Economic Worth Of The Tourism Industry

Adjectives vs Adverbs for ACT English Grammar Rule

Adjectives vs Adverbs for ACT English Grammar Rule SAT / ACT Prep Online Guides and Tips You may recall the good ol’ days of elementary school when you learned about adjectives and adverbs. If you had realized that you would have to know about these parts of speech for the ACT, perhaps you would have paid better attention instead of daydreaming about Nickelodeon and The Disney Channel. Don’t worry. If you’ve forgotten or never learned about these parts of speech, I’ll teach you everything you need to know about them for the ACT English section. In this post, I'll do the following: Define an adjective. Define an adverb. Review the comparative and superlative forms of adjectives. Explain how adjectives and adverbs are tested in ACT English. Provide practice questions to test you on what you've learned. What Is an Adjective? Adjectives modify nouns or pronouns. Here's an example: The movie was boring. The word "boring" is the adjective because it modifies the noun "movie." Check out one more example sentence with an adjective: The diligent student was admitted to the college of his dreams. The word "diligent" modifies the noun "student." Adjectives describe or provide more information about a noun. Now, let's define an adverb. What is an Adverb? In elementary school, you may have learned that adverbs modify verbs, but that's not all. Adverbs modify verbs, adjectives, or other adverbs. This is an example of an adverb modifying a verb: The dancer moved gracefully. The word "gracefully" modifies the verb "moved." Check out this sentence with an adverb modifying an adjective: The reading comprehension passage was incredibly boring. The word "incredibly" modifies the adjective "boring" that modifies the noun "passage." And, finally, this is a sentence with an adverb modifying another adverb: When I'm not in a hurry, I walk extremely slowly. The word "extremely" modifies the adverb "slowly." The word "slowly" modifies the verb "walk." You may have noticed the adverb form is typically created the same way. Adverb Construction Adverbs are usually formed by adding "ly" to the adjective. For adverbs that end in "y," the adverb is formed by adding "ily." Here are some examples: "quick" becomes "quickly," "soft" becomes "softly," "close" becomes "closely," and "hasty" becomes "hastily." So if you say that somebody"talks slow" or "drives careful," you're making a grammar error. You should say, "talks slowly" or "drives carefully." How are adjectives and adverbs tested on the ACT? Adjectives vs. Adverbs on the ACT On the ACT, adverbs and adjectives will be switched with one another. Often, you will be given a pair of underlined words and the first should be an adverb (modifying the adjective) and the second should be an adjective. Here is an example: Unfortunately, the lead performer in the musical is an amazingly poorly singer. A. NO CHANGE B. amazing poorly C. amazingly poor D. amazing poor In the sentence, "amazingly" modifies "poorly." The word "poorly" modifies the singer. Because "singer" is a noun, "poorly" should be in the adjective form. Only adjectives can modify nouns. Because "amazingly" modifies an adjective, it should remain in the adverb verb. The answer is C. Some sentences will use an adjective in the place of an adverb or vice versa: The powerfully summer sun beat down on them. It was the sun that was powerful, not "summer." Because only an adjective can modify a noun, "powerfully" should be in the adjective form. This is the correct version of the sentence: The powerful summer sun beat down on them. How should you go about figuring out adjective vs. adverb questions on the ACT? Strategy Determine what word an adjective or adverb is modifying. Then, determine the part of speech of the word that is being modified to check to see if the adjective or adverb is being used correctly. Adjectives can only modify nouns and adverbs can only modify verbs, adjectives, or other adverbs. Make sure that adjectives are in the adjective form and adverbs are in the adverb form. Apply these tips to an adjective vs. adverb question from an actual ACT. Actual ACT Examples Try to correctly answer this adjective vs. adverb question. On each wing, all flighted birds have ten primary flight feathers, each one shaped slight different. F. NO CHANGE G. slight differently. H. slightly differently J. slightly more different Explanation: First, we see that both underlined words are in the adjective form. Next, we have to determine the function of each word in the sentence. Is each word being properly used as an adjective? Let’s start with â€Å"different." What is â€Å"different† modifying? How the feathers were shaped. â€Å"Shaped† is a verb. Therefore, â€Å"different† should be in the adverb form, â€Å"differently." What is â€Å"slight† modifying? The adverb â€Å"differently." Therefore, â€Å"slight† should also be in the adverb form. The answer is H, â€Å"slightly differently." Now, let's take a look at another issue tested on the ACT that involves adjectives and adverbs. Comparatives Vs. Superlatives Comparatives The comparative form of an adjective is formed by adding "er" to the word or "MORE" + the adjective. Examples of comparatives include "stronger," "lighter," and "more interesting." Never use "more" with the "er" form. You can't write "more stronger" or "more lighter." The comparative form is only used when you are comparing two things. Typically, you use the "er" form for words with one syllable and "more" + adjective for words with two or more syllables. One exception is that two syllable words that end in "y" tend to use the "er" form. Examples: "funny" becomes "funnier" and "busy" becomes "busier." Here's an example of a comparative being used correctly: Macs are easier to use than PCs. The comparative "easier" is being used to compare two things: Macs and PCs. So what form do you use to compare three or more things? Superlatives The superlative form of an adjective is formed by adding "est" to the word or "MOST" + the adjective. Examples of superlatives include "strongest," "lightest," and "most fascinating." You can never use "most" with the "est" form. It's incorrect to write "most funniest" or "most strongest." The superlative form is only used when comparing three or more things. Typically, words with one syllable use the "est" form and words with two or more syllables use "most" + adjective. This is an example of a correctly used superlative: Of all the computer brands, Macs are the easiest to use. When using "all" and not specifying a number, it's implied that you're talking about more than two so you should use the superlative form. Check out this example of a superlative being used incorrectly: Between John and Suzy, Suzy is the quietest. Remember that the superlative can only be used when comparing three or more things. There are only two in this sentence: John and Suzy. To fix the error, "quietest" should be changed to the comparative form, "quieter." How does the ACT test your knowledge of comparatives and superlatives? Comparatives and Superlatives on the ACT The ACT tests proper construction of comparatives and superlatives. You must know that comparatives are only used for comparing two things and superlatives are used for comparing three or more. Here are some tips to help you solve comparative and superlative questions on the ACT. Strategy Comparative and superlative rules are relatively basic. Remember this information and you should be able to correctly answer any ACT English question about them. If a comparative is underlined, make sure only two things are being compared. Never use "more" with the "er" form. Use the "er" form for one syllable words. If a superlative is underlined, make sure three or more things are being compared. Never use "most" with the "est" form. Use the "est" form for one syllable words. Use your knowledge of comparatives and superlatives to answer this real ACT English question. Actual ACT Example Here is a comparative/superlative question taken from a real ACT. The two principal types of kayaks are the easily maneuverable white-water kayak and the largest sea kayak. F. NO CHANGE G. very biggest H. more large J. larger Explanation: Because the word underlined is in the superlative form, we need to check to see if the superlative form is being used correctly. What is being compared in the sentence? The white-water kayak and the sea kayak. Only two things are being compared, so you have to use the comparative form. The sentence even says, â€Å"The TWO principal types of kayaks." Also, â€Å"large† is a one syllable word so you should use the â€Å"er† form instead of â€Å"more large." The answer is J. Here are some tips to help you answer all questions relating to adjectives and adverbs on the ACT. General Strategies for Adjectives and Adverbs on ACT English #1: If an Adjective or Adverb is Underlined, Make Sure the Word is Being Used Correctly On the ACT, adjectives and adverbs will often be placed next to each other and both words will be underlined. Make sure that adjectives are in adjective form and adverbs are in adverb form. #2: Determine the Part of Speech of the Word that the Adjective or Adverb Is Modifying Determine if a word is an adjective or an adverb by identifying the part of speech of the word it modifies. Adjectives modify nouns and adverbs modify verbs, adjectives, and other adverbs. #3: If a Comparative or Superlative Is Underlined, Make Sure the Word Is Being Used Correctly Comparatives Comparatives only compare two things. Proper comparative structure is the "er" form or "MORE" + adjective. Never use "MORE" with the "er" form. Use the "er" form for one syllable words. Superlatives Superlatives compare three or more things. Proper superlative construction is the "est" form or "MOST" + adjective. Never use "MOST" with the "est" form. Use "est" for one syllable words. Additional Practice I created these realistic practice problems to test your knowledge of adjectives and adverbs on the ACT. Enjoy! 1. The young student was disillusioned with school; he found his classes boring, and he thought economics was his most boringly class. A. NO CHANGE B. most boring C. more boring D. more boringly 2. Because my friend is better at math than I am, he can more easily solve complex trigonometry questions. A. NO CHANGE B. more easier C. most easy D. easily 3. Chris Farley was a very gifted entertainer who left an extremely profound impact on Saturday Night Live. A. NO CHANGE B. extremely profoundly C. extreme profound D. extreme profoundly 4. Joe decided to attend Stanford because it was the more prestigious school that accepted him. A. NO CHANGE B. more prestigiously C. most prestigious D. most prestigiously Answers: 1. B, 2. A, 3. A, 4. C What's Next Keep improving the skills that will help you master the ACT English section. Read this article about the best way to approach ACT English. For those of you focusing on learning ACT grammar, I highly you recommend you check out these posts on faulty modifiers and punctuation. Want to improve your ACT score by 4 points? Check out our best-in-class online ACT prep program. We guarantee your money back if you don't improve your ACT score by 4 points or more. Our program is entirely online, and it customizes what you study to your strengths and weaknesses. If you liked this English lesson, you'll love our program.Along with more detailed lessons, you'll get thousands ofpractice problems organized by individual skills so you learn most effectively. We'll also give you a step-by-step program to follow so you'll never be confused about what to study next. Check out our 5-day free trial:

Love Blood and oil Essay Example | Topics and Well Written Essays - 1500 words

Love Blood and oil - Essay Example This meeting took place between the Saudi Arabia’s King Ibn Saudi and Franklin Delano Roosevelt. This agreement progressed at various foreign policy doctrines with the subsequent United States presidents to George W. Bush. The 2008 Klare’s documentary film; Blood and Oil featured much of what was presented in the Klare’s book; that is, the conflict of oil. The oil reserves in the Middle East have long been regarded â€Å"a stupendous source of strategic power† by America. This claim is evidenced by a memo to the state department that is dated August 1945. According to Michael Klare, a progressive energy analyst, in his documentary, Blood and Oil, the Middle East oil resources contributes to the United States’ weakness (Morris&Young 6). Based on the same documentary, Blood and Oil, Klare examines the relationship between United States foreign policy and Oil. Plying the part of a film commentator, Klare hints on the importance of accessing and controlling oil within the presidential doctrines right from FDR through the administration of George W. Bush. On this point, Klare argues that controlling of the world’s energy resources is foundational to the United States of America foreign policy as from the World War II. Notably, the notion of Blood and Oil administrations demonstrates how the United States’ energy policy and foreign policy to be very essential intertwined (Morris&Young 9). Since the year 1860, the United States of American is known to be the leading petroleum consumer. Despite its worldwide low population of approximately five percent of the entire world population, the United States’ oil based economy consumes approximately twenty five percent of oil that is produced globally; this can be approximated to twenty million barrels per day. In the 1960s, the United States became intensively self sufficient and was producing over eighty percent of its own oil. Nonetheless, the

Women throughout American History Essay Example | Topics and Well Written Essays - 1500 words

Women throughout American History - Essay Example Perhaps the most essential, women fought for and to a large extent realized a reassessment of conventional notions of their duties in society. In addition, women in America were perceived to be second class citizens and in a number of occasions to be used and owned by members of the male population. Even though these views still persist in several regions in the world, women have accomplished tremendous progress with regard to equal rights. These civil rights were most notably established in the 19th and 20th centuries with noteworthy laws, for example, the Married Women’s Property Laws enacted during the 19th century and the 19th Amendment. The most significant accomplishment was realized in the 1920 elections when a large number of American women were allowed to exercise their rights to vote for the initial time. It took tremendous efforts of activists and reformers and approximately a century to win this right. Even though the consequences were astounding, the campaign was extremely demanding. Nevertheless, in the final part of 1920, the 19th Amendment of the constitution was formally approved, incorporating American women and for the first time asserting that like men, women, ought to have all rights and responsibilities that is associated with being an American citizen (Hemming and Savage 48). This paper will look at how women have suffered for numerous years, but the efforts they have put in have shown throughout history. From the early periods women have been specifically perceived as an innovative source of human existence. However, historically, women in America have been regarded both as a major source of evil and temptation, and mentally mediocre to their male counterparts. In contrast, the attitude towards members of the female population in the Eastern part of the world was initially extra approving. For instance, in ancient India, women were not denied of individual freedoms or property rights by marriage. Nevertheless, in America, children of the male gender were considered to be of significance than female children. On the other hand, when women were allowed intellectual and individual freedom, they made tremendous realizations. In the middle periods nuns played a significant part in Europe’s religious life. In America, women made significant contributions towards the fight for education for American women (Rosenbloom 37). Emma Willard established the Troy Female Seminary in 1821. This was the foremost American educational institution to give females a college education identical to that offered to men. Also, in 1841, Oberlin College was the institution that gave the bachelor’s degree to the first three women, Mary Caroline Rudd, Elizabeth Smith Prall, Mary Hosford, in America, and in 1862 it gave a degree to Mary Jane Patterson, an African America woman. Women in America were for a long time perceived as biologically inferior to men, delicate, and not able to engage in activities needing intellectual or muscular development. In preindustrial America, domestic activities were left for women and females, leaving what were considered as significant activities, for example, plowing and hunting to men. This did not take notice of activities, for example, taking care of children, washing clothes, and milking cows which needed sustained, burdensome labor. Also, the American community regarded the natural biological responsibility of women as their foremost social responsibility as well. This made middle-class children to learn from their mother’s example that caring for children, cleaning, and cooking was the responsibilities required of her when she became an adult

Essay 1 Example | Topics and Well Written Essays - 500 words - 3

1 - Essay Example Some people fear altercation and disobeying authority would require confrontation. Very many people want to appear rational and people with high integrity, and compliance to the authority means they are upholding their dignity. These people want to paint unadulterated picture of them to the authority and by complying with what the authority requires they are able to achieve this. Giving a phony or unjustly account of what took place will make a person obey authority in order to reverse his or her previous sentiments. When ones conscious is not at peace is it even possible for the person to have a peaceful life, knowing that one’s own version will make a person lose his or her life. How can someone live with a false accusation? Unless this person is retarded, because knowing ones version of what happened would be a reason someone innocent is likely to lose his or her life is intolerable. People have so much trust in the authority and not complying with what the authority requires would be so disrespectful on their part. From the age of childhood, people grow to believe an older person should always be respected, so obedience to authority comes naturally. When one fails to respect, authority there is the possibility of the person feeling incompetent and unreliable and it is so palpable that no one wants to be associated with such attributes. Some people comply with the authority for the wrong reasons; they find it hard to say no to the authority because of bribery. Some of them are bribed to give false accounts of what really happened. Such offers are unfeasible for some selfish individuals to turn down. They take up the offers and change their previous versions. There is the issue of threat since it is not likely that authority will be soft and understanding. Sometimes the authority uses threat on witnesses for them to do what the authority requires of

The Resource Based View Of Wal Mart Management Essay

The Resource Based View Of Wal Mart Management Essay The broad marketing environment of an organisation consists of the intra-organisational interactions amongst its internal factors, as also the external, diverse and inter-related environmental factors that are referred to as the external macro-environment (Lancaster Reynolds, 2001). Michael Porters diamond model states that whilst criteria like location, land, labour and magnitude of local population are conventionally considered to be influential in shaping competitive advantage, the real competitive national advantages are obtained by factors like strategy, organisational structure, business rivalries and competition, and related ancillary industries (Proctor, 2002). Hofstede, in his study of international cultures found that cultures comprise of rituals, values, symbols and heroes and that the bedrock of cultural differences between organisational culture flowed from five dimensions of national culture, (Hofstede, 2001), namely (a) power distance, (b) Uncertainty avoidance, (c) individualism, (d) long-term orientation and (e) masculinity (Vinken, Soeters, Ester, 2004). The larger macro environment, widely referred to as the PESTEL analytical framework, concerns political, economic, societal, technological, environmental and legal factors, whose analysis helps in scrutinising and pinpointing the influence of such environmental forces on organisations (Gray, 1999, P 12). Ritzer (1996) concludes that whilst remonstrating and opposing McDonaldisation is potentially worthwhile, the future of added McDonaldisation appears inevitable (Alfino, Caputo, Wynyard, 1998). The resource-based view (RBV) centres into intra-industry heterogenic organisations and contends that firms are distinctive packets of resources and capabilities providing the foundation for gaining competitive advantages; it conveys that organisations should leverage these self-owned resources even in unstructured international markets (Fahy, 1996). The RBV states that competitive advantage from resources can be achieved only if such resources are precious and enable the exploitation of an external opportunity or the counteracting of a threat (Fahy, 1996). Another critical characteristic of resource is rarity, which is inherently the key to heterogeneity, i.e. competitors should not have or be able to access similar resources rendering competitive advantages (Fahy, 1996). The critical condition of imperfect or limited mobility of resource must be further satisfied; imperfect resources that render competitive advantages must not be tradable amongst competitors (Fahy, 1996). Finally, the resource should be imperfectly imitable (Barney, 1991) or as per Peteraf (1993), render several ex-post restrictions to the opposition (Fahy, 1996). Stalk, Evans and Schulman (1992) aver that Wal-Marts growth, leading to its market supremacy, vests in its unique logistics competencies, which underline the magnitude of capabilities as latent causes of competitive advantage; their cross-docking coordination system makes certain that merchandise between two loading docks is transported in not more than forty eight hours (Fahy, 1996). This has benefited Wal-Mart not only in cutting cost of sales, and thereby improving margins, by 2 to 3 percent, but also in minimising the inventory levels (Fahy, 1996), working capital cycle and interest costs. The above system is therefore, seen to be immensely beneficial in value generation through cost reduction and thereby in being a source of competitive advantage; since it satisfies all requisite criteria (Fahy, 1996). The cross-docking system is rare. As it is resource based in terms of the joint utilisation of personnel, delivery vehicles and transportation and communication systems, it satisfies the condition of imperfect mobility (Fahy, 1996). It is also enormously complicated and thus difficult for competitors to reproduce, vis-a-vis the requisite coordination and communication between vendors, distribution centres, sales depots and outlets; it is this intrinsic ability to raise high barriers to imitation that bestows Wal-Mart with competitive advantage (Fahy, 1996). The advanced management methodologies underlined by the current advances in technology now permit the availability of customised merchandise on mass scales; such mass customisation arises from the juxtaposition of dual Japanese systems of flexible manufacturing, or lean production system, and adaptable marketing systems (Yasumuro, 1993),  (Alfino, Caputo, Wynyard, 1998). Wal-Mart is being able to successfully utilise its resources and competencies in establishing sustained competitive advantage, with appropriate and combined application of Porters Diamond model with PESTEL methodologies and RBV theory, in order to cater to variable, disparate and localised merchandise preferences, desires and needs of their customers. Question 2: In May, 2006, Wal-Mart announced the sale of all its 16 South Korean stores, and shortly thereafter, in July of the same year, the sale of its German operations to Metro A.G.; after eight years of effort to try to make the businesses profitable (Depamphilis, 2009). Unlike its remarkable success in getting it right on its home turf, Wal-Mart could not adapt to the regulatory and cultural differences, as well as the strong labour unions, in Germany (Depamphilis, 2009). The intensity of the German competitors in offering very low price points across product categories and the consumers thrift and prudence was also largely underestimated by the company (Depamphilis, 2009). Various factors like (a) the German shoppers adverse perceptions regarding clerks bagging groceries, (instead of themselves, as per their habitual practice), (b) legal tussles with employees over Wal-Marts policies against employee-supervisor liaisons, (c) the companys inability to proffer extended shopping hours or to sell below cost, (because of German regulations), and (d) its inability to implement cost reductions because of strong unionism, contributed in making the companys German venture a big mistake (Depamphilis, 2009). Wal-Mart forayed into Korea with the acquisition of 4 units, in 1999, from the Metro owned Dutch chain named Macro (Mahajan-Bansal, 2010). Korea is a comparatively established market with the local Emart being the leader in the retail marketplace (Mahajan-Bansal, 2010). Emart was made an acquisition offer by Wal-Mart, which it rejected (Mahajan-Bansal, 2010). The company was also cautioned by Emart that with Korea being a localised market with very specific customer needs and wants, Wal-Marts size and its status as the largest global retailer would not be very relevant in achieving competitive advantage in the Korean marketplace (Mahajan-Bansal, 2010). Wal-Mart entered the market with a bang but could never gain prominence; after seven years it sold its stores (ironically) to Emart and exited the market (Mahajan-Bansal, 2010). In China, on the other hand, the company progressed well. Avoiding major blunders, it has been able to achieve the right mix of localisation of store formats and merchandise mix (Mahajan-Bansal, 2010). Chinas high heterogeneity, with regard to its peoples habits and wants are similar to that of any other developing economy (Mahajan-Bansal, 2010). It has laboured hard to become an esteemed retailer in China, even as it is still too early in the country to realise its full potential (Mahajan-Bansal, 2010). This is important because China and India are at the centre of Wal-Marts global ambitions for Asia (Depamphilis, 2009). Wal-Mart reckons China as a solitary large market, whereas its more successful French competitor Carrefour considers China as a cluster of regional or local markets; Wal-Mart has a centralised sourcing and distribution centre unlike Carrefour (Mahajan-Bansal, 2010). The Chinese prefer to purchase fresh poultry and meat; hence the need for local sourcing to be faster and smarter rather than being centrally sourced (Mahajan-Bansal, 2010). Wal-Mart in China assists local retailer businesses to improve their functioning and service standards in order to integrate better with the local economies (Wal-Mart Group, 2010). Its perseverance in localisation of procurement creates more job opportunities, reposes trust in local producers, and helps in sustaining local economies (Wal-Mart Group, 2010). Wal-Mart treats its Chinese vendors as partners in development. Practically 95% of the goods sold by the company are locally produced by almost 20,000 suppliers (Wal-Mart Group, 2010). Wal-Marts journey in China has been fraught with many challenges, primarily due to the American retailing methodologies followed by the organisation (Gopalkrishnan, 2009). The singular differentiator between Wal-Marts strategies and Carrefours more entrenched adjustment to the Chinese environment lies in it appreciation of and response to local culture and consumer behaviour (Gopalkrishnan, 2009). In China the company possibly needs to understand that heterogeneous Chinese shoppers would possibly be better served by decentralised operations, combined with simultaneous leveraging of its competitive advantages of low prices, quality, and technologically superior logistics (Gopalkrishnan, 2009). Working together with local partners within the regulatory framework and cultural landscape is a critical lesson that appears to have been absorbed and espoused in advancing its Chinese retail footprint (Gopalkrishnan, 2009). Wal-Mart, by exiting the German market, (post the $ 1 billion pre-tax bottom-line hit), and retreating from the Korean marketplace, conveyed to its stakeholders the lessons it learnt on (a) the importance of appreciating cultural and environmental differences in new markets and (b) the need to focus sharply on profitability and returns in its global investment and growth strategy (Workman, D., 2006). Question 3: The widely used PESTEL framework represents an analytical methodology for evaluating the milieu in which individual organisations or industries operate, work and are managed; such an analysis aids in methodically focusing upon and assessing the impact of various environmental forces, namely those that are political, economic, socio-cultural, technological, environmental and legal in nature, upon business organisations or particular industrial segments (Gray, 1999, P 12). The Wal-Mart group scrupulously operates within the political and legal frameworks in all the countries in which it operates; such a strategy can often lead to the emergence of serious challenges, as in Germany where local regulations did not permit the company to extend the weekend hours or to sell below cost (Depamphilis, 2009). The companys expansion into different nations are also dependent on local political conditions and governmental and local regulations, as illustrated by Wal-Marts unsuccessful foray in Indonesia, where it needed the support of Suhartos network to ensure continuance of operations (Mahajan-Bansal, 2010). Apart from such factors organisations have to deal with copious local laws regarding labour and welfare; other trading regulations also affect business operations and need to be complied with, by organisations, their employees and their participating associates. Ecological challenges with regard to environmental protection and use of green production methodologies also need to be diligently targeted above minimum statutory requirements and achieved; Wal-Mart projects itself as a sustainability leader and incorporates participation of all internal and external associates and partners in setting targets for fulfilment of their energy needs (Wal-Mart Group, 2010). Its environmental and green objectives are targeted to be achieved through greater use of renewable sources, encouraging use of environmentally friendly products and working towards zero waste (Wal-Mart Group, 2010). Catastrophic events and fluctuating weather patterns can also challenge operational efficiencies (Wal-Mart Group, 2010). Most global retail players have at one time or another felt the need to factor in challenges relating to country specific general economic conditions, disposable incomes of shoppers, buying patterns and preferences, cost of goods and labour, interest and currency exchange rates, customer debt levels, credit availability and history, fuel and energy prices, insurance costs, et al. (Wal-Mart Group, 2010). Economic challenges, especially in forays into matured markets, include top-line protection, sustained profitability and cash flows; these challenges assume critical proportions, not only due to the intense rivalry and competition in the retail turf, but also due to wafer thin margins and the fairly long gestation period involved in setting up just-in-time inventory and logistics, and best in class infrastructure. The socio-cultural norms of no two nations are alike. This poses immense challenges in conforming to local practices and customs and therefore requires diligent and sustained efforts in satisfying cultural needs; inadequate attention to cultural needs has led to numerous retail failures across the globe; Germany and Korea represent two cases of different cultures that Wal-Mart failed to tackle appropriately (Depamphilis, 2009). Another case in point is the heterogeneous nature of the Chinese population, which mandates local rather than centralised sourcing (Mahajan-Bansal, 2010). Diverse cultural environments prevail even within small countries, on the lines of geographical or other divisions, demanding adherence by business to disparate social and cultural norms. Retail forays into new international marketplaces need implementation of contemporary technology for combating the inherently competitive nature of the industry. Wal-Mart and other major retail players are using RFID (Radio Frequency Identification) technology for product tagging and coding to combat the logistics challenges for procuring, moving, stacking and selling ever increasing volumes and varieties of merchandise across geographies and continents (Stoler, 2006). Additional risks that Wal-Mart could be exposed to in its global businesses could emerge from fiscal and monetary policies and inflation rates of its host countries, political, social and economic instability, adverse tax consequences, and, inter alia, difficulties in enforcing IPRs (Intellectual Property Rights) in non-US countries (Wal-Mart Group, 2010). The mitigation of these challenges and risks essentially lie in diligently adapting to local country-specific and region-specific norms and regulations and in synergising them with proprietary best-in-class expertise in technology and logistics. Such stratagems are required for the progression of glocalisation or transnational objectives and attainment of economic and sustainable growth. Question 4: The management of the Wal-Mart conglomerate employs numerous measures for evaluation of corporate performance, the chief among them being (a) total sales, (b) operating income, (c) comparable store sales, (d) diluted income per share from continuing operations, (e) return on investment and (f) free cash-flow (Wal-Mart Group, 2010). The total sales for the fiscal year ended January 31, 2010, clocked in at $ 401.2 million compared to $ 374.3 million for the previous year, registering a 7.2% growth, following a 8.6% growth in the previous 2008 fiscal (Wal-Mart Group, 2010). Such enhancement in net sales resulted from diverse acquisitions, store sales additions, and the worldwide expansion of business (Wal-Mart Group, 2010). The efficacious management and leveraging of expenses of the company can be measured by operating income, which rose by 3.95 % in fiscal 2009, against an increase of 7.1% in the previous year; this occurrence occurred primarily because of Internationals adverse impact from foreign currency conversion rates, (amounting to $ 2.3 billion) and the Sam Clubs marginal percent decrease, due to increases in operating and overhead expenses (Wal-Mart Group, 2010). Introducing new stores leads necessarily to reduction in sales of existing stores in the vicinity; as per revised capital efficiency computation methodology, the adverse approximate impact on current store sales was 1.1% and 1.5% in fiscals 2009 and 2008 respectively; this impact will abate in future due to intended reduction in opening of new stores (Wal-Mart Group, 2010). The diluted income from continuing businesses increased from $ 3.16 in fiscal 2008 to $ 3.35 per share in fiscal 2009, consequent to income enhancements, combined with repurchase of outstanding quantum of weighted average shares. The corresponding figure for fiscal 2007 was $ 2.92 diluted income per share (Wal-Mart Group, 2010). The Return on Investment (ROI), a critical measurement tool for assessment of efficiency of deployment of assets by the organisation, stood at 19.3% for fiscal 2009 and 19.6% for fiscal 2008. Some of this decrease occurred because of the investment in Chile and the settlement of workers class action lawsuits (Wal-Mart Group, 2010). Free cash flows are net cash flows made available by continuing operations for a period, less the outflows made for purchase of equipment and property during such period, and reflect the capability of organisations to engender additional cash flows from various business segments ; Wal-Marts free cash flows increased from $ 5.7 to 11.6 billion through fiscals 2008 and 2009 respectively (Wal-Mart Group, 2010). A scrutiny of the 5 year financial data reveals that organisational sales increased from $ 281.5 million in fiscal 2005 to $ 401.2 million in fiscal 2009, representing a 42.5% absolute increase (Wal-Mart Group, 2010). A further analysis of the financials reveals that overall net sales realisation per square footage increased by 1.7% from $ 428.2 to $ 435.7 between fiscals 2007 and 2009 respectively (Wal-Mart Group, 2010). It is also important to note that for the Wal-Mart US segment, (which contributed 63.7% of the overall net sales for fiscal 2009), the net sales realisation increased by 3.6% from $ 418.8 to $ 434.0 per square foot between fiscal 2007 and 2009. The average realisation per store in the US increased from $ 65.73 to $ 69.95 million, representing an increase of 6.4% over the same period (Wal-Mart Group, 2010). The above performance analysis of Wal-Marts business segments, vis-à  -vis its strategies, reveals that the group should be able to continue to successfully overcome or sidestep the challenges it must inevitably face in future, considering its worldwide span of operations in 15 diverse global territories. The companys financials reveal that the strength of its balance sheet will continue, barring major risks, to supplement its resources every year in achieving its strategic objectives for the benefit of its stakeholders. Question 5: Wal-Mart forayed into the global marketplace, with the opening of the Sams Club in Mexico, in the 1990s, to revitalise its constrained domestic sales growth; this diversification yielded immense results in terms of growth, in both revenues and earnings, especially after appropriate changes in the companys international strategy were effected in 1999 (Wal-Mart Group, 2007). The company thereafter entered, (in quick succession), Puerto Rico in 1991, Canada in 1994, Brazil and Argentina in 1995, and China in 1996 (Wal-Mart Group, 2007). The subsequent ingress into the UK through the purchase of ASDA, as well as into Japan through Seiyu, furthered its global operations (Wal-Mart Group, 2007). The first part of the companys three-pronged strategy, to unlock the value in their global business, addressed portfolio optimisation in making of correct investments, dissociating from unsuccessful investments, and growing both organically and inorganically (Wal-Mart Group, 2007). The second leg of this international strategy, according to Mitch Slape, Wal-Marts (International Business Development) Vice President, is to leverage global markets to add value through use of all of Wal-Marts resources, competencies, and associations, (Wal-Mart Group, 2007). The year 2007 saw the addition of the third dimension of their strategy, namely, to be triumphant in each of the geographical areas of operation and to have a unique position for eventual generation of value for shareholders. The company, to achieve this, continues to be fixated on the local consumer, relocate know-how, and grow the best international and local talent to enable leveraging the global scale (Wal-Mart Group, 2007). The competition amongst retail companies on the basis of local market power and local scale establishes the branding, cost composition and recall presence for the customer, in all countries; Wal-Mart hurt itself sorely whenever it did not adhere to this principle (Mahajan-Bansal, 2010). With most of the customers, to the first Mexican Wal-Mart store, commuting by buses instead of cars, the companys large Americanised parking-lot was piled up with shopping carts at the end that was closer to the bus stop (Mahajan-Bansal, 2010). The product categories and inventories stacked were attuned to American needs, e.g. golf balls for the lower income level customers (Mahajan-Bansal, 2010). Wal-Mart learnt quickly from these initial and relatively minor errors and bounced back to achieve remarkable success (Mahajan-Bansal, 2010). Bartlett and Ghoshal (1989) aver that the organisation must manage itself to realise the synergies of global assimilation and national receptiveness and learn to thrive in the global arena (Fahy, 1996). In terms of wherewithal, such a theory connotes that the organisation should depend not only on the parent organisations resources (global assimilation) or on the resources of the local company (national receptiveness) but must equally highlight both; it must also effectively ensure two-way transfer of learning between both the companies (Fahy, 1996). Although numerous authors assert the pursuit of a global strategy on the foundation of the industrys internationalisation prospects (Porter 1986; Yip, 1989), there is a divergent view that companies need to merge both the local and global dimensions; this combination is occasionally known as localisation (Main, 1989) (Fahy, 1996). Translated, the transnational solution advocates that global business players assimilate the organisational resources and competencies of both the host and the home country (Fahy, 1996). The primary and widely accepted reason for Wal-Marts success in China, as also in the other countries it has forayed into concerns its ability to, over time, acclimatise its operational, merchandising and marketing stratagems to enable their juxtaposition with the host countrys culture. The pursuit of such a transnational, or glocalisation strategy, has led to the company becoming an entrenched transnational retail player. Wal-Mart has successfully implemented its intended stratagems in growing from one international retail store in 1991 to over 3000 stores in 2007 in 13 non-US markets under 50 diverse banners; with almost 600,000 associates or employees offering goods and services to 49 million consumers every week, it has been growing at a compound rate of 24.7% per annum for the last seven years (Wal-Mart Group, 2007). Question 6: Globalisation has ensured enormous wealth creation worldwide over the last two decades. The unprotected and saturated domestic markets of business organisations have forced them to cross their national borders (Stoler, 2006); this global competition has wrought considerable internal and external benefits to businesses and societies across the world. The direct benefit of quantitative growth has profited Wal-Mart in two critical areas, the first being the considerable economies of scale that Wal-Mart has been able to garner from its worldwide buying clout and second, the benefits that have accrued to it from the exchange of ideas across its global operations (Wal-Mart Group, 2007). Wal-Marts volumes have helped it in extracting deeper discounts from all the local businesses of its multinational vendors, like Proctor Gamble, GE and Unilever; who have their own worldwide operations (Wal-Mart Group, 2007). The flow of ideas across geographies also help in the best practices of one country being imbibed in another; a case in point being the layouts of the wine departments in stores in Argentina being replicated into layouts globally (Wal-Mart Group, 2007). Technology has propelled the use of bleeding edge innovations in ensuring efficient inventory and logistics controls. Radio Frequency Identification (RFID) product coding and tagging , as an alternative to bar codes, for inventory and security purposes, is already in use by large manufacturers and retailers like Wal-Mart and their worldwide vendors (Stoler, 2006). This translates into immense benefits in terms of supremely efficient global tracking, securing and movement of large volumes of merchandise containers by road, sea and air (Stoler, 2006). Wal-Marts use of its competitively advantageous cross-docking logistics system, by ensuring the movement of these tracked goods between two docking stations within forty eight hours, results in nominal inventories and substantial saving of 2 to 3 percent (Fahy, 1996). In a business where low costs and stretched margins are crucial, this system has generated substantial business values and market dominance (Fahy, 1996). The inimitable local and global synergies of bringing together people, communication systems and modes of transportation give Wal-Mart exceptional competitive advantages (Fahy, 1996). The larger implication of the use of these technologies is in facilitating and promoting, rather than in retarding, international trade through addressing of crucial anti-terrorism and security apprehensions (Stoler, 2006). The extensive use of such technologies also implies that customers will soon be able to verify radio-tagged products, know where, when and by whom they were manufactured, the physical components and chemical procedures used in manufacture, the shipment logistics, the dietetic content and , inter alia, their adherence to sustainable development manufacturing methodologies (Stoler, 2006). Such well informed shoppers should further the cause of superior retail management by buying more merchandise than they are content with (Stoler, 2006). The global commodity chain (GCC) approach of Gereffi and Korzeniewicz (1994) looks at the worldwide unification, along value and / or commodity chains, concerning consumption, distribution and production of goods (Dolan, 2004). This diagnostic tool is especially valuable in identifying the vital role that conglomerates like Wal-Mart, GAP and Nike play in managing activities in value chains (Dolan, 2004). Gereffi (1994, 1999) underlined the criticality of the so-called buyer-driven commodity chains, and argued that, in certain business sectors, the large marketers, brand-name companies, and retailers, play a central role in instituting and prodding geographically disseminated manufacturing and supplying systems, without their ownership of such systems (Dolan, 2004). The horticultural value chain pertaining to UK-Africa demonstrates numerous properties of a buyer driven commodity chain (Dolan, 2004). The supermarkets oversee the supply arrangements that cover numerous African nations and not only identify the goods but also the manners of production of such merchandise (Dolan and Humphrey, 2004) (Dolan, 2004). Such supermarkets progressively establish the manufacturing imperatives of the upstream horticultural entities and obliquely impact their assumed employment stratagems (Dolan, 2004). This enables significant and direct benefits to Wal-Mart in terms of display of disparate and locally preferred merchandise on its shelves worldwide, thereby helping it to service its customers better. Assignment 2: Individual Reflective Statement Moon (2004) avers that the stages of the reflective cycle, in the widely used Kolb cycle, (Gibbs. 1988), have been variously described by theorists as (a) the experience, (b) identification of the necessity for a resolution of an issue, (c) explanation of the issue, (d) reassessing and remembering, (e) re-evaluating affections / expressive stage, (f) processing of information and thoughts, (g) the ultimate resolution, likely transformation and action and (h) probable action. The Business Synoptic attempts to analyse, with the global retailer Wal-Mart, as the case study, the main issues of the frameworks used to garner competitive advantage in the global marketplace. The exercise helps in comparing the successful, or otherwise, entries into different foreign markets and in assessing the learning thus achieved, understanding the challenges and risks associated with such ventures, identifying the appropriate performance indicators for enabling the analysis of performance of last five years, assessing the results of such analysis vis-à  -vis the adopted strategies, examining the strategies adopted by the company, and finally deciding whether and why such strategies were and are appropriate, and how globalisation has benefited Wal-Mart. This reflective statement study draws greatly on the available literatures that cover the disparate fields of marketing management, strategic management, retail management, international business, and industrial organisation economics, as also the information available on Wal-Mart in the public domain, both on and off line. The analysis involves the use of primary and secondary information available from sources like the Wal-Mart groups website and from books, magazines, journals, the media and newspapers. Whilst the period of reference for this reflective statement commences in the 1960s, when Wal-Mart was founded, the major part of the analytical period spans from the early 1990s when Wal-Mart established its first overseas venture to the five years from 2004 to 2009, for assessment of financial performance indicators. It is also pertinent to note that adequate care has been taken in making sure that the subject matter under examination is pertinent to the issues under this analysis. During the course of this study, I have found that my reflective skills have developed, though I have sometimes skipped certain stages of the reflective cycle and have revisited them later, whilst, in other cases, I have digressed tangentially and have veered away from the current topic of study. This has, over the course of the study, enabled me to delve into the multi-faceted aspects of the diverse factors, as well as the underlying processes and policies that are involved in the management of huge conglomerates. This has also enabled me to better appreciate the humungous logistics behind the everyday retail experiences of millions of shoppers, including the author, who throng the ubiquitous worldwide superstores. During the course of one such digression, I was disheartened to learn that a multinational can also be susceptible for liabilities that can arise out of the non- compliance of its contracted associates with corporate policies on contract labour. The case study revealed the complex relationships that exist between the business environment and the tactical and strategic policies implemented in business segments, as well as the impact and relevance of such policies in staying competitive in the international marketplace. The study also presented the author with the diverse economic, environmental and social criteria that mandated the present and prospective course of action of an organisation for maintenance of its global supremacy in the retail industry. The study of the literature further clarified the importance of social and cultural influences on inter related business decisions and the resultant prosperity, market penetration and growth. The use of both quantitative and qualitative infor

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