Organisational Chart Of London Heathrow Marriott

Organisational Chart Of London Heathrow Marriott Boots PLC has a hierarchical structure, in a hierarchical organizational chart; the Chief executive officer is the top rectangle basically the most powerful figure in the organisation/firm. The level underneath the chief officer contains high-level managers or directors, and each succeeding level includes the lower of the line above. Boots PLC also have a centralised structure. The Executive chairman has a span of control of five people the directors. Some of the subordinates of Boots are: Some of the line managers include: Ornella Barra Tony de Nunzio (Director) George Lumb Chris Britton (Director) Alex Gourlay Nick Land (Director) Marco Pagni Dominic Murphy (Director) Steve Duncan Mattia Caprioli (Director) Organisational Chart of London Heathrow Marriott (Source: Interview with the HR Manager 2010) The London Heathrow Marriott has a tall hierarchical pyramid structure; this particular structure helps the business to run smoothly and efficiently. Hierarchical organisational structures are normally used in large and complex businesses. London Heathrow Marriott also operates within a centralised structure which means the firm consists of a head office that will have the most power and retain major responsibilities. The General Manager has a span of control of five people members of the executive committee. It has a layered employment; additionally the chart also consists of a fourth layer of assistant heads of department and a fifth layer for the associates. There are also approximately twenty layers above the General Manager these include (Cluster General Manager for London, Regional Vice President, etc). The line manager of London Heathrow Marriott is Jayne Hillner the general manager and the subordinates include: David Thomas Dawn Packham Elaine Hudson Jim Shields Mike Taylor Comparison of the Organisational Chart of London Heathrow Marriott and Boots PLC Both the businesses have a hierarchical structure which helps London Heathrow Marriott and Boots PLC to be organised and run efficiently. They are also both centralised therefore the businesses can benefit from the decision making through an experienced head office or senior manager. Similarly, both the businesses have a span of control of five people- the directors in Boots PLC and the members of the executive committee in London Heathrow Marriott. The London Heathrow Marriott has approximately 20 layers above the general manager whereas Boots PLC have a complete structure with the CEO at the top. Functional Areas Functional area is a department or area which carries out specific business activity. Effectively, functional areas are used in businesses because it helps the business to be more productive, organised and efficient. In addition, functional areas are vital in businesses as it helps the business achieve its aims and objectives this is because specific departments are in charge or responsible for a particular aim or objective which makes it more easier, for instance: the sales and marketing area deal with aims linked to increase in sales or developing new markets, etc. Mostly businesses are organised in the following departments: Finance, Administration, ICT, Production, Administration, Human Resources, Marketing and Sales. (Source: Carysforth, R Dransfield, M Neild and C Richard: Edexcel GCSE Applied Business, 2009) However, London Heathrow Marriott has the following functional areas: Front Office Food Beverage Allies Restaurant, Tuscany Restaurant, Room Service, Bar Conference and Banqueting, Executive Lounge. Kitchen Leisure Club House Keeping Human Resources Finance Marketing, Sales Events Engineering Maintenance. Administration (General Manager Director of Operations). (Source: Interview with the HR Manager 2010) Front Office The front office department is divided and split into a reception, concierge, nights and At Your Service. Within the reception, London Heathrow Marriott makes sure that the customer has checked in without any difficulties. At the concierge, customers can ask for directions, bookings for taxis and days out, they would greet the customers and take their bags up to the rooms. The Nights is basically the service provided at night. Another way in which London Heathrow Marriott indicates that they are supportive is the At Your Service department, it gives general help and deals with customers enquiries. By doing all of this they are taking care of their customers while they are accommodating, thus they have a pleasant atmosphere. The Front Office helps London Heathrow Marriott to meet their aim of guest satisfaction superiority because they would welcome and greet the customers this will keep them pleased and give them a sense of belonging with the service as a result the guests are more l ikely to visit London Heathrow Marriott again. Eventually, due to the service provided by the front office will allow London Heathrow Marriott to meet their objective of- Sales turnover  £20m because the customers would be satisfied by the service provided and as mentioned before they would either visit again or inform about London Heathrow Marriott to their friends or family, this would also increase their profit levels- another aim of London Heathrow Marriott. Without the front office guests wouldnt be served, hence they are more likely to lose their customers to rival hotels; this would decrease the turnover and profits, thus the associates wont be paid on time- high labour turnover and would create an overall negative effect on London Heathrow Marriott. Although, the front office allows London Heathrow Marriott to meet their aim of maximising profit but the most significant aim it meets is the guest satisfaction superiority because achieving this aim will then allow London Hea throw Marriott to achieve their aim of maximising profit as the more customers it has the more profit it will make therefore by keeping the guests satisfied London Heathrow Marriott is likely to gain more customers. (Source: Teachers Notes 2010) Food and Beverage The Food and beverage department develops and manages food and statements to decide how the Food and Beverage department is doing in terms of profits or budgets. London Heathrow Marriott has several restaurants to meet its customers expectation and make them satisfied. The Food and Beverage area helps London Heathrow Marriott to achieve their aim of guest satisfaction superiority as they are meeting the customer specification and satisfying their needs. The restaurants also are a source of income which helps London Heathrow Marriott to meet their objective of  £20m in sales. London Heathrow Marriott has a wide range of restaurants where the guests can have their meals such as: Allies American Grille this restaurant provides an American cuisine where they provide buffet, breakfast, lunch and dinner. This restaurant opens at 6 am and closes at about 11 pm Bar Hemia this is a bar where they provide different types of alcohol and snacks. Guests can also spend time watching sports programmes on wide screen TVs. Tuscany Ristorante this is an Italian restaurant, it also has a visible kitchen where the guests can view the chef preparing the food. Costa Coffee it is a coffee shop that serves coffee, tea, etc with a light meal as a side eg: sandwich. Room Service- this is where the guests or customers can choose their meal from a menu and it will then be sent straight to the room. Executive lounge in this area the guests can relax and interact with other people, etc. (Source: Phoned Marriott on 24/01/11) Kitchen In the Kitchen department the chefs prepare the food for events, weddings, conferences, etc. They are also responsible for food stock, in other words they have to buy the exact amount of what they need this would help Marriott to reduce costs. London Heathrow Marriott can minimise costs by bulk buying from the supplier and benefitting from economies of scale. The Kitchen department helps Marriott to meet their aim of maximising profit as the costs are reduced from bulk buying therefore it allows them to increase their profit levels. (Source: Interview with the HR Manager 2010) Leisure Club Housekeeping The Housekeeping department is responsible for public area cleaning, laundry and lost property. In order to keep the customers satisfied maids have been employed to clean the rooms at high standards. They clean about 15-16 rooms a day, London Heathrow Marriott cares about the health and safety of their customers hence cleanliness is one of their main priorities towards guest satisfaction. (Source: Phoned Marriott on 24/01/11). This particular area keeps the customers pleased as they fulfil the needs of their customers before any complaints therefore this helps London Heathrow Marriott to meet their aim of guest satisfaction superiority. London Heathrow Marriott is persistent in keeping their reputation at high standards so that they could meet their aim of maximising profit; the Housekeeping department helps Marriott to do so. Human Resources This functional area works with recruitment and selection, dismissal, payroll, employment laws, health and safety, training and legislation. This is a significant department for London Heathrow Marriott as one of their aims involves training and development, recruitment, pay and benefits and promotions to ensure associate satisfaction. Hence, by providing facilities such as training and recruiting experienced and skilful associates the London Heathrow Marriott is likely to meet this aim. The process of recruitment costs Marriott  £4000 so if they recruit the right associates suitable for the job they are likely to meet their objective of low labour turnover and also make more profits by cutting down the recruitment costs. Also, the HR department is responsible for IT and payroll. The IT functional area focuses on managing the businesses IT systems, setting up accounts for employees, updating software and hardware programmes, manage and updating the website and also backing up files . Moreover, the London Heathrow Marriott does not have an ICT section; the human resources department controls the majority of the ICT aspects. Also, the main office in U.S manages any problems and is also responsible to update the London Heathrow Marriott website. Additionally, the Marriott International had researched and found that having specialised employees working in America has a far more effective result in keeping information safe and dealing with technical issues. This reduces the London Heathrow Marriott costs and allows them in meeting their aim of maximising profit because they do not have to employ and pay IT specialist. The use of ICT such as internet in the hotel would keep the guest pleased because London Heathrow Marriotts target audience are businessmen or women hence many of them would require internet, therefore this would keep the guest satisfied which is an aim of London Heathrow Marriott. The guest satisfaction survey can also be filled online and analysed b y computers, this is cost effective and also environmentally friendly as not much paper is used. This helps the business to reduce paper cost and increases profits. All the data is sent to a centralised ICT department in U.S where the headquarters are based. However, this may take a lot of time but the costs are lowered through the use of less equipment, this also helps the business to meet its aim of maximising profit because the spending costs are reduced. (Source: Interview with the HR Manager 2010) Finance The finance department deals with the cash inflows (revenue made from sales) and outflows (paying for equipments, materials and wages). It is also about budgeting, forecasting sales and costs, monitoring productivity and banking (Source: Student presentations 2010). The London Heathrow Marriott sets budgets and aims to lower the costs. This department makes it easy for London Heathrow Marriott to meet their aim of maximizing profits, as the set budgets plan to lower the costs. The sector controls cash flow and ensures theres enough within the business to pay the associates and suppliers on time. Furthermore, Finance has a vital role when customers make a booking for a function or event at the Marriott. Quotes need to be accurate and delivered fast so that customers can make swift decisions about their requirements from the Marriott. Suppliers need to be informed and the finance department need to present the information to its customers. One of the aims of London Heathrow Marriott is : Marriott Profitability and Owner Return on Investment- To meet this aim the Finance department must make sure they are constantly checking their budget and keeping tabs on the expenditure. Marketing and Sales The marketing and sales department deals with the consumer needs (Carysforth, R Dransfield, M Neild and C Richard: Edexcel GCSE Applied Business, 2009). The Marketing and Sales department are also responsible for advertising and promotions, ecommerce, responding to sales enquiry and keeping customer records, research about customer needs through market research and surveys. It is important to find out what the needs of the customers are before launching a new product or service. The marketing and sales department also responds to sale enquiries and keep customer records. In the London Heathrow Marriott the marketing and sales department present powerful advertising and competitive pricing. Furthermore, they also do spy checks where an associate visits one of the competitors of London Heathrow Marriott to find out more data and also monitors Trip Advisor. London Heathrow Marriott has a strong link with many airlines, especially Emirates. Many Emirates employees stay at London Heathrow Marriott. Additionally, 95% of the airline employees stay at London Heathrow Marriott therefore if any cancellations or delays occur the London Heathrow Marriott is their first priority; Emirates take an equivalent of 120 rooms a day. (Source: Teachers Notes 2010). This allows London Heathrow Marriott to gain more customers and meet their objective of guest satisfaction and maximizing profits as they are likely to get more customers hence making a greater profit. Lastly, the department deals with loyalty programmes such as enhanced facilities, long stay discounts, warm welcomes and spirit to serve. The offers might affect short term benefits but there are also long term benefits such as the offers will allow more customers to stay at London Heathrow Marriott through the loyalty programmes, discount scheme, etc. The more customers London Heathrow Marriott gets the more profit they will earn which means they will achieve their aim of making a profit. London Heathrow Marriott also aim s to be profitable and in order to do this they must meet their sales target objective of  £20m- which the sales department is responsible for. Engineering/Maintenance Administration Production/operations Though the London Heathrow Marriott does not sell a product, the product does offer a service thus it has an operations department. This consists of kitchen and health club staff, cleaners and maids. They also ensure that the service is provided- this includes greeting customers, showing them their room. In addition, the department helps to meet their aim of satisfying guests; if the operations department satisfies the customers then they are likely to revisit London Heathrow Marriott hence this department helps to meet their aim of increasing profits. Marriotts Spirit to Serve- operations department deal with customers as they do not have a customer service department. The Spirit to Serve the customers is evident in the adage, the customer is always right. (Source: Interview with the HR Manager 2010) Customer Service Generally, businesses include a customer service department but the London Heathrow Marriott does not consist of a customer service department. They make sure that the hotel is presentable and that services such as the mini bar, towels in rooms, etc are replaced before customers can complain about anything. However, the customer service department does not exist, London Heathrow Marriott keep their customers satisfied throughout by serving the customers with all their needs beforehand. Instead the Front Office deals with any customer enquiries, etc it acts more like the customer service department. (Source: Teachers Notes 2011)

Mtv Networks: the Arabian Challenge

ICMR Case Collection Co p y Icfai Center for Management Research MTV Networks: The Arabian Challenge o D . N ot BSTR294 – Teaching Note ? 2009, Icfai Center for Management Research. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means- electronic or mechanical, without permission. To order copies, call +91-40-2343-0462/63 or write to Icfai Center for Management Research, Plot # 49, Nagarjuna Hills, Hyderabad 500 082, India or email [email  protected] rg. Website: www. icmrindia. org BSTR/294 MTV Networks: The Arabian Challenge TEACHING NOTE ABSTRACT Co p y MTV Networks (MTVN) had over the years developed a reputation for its ability to provide localized content without diluting what MTV stood for. However, the company faced the most challenging test in late 2007 with its launch of MTV Arabia in the Middle East, which some experts considered as the biggest launch in the channel’s history. While the market in the Middle East offered MTVN with huge opportunities due to its huge youth populace, MTV’s controversial content that was known for angering religious, political, and conservative communities could easily backfire in the conservative environment prevalent in the region. On the other hand, too much localization to suit the tastes of the region could dilute MTV’s global brand. The case discusses in detail the strategy adopted by MTVN to enter and expand in the Middle East and also the challenges faced by the channel. The case will help the students to: t TEACHING OBJECTIVES & TARGET AUDIENCE Understand the issues and challenges in entering and expanding operations in new markets which were culturally different from the organizations home/traditional/existing markets. †¢ Understand the pros and cons of entering a new market with a standardized/adapted product to suit local preferences. †¢ Analyze MTVN’s strategy in the Middle East, iden tify challenges and explore strategies that the channel could adopt in the future D o N †¢ This case is meant for students of the MBA/MS level programs in the Business Strategy curriculum. The case is also suitable for International Business/International Marketing/Brand Management curriculum. TEACHING APPROACH AND STRATEGY This case can be used effectively in classroom discussions as well as in distance learning programs. In the classroom mode, the case moderator can initiate the discussion by giving a brief introduction about the MTV and the channels experience in global markets. This can be followed by a discussion on the localization strategy adopted by MTV in various markets and the challenges it faced while lauching in the Middle East. The students can further analyze the strategy adopted by MTV in the Middle East and the challenges it faced in expanding its operations in the region. The moderator can take the discussion further with the help of the following questions. 1 MTV Networks: The Arabian Challenge 1. Experts felt that one of the biggest challenges faced by MTV while launching MTV Arabia was the prevalent culture in the Arab world. Discuss the Arab culture. How is it expected to pose a challenge to MTV? 2. Critically analyze MTV’s strategy in the Middle East. Comment on its entry strategy and also its strategy of providing mixed content to the market. Do you think MTV will be able to succeed in this market? Suggested Student Assignment: Do a SWOT analysis of MTV Arabia. What should the company do to mitigate the risks while taking advantage of the opportunities presented by the market? ANALYSIS 1. Experts felt that one of the biggest challenges faced by MTV while launching MTV Arabia was the prevalent culture in the Arab world. Discuss the Arab culture. How is it expected to pose a challenge to MTV? The Arab world contains 22 countries – Algeria, Bahrain, the Comoros Islands, Djibouti, Egypt, Iraq, Jordan, Kuwait, Lebanon, Libya, Morocco, Mauritania, Oman, Palestine, Qatar, Saudi Arabia, Somalia, Sudan, Syria, Tunisia, United Arab Emirates (UAE), and Yemen – and stretches from Morocco across Northern Africa to the Persian Gulf. The Arab world derives its strategic importance from the fact that around 60% of the earth’s oil reserves are at or near the Arabian Peninsula. For MNCs, the Arab world’s teeming youth population is another attraction. In the Middle East, 65 percent of the people are under 25 years of age. When compared with the demographics in Western countries, this fact has strong implications for businesses. N ot The Arab countries are religiously and ethnically diverse. The Arab world is a location of several world religions (Islam, Christianity, and Judaism) and a multitude of ethnic and linguistic groups. However, the predominant religion is Islam, and Arabic the dominant language. To be an Arab is a cultural trait rather than a racial one. Arab history and culture are based on tribalism. Some aspects of Arab culture are discussed here: Arab Worldview – It is based upon six concepts: Atomism: Arabs tend to focus on parts rather than on the whole. They tend to see the world and events as isolated incidents, snapshots, and particular moments in time. †¢ Faith: Arabs usually believe that almost all things in life are controlled by the will of God (fate) rather than by human beings. †¢ Wish Vs Reality: Arabs express emotion in a forceful and animated fashion. Their desire for modernity is contradicted by a desire for tradition (especially Islamic tradition). †¢ Importance of Justice and Equality: Arabs value justice and equality among Muslims, and to a lesser degree to others. All actions taken by non-Arabs will be weighed against tradition and religious standards. †¢ Family Vs Self: Arabic communities are tight-knit groups made up of even stronger family groups. Arabs tend to consider family pride and honor more important than individual honor. †¢ Paranoia: Many in the Arab world tend to be suspicious of any Western interest in or intent on their land. D o †¢ 2 MTV Networks: The Arabian Challenge Arab Customs †¢ Shame and honor: Honor, pride, and dignity are at the core of â€Å"shame† societies, such as the Arabs. For instance, admitting an error or lack of knowledge on a subject is distasteful to an Arab, as any admission of weakness (muruwwa) is equated with failure to be manly. Constructive criticism can, therefore, be taken as an insult. †¢ Family: The family is the center of honor, loyalty, and reputation for Arabs. Arab families are patriarchal in nature. †¢ Personal space: It is a high-contact culture. Most Arabs do not share the American/Western concept of â€Å"personal space† in public situations, and in private meetings or conversations. Stepping or leaning away may be taken as an offense. However, the rules are exactly the opposite while dealing with women. †¢ Socialization and trust: Arabs give a lot of importance to hospitality and allocate plenty of time for refreshment before attempting to engage in business. It is important to first establish respect and trust. When conducting business, it is customary to first shake the hand of all males present, taking care not to grip too firmly. Western Co p Arab y Arab Perspective Vs. Western Perspective Center of everything. (Father has first and last word. ) Important but not as central to individual. Friends Periphery, but courteous to all. Core to some, important to most. Honor Very important amongst Arabs. Honor will be protected and defended at all costs. Typically not as important. Shame Shame (especially concerning family) – avoided at all costs, insults and criticism taken very seriously. Typically not as important. Time Less rigid. Approach to time is much more relaxed and slower than that in Western cultures. Very structured, deadlines must be met. Religion D o N ot Family Central to all things. Varies with individuals, very personal, not discussed in polite conversation. Society Family / tribe is most important Individual rights. Government Most governments are secular, but still emphasize religion. Purpose is to protect rights and improve standard of living. Age Age and wisdom honored. Youth and beauty praised. Wealth Wealth honored in both cultures. Wealth honored in both cultures. Adapted from http://graphics8. nytimes. com/images/blogs/thelede/posts/arabculture. pdf However, it must be emphasized that there is no â€Å"one† Arab culture or society. The Arab world is full of rich and diverse communities, groups, and cultures. Differences exist not only among countries, but within countries as well. For instance, though Arab women are typically subordinate to men in their societies, the extent varies by country. The most restrictive conditions exist on the Arabian Peninsula, and the most relaxed conditions exist in the urban areas of Egypt, Syria, and Lebanon. Moreover, what may be acceptable in cosmopolitan Dubai may not be acceptable in other parts of the UAE. 3 MTV Networks: The Arabian Challenge Any discussion regarding the culture of a group cannot get under way without some amount of generalization. However, while generalizations provide some insights on culture, they should be treated with caution and one should steer clear of stereotypes and misconceptions. Many feel that young people irrespective of their culture and nationality have similar tastes where music, clothes, computers, and issues with their parents are concerned. For instance, a recent study of Arab and Western youth, carried out by Penn, Schoen, and Berland Associates Inc. and The Nielsen Company, found numerous similarities between the two groups. Both Arab and Western youth placed equal importance on family and friends. Their consumer and lifestyle habits were found to be quite similar with both the groups indulging in similar activities, using similar technologies and having similar lifestyle habits. Both worried about their appearances and spent the majority of their disposable incomes on going out and shopping for clothes and shoes. Global brands such as Sony, iPod, Toyota, Nike, Nokia, Toshiba, McDonald’s, and Ford were viewed favorably by both the Arab and Western young people, and both viewed Europe as the top desired travel destination. However, the study also revealed certain differences. Some of the key differences identified are given here. Western youth were found to be generally pessimistic about the future, while Middle Eastern youth were generally optimistic. †¢ Religion was seen to be â€Å"enormously important† to Middle Eastern youth when compared to their Western peers. †¢ National identity and traditional values were extremely important to Arab youth, but not to their peers in the West. For Arab youth, â€Å"loss of traditional values and culture† was identified as one of the top three biggest challenges facing the world today, along with rising cost of living and corruption in government. †¢ Arab youth generally admired political, religious, and business leaders, while Western youth do not. †¢ Arab youth wanted to â€Å"make a difference,† while Western youth mostly wanted to â€Å"get ahead. † †¢ Middle East and Western male youths had very different opinions about gender equality in the workplace, with less than 6 in 10 Middle East males favoring it. 1 o N ot Co p y †¢ D MTV and the challenges posed by the prevalent culture MTVN had recognized the huge opportunity for growth in the Middle East. Considering that MTV was a youth brand, entering the market provided MTVN with the opportunity to tap the teeming youth population in the region. However, the main challenge the network faced was with regard to its controversial content. Its sexually explicit content had created controversies even in the Western markets, considered to be more tolerant. In view of the culture prevailing in the Arab world, the MTV fare was expected to kick up a storm. The culture in the largely Muslim Arab world is conservative. Gender separation is a key aspect of the culture and women are required to maintain their distance from men. Any public display of intimacy between men and women is strictly forbidden by the Arab social code. Women have little role in business or entertainment. They are also expected to cover their whole body, head, and face with veils/robes for reasons of modesty. The honor/shame aspect of the culture also implies that people who do not adhere to these rules bring shame to the family/tribe. Arabs have been known to react violently in such situations, with instances of honor killings also being reported. They also 1 â€Å"The Global Generation: A http://arabyouthsurvey. com/about. html. Cross-Cultural 4 Study of Arab and Western Youth,† MTV Networks: The Arabian Challenge ake insults and criticism very seriously and can react in an extreme way to what they perceive as an insult. For instance, calling someone a ‘dog’ or showing the sole of the feet are considered grave insults and can evoke extreme reactions. So, it’s not particularly difficult to see why MTV had a major challenge on its hands. Its content (music videos and reality shows) could offend the cultura l sensibilities of people in the Arab world especially in terms of Excessive skin show †¢ Intermingling of genders †¢ Use of disparaging or swear words †¢ Off-color or obscene attempts at humor References to alcohol †¢ Discussion on religion, politics †¢ Gestures such as finger pointing, showing the soles of feet, etc. y †¢ ot Co p Another challenge before MTV was that the Arabs were generally considered paranoid by Western standards and they tended to be suspicious of any Western interest. MTV, in a way, stood for what the Arab world most reviled about Western/American culture. While MTV might argue that the values that it stood for were relevant to youth throughout the world, it may still be perceived as something contrary to Islamic ideals and the Arab culture. The launch of MTV in the Arab world could easily be perceived as an imposition of Western culture. Fanatics, or those who pretend to be guardians of Islam, could easily rake up the issue and create a lot of trouble for MTV. To complicate matters, the anti-American sentiments prevalent in a section of the Arab world too could pose steep challenges to MTV. o N One may argue that with globalization and the advancements in information and communication technology, youth across the globe share similar aspirations and consumption behavior. And that a section of the youth population in the Middle East did want MTV. However, ignoring the cultural differences is fraught with danger, as the Arab youth consider religion â€Å"enormously important† and â€Å"loss of traditional values and culture† as a key challenge. D 1. Critically analyze MTV’s strategy in the Middle East. Comment on its entry strategy and also its strategy of providing mixed content to the market. Do you think MTV will be able to succeed in this market? Operating internationally is usually fraught with political, technological, and socioeconomic uncertainties. The risks become higher when the company is venturing into a market that is very different from its home country/traditional markets. We have already seen that the business environment in the Middle East is very different from that in the Western countries. Entering this market with a brand as controversial as MTV was a huge challenge. Nevertheless, MTVN was able to launch the brand in the Middle East without creating any major controversies and it seemed to be making all the right strategic moves. MTVN’s extensive experience in operating in the global market came in handy while overcoming the challenges in entering the Middle East. It scanned the market well and decided on an entry strategy in partnership with a strong local player. With the help of the local partner, it researched the market further to fine tune its strategy. This helped the network gain important consumer insights and also provided it with the opportunity to allay the doubts/fears of the people on the launch of MTV. In doing so, the network recognized the importance of honor and dignity to the Arabs. This was also a good move as there is a long-standing tradition based on the Quran and the sayings of Muhammad whereby Arabs consult with senior members of the ruling families and/or the community regarding business decisions. 5 MTV Networks: The Arabian Challenge MTVN’s mixed content strategy (combination of music and other content/standardized and localized content) had been quite successful globally. In MTV Arabia, it localized its offering further by offering more Arabic content and also making certain other changes, such as, †¢ Minimal use of content that could cause controversy (skimpily-clad women, use of expletives, etc. ). A culturally sensitive team recruited from various countries from the Middle East was given the responsibility of ensuring this. This meant that some of the more controversial programs and videos, which are standard fare in other markets, were not aired on MTV Arabia. Arabic equivalents of popular reality shows were launched with careful consideration of socio-cultural issues. Arabic subtitles were provided for English language content. †¢ Considering that Islam was the dominant religion of the Middle East, MTV also gave an animated call for prayer during Namaaz (prayer) time. During the holy month of Ramadan, MTV Arabia also dropped its music videos. 2 Religion commonly underlies both moral and economic norms. In a region where religion is central to everything, such gestures could create goodwill and insensitivity may lead to extreme reaction. Co p y In addition to this, MTVN projected MTV Arabia as an Arab channel by the Arabs, which would help bring to the fore the music talent in the Arab world and also give a voice to the Arab youth. It made it clear from an early stage that MTV respected the Arab culture and said that the channel would help debunk various misconceptions regarding Arabs and the Arab world. Its decision to provide the Arab youth with a platform to showcase their talent was a good move considering the Arab youths’ desire to â€Å"make a difference†. ot The role of the local partner was very important, considering the business environment in the Middle East. The Arab Media Group was very well connected and this helped overcome political and regulatory hurdles to a great extent. It also helped the network gain entrance into Arab homes — a place that is considered very private by the Arabs — and so get consumer insights. D o N All in all, MTVN had an excellent public relations strategy and did megamarketing3 quite well. This not only helped it to tap the growing number of people in the Middle East who were exposed (and accustomed) to the Western lifestyle, but also the huge youth base that had tastes, preferences, and aspirations similar to their peers in other developed nations. MTVN’s decision to launch Nickelodeon Arabia in 2008 just a few months after the launch of MTV Arabia was another good move. This not only put MTVN in a position to tap the huge population of children in the Middle East, but also helped it strengthen its business relations with the local partner. Needless to say, it also provided MTVN with the opportunity to catch them young. MTV has, thus far, managed its strategy in the Middle East in a commendable way. In a market that was fed on Arabic pop music, it popularized Arabic hip-hop, a blend of Western-style hip-hop with both English and Arabic lyrics. Its ability to steer clear of controversy is commendable considering the culture in the region. However, while moving ahead, the MTVN faces a number of challenges. The numerous Arab music channels already in the market pose serious challenges to MTV. Many of these channels ape MTV and have very good knowledge of the market and excellent connections, and in such circumstances MTV’s strategy to provide a highly localized offering can prove to be disadvantageous. There is the potential threat of brand dilution, and MTV Arabia may actually find it difficult to differentiate itself. Another problem is the diversity in the Middle East. The network is faced with the question of how to ensure that the youth in Dubai and those in Jeddah relate to it in the same way. 2 3 http://www. arabianbusiness. com/528973-mtv-arabia-to-drop-music-videos-in-ramadan Megamarketing is a term coined by marketing expert, Philip Kotler, to describe the type of marketing activity required when it is necessary to manage elements of the firm's external environment (governments, the media, pressure groups, etc) as well as the other marketing variables. 6 MTV Networks: The Arabian Challenge Notwithstanding the challenges, MTV with its extensive experience in the global market, seems to be in a good position to consolidate its position in the Middle East. It has been associated (positively and negatively) with bringing about changes in the culture in the markets it is aired. It is known to continuously push the limits (albeit in subtle ways) of what acceptable content is and what is not. For instance, it started out on a cautious note in India, a country in which many of the things that MTV stood for were considered taboo. The content it airs today in India would have been absolutely unacceptable when it was launched in the 1990s. MTV can do the same thing in the Middle East too. D o N ot Co p y MTVN’s strategy in global markets has been to initially tie up with a local partner and in course of time acquire the local company. But in this case, MTVN will be well-served if it adopts a more long term relationship with the Arab Media Group. Arabs value justice and equality among Muslims, and to a lesser degree among others. To cite one example, in late 2002, an unidentified man walked into a McDonald’s fast food restaurant in Saudi Arabia and set it on fire. The country’s interior minister was quoted as saying, â€Å"It’s an attack against the property of a Muslim, which constitutes an unacceptable act that we will fight using all possible means. †4 So, the risks associated in doing business in the Middle East could be significantly lower with a local partner. 4 â€Å"McDonald’s Torched in Saudi Attack,† www. bbc. c. uk, November 21, 2002. 7 MTV Networks: The Arabian Challenge References & Suggested Readings: 1. Dirk Smillie, â€Å"Tuning in First Global TV Generation,† The Christian Science Monitor, June 4, 1997. 2. Kerry Capell, Catherine Belton, Tom Lowry, Manjeet Kripalani, Brian Bremner, and Dexter Roberts, â€Å"MTV’s World,† BusinessWeek, February 18, 2002. 3. â€Å"MTV to Launch Music TV Channels in Three Baltic States,† www. eubusiness. com, March 6, 2006. 4. Faisal Abbas, â€Å"Q with Showtime Arabia's CEO Peter Einstein,† www. asharqe. com, June 29, 2006. 5. Faisal Abbas, â€Å"MTV Eyes Middle East Market,† www. asharq-e. com, August 8, 2006. 6. Brad Nemer, â€Å"How MTV Channels Innovation,† BusinessWeek, November 6, 2006. 7. â€Å"Arabian Television Network Partners with MTV to Launch MTV Arabiya,† www. ediame. com, December 27, 2006. y 8. Michael Learmonth, â€Å"MTV Maps Mideast Move,† www. variety. com, December 27, 2006. Co p 9. Iain Akerman, â€Å"MTV Hires Two Agencies for Launch of MTV Arabiya,† www. brandrepublic. com, May 23, 2007. 10. Salman Dossari, â€Å"A Talk With MTV Vice Chairman Bill Roedy,† www. a sharq-e. com, July 23, 2007. 11. Ali Jaafar, â€Å"MTV Arabia Ready to Rock Middle East,† www. variety. com, September 25, 2007. ot 12. â€Å"MTV Arabia to be Launched Soon,† www. oceancreep. com, October 8, 2007. 13. Kerry Capell, â€Å"The Arab World Wants Its MTV,† www. businessweek. om, October 11, 2007. N 14. Lynne Roberts, â€Å"MTV Set for Middle East launch,† www. arabianbusiness. com, October 17, 2007. Launch Nickelodeon Arabia,† o 15. Stuart Kemp, â€Å"MTV, Arab Media to www. hollywoodreporter. com, October 17, 2007. D 16. Andrew Edgecliffe Johnson, â€Å"MTV Targets Muslim Countries as it Tunes in to Local Audiences,† www. theaustralian. news. com, October 18, 2007. 17. â€Å"Arab Media Group and MTV Networks International to Launch Nickelodeon Arabia in 2008,† www. ameinfo. com, October 20, 2007. 18. Von Andrew Edgecliffe Johnson, â€Å"MTV Tunes in to a Local Audience,† www. td. de, October 26, 2007, 19. â€Å"MT V Arabia to Launch November 17,† www. middleeastevents. com, October 27, 2007. 20. Ali Jaafar, â€Å"MTV Arabia Announces Lineup,† www. variety. com, October 28, 2007. 21. â€Å"MTV Arabia to Launch November 17,† www. mediame. com, October 28, 2007. 22. Irene Lew, â€Å"MTV Arabia to Launch in November,† www. worldscreen. com, October 29, 2007. 23. Sarah Raper Larenaudie, â€Å"MTV’s Arab Prizefight,† www. time. com, November 2, 2007. 24. Jolanta Chudy, â€Å"MTV’s Arab Net Thinking Locally,† www. hollywoodreporter. com, November 6, 2007. 8 MTV Networks: The Arabian Challenge 25. Matt Pomroy, â€Å"The Revolution Will be Televised,† www. arabianbusiness. com, November 15, 2007. 26. â€Å"Akon and Ludacris Dazzle The Desert in their Middle East Debuts to Celebrate the Launch of MTV Arabia,† www. dubaicityguide. com, November 16, 2007. 27. Adam Sherwin, â€Å"MTV Arabia to Feature Regional Talent and Tone Down Network’s Risque Content,† www. timesonline. co. uk, November 16, 2007. 28. Simeon Kerr and Peter Aspden, â€Å"MTV Arabia Beams ‘Bling’ to Gulf,† www. ft. com, November 17, 2007. 29. â€Å"MTV Launches New Arabic Service,† www. ews. bbc. co. uk, November 18, 2007. 30. â€Å"MTV Looks to Conquer Middle East Market,† www. aol. in, November 18, 2007. 31. â€Å"â€Å"MTV Arabia†: Will It Work? † www. scopical. com, November 19, 2007. 32. â€Å"MTV Aims to Win over Middle East,† www. cnn. com, November 19, 2007. 33. â€Å"Muslim Hip-hop Turban Wrote, That’s Good,† www. reuters. donga. com, November 19, 2007. Co p y 34. Barbara Surk, â€Å"MTV for Young Arab is Less Naughty,† www. cincinnati. com, November 21, 2007. 35. Barbara Surk, â€Å"MTV Launches Arab Music Video Channel,† www. theeagle. com, November 22, 2007. 36. Tamara Walid, â€Å"Finally Got My MTV,† www. arabianbusiness. com, November 22, 2007. 37. â€Å"Will the MTV Brand Change the Middle East? † www. brandchannel. com, December 2, 2007. ot 38. Irene Lew, â€Å"MTVNI Ups Singh,† www. worldscreen. com, April 30, 2008. 39. Dana El Baltaji, â€Å"I Want My MTV,† www. arabmediasociety. com, May 11, 2008. N 40. www. topfive. com 41. www. en. wikipedia. org 42. www. mtva. com D Book: o 43. www. viacom. com Helen Deresky, International Management: Managing Across Borders and Cultures (6th Edition), (Pearson Prentice Hall, Oct 2007) 9

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Why Do You Think That You Are A Good Fit For Keybridge...

1. Why do you think that you are a good fit for Keybridge Communications? I think I am a good fit for Keybridge Communications because of my interest in your company, my experience and my passion for writing. First, I love the priority your company places on not delivering services that are mediocre. Choosing to charge clients only for the amount of media generated shows your commitment to excellence. While looking our Keybridge Communication’s case studies I noticed that you had done some experience with increasing social media followers for a small retail brokerage. I too have experience in social media coordination. I assisted with the social media accounts during my internship with KAKE TV and Focus on the Family’s Boundless†¦show more content†¦While I have never worked for a public relations firm, I do have experience working on a public relations team for a university. I believe that my variety of experience allows me to see how to be the best team player in a public relations firm, because I also see the sides of working for a newspaper or television station. Finally, whether it is in press releases or longer feature stories, I have become passionate about writing. When I interview people, it allows me the opportunity to get to know the person behind the story. I enjoy the opportunity to form relationships. For example, when I wrote for my university’s public relations department for two school years, I had the opportunity to form professional relationships with professors in the school of pharmacy. One of the pharmacy professors enjoyed the time I spent interviewing him, that he offered me the opportunity to be a guest blogger for the Center for Bioethics at our university. The Center for Bioethics has featured interviews with the President and General Counsel of the National Center for Life and Liberty, David C. Gibbs III and Project Coordinator and Writer for Concerned Women for America, Hannah Wegman. That pharmacy professor now serves as a reference for me. In conclusion, I believe all of these reasons would make me a valuable asset to your team. 2. Assuming we decide to move forward with your application, how soon would you be available for an