpost.com/emmanuel-straschnov/you-shouldn’t-have-to-lear_b_6111914.html?utm_hp_ref=small-business&ir=Small+Business

Straschnov argues that individuals who are not in the field of technology should not learn how to code; instead the job of coding and programming should be left to those in the computer field (Straschnov). He believes in the revolutionary power of such technology, which will improve efficiency of labour in the future, but suggests that programming should be tailored to “our language” instead of vice versa; in a nutshell, he’s advocating for computer engineers to simplify the system to the laymen level (Straschnov).

It’s interesting how he opposes the learning of computer programming, and oversimplifies the process of coding. As a person who is beginning to learn code, I believe although computer programmers will the main group responsible for advancing the computerized interface of the modern world to improve the efficiency and functionality of basic activities, individuals should learn how to code, as it is a moral obligation to become informed on such an important driving force in the current era, and so that individuals may become self-sufficient with handling software. This kind of exploration among individuals may also encourage innovative discovery. To experience further technological advances and produce a simpler system of computer programming, the foundation of the computer language must be learned, as the foundation never changes. Computer programming is a technological discipline that empowers all industries of work and many facets of life; therefore it is as relevant for laymen to learn it as it is for professionals to enhance it.

Works Cited

Straschnov, Emmanuel.  “You Shouldn’t Have to Learn How to Code.”  Huffington

Post. TheHuffingtonPost.com Inc., 11 June 2014.  Web.  10 Nov. 2014.

<http://www.huffingtonpost.com/emmanuel-straschnov/you-shouldnt-have-to-

lear_b_6111914.html?utm_hp_ref=small-business&ir=Small+Business>.

This is a response to Eric Lin’s post (https://blogs.ubc.ca/eric1lin/2014/10/05/is-blackberry-back-in-business/).

Eric Lin suggests that the falling Blackberry sales, attributed specifically to the outdated technology such as the physical keyboard, and with the advent of innovative Apple products, will eventually force Blackberry to innovate its interface (Lin).

However, recent analysis has found that Blackberry phone sales were higher than that of Apple’s, as seen in the table below, in Toronto, Canada (Reeder). The dominant reason is because Blackberry appeals to business-users who prefer its interface and style; Toronto, being a hub of professionals, prefers such a device. Blackberry cannot compete with Apple, which is already at the top of the ladder for electronics targeting middle to high income individuals and families who incorporate technology into their lives to some degree, a target market which is very broad, yet effectively marketed towards.

Instead, Blackberry should develop a differentiation-focus strategy that targets business professionals, highlighting the interface that allows ease of access to communication platforms such as text or email, and capability with business management programs. Blackberry phones should be marketed as a business tool and not as a toy or entertainment gadget. If Blackberry can successfully differentiate its brand in this manner, there should be little overlap of competition between itself and Apple, as the former will be seen suitable as a business utility and the latter will be viewed as family and individual entertainment technology.

(Reeder)

Works Cited

Lin, Eric.  “Is Blackberry “Back In Business”?.”  Eric Lin’s Blog.  WordPress, 5 Oct. 2014.  Web.  9

Nov. 9, 2014.  Web.  <https://blogs.ubc.ca/eric1lin/2014/10/05/is-blackberry-back-in-

business/>.

Reeder, Matt.  “Is BlackBerry Ltd dead? Not in Toronto, new third-party sales data suggests.”

     Financial Post.  Postmedia Network, Inc., 10 June 2014.  Web.  9 Nov. 2014. <http://

business.financialpost.com/2014/06/10/blackberry-ltd-sales-toronto/?__lsa=d127-4ef8>.

This is a response to Rachel Chan’s post (https://blogs.ubc.ca/rachelchan/2013/09/21/target-ing-the-right-things/). 

The post highlights three main issues attributed to Target Canada’s disappointing results: 1) unbalanced inventory 2) higher than expected prices 3) poor customer service

According to the graph below, Target Canada sales are lower relative to that of Target U.S.         Target announced its action plan to remedy the situation by increasing sales in the various store divisions and by improving inventory stock. Rachel Chan stresses the importance of Target’s timed decision-making progress and the consideration of consumer satisfaction.

However, the higher prices of Target Canada products are the main reason attributed to lack of sales. Since there is major competition from other retail stores such as Walmart and Superstore, consumers can easily substitute towards the other stores, should the product prices be undesirable, entailing that demand is elastic. Target Canada possesses few specialty goods, meaning it cannot justify its higher prices in the perspective of the consumer. Target has likely underestimated the high barriers to entry in allocating their stores to Canada, barriers which may include factors such as tariffs and transportation fees. There are also less Canadian consumers than American consumers, further lowering the sales of Target Canada relative to Target U.S. Furthermore, the purchasing patterns and preferences of Canadian consumers may also be different than American consumers; this may be part of the reason why Target Canada has difficulty matching demand with inventory.

(Shaw)

Works Cited

Chan, Rachel.  “”Target” –ing the right things.”  Rachel Chan’s Blog.  WordPress, n.d.  Web.  7 Nov.

2014. < https://blogs.ubc.ca/rachelchan/2013/09/21/target-ing-the-right-things/>.

Shaw, Hollie.  “Target Corp expects Canada sales to double despite weak start, data breach.”

Financial Post.  Postmedia Network Inc., 26 Feb. 2014.  Web.  7 Nov. 2014.  <

http://business.financialpost.com/2014/02/26/target-corp-profit-almost-halved-as-cost-of-data-

breach-bites/>.

Telus has added 113,000 more users in its third-quarter results, substantially higher than the numbers of its competitors such as Bell and Rogers (Brownell). Telus’ sales over the years, as seen below, has also reflected its corporate growth. Darren Entwistle, Telus’ CEO, states [the growth rate] “That really is reflective of our industry-leading customer loyalty rate” (Brownell). Mobile and cable services lean toward a monopoly industry, as barriers to entry are nearly insurmountable due to the massive initial capital required and the unique service that corporations in the industry provide.

Based on Entwistle’s statement, a high customer loyalty rate, in the context of this industry, can more likely be attributed to superior customer service as opposed to low pricing strategies. Since Telus has been able to retain its customers and expand its network, efficient and effective customer service must be a key component to its success. The employee attitudes toward customers is linked with the corporate culture within the company.

To boost employee morale, incentives are commonly used; however, a more permanent alternative is an intrinsic motivation from the employee who believes his work truly adds value and has societal importance. This concept was introduced by economist Steven Levitt. However, it is often difficult for employees to place their job on such a pedestal, especially in larger corporations such as Telus where corporate culture must extend to every branch of the company.

(“Dividend”)

Works Cited

Brownell, Claire.  “Telus winning the battle to attract new customers and keep existing ones.”

            Financial Post.  Postmedia Network Inc.,  6 Nov. 2014.  Web.  7 Nov. 2014.  <http://

business.financialpost.com/2014/11/06/telus-winning-the-battle-to-attract-new-

customers-and-keep-existing-ones/?__lsa=66a1-8edd>.

“Dividend Yield: Telus Corporation (T).”  The Passive Income Earner.  The Passive Income Earner,

28 Apr. 2011.  Web.  7 Nov. 2014.  <http://www.thepassiveincomeearner.com/dividend-

yield-telus-corporation-t/>.

There are many analyses on the growth patterns of stocks, analyses which include examining the price highs and lows of a stock and certain ratios such as the P/E ratio (“Yates”). However, due to the numerous claims of stock predictions and the volatility of stocks in the market, there is always a degree of uncertainty in how the stock will move in the future. Investors’ confidence is what determines the stock price; however, determining and predicting this behaviour is difficult. The graph below attempts to analyze stock patterns and predict future movement.

It is logical to believe that an increase in the company’s profits will likely increase investor’s confidence and cause greater volume of purchases and drive up the stock price to some degree. A good indicator of such may then be the growth of earnings per share. A change in company’s profits may be due to new innovation or change in technology or consumer beliefs. For example, Blackberry’s constantly falling stock prices are linked to its lack of company growth and profits, attributed mainly to the innovation of its competitors, such as Apple (Alter). However, stock prices are still subject to human behaviour, which can be unpredictable.

 (“Technical Analysis.”)

Works Cited

Alter, Diane.  “Why BlackBerry (Nasdaq: BBRY) Stock Price Keeps Falling.”  Money Morning.  Money MapPress, 24. Sept. 2013.  Web.  1 Nov. 2014. http://moneymorning.com/2013/09/24/why-blackberry-nasdaq-bbry-stock-price-keeps-falling/>.

“Technical Analysis.”  StockCharts.com.  StockCharts.com, n.d.  Web.  1 Nov. 2014.  < http://stockcharts.com/school/doku.php?id=chart_school:overview:technical_analysis>.

Yates, Tristan.  “4 Ways To Predict Market Performance.”  Investopedia.  IAC, n.d.  Web.  1. Nov. 2014. <http://www.investopedia.com/articles/07/mean_reversion_martingale.asp>.