Cloud Client Computing Essay Example | Topics and Well Written Essays - 1750 words

Cloud Client Computing - Essay Example The most common mistakes that are made are: ordering too much computing power, no shutting down the software in off hours, not using monitoring tools to keep tabs on cycles, and not telling programmers about the costs. Companies such as Netflix have written software that automatically shuts the system down during off-peak hours, but many companies who are not as large in size do not have the means to do this. When these things are not done, the costs of cloud computing soar making the idea of the cloud not as cost beneficial as previously thought. Still, the cloud market is expected to grow 23% a year through 2017. In the world, there are more than 2 billion devices connected to Internet and majority of them are smartphones. CEOs must think every change in technology to keep their firms in the business. CEO if Parkmobile, Cherie Fuzzell states that they can’t rely on their current app or services, technology changes every day and they should keep considering all the changes, otherwise they won’t survive in the business. IBM has decided to invest in faster-growth segments such as cloud, analytics, mobile, social and security technologies. Those businesses generated $25 billion in revenue last year, or 27% of total revenue, though the trend line has been rising for both figures. The $4 billion spending has set a new financial target for those faster-growth segments: $40 billion in combined annual revenue by 2018, or more than 40% of the company’s expected total revenue. The trend is Cloud/Client Computing. It describes concentrating on cloud and mobile computing with the aim of promoting the development of applications that are centrally coordinated and thus be delivered to any device. The first article by Boulton talks of the wastes that are associated with cloud computing. The second one by an anonymous writer is about the mobile devices that are connected to a cloud and the third one.

Trend and analysis of SLS hotel external environment Research Paper

Trend and analysis of SLS hotel external environment - Research Paper Example The SLS Luxury brand caters to a specific class of people who desire a lifestyle of high-class service, sophistication, â€Å"over the top† luxury, and an atmosphere that fulfills these needs. SLS Hotels have created a new paradigm in the luxury hotel experience that speaks to a global, sophisticated audience. â€Å"SLS† stands for â€Å"style, luxury, and service. This speaks to the needs of today’s sophisticated travelers, offering an array of widely customizable features and an unwavering commitment to innovation and superior guest service (Hotels, 2014). The sort of products and administrations requested by customers is generally impacted by their convictions and state of mind which, on the other hand, are affected by social molding. The surrounding social entities and the associated activities. The Hollywood presence, for instance, presents the hotel with great opportunity for the constant flow of clients who even stay for longer periods. The hotel location is a great contributor to the accessibility by the target population who include the diplomatic tourists and business persons in Los Angeles. Beverly Hills and Los Angeles, in particular, is a popular destination for people seeking luxury and high-class lifestyle. The Hollywood movie industry, high-end shopping options and opportunities, beaches and resorts such as Santa Monica Pier and Venice boardwalk, attractions such as the Universal Studios, many museums and cultural events in L.A constitutes to the main social factors that make the destination popular (Enz, 2009). Being an economic hub, Los Angeles provides the hotel with an adequate supply of market as business people from all over the world frequently come to the city for conferences (Hotels, 2014). The growing population of Beverly Hills is also a social factor to consider. Currently, the population of the city stands at over 34,000 people. However, the population has various demands depending on the age-group and socioeconomic factors.

Is Elearning The Way Forward Education Essay

Is Elearning The Way Forward Education Essay E-learning, in its broadest sense, is the use of networked information technologies in education. E-learning is also called as web based learning, online learning or Internet based learning. E-learning is not bound to time and classroom attendance students and teachers may be at different locations on different times. One of the most common types of E-learning takes the form of distance learning courses. Universities upload course material for the student to study individually and complete tasks based on the course material. This allows students to access the course material on the web anytime and from anywhere. Advancement in computing and information technology coupled with almost universal availability of the broadband make e-learning an enticing option in many fields including medical education. In this assignment I will be reflecting on my personal experience with e-learning. I will also discuss its applicability in undergraduate medical education, postgraduate medical educatio n and continuing medical education of practicing clinicians. Theory behind e-learning The meaning of knowledge and learning have changed through time. There is a certain swift in emphasis on learning, rather than teaching, as we rightly move towards a learner centred curriculum. E-learning, which is based on well documented adult learning principles, certainly facilitates a learner centred approach. Traditional education is based on instructivism theory. Teacher or tutor teaches a predefined set of information, deciding what students had to learn. Students learn to pass the examination. E-learning is based on constructivist and cognitive theories suggesting that learning is individualised and the students past experiences and knowledge have a great impact on the newly acquired knowledge (Jonassen 1994). Blended learning refers to learning involving multiple methods and approaches, commonly a mixture of class room and e-learning Requirements for successful implementation Mitchell and Honore 2008 proposed a pyramidal system for successful implementation of e-learning programmes. The base of the pyramid, which forms the foundation for successful e-learning programme, consists of appropriate, accessible technology and usable, stimulating and interactive design. The apex of the pyramid is represented by the individuals who are involved in the programme and their attitude and motivation forms a major part in the success of e-learning methods. Basic computing skills are essential for the success of e-learning. There is an assumption that the current undergraduates have the necessary computing skills. Kiran et al 2004 has shown that computing skills among undergraduates are variable and one can not assume expertise or even ability. Good technical support is essential including after hours support. For effective e-learning, student should be able to access material quickly both on campus and at home. Slow connectivity can be a problem. There is considerable cost involved in setting an e-learning programme. Role of e-learning in Continuing Medical Education All practicing clinicians in the United Kingdom are obliged to attend Continuing Medical Education programmes to maintain knowledge and skills as a part of appraisal and revalidation (The General Medical Council). E-learning offers excellent opportunities in this area. I have completed many online e-learning courses. Advantages of these courses include minimal cost, no travel cost and there is no need to take time off to attend these courses as they can be completed from home. They offer excellent value for money and the quality of these courses are comparable to that off traditional courses. I recently attended an advanced laparoscopic surgery skills course. Few weeks prior to the course I was asked to sign up to the course organisers web site. I was able access part of the course material. This enabled me to practise some of the skills prior to attending the course. This has certainly enhanced my learning more than I would have acquired without the access to the e-learning material. There were 20 participants form 8 countries and most found the e-learning very useful. E-learning has made it possible for practicing clinicians from a remote part of the world to contact their peers through video conferencing in the management of difficult clinical situations and this facilitates on-the-job learning. When I was a resident in 1989 I had to wait for over two weeks to find out about an important adverse effect of a drug which now I could find out in a couple of minutes using online electronic databases. In medical education there can be no doubt that opportunities for learning occur all the time and not confined to the class room and e-learning has a lot to offer in this regard. Role of e-learning in Postgraduate Medical Education E-learning plays an important role in Postgraduate Medical Education. Many Deaneries across the United Kingdom has setup e-learning portals for the benefit of postgraduate trainees. Harden 2006 suggested that e-learning will be one of the most important developments in the delivery of postgraduate medical education. In surgical training many hands on courses utilise e-learning methods to enhance face-to-face learning. Types of e-learning resources The basic e-learning resources include e-textbooks, power point presentations of lectures and electronic notice boards. The communication in these methods is one way. Bilham 2005 argues that much of e-learning using these methods was based upon a model of knowledge transmission from the teacher to student as in the traditional education system. The rise of new technologies has turned the World Wide Web from strictly an information destination into a platform, not only to read or watch media, but to actually do things (Martin and Parker 2008). This has made innovative approaches possible in the field of medical education including group projects, virtual patients and virtual clinics. This encourages interactive learning. E-learning in undergraduate medical education I discussed with many Foundation Year one doctors who have graduated from different medical schools across the country. I have observed that the usage of e-learning is variable between medical schools. They felt that e-learning enhanced their learning in basic medical science like anatomy. Multimedia graphics helped them as they felt that the laboratory demonstration in it self was not sufficient for learning. In clinical medicine they felt that e-learning was beneficial in problem based case discussions and case presentations. E-learning has the potential to enhance the learning instead of simply presenting the information. Examples of beneficial multimedia may include a video clip, computer animation for explaining the underlying patho physiology and images of investigations like chest x ray or endoscopy pictures. I have observed that some e-learning using multimedia technology detract the learner from the key message that the teacher wanted to convey and this should be avoided. Physical skills are best learnt by performing them under direct supervision. E-learning, however, can be used to augment the teaching of practical skills. A video showing the technique will be helpful in priming the learner prior to attending a teaching session. Another interesting development in medical education is the application of virtual patient. Examples in this category include a video of clinical consultation to illustrate history taking or examination skills or for demonstrating a physical sign. This is useful for demonstrating certain clinical conditions which the student is unlikely to encounter during their short stay in certain clinical attachments like dermatology or rheumatology. Virtual patients can be used to teach the skills of diagnostic reasoning and patient management through interactivity. There are packages available which allows the student to take a virtual history from a bank of questions and this is followed by examining the patient. This can be artificial and I believe this is better learnt bedside. We have to acknowledge that most of the learning that occurs in clinical practice is opportunistic and technologies which could bridge the gap in experience will be beneficial. Assessment and feedback in e-learning Assessment and feedback are important elements of medical education. Time logged on to the website and accessing the e-learning modules can be monitored as a part of formative assessment. Formative or summative assessments in e-learning courses can be carried out using Multiple Choice Questions and Extended Matching Questions. Multimedia enhanced virtual patient case scenarios can be used for assessment followed by Multiple Choice Questions or diagnostic reasoning tests. Care must be taken to include all possible correct answers in diagnostic reasoning tests because programming can be technically challenging. I have some reservations in using e-learning summative assessments as the identity of the student can not be guaranteed and may encourage cheating. Feedback in e-learning is limited to correction of mistakes and it is difficult to provide detailed feedback. Evidence for e-learning in medical education Cook et al 2008 conducted a systematic review and meta-analysis of internet based instruction in medical education. They have concluded that e-learning is better than no intervention and as effective as traditional education. They have also concluded that there is no evidence to conclude that e-learning is better than traditional education. Clark 2002 has demonstrated that students are very satisfied with e-learning. Students, however, do not see e-learning replacing instructor-led training but as a complement to it, forming a part of a blended learning strategy. Advantages and disadvantages of e-learning E-learning has many advantages. The learner can schedule the learning around their personal and professional life minimising disruption to their day to day life. E-learning allows the learner to choose the learning material which is beneficial to them. The learner can pace their learning which suits them best. They will be able to contact their colleagues and teachers in discussions which can happen synchronously or asynchronously depending on the nature of the discussion. E-learning encourages the learner to take responsibility to their learning. The disadvantages of e-learning are as follows. There is a considerable start up cost as well as maintenance cost and this should be taken in to account when setting up an e-learning programme. As learners are responsible for their learning unmotivated learners and learners with poor study habit may find it difficult to progress. There is added responsibility for the facilitator to be available on demand. Students may feel socially isolated, however, blended learning overcomes this issue. Slow or unreliable internet connection can be challenging as most multimedia content needs fast internet connection. Conclusion E-learning has become an integral part of medical education starting from undergraduate medical education to the continuing professional development of the practising clinicians. Like other teaching methods, e-learning has its own strengths and weaknesses and need to be used appropriately. E-learning has the potential to shift the balance form teaching to learning. Basic computing skills are essential for e-learning. The range of e-learning activities varies from e-books to co-ordinated project works. Studies have shown that the results of e-learning methods are comparable to traditional teaching methods in undergraduate medical education. To be successful e-learning has to be combined with traditional teaching methods as a blended approach as practice of medicine involves real patients not virtual patients. E-learning is also playing an important role in the development of postgraduate trainees and life long learning of practicing clinicians. E-learning certainly has the potential t o enhance the learning in medical education, if used appropriately.

Strategic Management of Agribank

ABSTRACT In the present age, big cities in Viet Nam are growing at a rapid pace, especially in the economics, as a result many banks are established including Bank of Agriculture and Rural Development of Vietnam.Founded on 26/03/1988, Agribank has always played the leading role in Vietnam’s economic development with 1034 correspondent banks in 95 countries and territories (since 12/2009). In the new period, Agribank constantly improve their competitiveness to maintain the number one position of commercial banks and the dominant role in agricultural and rural financial market, serving farmers, agriculture and rural areas. To become the member of Group Finance and Banking in the country, Agribank’s strategy is associated with the sustainable development of customers, banking, partners and communities.Based on the data obtained from a small-scale interview carried out within Agribank’s employees and reviewed literature, our project’s team analyze Agribankâ₠¬â„¢s strategic management. Another key point of this report is providing recommendations to improve its effectiveness and efficiency. It is hoped that this empirical report can bring the readers with a more detailed look at the Agribank’s strategic Management. TABLE OF CONTENT Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 I. Executive summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 II. Introduction of the company†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 III. Managerial function†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 IV.Literature review†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 V. Strategic management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 1. Step 1: identifying the bank’s goal†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 2. External Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 3. Internal Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 VI. Conclusion and recommendation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 I. Executive summary This report was commissioned to analyze, evaluate and also to give recommendation about the Strategic management of Bank of Agricultural and Rural Development of Vietnam. The research draws attraction to AgriBank’s current missions and goals: focusing on renovating and developing banking technology in a modernization manner.Further investigations give a SWOT analysis about AgriBank and conclusions about their status are made: Internally, Agribank has quite a lot of strengths such as large number of gross capital, high prestige, modern facilities, as well as some weaknesses like bad financial capability and low operation effectiveness. Besides, externally, Agribank also has many opportunities: peaceful political status, economy recovery, the freshness of the domestic market, and has to deal with lots of threats from competitors, loss of well-qualified employees, or governmental policies. After carefully evaluated, Recommendations are given: AgriBank should penetrate the market strategies to get higher performance by focusing its sources of human and facilities on Main market. †¢ AgriBank should also expand the market strategy, which is to take advantage of its available products and services to enter a new market in order to expand market share, get more output and approach new potential customers. II. Introduction of th e company Agribank is the largest bank in terms of fund resources, number of employees, assets, operation network and customer bases with reputation not only in local market but also international market.Agribank has always focused on the innovation and application of banking technology in favour of business administration and the development of an advanced banking service network. As the report of Agribank. com. vn – â€Å"As of November 2011, Agribank had the total asset of VND 5240,000 billion, total equity of VND 22,176 billion, total outstanding loans of VND 414,464 billion, total fund resource of VND 478,000 billion, total staff of 35,000 people, 2,300 branches and transaction offices†.Agribank is one of the leading bank in Viet Nam in terms of receipt and implementation of foreign projects, especially from World Bank, Asia Development Bank, European Investment Bank and French Development Agency. At present, Agribank is serving 10 million household and 30,000 ent erprises. With the position of a leading commercial bank in Viet Nam, Agribank has shown its great efforts and contribution greatly to the nation’s industrialization and modernization as well as economic development. Due to its location and market share, Agribank’s target market is Vietnam, especially in rural areas.About target customer, in the first period, its target was people who did the agricultural work. However, nowadays, Agribank has no target customer as it welcome everyone who provide capital and invest in many fields other than agriculture. III. Managerial function In the context of a profound and comprehensive integration, to make a difference in how well Agribank performs as well as to cope with this uncertain situation, Bank of Agriculture and Rural Development of Viet Nam need strategic management.Hoang Thu Hien – one of the staffs of Agribank – pointed out that: â€Å"One of Agribank’s strategies is making great efforts in fund mo bilization from both local and foreign sources and maintain the credit growth at a reasonable level†. Another way is giving priority in investment in agriculture, farmers especially to farm households with agricultural, forestry, fishery and salt production. She also reveals that those strategies is built in the period 2000 – 2010 by a group of financial experts hired by Agribank. They are still used today and other details of the strategic management are kept as secret database of the bank.The general strategy of Agribank this period is it will put forth a number of solutions which are following the policy of the Government and the State Bank of Viet Nam on monetary policy in 2011 and for coming years (n. d. ). First of all is speeding up the fund mobilization from different sources for serving agriculture, farmers and rural areas then setting up the progress on implementing the Circulation 13, 19 of SBV on safe index for credit institutions or following the SBVâ€℠¢s Governor and relative agencies for adding fund in 2011 and developing strategy on international cooperation and foreign fund projects for 2010-2015.Secondly, Agribank has completely changed into Ltd Company with 100% capital of State and pushing up the modern banking technology based on IPCAS II which is used to develop the new products and services with high quality to better serve the customers. Thirdly, Agribank is trying to train the staff about the core cultural values including honesty, discipline, creativity, quality and efficiency. Finally, Agribank plans to carry out the project on business development strategy for 2011-2015 towards 2020 †¦ to prove the prestige of the largest commercial bank-financial institution in Viet Nam.IV. Literature review Regarding Strategic management, many scholars have researched about it so as to find out the best way to establish strategy and manage it. Stephen P. Robbins   and Mary Coulter with â€Å"Management tenth edition† have drawn the most detailed and comprehensive picture of Strategic Management. According to their theory, strategy is â€Å"plans for how an organization will do what it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals† (Stephen amp; Mary 2009, p. 163). And then strategic management is defined as what managers do to develop an organization’s strategies. There are three reasons why strategic management is important which are stated that it makes a difference in how well an organization performs, it is necessary to cope with uncertain situation and to provide organizational goals for each part of the organization to work toward. After clarifying the importance of strategic management, those two authors draw a big picture of the strategic management process.There are all 6 steps in the process which the first 3 are most important. The first step is to identify the organizationâ €™s current mission, goals and strategies. Mission is defined as a statement of the purpose of an organization and goals are understood as measurable performance targets. Identifying those concepts will help the organization draw a general path to follow. The next two steps can be combined as SWOT analysis which analyze 4 main factors: strengths, weaknesses, opportunities and threats.It can also be defined as doing external analysis – environment around the organization and its effect- and internal analysis – the organization’s specific resources and capabilities. The next step namely Formulating strategies is done after all the analysis and is to establish a detailed path for the organization to follow. The last 2 steps are about implementing and evaluating the strategies that have been built up in the last step. Agreeing with those two authors’ theory, we have conducted interview and done some research and analysis about Agribank Vietnam. V. Strateg ic ManagementTo research about the company’s strategic management, we are required to conduct the first three steps of Agribank’s strategic management process. Our project team will identify the Agribank’s missions and goals and do the internal (SW) along with the external (OT) analysis. Furthermore, the recommendations will be set up to uphold the strengths, overcome weaknesses, maximize opportunities and eliminate any threats or turn them into opportunities. 1. STEP 1: IDENTIFYING THE ORGANIZATION’S CURRENT MISSION AND GOALS To maintain the leading bank, provide the modern and high quality products nd services, meet the demand of customers and increase the non-credit income, Agribank is focusing on renovating and developing banking technology in a modernization manner. That is its mission in 2011 and for the coming years The Agribank An Phu pointed out that Agribank expects to reach the goals for 2012 as follows: the fund resource increases by 15-17% co mpared with 2011, outstanding loans rises by 11-12%, the rate of loans to agricultural and rural areas is 70%, NPLs below 3%, non-credit income goes up by 10%, CAR complies with international standard.In general, Agribank’s goal is bringing prosperity to the customer. 2. EXTERNAL ANALYSIS After deciding the mission and goals of Agribank, the important thing is to conduct an external analysis, which includes the two components: the general and the specific environment. Each factors in the components maybe an opportunity or a threat to Agribank, basing on how they can affect Agribank’s market. A. Opportunities As to mention about the general environment, it is reported that the world’s and Vietnam’s economy are recovering from the crisis and are predicted to be growing in the near future.A recent article from the famous BBC (9 October 2012) has reported: â€Å"What is happening is a re-balancing of our economy. We have created a million net new jobs [and] we are now a net exporter of cars, but it is a slow process. † With the economy flourishing, Agribank has an opportunity to expand the market size and provide more services to the customers. In addition to the country’s economy recovery, Agribank also benefits from the fact that Vietnam has officially entered the WTO. By joining the world’s economic flow, Agribank has more chances to meet big partners and to develop itself.For example, the bank can learn from the foreigners about the new technology and inquire their way of working and technical skills. And, as to mention the political conditions, Vietnam is a peaceful country with no terrorists or civil wars; which encourages the development of law and economy, and Agribank can make use of this to complete their working system. The opportunity for Agribank does not only come from the general environment but also the specific environment, especially from the customers.According to the Standard Charter Bank’ s CEO, saying to baomoi online newspaper (Phuong 2009), Vietnam has a young and fresh banking market, which is not fully exploited. He also points out that in the recent years, the number of banking service users rises gradually and it will continue to rise in the next 5 years. Furthermore, according to the vietnamplus. vn (Son 2009), Vietnam’s average age tends to become higher, consequently, many people will begin to consider saving for their pension plan.Agribank can take advantage of this opportunity to reach more to the customers’ need. B. Threats Besides the opportunities, there are also threats that Agribank has to deal with. The fact that Vietnam has entered the WTO also brings along the trouble of the market share being downsized because Vietnam banks and companies are now freely get investments from foreign companies. It will also increase the competition between Vietnam and other WTO countries, creating great tension to Agribank. In addition to this, the Gov ernment policies are also putting Agribank under pressure.The current ceiling interest rate is kept really low at 9% – started from 11th June, but it’s also predicted to be lower, according to Dr. Vu Dinh Anh’s analysis (Thanh 2012). This policy makes it hard for Agribank and other banks to mobilize capital from people, and so on earn less profit on lending other companies money. In addition to the general environment’s influences, the specific environment, too, holds some menaces. The number of competitors growing rapidly in today’s time of high-technology, following with the decrease in number of high-quality employees is current problems that Agribank have to face.Nowadays, joint-stock company banks such as Vietcombank, Vietinbank or ACB bank are playing their leading roles in banking industry in Vietnam, alluring a large number of users comparing to AgriBank. Not as powerful as JSC Banks, but the banks with foreign investments like the Standard Charter Bank being equipped with higher quality and credit funds and non-bank credit organizations are acting as the harbingers to Agribank. According to Vietnam Credit Information and Rating Company’s report (Thanh 2012), 32 banks are rated to be highly competitive.Unfortunately, Agribank is not listed. Adding to the threats from competitors, the upcoming workforce in banking being estimated to be really large but cannot be so sure about the quality is also a trouble for Agribank. The best workers tend to chase for high position with high salary in foreign countries or other bank rather than Agribank; while the rests are not really well-trained. In general, the threats to Agribank are surpassing the opportunities that the bank can get, but its whole banking business is predicted to be growing. 3. INTERNAL ANALYSISBeside external analysis, it is also very important to explore and assess the internal factors of Agribank which are its strengths and weaknesses. Understanding ab out those internal elements will give us the knowledge of Agribank’s ability to take benefit from the opportunities and to face the threats. A. Strengths The first and the most powerful strength of Agribank is that it has the largest total capital, the biggest operation network and the hugest source of labors and customers in Vietnam. According to the article â€Å"3 ngan hang thuong m? i nha nu? c co v? n di? u l? tren 1 t? USD† on gafin. n (23 March 2012), a familiar website for investors, Agribank is the commercial bank that has the greatest amount of total capital in Vietnam which is over 29. 606 billion VND. It is an advantage for Agribank as it can invest in a lot of fields and activities with its huge capital. About its operation network and source of labors and customers, Agribank has over 2. 300 branches and office and 37. 500 staffs all over the country. Moreover, according to the official website of Agribank (n. d. ), it also signs contract with other foreig n banks from Laos, Cambodia and China to expand its market.Another strength is that it is the unique and main bank that focuses on the field of agriculture and rural areas. In Vietnam, only Agribank is the commercial bank that is nurtured and controlled by the government to develop agriculture and support agricultural workers. Vietnam is the country that has the main focus on agriculture and producing food so that this market share would be a big benefit for Agribank. Moreover, Agribank is considered as having the lowest rank of risk due to its support from the government and it also has the prestige of a governmental bank with tradition and experience.This advantage can gain the customers’ trust that not all other rivals can do. Last but not least, one more strength of Agribank is that its high technology applying in its infrastructure. To approve this point, the article â€Å"Viettel va Agribank ky k? t th? a thu? n h? p tac toan di? n† on danviet. vn (D? c 2011) sta tes that from November 20th, 2011, Viettel would coordinate with Agribank totally with its telecommunication infrastruction. The combination of those two giants will be an extreme advantage for Agribank to upgrade its system and bring better products to its customers. B. WeaknessesIt is undeniable that Agribank is one of the strongest banks in Vietnam at this time; however, it still has its own weaknesses that need improving to get the highest performance. The first alarming weakness is its bad financial capability. Although its system is modern and successful in Vietnam, Agribank’s financial control is still weak compared to the global standard. Stockbiz. vn reported that Fitch Ratings has affirmed Vietnam Bank for Agriculture and Rural Development’s (Agribank) Long-Term Foreign-Currency Issuer Default Rating (IDR) at ‘B’ (12 July 2012). The Outlook is Stable.At the same time, the agency has affirmed Agribank’s Viability Rating (VR) at ‘cccâ €™ and Support Rating Floor at ‘B’. A full rating breakdown is provided at the end of this release. Also according to this rating agency, Agribank has low rank of risk thanks to the support from the government, not from its own ability. The bank’s reported non-performing loans (NPLs) are the highest among domestic peers. Its low level of reserves, together with a high level of special mentioned loans (SMLs) and a slower economic backdrop, is likely to keep credit costs elevated in the near- to medium-term.As a result, Fitch expects the bank’s profitability to remain low, given also potential margin squeeze from a regulatory cap on lending rates on the agriculture sector. Therefore this weakness may not affect Agribank immediately in the domestic market, but if it wants to expand to the oversea market, it has to improve its financial capability a lot. Another clear weakness of Agribank is that its operation effectiveness is not high enough. Although the bank was established in 1988, it still hasn’t made huge impact on Vietnam’s agriculture.Farmers still do the farming work with traditional methods and do not use much technology in working. The rate of poor households in rural areas is still high after years. This weakness could be very dangerous as it would lose the customers’ and government’s trust, which can reduce its total capital. One last weakness of Agribank is that its human resource is huge but not qualified enough. There is a sad truth in Vietnam that people who have social relationship with some â€Å"big men† inside the company are likely to get the job. And Agribank is not an exception.Due to this terrible truth, many people who are not educated well enough still have good job and decide the destiny of the bank. Therefore, its human resource can not satisfy the requirement of the global standard, which would be a disadvantage for it when expanding to the bigger world. VI. Conclusion and Recommendations  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In conclusion, like other corporations and organizations, Agribank has its all strengths such as large number of gross capital, high prestige, modern facilities, and weaknesses namely bad financial capability and low operation effectiveness.Beside these internal factors, Agribank also faces up with opportunities: peaceful political status, economy recovery, the freshness of the domestic market, and threats from competitors, loss of well-qualified employees, or governmental policies. Therefore, based on the analysis of SWOT and the wholesome interview of sole employee, we have drawn up the strategies for Agribank to achieve more success in the next five years. 1. Penetrating market strategies In this strategy, we would focus our resources of human and facilities on Main market to get higher performance.To get the strategy accomplished effecti vely, some methods must be applied such as: Improving the mobilization capital – by allowing wide range of maturities, or periods, interests rate or accumulated interests. Furthermore, the bank can also try to attain   sponsored -agricultural projects or projects of supporting small and average-scale business. Another method is improving the quality of credit service by using up the qualification of the staff to do   research on reducing some steps of procedures so that the transaction duration will be minimized which makes it faster and more convenient to deposit.Another effective   solution is diversifying and developing the quality of the services because at the moment most of Agribank   products are traditional ones, so it is less competitive. Therefore, the bank should introduce new advanced and convenient services and products to ensure the ability of serving customer efficiently. This method also heightens the administrative status of the management. 2. Expandi ng market strategy This is the strategy in which Agibank would take advantage of its available products and services to enter a new market in order to expand market share, get more output and approach new potential customers.There are some methods that can be applied, the first one could be intensifying the process of constructing material facilities or, in detail, purchasing necessary assets especially IT equipments, strongboxes, electric generators. Secondly, it could develop the network by establishing more   transaction posts which help popularize brand name. Thirdly, Agribank can enhance the quality of the staff by focusing on recruiting, introducing new reserving reward policies, retraining the current staff to get higher qualification and ability.Furthermore, in the period of expanding to new market, Agibank may appoint the most important and experienced cadres (skillful employees) to new brands in order to make sure that new brands can operate effectively. Beside those, Ag ribank   should speed up marketing operations/ activities   because marketing plays an important role in popularizing and giving products to the public. Some methods for developing marketing performance are : for products, improving traditional products and services, shortening procedure of transaction, and bringing new benefits to customer.For location, it can choose the most convenient location so that customers can easily make transactions. For advertisement, it is advisable to use radio, television, newspaper and the internet as the important way to advertise the bank. Furthermore, it is the way we serve that is one of the most means of advertisement to customers. Last but not least, we recommend to reinforce the control of internal activities which means that does not merely   check the account or the asset of the bank but verify the quality of credit, the efficiency, safety so that administrator can easily find out and re-correct defects and mistakes.References Agribank An Phu official website n. d. , â€Å"D? nh hu? ng phat tri? n c? a Agribank Vi? t nam†, viewed 17 November 2012, http://agribankanphu. com. vn/vn/company/details/dinh-huong-phat-trien-cua-agribank-viet-nam6. html Agribank Vietnam official website n. d. , â€Å"Agribank phat tri? n b? n v? ng vi s? th? nh vu? ng c? a c? ng d? ng†, viewed 17 November 2012, http://www. agribank. com. vn/101/786/gioi-thieu/dinh-huong-phat-trien. aspx Agribank Vietnam official website n. d. , M? ng lu? i ho? t d? ng Agribank – hon 2300 Chi nhanh, Phong giao d? ch tr? dai cung hinh ch? S, viewed 21 November 2012, http://www. agribank. com. vn/101/790/gioi-thieu/mang-luoi-hoat-dong. aspx BBC 9 October 2012, viewed 18 November 2012, http://www. bbc. co. uk/news/business-19876587 D? c Hi? u, Viettel va Agribank ky k? t th? a thu? n h? p tac toan di? n, 21 October 2011, viewed 21 November 2012, http://danviet. vn/62504p25c50/viettel-va-agribank-ky-ket-thoa-thuan-hop-tac-toan-dien. htm Ga fin 23 March 2012, viewed 23 November 2012, http://gafin. vn/20120323104832101p0c34/3-ngan-hang-thuong-mai-nha-nuoc-co-von-dieu-le-tren-1-ty-usd. tm Phuong Nhi 2009, â€Å"Th? tru? ng ngan hang Vi? t Nam r? t tr? †, Baomoi, April 2009, viewed 20 November 2012, http://www. baomoi. com/Thi-truong-ngan-hang-Viet-Nam-rat-tre/126/2960677. epi Thanh Thanh Lan 2012, â€Å"L? n d? u tien x? p h? ng nang l? c c? nh tranh ngan hang†, Vnexpress, 8 September, viewed 19 November 2012, http://ebank. vnexpress. net/gl/ebank/tin-tuc/2012/09/lan-dau-tien-xep-hang-nang-luc-canh-tranh-ngan-hang/ Thanh Thanh Lan 2012, ‘Tr? n lai su? t huy d? ng co th? v? 8% m? t nam', Vnexpress, 29 August, viewed 18 November 2012, http://ebank. nexpress. net/gl/ebank/tin-tuc/2012/08/tran-lai-suat-huy-dong-co-the-ve-8-mot-nam/ Son Bach 2009, â€Å"Vi? t Nam co co c? u dan s? vang, tu? i th? tang†, Vietnamplus, 31 December, viewed 19 November 2012, http://www. vietnamplus. vn/Home/Viet-Nam-co-c o-cau-dan-so-vang-tuoi-tho-tang/200912/29400. vnplus Stockbiz 12 July 2012, viewed 23 November 2012, http://en. stockbiz. vn/News/2012/7/12/309322/text-fitch-affirms-vietnam-s-agribank-at-b-outlook-stable. aspx *** Group tasks No| ID| Name| Task| Report|

What Should Being Successful With Achieving Your Goal,...

V. What should being successful with achieving your goal, tell you about yourself? Setting up some personal goals or being responsible for setting a goal for a whole group, is an interesting experience. People get to learn a lot through these experiences whether they end up bearing fruits or not. But, being successful overnight with a project, is something that is not only wished for (as an individual), but it certainly sends you a message. Here’s a list of what you can learn about yourself, after you’ve reached your first goal ever: -Meeting your goals, tells you that you are able to follow your own directions, and meet up your own expectations. Which is crucial for those who want to open their own business or manage people one day. 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Reflection Paper On Ethics Reflection - 1730 Words

Ethics Reflection and Application Paper Laws, rules, and guidelines, whether implicit or explicit, have always existed to govern human behavior in both civilized and uncivilized societies. They may range from either Draconian or to Utopian in style and delivery, but they do exist. Some people view laws, rules, and guidelines as an infringement upon their rights as an individual to operate and function as they see fit while others view them as a necessary evil to maintain order and peace. One thing is for certain, if people always acted accordingly with judicial discrimination and impartial discernment then laws, rules, and guidelines on how best to behave would be pointless. Yet we know that this is not the case as history has plainly†¦show more content†¦It comes down to each individual, how they view the world, and what expectations they have of others as well as themselves. 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The role of information systems in Supply Chain Management.

The role of information systems in Supply Chain Management Introduction The purpose of this essay is to explore and evaluate the various approaches that can be taken to facilitate the management of supply chains. Supply Chain Management - A terminological background The Institute for Supply Chain Management has defined supply management as the identification, acquisition, access, positioning and management of resources an organisation needs or potentially needs in the attainment of its strategic objectives. The essence is a shift of focus away from business units such as warehouses or factories to a more holistic view of a supply chain. For a given company this might include parts suppliers, manufacturers, transport, logistics and†¦show more content†¦It need not stop there either, systems are available to transfer information between various trading partners; systems such as these are known as inter-organisational information systems (IOIS). The virtual corporate integration that results when such systems are adopted can lead to a reduction in what has been termed supply chain uncertainty. All companies within the IOIS will have a greater awareness of the state of play at any given time resulting in increased operational efficiency. The company that has access to this information is also going to be able to offer value added services to its customer such as order tracking. New approaches to manufacturing become possible such as Just-in-Time (JiT) and Build-to-Order (BTO). A large company is now able to react to a change request from a customer, giving more added value. Inventory Carrying unsold inventory costs U.S. businesses about $332 billion per year. As can be seen from the above statistic there is huge scope for clawing back lost potential revenue in this area. 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