buy custom Patents in Australia essay

buy custom Patents in Australia essay Patent laws in Australia play a significant role in determining the rights and obligations of a business and to its technological output. Duncan (2005) says that Patent Law in Australia is governed by the Patents Act 1990 (Cth). The patent protection under this Act has a wide application in the country. Patent protection can also be obtained in most other industrialized countries. Duncan (2005) also indicated that the grant of a patent confers on the patentee the exclusive right to exploit the invention and to authorize another person to exploit the invention (p. 416). In order to be patentable an invention must be a manner of manufacture within the meaning of s 6 of the statute of monopolies. This implies that the essence that it has not been published used or sold anywhere in the world before the patent application was filed. Duncan (2005) noted that the Patents Act specifies that an invention must be useful in order to be patentable but this requires only that the results promised in the patent specification can all be achieved if the instructions in the specification are followed (p. 416). The Australian patent law is aligned with international standards and on the other hand Australia adheres to the Paris convention for the protection of industrial property Caenegem (2010). The countrys Patents act 1990 provides two main categories of patents which include standard patents and innovation patents. Caenegem (2010) says that the Australian Law does not have a separate statute covering so called utility models and therefore to some extent the innovation patent fulfils that function. This confers protection for a shorter term on the basis of a simplified application procedure which does not require substantive examination prior to sealing for inventions consisting of a limited number of claims (Caenegem, 2010). In Australia the Advisory Council on Intellectual Property entails no change to the law which does not bar patents for business methods staying in line with Japan and New Zealand (Colston Middleton, 2005). It states that there is little evidence to suggest that business method patents either stimulate or inhibit innovation in Australia. Colston Middleton (2005) indicated that this calls for IP Australia to maintain records of the number of business system patents and their significance and to report annually. The Australian Patent Law is therefore intended to encourage inventive ingenuity and the industrial progress of society under the public policy and it is through the reward of invention that this will be achieved ( Clark, et.al, 2010). Clark, et.al (2010) noted that it is appropriate that patents be used wherever possible to protect the interests and rights of those utilizing electronic commerce as a means of doing business (p. 129). It is required that a business system shows novelty and inventiveness for a standard patent which is measured against prior disclosures officially recorded anywhere in the world. They continue to say that most patents do not involve major breakthroughs but involve improvements on existing technology. Clark, et.al (2010) noted that in Australia a patent should not be given for something that is obvious. The Australian Patent Act provides that an invention is patentable if it is a manner of manufacture which compared to the prior art base existing before the claim. Clark, et.al (2010) says that what is not patentable includes business schemes such as methods of office management and product promotion (p. 130). It is important to note that the standard patent provides a legal monopoly for twenty years duration from the date of complete specification. Clark, et.al (2010) commented that the first step involved in acquiring a patent involves the lodging of an application with the Patent Office in Canberra by the inventor, an assignee, or legal representative of the inventor. The patent application must be for one invention only and include either a complete or a provisional specification describing the invention. According to Clark, et.al (2010) an advantage of electing to proceed with a provisional specification is that it allows the owner of an invention to gain protection at the earliest possible date while giving the inventor further time to work on the invention (p. 131). Another advantage of patenting is that it is designed to provide an incentive to small business to invest in innovation and is already considered to provide a relatively cheap patent right that is quick and easy to obtain. Business system or method patents Clark, et.al (2010) says that though patent law is much in flux there has been a recent trend by patent authorities in Australia as in the US, toward awarding patents for methods of doing business. In addition, these methods of doing business patents have been described as soft patents because in contrast to conventional and long standing patent law requirements, no physical invention is involved (Clark, et.al, 2010). However, studies show that these are among the most controversial forms of legal protection for some businesses both in the bricks and mortar world and in cyberspace. They are known to be the most important assets that why they are known as Patents for Business schemes in Australia. The subject matters that may be patented under this category are extremely broad for example those covering hardware devices, software programs, internet applications, electronic commerce products, data processing system such as ATMs and card readers and even new financial products. Clark, et.al (2010) says that a business method patent is in most respects just like any other patent expected that the subject matter relates in some way to a method of doing business (p. 135). Registering a patent for a business scheme is straightforward, with the usual tests applied by IP Australia, with the added requirement that the scheme gives rise to as physical, artificially created end result. One of the major examples in Australia is a patent filed by EDS that effectively patents a software application that asks the online customer if they would like fries with their burger. Clark, et.al (2010) determined that a problem which the decision to admit business methods patents has created is that it also has raised a long-debated question of whether patents actually prmote or hinder innovation. It is fundamental to realize that unlike the giving of copyright in every eligible publication regardless of its literary merit, it was never the object of patent laws to grant a monopoly for every trifling device that would naturally occur to any skilled mechanic, operator, or computer programmer (Clark, et.al, 2010). There is a view in Australia that such an indiscriminate creation of exclusive privileges tends to obstruct, not stimulate invention, creating a class of speculative schemers who make it their business to watch the advancing wave of improvement and to use patent monopolies to impose what amounts to a heavy tax upon industry without actually contributing anything to its real advancement. This may not therefore be in the best inter crests of the public to grant them on the scale that is occurring in the US (Clark, et.al, 2010). Patentable subject matter is to be determined by the application of flexible principles and is not to be fettered by contrived constraints or a strict test. Clark, et.al (2010) says that this is a direct contrast to the difficulties experienced in Europe with explicitly defined exclusions. They further says that the Full Court found that in both the US and Australia, the courts had adopted a broad approach to determining patentable subject matter in order to adapt to new technology and inventions but this did not mean that there were no restrictions on what is patentable (Clark, et.al, 2010). The court said that it did not matter whether an invention was referred to as a business method or business system since all that mattered was that the principle for determining patentable subject matter needed to be applied. According to Dodgson, Gann Salter (2008) patents can provide temporary monopolies for inventors and therefore they should be an incentive to innovate. It has however been noted that patents often work better in theory than in practice. Dodgson, Gann Salter (2008) further say that they are expensive to acquire and difficult to enforce and trade. In Australia patents of business systems or methods are used by large firms to create thickets slowing down the diffusion of innovations and limiting opportunities or new entrants. Only few patents in Australia have potential financial value and small firms often lack the capabilities and resources necessary for turning their patented technology into a successful business (Dodgson, Gann Salter, 2008). It is also notable that considerable amounts of social resources are spent on acquiring, defending, and disputing patents, often too little purpose. In addition Dodgson, Gann Salter (2008) noted that it is also possible to imagine prize based systems running alongside the existing patent system (p. 291). Currently the patent system does not seek to differentiate between the novelties of different patents. In this context, studies indicate that once an inventor has been able to demonstrate that his or her invention achieves a uniform standard of novelty this can be recognized in a patent. Dodgson, Gann Salter (2008) says that expert technical assessments performed by patent officers are also used to judge the degree of novelty of an invention. In Australia business system inventions can be excluded from patentability if they are not considered as being within a field of technology. Dodgson, Gann Salter (2008) indicated that a major fear is that business system patents will become pervasive, creating inefficiencies and dampening initiative without a corresponding increase in innovation. The Australian data allow some insight into the wider distribution of corporate patents (Haunss Shadlen, 2009). Businesses in Australia are clearly selective in what they patent in Australia compared with the USA. It is notable that where a business system patents in both USA and Australia, the number of patents taken out in Australia is usually much less. Haunss Shadlen (2009) noted that on average the number of Australian patents acquired is less than 6% of those acquired in the US in electronics, information technology, and telecoms (p. 195). Possible explanations are that only genuinely significant business systems are patented on a global basis or that where Australia lacks industrial depth it is seen as unnecessary to take out patents. The Patents Act of 1990 governs applications for and the maintenance of patents in Australia. Goldscheider (2002) says that the business system or method that qualifies for patent is product or process within the field of the useful as opposed to fine arts, one that is economically valuable, is new and involves an inventive or in the case of an innovation patent an innovative step (p. 430). He further says that patent protection has applicable to all segments of technological development, involving products, processes, or composition. Goldscheider (2002) indicated that the applicability of patent has now extend beyond traditional areas of technology to such things as computer programs, business methods, bacteria, gene sequences, and microorganisms. Advantages and disadvantages of patenting business methods One of the advantages of patent systems in Australia is that they are one of the oldest policies to promote innovation (Arup Caenegem, 2009). Arup Caenegem (2009) commented that patent policy is based on a conundrum is designed to increase innovation and that it operates by initially suppressing the dissemination of new patented technologies (p. 29). Patenting business systems involves significant positive and negative externalities and these externalities need to be added to private costs and benefits in order to estimate the net return to the society. It is also important to note that the anticipated positive externalities are the underlying rationale for the patent protection intervention in the economy. Arup Caenegem (2009) say that business method patents are expected to induce more innovation, generating increased consumer surplus, spillovers of knowledge, enhanced productivity and higher economic growth (p. 30). One the major disadvantages of patenting business methods is i ts effects on losses as a result of exercising of monopoly power that is lower output, less competition and reduced consumer surplus.. Patents in business systems results to rise in direct transaction and rent seeking costs and indirect costs due to misallocation of resources. Arup Caenegem (2009) says that the impacts on innovation, competition, and resource allocation become priority categories, within which benefits and costs should be identified. They also said that if a patent system induces more innovation, which in turn affects resource allocation and through the grant of the patent monopoly, competition. According to Arup Caenegem (2009) many of the patents owned by such firms may not be used in the sense of being worked but they used for strategic impacts such as misleading competitors about the key directions of research, making significant patents harder to find, challenging other firms in cross licensing negotiations and preventing entry to a market. Due to patenting practice in Australia there has been dramatic increase in the number of software patents obtained (Terashima Altman, 1996). This therefore reflects the size and the importance of the Australian market. As a result of patenting on the noticeable changes especially from the practitioners point of view is that business systems are now simply examined in terms of merit that is whether the invention claimed is sufficiently novel and inventive, and time and money is not wasted on arguments as to whether the subject matter claimed is capable of being protected by patent (Terashima Altman, 1996). Moreover, Arup Caenegem (2009) noted that effective patent protection helps trade in technology, both domestically and internationally. This implies that an effective patent system, accessible to foreign technology supplier allows Australian firms to import technology that would otherwise be unavailable or would only be available at higher cost (Arup Caenegem, 2009). This in turn increases productivity and enhances competition in the Australian economy. Arup Caenegem (2009) says that the importance of technological imports is demonstrated by over 90% of patents registered in Australia, and which are owned by foreigners (p. 106). It was discovered that the patent privileges were the best system yet devised to balance the tradeoff between maintain incentives to invest and fostering the diffusion of new technology. It is worth noting that uncertainty as to which of several contending parties will receive patent protection and how much protection patents will afford as an imperfection in the existing patent privilege scheme (Arup Caenegem, 2009). Patent privileges can lead to losses in allocate and productive efficiency although for a patent holder, this can rarely act as a pure monopoly because of the availability of alternative and substitute products and processes and also because some scope for imitation almost always exists. Suthersanen, Dutfield Chow (2007) says that the innovation patent system that was introduced in July 2001 plays a fundamental role of filling the gap that exists with regard to minor and incremental innovations. Suthersanen, Dutfield Chow (2007) also says that this type of business method patent in Australia offers a quick, less expensive, and simple form of protection to encourage individuals and small to medium sized businesses to realize their good ideas (p. 125). It was intended that the innovation patent was to particularly assist SMEs to get patent protection, and protection for a sufficiently long period to encourage investment in innovation within Australia. In their research, Davison, Monotti Wiseman (2008) saod that the policy approach to review and change the patent system in Australia should seek to optimize the benefits arising from the operation of the patent system in the national interest to the extent possible and on the other hand having to the particular circumstances of the Australian economy. The Australian patent system should seek to adjust the length, strength and breadth of patent rights so as to maximize the social benefits and to minimize the social costs of Australians (Davison, Monotti Wiseman, 2008). Patents helps business methods to gain increased benefits for Australians by fostering indigenous innovation and utilizing the international patent system in developing export markets to improve Australias international competitive position. Davison, Monotti Wiseman (2008) also noted that patents in business methods reduces unnecessary social costs including those resulting from undesirable anti-competitive conductin g involving patents and also improves the efficiency of the administration of the patent system with consequent reduction of direct costs. Patents encourage research and development and simulate innovation to appear to be highly variable across technologies and industries (Merrill, Levin Myers, 2004). It has also been noted that in many cases patenting activity has departed from its traditional role and has become strategic. Merrill, Levin Myers (2004) also indicated that firms can build large patents portfolios to gain access to others technologies and reduce their vulnerability to infringement litigation. In the non manufacturing part of the economy, it is less clear that patents induce additional investment for example in software advances and business method improvements (Merrill, Levin Myers, 2004). Researchers however say that the quid pro quo for giving the patent holder the right to exclude others is to compel disclosure of the invention in terms that enable others to replicate, modify, and circumvent it. In conclusion, Park (2010) noted that the costs of patent systems are closely related to the benefits and thus the attempt to reduce the costs may also minimize the benefits thus increasing the benefits of patent systems. It is also rare that a patent right creates market power thus providing monopoly profits to its owner. Park (2010) also says that most patents fail to create market power in related markets and as a result many competitors are capable of inventing around the patented technology and thus introducing competing products into the market. Therefore, business method patent systems encourage economic entities to participate in inventive activities by providing the incentive to invent based on the fact that inventions are necessary for industrial progress in Australia. Buy custom Patents in Australia essay

The 4 pillars of SMS Assignment Example | Topics and Well Written Essays - 500 words

The 4 pillars of SMS - Assignment Example In this regard, the 4 common pillars of SMS are safety policy, risk management, assurance and promotion. This component establishes the top management’s dedication to constantly improve safety. This is because it entails the organizational policies and structure that define the responsibilities of the management to ensure safety precautions (Waring, 2006). Organizations cannot effectively operate without the observation of safety policies, which help in reducing confusion and errors. The safety policy component is efficient for creating a proactive and predictive program because it offers new regulations that can help in improving equipment and system designs (Ludwig, 2007). For instance, the management can decide to employ new safety programs that will reduce the occurrence of risks. This SMS component determines the requirement for improved risk controls based on the appraisal of suitable risk. The pillar also offers a formal system of hazard recognition, risk evaluation, resource distribution and system monitoring. The component is suitable for creating a proactive and predictive safety program because it helps engineers develop, determine and administer a safety culture that decreases injuries (Waring, 2006). As a result, the safety risk management pillar provides a proactive response before the occurrence of risks. This is because it predicts and tries to prevent accidents through the appropriate response mechanisms. This SMS pillar comprises of coaching, communication and other activities to establish a favorable safety culture within all workforce levels. It is prudent that constant communication of safety values and performances help to support a sound safety culture. Its value in the predictive safety program is that the communication and training initiatives are essential for equipping workers with the required skills to tackle emerging threats (Ludwig, 2007). The workforce needs to acquire modern training facilities in order to prepare for

Manifest Destiny and Mission by Frederick Merk Essay

Manifest Destiny and Mission by Frederick Merk - Essay Example Writing in Democratic Review, on December 27, 1845, he used the term â€Å"Manifest Destiny†, to urge the United States to annex geographical areas, then under Britain and Spain, through out north of America. In the essay titled, â€Å"Annexations†, O’sullivan argued that God had destined the United States, to spread republican democracy, (â€Å"the great experiment of liberty†) through out North America. But O’ Sullivan can claim authorship only to the term, and not to the idea. The idea or concept was a general political sentiment campaigned for by the Democrats then. 2) EFFECT: Like its meaning , the effect of this concept in the history of the United States was also mono dimensional and expansionist, leading to the territorial expansion of the country during 1815 to 1860.The War of 1812 fought between the United States and the British Empire came to an end in 1815, with neither side gaining much. The period after the end of the war, up to 1860, had been called the â€Å"age of Manifest Destiny†. After this futile war, the United States adopted a new strategy for annexation of bordering territories. Settle down, out number the natives, index the boundaries—this was the new strategy. A typical example was the Mexican Cession. Mexico was a Spanish colony that got liberated in 1821.The new Mexican Empire inherited, Alta California, New Mexico and Texas from Spain. The new Government, virtually bankrupt and weak, was unable to control the northern territories of the country. These areas were thousands of miles away from the capital of Mexico City. Hence, the Mexican Govt. allowed a few American families to cross over and settle. What followed were huge American settlements in Texas, which became an American majority area. The Texans wanted to accede to the United States. This lead to the Texas revolution, (1835- 36) and Texas was declared as an independent republic. During the war, that

Hyundai Motors: An Evaluation

Hyundai Motors: An Evaluation Around the world, there were about 806 million cars and light trucks on the road in 2007. The numbers were increasing rapidly, especially in China. In 2008, with rapidly rising oil prices, however, industries such as the automotive industry are experiencing a combination of pricing pressure from raw material costs and changes in consumer buying habits. The industry is also facing increasing external competition from the public transport sector, as consumers re-evaluate their private vehicle usage. We have discussed how Hyundai Motor would expand business in global automotive environment which has been changed and exceeded demands. Company overview Hyundai Motor Company, a division of the Hyundai Kia Automotive Group, is the worlds largest automaker by profit, the worlds fourth largest automaker by units sold and the worlds fastest growing automaker. Headquartered in Seoul, South Korea, Hyundai operates the worlds largest integrated automobile manufacturing facility in Ulsan, which is capable of producing 1.6 million units annually. Chung Ju-Yung founded the Hyundai Engineering and Construction Company in 1947. Hyundai Motor Company was later established in 1967. The companys first model, the Cortina, was released in cooperation with Ford Motor Company in 1968. In 1975, the Pony, the first Korean car, was released, with styling by Giorgio Giugiaro of ItalDesign and powertrain technology provided by Japans Mitsubishi Motors. Exports began in the following year to Ecuador and soon thereafter to the Benelux countries. In 1991, the company succeeded in developing its first proprietary gasoline engine, the four-cylinder Alpha, and transmission, thus paving the way for technological independence. In 1983, Hyundai exported the Pony to Canada, but not to the United States because the Pony didnt pass emissions standards there. Canadian sales greatly exceeded expectations, and it was at one point the top-selling car on the Canadian market. The Pony afforded a much higher degree of quality and refinement in the lowest pric e auto segment than the Eastern-bloc imports of the period then available. In 1986, Hyundai began to sell cars in the United States, and the Excel was nominated as Best Product #10 by Fortune magazine, largely because of its affordability. The company began to produce models with its own technology in 1988, beginning with the midsize Sonata. In 1996, Hyundai Motors India Limited was established with a production plant in Irrungattukotai near Chennai, India. In 1998, Hyundai began to overhaul its image in an attempt to establish itself as a world-class brand. Chung Ju Yung transferred leadership of Hyundai Motor to his son, Chung Mong Koo, in 1999. Hyundais parent company, Hyundai Motor Group, invested heavily in the quality, design, manufacturing, and long-term research of its vehicles. It added a 10-year or 100,000-mile (160,000 km) warranty to cars sold in the United States and launched an aggressive marketing campaign. In 2004, Hyundai was ranked second in initial quality in a su rvey/study by J.D. Power and Associates. Hyundai is now one of the top 100 most valuable brands worldwide. Since 2002, Hyundai has also been one of the worldwide official sponsors of the FIFA World Cup. In 2006, the South Korean government initiated an investigation of Chung Mong Koos practices as head of Hyundai, suspecting him of corruption. On April 28, 2006, Chung was arrested, and charged for embezzlement of 100 billion South Korean won (US$106 million). As a result, Hyundai Vice Chairman and CEO, Kim Dong-jin, replaced him as head of the company. After a shake-up in the Korean auto industry caused by overambitious expansion and the Asian financial crisis, Hyundai acquired rival Kia Motors In 1998. In 2000, the company established a strategic alliance with DaimlerChrysler and severed its partnership with the Hyundai Group. In 2001, the Daimler-Hyundai Truck Corporation was formed. In 2004, however, DaimlerChrysler divested its interest in the company by selling its 10.5% stake for $900 million. Hyundai Motor has been expanding globally, starting with its plant in Turkey in 1997, India in 1998, China in 2002, and in 2005, it built a plant in the U.S., the worlds biggest auto market. In 2007, a decade after it began building plants overseas, Hyundai Motor began construction for plants in the Czech Republic and Russia, creating a strategic network of production facilities spanning over six countries. With its 12 CKD plants, Hyundai Motor is boosting sales every year and cementing its position as a global automaker. The company pl ans to raise the ratio of overseas production to 50 percent by 2010, to produce 3 million units outside Korea. Hyundai Motor is present in 196 countries and has 6,000 dealerships all over the world. It is maintaining a strong position in developed regions such as the U.S. and Europe. Furthermore, it has been successfully winning orders for taxis and government vehicles in emerging markets such as Central Latin America, the Middle East and Southeast Asia, boosting sales and the companys brand image. After reaching the 2 million unit sales mark in 2006, Hyundai Motor sold 2.6 million units worldwide in 2009. Through its strategy of local production and sales, the company is contributing to the local economies.(Exhibit1) [Exhibit1] Annual Unit Sales 2009 2008 2007 2006 2005 Sales in unit 1,611,991 1,668,745 1,700,297 1,611,062 1,700,843 Domestic 701,469 570,116 624,227 580,288 569,721 Export excluding CDK 910,522 1,098,629 1,076,070 1,030,774 1,131,122 Hyundai Motor Companys brand power continues to rise as it was ranked 72nd in the 2007 Best Global Brands by Interbrand and Business Week survey. brand value estimated at $4.5 billion. Public perception of the Hyundai brand has been transformed as a result of dramatic improvements in the quality of Hyundai vehicles. The Company produces and markets passenger cars under the brand names of Equus, Genesis, Genesis Coupe, Azera, Sonata, Elantra, Accent, Getz, i30, i30cw, i20 and i10; recreational vehicles under the brand names of Veracruz, Santa Fe, Tucson, Matrix and H-1, and commercial vehicles, which include medium and heavy duty trucks, and buses. Analysis of Global Automobile Market Environment Current Automotive industry Market In 2007, a total of 79.9 million new automobiles were sold worldwide: 22.9 million in Europe, 21.4 million in Asia-Pacific, 19.4 million in USA and Canada, 4.4 million in Latin America, 2.4 million in the Middle East and 1.4 million in Africa. The markets in North America and Japan were stagnant, while those in South America and other parts of Asia grew strongly. Of the major markets, China, Russia, Brazil and India saw the most rapid growth, and China became both the largest automobile producer and market in the world after experiencing massive growth in 2009. In the first 4 months of 2010, the total sales of automobile were 6.17 millions in China (3.52 millions in US), and the total sales were expected to be around 17 millions (13.65 millions in 2009) for the year of 2010, nearly twice as much as USA. [Exhibit 2] International Car Sales by Global Auto Report The automotive industry crisis of 2008-2010 was a part of a global financial downturn. The crisis affected European and Asian automobile manufacturers, but it was primarily felt in the American automobile manufacturing industry. The automotive industry was weakened by a substantial increase in the prices of automotive fuels linked to the 2003-2008 energy crisis which discouraged purchases of sport utility vehicles (SUVs) and pickup trucks which have low fuel economy. The popularity and relatively high profit margins of these vehicles had encouraged the American Big Three automakers, General Motors, Ford, and Chrysler to make them their primary focus. With fewer fuel-efficient models to offer to consumers, sales began to slide. By 2008, the situation had turned critical as the credit crunch placed pressure on the prices of raw materials. Car companies from Asia, Europe, North America, and elsewhere have implemented creative marketing strategies to entice reluctant consumers as most experienced double-digit percentage declines in sales. Major manufacturers, including the Big Three and Toyota offered substantial discounts across their lineups. The Big Three faced criticism for their lineups, which were seen to be irresponsible in light of rising fuel prices. North American consumers turned to higher-quality and more fuel-efficient product of Japanese and European automakers. However, many of the vehicles perceived to be foreign were actually transplants, foreign cars manufactured or assembled in the United States, at lower cost than true imports. [Exhibit 3] Major global automotive company analysis Competitors Globalization Strategy Toyota Toyota Motor Corporation, commonly known simply as Toyota, is a multinational corporation headquartered in Japan. At its peak, Toyota employed approximately 320,000 people worldwide. It is the worlds largest automobile maker by sales. The company was founded by Kiichiro Toyoda in 1937 as a spinoff from his fathers company Toyota Industries to create automobiles. Three years earlier, in 1934, while still a department of Toyota Industries, it created its first product, the Type A engine, and, in 1936, its first passenger car, the Toyota AA. Toyota also owns and operates Lexus and Scion brands and has a majority shareholding stake in Daihatsu and Hino Motors, and minority shareholdings in Fuji Heavy Industries, Isuzu Motors, Yamaha Motors, and Mitsubishi Aircraft Corporation. The company includes 522 subsidiaries. Toyota is headquartered in Toyota City, Aichi and in Tokyo. In addition to manufacturing automobiles, Toyota provides financial services through its Toyota Financial Services division and also builds robots. Toyota Motor Corporation (including Toyota Financial Services) and Toyota Industries form the bulk of the Toyota Group, one of the largest conglomerates in the world. Toyotas marketing efforts have focused on emphasizing the positive experiences of ownership and vehicle quality. The ownership experience has been targeted in slogans such as Oh, what a feeling! (1978-1985, in the U.S.), Who could ask for anything more (1986-1989), I love what you do for me, Toyota! (1990-1997), Everyday (1997-2000), Get the feeling! (2001-2004), and Moving Forward (2004-present). Toyota introduced a new worldwide logo in 1989 in conjunction with and to differentiate it from the newly released luxury Lexus brand. There are three ovals in the new logo that combine to for the letter T, which stands for Toyota. The overlapping of the two perpendicular ovals inside the larger oval represent the mutually beneficial relationship and trust that is placed between the customer and the company while the larger oval that surrounds both of these inner ovals represent the global expansion of Toyotas technology and unlimited potential for the future.[30] Toyota has factories in most parts of the world, manufacturing or assembling vehicles for local markets. Toyota has manufacturing or assembly plants in Japan, Australia, India, Sri Lanka, Canada, Indonesia, Poland, South Africa, Turkey, Colombia, the United Kingdom, the United States, UAE, France, Brazil, Portugal, and more recently, Argentina, Czech Republic, Mexico, Malaysia, Thailand, Pakistan, Egypt, China, Vietnam, Venezuela, the Philippines, and Russia. Recently, Toyota announced it was recalling up to 1.8 million cars across Europe, including about 220,000 in the UK, following problems with defective accelerator pedals. Many Toyota models were involved, covering the 2007-2010 model years. Toyota subsequently recalled the Prius model for reprogramming of its ABS system. The U.S. Sales Chief, James Lentz, was questioned by the United States Congress committees on Oversight and Investigations on February 23, 2010, as a result of recent recalls. On 26 March Toyota said it would halt production in France and Britain for 12 days because of poor sales following the recalls. On 6 April 2010, The US government sought a record penalty of US$16.375 million from Toyota for its delayed response in notifying the National Highway Traffic Safety Administration regarding the defective accelerator pedals, and on 19 April Toyota said that it would pay the fine. The company said the recalls could cost the company up to US$2 billion (GBÂ £1.25 billion ) in lost output and sales. General Motors General Motors Company, also known as GM, is a United States-based automaker with headquarters in Detroit, Michigan. GM manufactures cars and a truck in 34 countries, recently employed 244,500 people around the world, and sells and services vehicles in some 140 countries. By sales, GM ranked as the largest US automaker and the worlds second largest for 2008, having the third highest 2008 global revenues among automakers on the Fortune Global 500. On June 1, 2009, General Motors filed for Chapter 11 bankruptcy proceedings, which were completed on July 10 of the same year, and it was thereafter reorganized once a new entity acquired the most valuable assets. GM is now temporarily majority owned by the United States Treasury and, to a smaller extent, the Canada Development Investment Corporation a Canadian Crown corporation and the Ontario government, with the US government investing a total of US$57.6 billion under the Troubled Asset Relief Program. On April 21, 2010, GM CEO Ed Whitacre Jr. announced that the company had paid back the entire amount of the US and Canadian government loans, with interest, a total of $8.1 billion. The company expects to repurchase a sizable portion of the remaining equity stake with funds earned via a public stock offering. While no GM shares are currently available to the public, the companys plans as of 2009 were to initiate an initial public stock offering (IPO) in 2010. GM plans to focus its business on its four core North American brands: Chevrolet, Buick, GMC, and Cadillac. In Europe, following a period of negotiation to sell a majority stake in its Opel and Vauxhall brands, the company decided to retain full ownership of these operations. However, on February 23, 2010, GM sold Saab Automobile to Spyker Cars NV and is winding down its Hummer, Pontiac, and Saturn brands, the latter two remaining under the old GM, now known as Motors Liquidation Company In 2009, General Motors employs approximately 244,500 people around the world. The Renaissance Center located in Detroit, Michigan, United States, is the global headquarters of General Motors. In 2008, GM sold 8.35 million cars and trucks globally. GM is the majority shareholder in GM Daewoo Auto Technology Co. of South Korea and has collaborations with Shanghai Automotive Industry Corporation of China, AvtoVAZ of Russia, and most recently, UzAvtoSanoat of Uzbekistan. GM has had collaborations with various automakers including Fiat and Ford Motor Company.GM retains various stakes in different automakers. General Motors best success internationally has unquestionably been its performance in China, GM sales rose 66.9% in 2009, selling 1,830,000 vehicles and accounting for 13.4% of the market. Volkswagen Group Volkswagen is a German automobile manufacturing group; and according to figures published by economic research firm Global Insight in November 2009, is the largest automobile maker in the world by vehicle production.[7] Its parent company Volkswagen Aktiengesellschaft, develops vehicles and components for all marques of the whole Group, and also manufactures complete vehicles for the Volkswagen Passenger Cars and Volkswagen Commercial Vehicles marques. Volkswagen Group is divided into two primary divisions: the Automotive Division, and the Financial Services Division. The Group consists of 342 Group companies, which are involved in either vehicle production or other related automotive services. Although it operates worldwide, Volkswagen Groups core market is primarily Europe. Of its automobile brands, Volkswagen Passenger Cars is its mainstream marque, and the Groups major subsidiaries also include well-known car marques like SEAT, Ã…Â  koda, and the prestige marques of Audi, Lam borghini, Bentley, and Bugatti. The Group also has operations in commercial vehicles, owning Volkswagen Commercial Vehicles, along with a controlling stake in Swedish truck and diesel engine maker Scania AB, and a 29.9% stake in MAN SE. Volkswagens second-largest market is China, where its subsidiary, Volkswagen Group China, is the largest joint venture automaker, selling more than one million vehicles in 2008. The Volkswagen Golf is the third bestselling automobile in the world, selling over 26 million units through 2008. In 2009, Volkswagen Group sold 6.31 million vehicles, claiming over 11% of the world passenger car market. Volkswagen AG is heavily involved in sports sponsorship, with investments having included the 2008 Summer Olympics and the 2014 Winter Games, as well as the David Beckham Academy. The company also wholly owns the Bundesliga football side VfL Wolfsburg. The company is also the shirt sponsor of Major League Soccer club, D.C. United. In August 2009, Porsche SE and Volkswagen Group reached an agreement that Volkswagen AG and Porsche AG would merge in 2011. Ford Motor Company The Ford Motor Company is an American multinational corporation based in Dearborn, Michigan, a suburb of Detroit. The automaker was founded by Henry Ford and incorporated on June 16, 1903. In addition to the Ford, Lincoln, and Mercury brands, Ford also owns Volvo Cars in Sweden, and a small stake in Mazda in Japan and Aston Martin in the UK. Fords former UK subsidiaries Jaguar and Land Rover were sold to Tata Motors of India in March 2008. Ford has agreed to sell Volvo to Geely Automobile in a deal expected to be completed in the third quarter of 2010. Ford introduced methods for large-scale manufacturing of cars and large-scale management of an industrial workforce using elaborately engineered manufacturing sequences typified by moving assembly lines. Henry Fords methods came to be known around the world as Fordism by 1914. Ford is currently the second largest automaker in the U.S. and the fourth-largest in the world based on number of vehicles sold annually, directly behind Volkswagen. In 2007, Ford fell from second to third in US annual vehicle sales for the first time in 56 years, behind only General Motors and Toyota. However, Ford occasionally outsells Toyota in shorter periods (most recently, during the summer months of 2009). By the end of 2009, Ford was the third largest automaker in Europe (behind Volkswagen and PSA). Ford is the seventh-ranked overall American-based company in the 2008 Fortune 500 list, based on global revenues in 2008 of $146.3 billion. In 2008, Ford produced 5.532 million automobiles and employed about 213,000 employees at around 90 plants and facilities worldwide. Starting in 2007, Ford received more initial quality survey awards from J. D. Power and Associates than any other automaker. Five of Fords vehicles ranked at the top of their categories and fourteen vehicles ranke d in the top three. During the mid to late 1990s, Ford sold large numbers of vehicles, in a booming American economy with soaring stock market and low fuel prices. With the dawn of the new century, legacy healthcare costs, higher fuel prices, and a faltering economy led to falling market shares, declining sales, and sliding profit margins. Most of the corporate profits came from financing consumer automobile loans through Ford Motor Credit Company. In the face of demand for higher fuel efficiency and falling sales of minivans, Ford moved to introduce a range of new vehicles, including Crossover SUVs built on unibody car platforms, rather than more body-on-frame chassis. In developing the hybrid electric power train technologies for the Ford Escape Hybrid SUV, Ford licensed similar Toyota hybrid technologies to avoid patent infringements. Ford announced that it will team up with electricity supply company Southern California Edison to examine the future of plug-in hybrids in terms of how home and vehicle energy systems will work with the electrical grid. Under the multi-million-dollar, multi-year project, Ford will convert a demonstration fleet of Ford Escape Hybrids into plug-in hybrids, and SCE will evaluate how the vehicles might interact with the home and the utilitys electrical grid. Some of the vehicles will be evaluated in typical customer settings, according to Ford. In 2006, the company raised its borrowing capacity to about $25 billion, placing substantially all corporate assets as collateral to secure the line of credit. Chairman Bill Ford has stated that bankruptcy is not an option. In order to control its skyrocketing labor costs (the most expensive in the world), the company and the United Auto Workers, representing approximately 46,000 hourly workers in North America, agreed to a historic contract settlement in November 2007 giving the company a substantial break in terms of its ongoing retiree health care costs and other economic issues. The agreement includes the establishment of a company-funded, independently-run Voluntary Employee Beneficiary Association (more commonly known as a VEBA) trust to shift the burden of retiree health care from the companys books, thereby improving its balance sheet. This arrangement took effect on January 1, 2010. As a sign of its currently strong cash position, Ford contributed its entire current liabilit y (estimated at approximately USD$5.5 Billion as of December 31, 2009) to the VEBA in cash, and also pre-paid USD$500 Million of its future liabilities to the fund. The agreement also gives hourly workers the job security they were seeking by having the company commits to substantial investments in most of its factories. During November 2008, Ford, together with Chrysler and General Motors, sought financial aid at Congressional hearings in Washington D.C. in the face of worsening conditions caused by the automotive industry crisis. The three companies presented action plans for the sustainability of the industry. The Detroit based automakers were unsuccessful at obtaining assistance through Congressional legislation. GM and Chrysler later received assistance through the Executive Branch from the T.A.R.P. funding provisions. On December 19, the cost of credit default swaps to insure the debt of Ford was 68 percent the sum insured for five years in addition to annual payments of 5 percent. That means it costs $6.8 million paid upfront to insure $10 million in debt, in addition to payments of $500,000 per year. In January 2009, Ford announced a $14.6 billion loss in the preceding year, making 2008 its worst year in history. Still, the company claimed to have sufficient liquidity to fund its business pla ns and thus, did not ask for government aid. Through April 2009, Fords strategy of debt for equity exchanges, erased $9.9 B in liabilities (28% of its total), in order to leverage its cash position. These actions yielded Ford a $2.7 billion profit in fiscal year 2009, the companys first full-year profit in four years. Honda Honda Motor Company, Ltd., Honda Technology Research Institute Company, Limiteds a Japanese multinational corporation primarily known as a manufacturer of automobiles and motorcycles. Honda is the worlds largest manufacturer of motorcycles as well as the worlds largest manufacturer of internal combustion engines measured by volume, producing more than 14 million internal combustion engines each year. Honda surpassed Nissan in 2001 to become the second-largest Japanese automobile manufacturer. As of August 2008[update], Honda surpassed Chrysler as the fourth largest automobile manufacturer in the United States. Honda is the sixth largest automobile manufacturer in the world. Honda was the first Japanese automobile manufacturer to release a dedicated luxury brand, Acura in 1986. Aside from their core automobile and motorcycle businesses, Honda also manufactures garden equipment, marine engines, personal watercraft and power generators, amongst others. Since 1986, Honda has been involved with artificial intelligence/robotics research and released their ASIMO robot in 2000. They have also ventured into aerospace with the establishment of GE Honda Aero Engines in 2004 and the Honda HA-420 HondaJet, scheduled to be released in 2011. Honda spends about 5% of its revenues into RD. Nissan Motor Nissan Motor Company, Ltd., shortened to Nissan, is a multinational automaker headquartered in Japan. It was formerly a core member of the Nissan Group, but has become more independent after its restructuring under Carlos Ghosn (CEO). It formerly marketed vehicles under the Datsun brand name and is one of the largest car manufacturers. As of August 2009, the companys global headquarters are located in Nishi-ku, Yokohama. In 1999, Nissan entered a two way alliance with Renault S.A. of France, which owns 44.4% of Nissan while Nissan holds 15% of Renault shares, as of 2008. Nissan is among the top three Asian (also known as the Japanese Big 3 Automakers) rivals of the Big Three in the U.S. Currently it is the third largest Japanese car manufacturer. It also manufactures the Infiniti luxury brand. The Nissan VQ engines, of V6 configuration, have featured among Wards 10 Best Engines for 14 straight years, since the awards inception. III. Analysis of Hyundai Motors Hyundai Motors Globalization Strategy Process of Growth Since the companys foundation in 1967, Hyundai Motor Company became the first automaker producing manufacture facilities itself. The first model Pony, manufactured and started to export, was very favorable not only into Korean market but also into global market, which elevating Hyundai Motor into one of the global automobile companies. In 1976, Hyundai had started the first export business with Africa, North America and middle Asia and expanded into European market. In overseas market, especially in North America, Hyundai achieved the big success and had an opportunity to become into the global automaker in worldwide. Possessing 10 manufacturing plants, 11 research centers, and more than 6,000 sales networks throughout the world, Hyundai Motor also helps to keep sales growth across the world and maintain to the top leading global company. Furthermore, Now, Hyundai as Global corporate citizen makes every effort to fulfill its economic responsibility, most principal in corporate activities throughout the world. (http://www.hyundai.com) The Hyundai Motors Global Business Strategy In the process of globalization, the major global strategy for Hyundai Motor can be focusing on exporting in the global market which was very successful. From the inception of the foundation, the Hyundai management team always recognized the importance of exporting to overseas which the key factor to growth global business and manufactured most exports from single Ulsan plants. In other words, Hyundai has been involved in independent management strategy. In addition, striving to face with country specific regulation and rapid market changes, Hyundai has been implemented transnational strategy like the joint-venture strategy in China, Turkey and Malaysia in order to expand global market share. Hyundai Motor Company further strengthened its presence as a global automaker by promoting sustainable development worldwide, accelerating global management initiatives and creating the second construction of manufacturing plants in China and India, thereby increasing its production capacity all the more. At the same time, it also achieved qualitative growth by successfully generating sales of its strategic model targeting the European market. In 2007, a decade after it began building plants overseas, Hyundai Motor began construction for plants in the Czech Republic and USA, creating a strategic network of production facilities spanning over six countries. (http://www.hyundai.com) [Exhibit 4] Hyundai Motor Companys International Entry Mode (sourced by http://www.hyundai.com) Country Partner Hyundais Share Start Yr To produce Entry Mode India HMI 100 98. 9 Ownership USA HMMA 100 05. 5 Ownership Czech HMMC 100 06. 7 Ownership China BHMC 50 02. 1 Joint Venture WuHan Qi Che 21 96. 7 Joint Venture Turkey HAOS 85 97. 7 Joint Venture Malaysia INOCOM 15 99. 9 Joint Venture The organizational structure of international business for Hyundai Motor Company is International Division Structure which is like many Korean companies fit well with Korean culture and lean toward centralization. That is, it has risk of demotivating local manager in host countries. By that, the Hyundai Motor Company has struggled to recruit local manager who can manage, coordinate and control worldwide regional operations underutilized allowing diversity as strategic task. US subsidiaries show [Exhibit 5] Example of International Division Structure The Hyundai Motors Global Business Efforts International Site Selection The Site Selection implies that the company does spell out all possible locations to decide which site/market to be targeted and determined by content and goal with its limited human resource, technology, and capital. (Sourced by Professor Lee, JR, Shin, MS / International Business) Market Size and infrastructure: consider for purchasing power and production Market attractiveness: competitors and market structure Important to consider potential international market expansion which cover all countries/regions in the world for the further The major variable factor for site selection is market attractiveness, competitors, and the strategic goal for a company. The good example for International Site Selection in Hyundai Motor Company can be expanding the global business to Canada region. With the success of exporting Excel, Hyundai Motor Company had made decision to expand the international business into Canada as below factors as detour entrance strategy to USA. Of course, Hyundai Motor Company cannot overlook the competitors such as Toyota, Honda. etc. Market accessibility: to avoid Trade barrier by NAFTA, Market proximity , Cost Reduction and Price competiveness by Local Manufacture Government Aid: tax, financing support by construction of manufacture plant Regional Advantage : close to locate associated company Political Risk Avoid: to avoid lack of exports by Korean labor strike in 1988 Likewise, the variable factors to expand the Hyundais global business to other countries can be considered as reduction of transportation cost risk, avoid currency exchange risk, cost reduction by hiring local resources, government aid and etc, International Entry Mode Prior to change into the globalization, the process of growt

Macroeconomic Equilibrium :: Economics

Macroeconomic Equilibrium Introduction Macroeconomic equilibrium for an economy in the short run is established when aggregate demand intersects with short-run aggregate supply. At the price level Pe, the aggregate demand for goods and services is equal to the aggregate supply of output. The output and the general price level in the economy will tend to adjust towards this equilibrium position. If the price level is too high, there will be an excess supply of output. If the price level is below equilibrium, there will be excess demand in the short run. In both situations there should be a process taking the economy towards the equilibrium level of output. Consider for example a situation where aggregate supply is greater than current demand. This will lead to a build up in stocks (inventories) and this sends a signal to producers either to cut prices (to stimulate an increase in demand) or to reduce output so as to reduce the build up of excess stocks. Either way - there is a tendency for output to move closer to the current level of demand. There may be occasions when in the short run, the economy cannot meet an increase in demand. This is more likely to occur when an economy reaches full-employment of factor resources. In this situation, the aggregate supply curve in the short run becomes increasingly inelastic. The diagram below tracks the effect of this. We see aggregate demand rising but the economy finds it difficult to raise (expand) production. There is a small increase in real national output, but the main effect is to put upward pressure on the general price level. Shortages of resources will lead to a general rise in costs and prices. Impact of a change in aggregate supply Suppose that increased efficiency and productivity together with lower input costs (e.g. of essential raw materials) causes the short run aggregate supply curve to shift outwards. (I.e. an increase in supply - assume no shift in aggregate demand). The diagram below shows what is likely to happen. AS shifts outwards and a new macroeconomic equilibrium will be established. The price level has fallen and real national output (in equilibrium) has increased to Y2. Aggregate supply would shift inwards if there is a rise in the unit costs of production in the economy. For example there might be a rise in unit wage costs perhaps caused by higher wages not compensated for by higher labour productivity. External economic shocksmight also cause the aggregate supply curve to shift inwards. For example a sharp rise in global commodity prices. If AS shifts to the left, assuming no change in the aggregate demand curve, we expect to see a higher price level (this is known as Macroeconomic Equilibrium :: Economics Macroeconomic Equilibrium Introduction Macroeconomic equilibrium for an economy in the short run is established when aggregate demand intersects with short-run aggregate supply. At the price level Pe, the aggregate demand for goods and services is equal to the aggregate supply of output. The output and the general price level in the economy will tend to adjust towards this equilibrium position. If the price level is too high, there will be an excess supply of output. If the price level is below equilibrium, there will be excess demand in the short run. In both situations there should be a process taking the economy towards the equilibrium level of output. Consider for example a situation where aggregate supply is greater than current demand. This will lead to a build up in stocks (inventories) and this sends a signal to producers either to cut prices (to stimulate an increase in demand) or to reduce output so as to reduce the build up of excess stocks. Either way - there is a tendency for output to move closer to the current level of demand. There may be occasions when in the short run, the economy cannot meet an increase in demand. This is more likely to occur when an economy reaches full-employment of factor resources. In this situation, the aggregate supply curve in the short run becomes increasingly inelastic. The diagram below tracks the effect of this. We see aggregate demand rising but the economy finds it difficult to raise (expand) production. There is a small increase in real national output, but the main effect is to put upward pressure on the general price level. Shortages of resources will lead to a general rise in costs and prices. Impact of a change in aggregate supply Suppose that increased efficiency and productivity together with lower input costs (e.g. of essential raw materials) causes the short run aggregate supply curve to shift outwards. (I.e. an increase in supply - assume no shift in aggregate demand). The diagram below shows what is likely to happen. AS shifts outwards and a new macroeconomic equilibrium will be established. The price level has fallen and real national output (in equilibrium) has increased to Y2. Aggregate supply would shift inwards if there is a rise in the unit costs of production in the economy. For example there might be a rise in unit wage costs perhaps caused by higher wages not compensated for by higher labour productivity. External economic shocksmight also cause the aggregate supply curve to shift inwards. For example a sharp rise in global commodity prices. If AS shifts to the left, assuming no change in the aggregate demand curve, we expect to see a higher price level (this is known as

Descriptive Paper About Grand Canyon

The great view of the Grand Canyon At the summit of the canyon, I can feel the clouds that are drifting are really closed to me and I can touch the clouds in the sky if I stretch my arms out. The color of sky is various from bright blue to dark blue depending on each individual’s viewpoint. Looking upward, I can see skies splashed with cotton white clouds and the peaks of the canyon are wrapping in clouds. Even though there are clouds a lot in the sky, the sun drawing water is so beautiful. There is also a small plane for tourists who want to enjoy sightseeing the scenery from the sky.The canyons stretch as far as the eyes can see. The canyons that were very deep and steep have a lot of vertical and horizontal stripes and its color is not same each other. The color of canyon is overall brown but the top part of canyon is red, the middle is yellow, and the bottom part seems to be gray or black color. I think the reason the color of the canyon looks different is the sunlight, be cause the sunlight has all different colors of light in it. As the time goes on, I can see more various colors of the canyons. Even shadow of the light also creates beautiful scenes.The view of plunging cliffs also seduces visitors far away. At the bottom of the Grand Canyon, there is a little bit huge boat floating on the river that winds its way through the valley and it seems to move little bit fast. I am gazing down on the liver leaning over the railing and thinking. I could sit and watch the river all day long for admiring the scenery. The sunlight bounced off the river and dazzled me and the canyon casts its sharply defined reflection on the river. I am thinking that the water of the river is so clear I could almost see the gravel on the bottom.Around the river, beautiful trees line the river road. Some tops of canyon are hidden from sight behind lots of trees. However, trees are more located on the bottom of the canyon than the top of it actually and the trees throw long shad ows across the enormous river. The land except for the river on the bottom is covered with all green color because of numerous trees. I am standing drinking in the peaceful landscape at the top of the Grand Canyon, admiring the view and feel my spirit seems to have been purified.I think about myself and set achievable goals with the landscape seen from the top of here. The weather is pretty good to see a view even though there is a cold wind blowing slowly. The sunshine, beautiful scenery, and the sounds of nature make me feel fresh and give energy boost. I can feel complete peace of mind while seeing manifest view. The scenery here looks like monotonous, but the scenery is beautiful beyond all description. I am so engrossed in admiring the view that I lost track of time.

Bcg Matrix - 1487 Words

What is BCG matrix? The BCG matrix is a chart that had been created by Bruce Henderson for the Boston Consulting Group in 1968 to help corporations with analyzing their business units or product lines. This helps the company allocate resources and is used as an analytical tool in brand marketing, product management, strategic management, and portfolio analysis. Analysis of market performance by firms using its principles has called its usefulness into question, and it has been removed from some major marketing textbooks. Understanding the Matrix BCG matrix means of analyzing the balance of an organization’s product portfolio. According to this matrix, two basic factors define a product’s strategic stance in the market place: 1. Relative†¦show more content†¦The most obvious difficulty is that strategy is defined purely in terms of two simple factors and other issues are ignored. Further problems include: ââ€"  The definition of market growth - What is high market growth and what is low? Conventionally, this is often set above or below 5 per cent per annum, but there are no rules. ââ€"  The definition of the market - It is not always clear how the market should be defined. It is always possible to make a product dominate a market by defining the market narrowly enough. For example, do we consider the entire European steel market, where Usinor would have a small share, or do we take the French segment only, when the Usinor share would be much higher? This could radically alter the conclusions. ââ€"  The definition of relative market share. What constitutes a high relative share and a low share? Conventionally, the ratio is set at 1.5 (organization’s product to share of market leader’s product) but why should this be so? Hence, although the BCG matrix has the merit of simplicity, it has some significant weaknesses. As a result, other product portfolio approaches have been developed. . SWOT ANALYSIS MATRIX SWOT analysis is the evaluation of available Information concerning the Business environment in order to identify internal strengths and weaknesses, and external Threats and Opportunities. SWOT analysis is also known as Situational analysis and, when applied to competitors, as Competitor profiling.† SWOT analysis isShow MoreRelatedBcg Matrix ( Bcg ) Matrix1409 Words   |  6 Pages(BCG) Matrix. This type of matrix is used to recognize how a company is surviving in different markets. â€Å"The BCG Matrix graphically depicts differences among divisions in terms of relative market share position and industry growth rate† (Jones p. 177). (See Appendix D for and example BCG Matrix). Under Armour has two areas that are a major star for the company. Stars, represent the organizations best opportunities for growth. 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It s based on the commentary that a company’s business models can be categorized into four important categories centered on combos of market development and market share, for this hence the name growth-share matrix. Market progress represents the industry attractive attractiveness, and market share stands for competitive knowledge. This