The Marketing Plan Of Otto Bock Australia - 3868 Words

Executive Summary Otto Bock Australia is launching a new product the Sport Genx Prosthetic Knee to position the company in the sports prosthetic market. Accordingly, a marketing plan has been produced that is consistent with the social enterprises values being that of restoring quality of life to people with disabilities. The positioning of the brand will be based on the following positioning statement - To target people with disabilities who have lost limbs by providing microprocessor or manually controlled prosthetic solutions and rehabilitation in order restore to them a quality of life. The implementation of the NDIS means that annually over $20m will be allocate to expenditure on medical devices for disabled people. Ordinarily,†¦show more content†¦The goal of each product developed is to improve the mobility of the person using it and all products are made by hand without large production lines. Otto Bock is active in social responsibility through the Paralympics and other sporting events, through the Otto Bock foundation supporting children that have lost limbs in natural disasters, education of health professionals and lastly through the huge proportion of profits that go into the research and development of new products. Otto Bock is a commercial enterprise as well as it strives for economic success through the selling of high end electronically controlled prosthetics to higher net worth individuals. In Australia Otto Bock started in 1974 (Otto Bock Australia, 2015) and has a local head office in Baulkham Hills Sydney, notwithstanding the fact that it operates across the country. All employees live by the values of customer satisfaction and returning quality of life to all people that the company service. Macro-environmental analyses A well-known marketing book (Armstrong, Adam, Denize, Kotler, Principles of Marketing, 2015) lists the following environmental factors influencing the company from a macro point of view: political, economic, social and cultural (society’s values) and technological. Political A research paper (Buckmaster, 2016) explains how the National Disability Insurance Scheme (NDIS) introduced in 2016 will

History of Indian Airlines Free Essays

Brief History of Indian Airlines India’s chiefly domestic state-owned carrier, Indian Airlines Ltd. , flies passengers and cargo to 59 domestic and 16 international destinations. Its fleet numbered 52 aircraft in 2000. We will write a custom essay sample on History of Indian Airlines or any similar topic only for you Order Now Indian Airlines has traditionally based its network around the four main hubs of Delhi, Mumbai (formerly Bombay), Calcutta, and Chennai (formerly Madras). The airline carries about six million passengers a year and has a substantial freight operation. Origins The Air Corporations Act of 1953 amalgamated India’s dozen or so airlines, most of them undercapitalized, into two nationalized air carriers: Air-India Ltd. given responsibility for international routes, and Indian Airlines Corporation (IAC), the domestic airline. The eight airlines that were amalgamated into IAC included Air Services of India Ltd. , Airways (India) Ltd. , Bharat Airways Ltd. , Deccan Airways Ltd. (already 70 percent government-owned), Himalayan Aviation Ltd. , Indian National Airways Ltd. , Kalinga Airlines, Ltd. , plus the domestic operations of Air-India Ltd. IAC began operations with a fleet of 74 of the war surplus Douglas DC-3s that had founded its short-lived predecessors. The airline also had thr ee times as many employees as it needed, writes R. E. G. Davies, a situation that was slow to change due to the government’s refusal to allow layoffs. Davies also writes that the standard of maintenance was low and the airline suffered many accidents in its early years. IAC soon moved to bolster its fleet by ordering a few new de Havilland 114 Herons, retired after only a couple of years of service, and Vickers Viscount 768s, which were assigned to trunk routes. The DC-3s continued to supply feeder traffic; they soon began to be phased out by Fokker F-27s and Avro 748s. IAC began flying short-haul jets–French-made Caravelles–in the mid-1960s. The Caravelles were so popular that IAC soon needed larger jets to on the routes between Bombay (Mumbai), Delhi, Calcutta, and Madras (Chennai) that formed the India’s domestic trunk network. IAC’s first Boeing 737s entered service in 1971. Between 1962 and 1972, IAC was called upon to support the military in several campaigns, first in skirmishes with China, and later with the wars with Pakistan that ultimately led to the creation of Bangladesh. Confidence and Crisis in the 1970s and 1980s IAC announced a Rs45 million loss for 1972. The next year, the company had several incidents of aircraft damage or loss. Labor unrest, high fuel costs, political burdens, and built-in inefficiencies added to the company’s problems. However, these were met with such resolve that IAC had the confidence to order its first wide-body jets, Airbus A300s, in 1975. A program to produce ground support equipment in Indian factories was part of the deal. In 1976, new routes stretched across political divisions to Kabul, Afghanistan, in the northwest, and the Maldive Islands in the south. The government allowed the formation of a few new limited service airlines in the 1970s: Air Works India, Huns Air, and Goldensun Aviation. None of them had long life spans. Around 1979, IAC dropped the word â€Å"Corporation† from its name. Another national airline, Vayudoot, was formed in 1981 and tasked with carrying feeder traffic from India’s smaller communities. Indian Airlines’ managing director, Gerry Pais, was Vayudoot’s part-time chairman. Vayudoot was serving more than 100 destinations within India by 1990. The government also set up a helicopter corporation to serve off-shore oil fields. Britain’s  Financial Times  described Indian Airlines as the world’s third largest domestic carrier in the mid-1980s. With business growing at better than ten percent a year, it was increasing its capacity. Indian Airlines ordered a dozen of the new Boeing 757s in August 1984. After Rajiv Gandhi, a former Indian Airlines pilot, became prime minister, this order was changed to Airbus A320s due to what were perceived as political reasons. However, the crash of an Indian Airlines A320 in Bangalore on February 14, 1990–the type’s second major crash globally in a two-year period–sorely tested management’s faith in the plane, which featured new fly-by-wire flight controls and electronic cockpit instrumentation. As part of a plan to merge Indian Airlines with Air-India, the state’s international carrier, two leading young industrialists were appointed to chair the boards of the two companies in autumn 1986. Neither these plans nor the new chairmen lasted very long. In 1987, Indian Airlines carried 10 million passengers and earned a profit of Rs630 million ($48 million). However, the quality of its service was facing criticism, to be heightened by the coming entry of new carriers into the market. India’s chiefly domestic state-owned carrier, Indian Airlines Ltd. flies passengers and cargo to 59 domestic and 16 international destinations. Its fleet numbered 52 aircraft in 2000. Indian Airlines has traditionally based its network around the four main hubs of Delhi, Mumbai (formerly Bombay), Calcutta, and Chennai (formerly Madras). The airline carries about six million passengers a year and has a substantial freight operation. Origins The Air Corporations Act of 1953 amalgamated In dia’s dozen or so airlines, most of them undercapitalized, into two nationalized air carriers: Air-India Ltd. given responsibility for international routes, and Indian Airlines Corporation (IAC), the domestic airline. The eight airlines that were amalgamated into IAC included Air Services of India Ltd. , Airways (India) Ltd. , Bharat Airways Ltd. , Deccan Airways Ltd. (already 70 percent government-owned), Himalayan Aviation Ltd. , Indian National Airways Ltd. , Kalinga Airlines, Ltd. , plus the domestic operations of Air-India Ltd. IAC began operations with a fleet of 74 of the war surplus Douglas DC-3s that had founded its short-lived predecessors. The airline also had three times as many employees as it needed, writes R. E. G. Davies, a situation that was slow to change due to the government’s refusal to allow layoffs. Davies also writes that the standard of maintenance was low and the airline suffered many accidents in its early years. IAC soon moved to bolster its fleet by ordering a few new de Havilland 114 Herons, retired after only a couple of years of service, and Vickers Viscount 768s, which were assigned to trunk routes. The DC-3s continued to supply feeder traffic; they soon began to be phased out by Fokker F-27s and Avro 748s. IAC began flying short-haul jets–French-made Caravelles–in the mid-1960s. The Caravelles were so popular that IAC soon needed larger jets to on the routes between Bombay (Mumbai), Delhi, Calcutta, and Madras (Chennai) that formed the India’s domestic trunk network. IAC’s first Boeing 737s entered service in 1971. Between 1962 and 1972, IAC was called upon to support the military in several campaigns, first in skirmishes with China, and later with the wars with Pakistan that ultimately led to the creation of Bangladesh. Confidence and Crisis in the 1970s and 1980s IAC announced a Rs45 million loss for 1972. The next year, the company had several incidents of aircraft damage or loss. Labor unrest, high fuel costs, political burdens, and built-in inefficiencies added to the company’s problems. However, these were met with such resolve that IAC had the confidence to order its first wide-body jets, Airbus A300s, in 1975. A program to produce ground support equipment in Indian factories was part of the deal. In 1976, new routes stretched across political divisions to Kabul, Afghanistan, in the northwest, and the Maldive Islands in the south. The government allowed the formation of a few new limited service airlines in the 1970s: Air Works India, Huns Air, and Goldensun Aviation. None of them had long life spans. Around 1979, IAC dropped the word â€Å"Corporation† from its name. Another national airline, Vayudoot, was formed in 1981 and tasked with carrying feeder traffic from India’s smaller communities. Indian Airlines’ managing director, Gerry Pais, was Vayudoot’s part-time chairman. Vayudoot was serving more than 100 destinations within India by 1990. The government also set up a helicopter corporation to serve off-shore oil fields. Britain’s  Financial Times  described Indian Airlines as the world’s third largest domestic carrier in the mid-1980s. With business growing at better than ten percent a year, it was increasing its capacity. Indian Airlines ordered a dozen of the new Boeing 757s in August 1984. After Rajiv Gandhi, a former Indian Airlines pilot, became prime minister, this order was changed to Airbus A320s due to what were perceived as political reasons. However, the crash of an Indian Airlines A320 in Bangalore on February 14, 1990–the type’s second major crash globally in a two-year period–sorely tested management’s faith in the plane, which featured new fly-by-wire flight controls and electronic cockpit instrumentation. As part of a plan to merge Indian Airlines with Air-India, the state’s international carrier, two leading young industrialists were appointed to chair the boards of the two companies in autumn 1986. Neither these plans nor the new chairmen lasted very long. In 1987, Indian Airlines carried 10 million passengers and earned a profit of Rs630 million ($48 million). However, the quality of its service was facing criticism, to be heightened by the coming entry of new carriers into the market. Chronology * Key Dates: * 1953:  Indian Airlines is formed as India’s domestic airline. * 1965:  Short-haul Caravelle jets enter the fleet. * 1972:  IAC records a rare loss. * 1975:  The company orders its first widebody jets. * 1992:  India’s domestic air market is deregulated. * 1998:  Plans to merge Indian Airlines with Air-India are drawn up but not approved. 2001:  The Indian government solicits bidders for partial ownership of Indian Airlines. Additional Details * State-Owned Company * Incorporated:  1953 as Indian Airlines Corporation * Employees:  22,500 * Sales:  Rs 3,755 crore ($1 billion) (2001) * NAIC:  481111 Scheduled Passenger Air Transportation; 481112 Scheduled Freight Air Transportation; 481211 Nonsc heduled Chartered Passenger Air Transportation; 481212 Nonscheduled Chartered Freight Air Transportationhttp://www. referenceforbusiness. com/history2/65/Indian-Airlines-Ltd. html#ixzz2DAhNxQo5 How to cite History of Indian Airlines, Essay examples

Business Canvas Model of Commonwealth Bank-Samples for Students

Question: Determine the effectiveness of business model and smart-connected devices in relation with the Commonwealth Bank. Answer: Commonwealth Bank is a multinational Australian Bank headquartered in Sydney. Along with Australia, Commonwealth Bank is situated in various other parts of the globe such as New Zealand, Asia, and United States and in United Kingdom. Initially, it was founded by Australian Government but later on it was fully privatised in 1996 on listed on Australian Stock Exchange in 1991. Currently, bank has more than 1100 branches along with 51,800 employees across worldwide locations (Commonwealth bank, 2018). Commonwealth Bank is one of the largest companies in terms of revenues in global banking industry. Success and growth of an organization is dependent over its business model, business ethics and the strategies adopted to match up with the latest trends of market, to fulfil its customers needs, as well as to build an effective image amongst the competitive business environment. In this business essay, business model canvas of Commonwealth Bank will be discussed. Along with the business mode l, disruption and innovation will also be discussed in relation with the analysis of threats and opportunities of utilisation of smart-connected devices will also be covered under this business essay. This essay will help to determine the effectiveness of business model and smart-connected devices in relation with the Commonwealth Bank. Business model and disruption In order to gain success and growth for a longer period of time, organizations are required to adopt appropriate business model and disruptive techniques. Both these terms plays vital role in an organizational life-cycle. Business model describes the procedure of how an organization delivers, creates, and captures the value in correlation with the social, economic, cultural and in other contexts. Construction of business model is a crucial segment of business strategies (Osterwalder Pigneur, 2010). Disruptive innovation is used in the businesses to form new markets and value network and disrupts existing markets and value networks in order to enhance the productivity and efficiency. All innovations are not disruptive but all disruptions are tending to be innovations. For example: when automobiles were initially introduced in the market, it did not disrupt the market of horse-down vehicles. But when mobile phones were introduced in the market, it disrupted the whole market of other medium of communication such as landline phones, etc. It is known as disruptive innovation (Porter Heppelmann, 2014). Business model canvas framework is introduced by Osterwalder, et al. (2011) in order to combine all the components of a business together. This framework acts as the vital strategy included in the strategic management which is mainly used for developing business models. This framework includes all crucial elements of business such as products description, value propositions, resources, customers and other required resources (Osterwalder, et. al., 2011). Another aim of the business model is to perform well and in an effective manner in dynamic business conditions. All the functionalities are managed in the most appropriate manner which is required to obtain expected outcomes. Along with this, business model also helps the organization to make optimum utilisation of the available resources with the objective of delivering value to its targeted demographics (Porter Heppelmann, 2015). Along with the business model canvas framework for building the effective and result oriented business model, disruptive innovation model has also been adopted by the companies nowadays with the objective of uplifting the market image along with gaining competitive advantage. Adaptation of disruptive innovation leads to generate positive outcomes and develops unique value dimensions to serve the potential customers in the most appropriate manner (Guttentag, 2015). Some of them value dimensions served to the customers are simplicity, reduced prices; enhance quality, convenience, etc. Disruptive innovation brings unique ways for the organizations to move towards success, growth and other variables which are necessary to attain competitive advantage in the target market. In relation with the disruptive innovation technology, smart-connected devices are also growing rapidly in the market. These devices are assisting the companies to move towards automation from manual work procedure. Apa rt from this, smart-connected devices reduce chance of men-made errors and other glitches which could reduce the efficiency of an organization. With the help of disruptive technology, organizations are using smart-connected devices in their operations with the objective of enhancing the efficiency and productivity of the organization (Christensen, et. al., 2011). Software, sensors, and other technological devices which ease the organizational functionality and increase the efficiency of organization are known as smart-connected devices. Technologies help the organization to make their operation effective and quick and the same goes with smart-connected devices. These devices form a way between the customers and organization in order to share information, raising a query, etc. The data collected from these products can be then analysed to inform decision-making, enable operational efficiencies and continuously improve the performance of the product (Chesbrough, 2010). Numerous products and services are being delivered by the Commonwealth Bank to its customers. Services such as financial services, investment schemes, insurance plans, saving, current and other types of bank accounts, broking services, retirement and maturity schemes, etc. are provided by Commonwealth Bank. Major reason of organizational success and expansion in various parts of the globe is adaptation of trending techniques and effective business model (King Baatartogtokh, 2015). Apart from this, Commonwealth Banks success could also be measured by the utilisation of smart-connected devices in their operations. Certain disruptive innovations made by the team of Commonwealth Bank are smart machines, Block-chains, Internet of Things, big data and smart-chipped cards. The smart-chipped cards have unique features and provide various advantages to its users. Generally, debit cards are being used for transacting and shopping purposes but debit cards issued by Commonwealth Bank are less w ith unique safety features. These safety features saves customers of bank from fraudulent activities as well as in the scenarios of card lost, it could be deactivated easily by a mobile application only. These are certain crucial innovations made by Commonwealth bank to enhance its effectiveness (Demil Lecocq, 2010). It has been observed that smart-connected devices bring various opportunities and threats for the organization. In relation with the adaptation of smart-connected devices, Commonwealth bank has introduced smart machine in their operations which enables the bank to provide unique financial services to its potential customers across the globe. The smart-machine is introduced with the help of sensors and advanced technology which enables the bank to manage and record the information regarding transactions made by its customers (Fadlullah, et. al., 2011). This machine has the capability to manage all the branches of banks interlinked with each other. Along with these services and facilities, Commonwealth Bank also provide online banking, online account opening, and other crucial services to its customers. With the help of these technology and advancements, organization has attained growth related attributes along with an impressive growth rate (Christensen, Raynor McDonald, 2016). Along with the opportunities to grow and prosper, there are various challenges and threats linked with the usage of smart-connected devices. One of the biggest challenges is dependency over technology and automation. Due to this, manual processing of functionalities is getting declined whereas users also face certain challenges such as losing the passwords for online banking. Apart from this, old aged people are also facing challenges in order to make use these technologies (Sun, et. al., 2016). In relevance with these challenges, it is required for the management of bank to provide adequate information of using these technologies along with the procedure of recovering the passwords. The major threat of smart-connected devices is the fraudulent activities because card lost; leakage of confidential credentials of customers could lead to big loss for the bank as well as for its users. Thus, it has been recommended to the bank and its users to keep their confidential credentials in safe and secure place through which these technologies and advanced could be utilised in an optimum manner (Yu Hang, 2010). Key Partners Firms issuing credit cards Subsidiary companies in other parts of the globe Local clients in other countries Stakeholders Security providing firms Vault services providing firms Key Activities Retail banking Investment schemes Credit card facility Insurance plans Risk evaluation techniques Value Proposition Quality financial services Reliable investment schemes Customer-centric retail banking services Brand equity in banking sector, Australia Practical growth Provides services to local and small banks and financial institutions Customer Relationships Renders quality services to its customers (Harwood, et. al., 2014). Practice various functionalities in relevance with making customer relations strong Customer centric approach Takes customer feedbacks on priority Brand image Customer Segments All customer segments Business organization, government, and all people Credit card users Key Resources Wide and effective distribution network Operates from more than 1100 branches worldwide Brand image of being one of the largest banks in terms of revenues, service quality, etc. across the globe ATM Effective men-power Skilled technicians Channels Own communication channels Official website Other social media platforms Cost Structure Salaries to employees Remuneration to financial experts Administrative costs Other financial costs Maintenance, security, interest, etc. fees. Rewards and returns Revenue Streams Interest on loans Interest on credit card payments Fees for overdraft facility Debit card fees Other services fees and fees on non-maintenance of minimum balance in account. Above discussed business canvas model is adopted by Commonwealth Bank, Australia. This model has made the organization effective enough to achieve desired goals and objectives. Along with this, it has been observed that for effective management of business practices, appropriate model, structure or a framework is required. With the help of this model, organizational capabilities could also be compared with its achievements and gaps recognised could also be fulfilled in an effective and appropriate manner References Chesbrough, H., 2010. Business model innovation: opportunities and barriers.Long range planning,43(2-3), pp.354-363. Christensen, C. M., Horn, M. B., Caldera, L., Soares, L. (2011). Disrupting College: How Disruptive Innovation Can Deliver Quality and Affordability to Postsecondary Education.Innosight Institute. Christensen, C. M., Raynor, M. E., McDonald, R. (2016). What is disruptive Innovation.The Encyclopedia of Human-Computer Interaction,2. Commonwealth Bank. (2018). Harwood, J., Dooley, J. J., Scott, A. J., Joiner, R. (2014). Constantly connectedThe effects of smart-devices on mental health.Computers in Human Behavior,34, 267-272.accessed from: https://www.commbank.com.au/about-us.html?ei=CB-footer_about-commbank [online]. [21st April 2018]. Demil, B. and Lecocq, X., 2010. Business model evolution: in search of dynamic consistency.Long range planning,43(2-3), pp.227-246. Fadlullah, Z. M., Fouda, M. M., Kato, N., Takeuchi, A., Iwasaki, N., Nozaki, Y. (2011). Toward intelligent machine-to-machine communications in smart grid.IEEE Communications Magazine,49(4). Guttentag, D. (2015). Airbnb: disruptive innovation and the rise of an informal tourism accommodation sector.Current issues in Tourism,18(12), 1192-1217. Harwood, J., Dooley, J. J., Scott, A. J., Joiner, R. (2014). Constantly connectedThe effects of smart-devices on mental health.Computers in Human Behavior,34, 267-272. King, A. A., Baatartogtokh, B. (2015). How useful is the theory of disruptive innovation?.MIT Sloan Management Review,57(1), 77. Osterwalder, A., Pigneur, Y. (2010).Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley Sons. Osterwalder, A., Pigneur, Y., Oliveira, M. A. Y., Ferreira, J. J. P. (2011). Business Model Generation: A handbook for visionaries, game changers and challengers.African journal of business management,5(7), 8918-8932. Porter, M. E., Heppelmann, J. E. (2014). How smart, connected products are transforming competition.Harvard Business Review,92(11), 64-88. Porter, M. E., Heppelmann, J. E. (2015). How smart, connected products are transforming companies.Harvard Business Review,93(10), 96-114. Sun, Y., Song, H., Jara, A. J., Bie, R. (2016). Internet of things and big data analytics for smart and connected communities.IEEE Access,4, 766-773. Yu, D., Hang, C. C. (2010). A reflective review of disruptive innovation theory.International journal of management reviews,12(4), 435-452.