Diasporic Cultural Institution

7Heaven Technology Management Strategies

7Heaven Technology Management Strategies Introduction Innovative technology is one of the most highly appreciated and developing industries in the world. Having achieved many goals, it is essential to consider the fact that this industry is too young and it needs a lot of achievement and other specific inventions in the future. Looking at the UAE and the companies located there, it may be said that this country is one of the most occupied by the IT technologically directed organizations.Advertising We will write a custom proposal sample on 7Heaven Technology Management Strategies specifically for you for only $16.05 $11/page Learn More Basing its business in UAE, many corporations offer outsourcing and IT solutions for the business needs all over the world. Speaking about the demand on such services, it should be remembered that modern world is impossible without innovative technologies, the Internet has occupied all the spheres and industries, therefore, the innovative technologies and the compani es which help to cope with the appeared problems are the essential parts of human life. The Company Overview and the Industry 7Heaven Technology is the company which offers innovative products and services for use as well as outsourcing for the world companies. 7Heaven Technology offers services, products, and delivers outsourcing. Loyaltimate, Pro-Man, and eZ-Mall are the products offered by the company. The services the company offers are business solutions development, website development and website and SaaS hosting. The outsourcing services offered by the company are book keeping and auditing, hardware, networking and AMC, and IT offshore services. Being the central services of the company, they create deserving competition in the industry. 7Heaven Technology is the corporation which unites many smaller companies which are responsible for its own sphere. It is essential to remember that the innovative technology industry is developing one and there are a lot of companies which serve at the market with the same products and services. To be the best, 7Heaven Technology has to apply to various strategies which are essential for the company and its further leading in the industry. Many companies have understood that it is cheaper to outsource some particular IT services than to produce them personally. Inventory management system, quick invoice management system, and quick and easy accounting solution are the services 7Heaven Technology offers. The company was launched in 2011 in UAE, and since that time the 7Heaven Technology has become the leader in the service delivery in the Middle Eastern market (7Heaven Technology). The industry of IT technologies is developing. There are a lot of various companies which offer different services and there are even more those which are ready to consume those services. Speaking about UAE and IT industry, it may be concluded that the sale of IT products have increased in comparison to the previous year (Dubai’s IT m arket has grown to AED 113 billion in 2011). Even though many companies still recover from crisis, other corporations refer to outsourcing of the IT technologies as it is cheaper and more profitable.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Key Competitors Having conducted a thorough research in the industry, it may be concluded that 7Heaven Technology has several rivals, Exceed IT Services and DIC are some of them. Looking at the situation in UAE, it should be mentioned that the impressive expansion in Dubai of the IT industry and the increase of the number of the companies which offer these services are the main characteristics of the region. Data storage and processing are the central competing issues in UAE and companies strive for consumers. The increase of the competition might create serious problems for the company, however, the specific measures were taken. To r emain equally useful companies with particular consumers and profitable income, the Dubai Outsource Zone was established with the purpose â€Å"to take advantage of the growing potential the segment offers† (UAE: Dubai Outsourcing IT Industry). One of the main strengthens of the company among its competitors is its wide range of services. Turning to 7Heaven Technology, clients are eager to find all the necessary IT services and products which may be necessary. Effective use of business technology is the main criteria of the company advantage. Company Business Excellence and Quality Management Strategy Speaking about business excellence of 7Heaven Technology, it is important to define the term. Business excellence is the notion which characterizes various business models and processes which support the company goal to achieve success in performance. Quality management strategy is a particular strategy aimed at understanding the specifics of the company strategy which presuppos es completing excellent business. It is obvious that all these processes are dependant, and if the company fails to deal with one process successfully, it is impossible to wait for the best outcome. Quality management is based on three specific principles, people, consumer, and process orientation. Quality management is directed at the activities which ensure â€Å"continuous improvement of the performance of the company† and create the conditions â€Å"needed in order to satisfy the stakeholders in the company by providing excellent performance and results† (Pfeifer 41). Analyzing 7Heaven Technology from the point of view business excellence and quality management, it is important to check how the company deals with its customers, what the processes are and how they are completed. After that the recommendations may be offered in the sphere under discussion.Advertising We will write a custom proposal sample on 7Heaven Technology Management Strategies specifical ly for you for only $16.05 $11/page Learn More As it has already been stated the company deals with three directions, services, products and outsourcing. Each of these spheres is interconnected with each other as the outsourcing and services are based on the IT technologies and products offered by the company. Providing its services, 7Heaven Technology applied to the Loyalty Program to retain existing consumers and to attract new ones. Additionally, this Loyalty Program allows the company to understand the buying behavior of customers and sell the issues which they want to buy. Additionally, being the part of the quality management, Loyalty Program is aimed at attracting new vendors and promoting their brands (7Heaven Technology). Offering customers Property Management Software Pro-Man, the company tries to assure that the companies work effectively. 7Heavenn Technology offers several packages depending on the customers’ needs. eZ-Mall is â€Å"a complete s olution for Mall Management Companies to setup and manage their operations based on industry standard processes† (7Heaven Technology). To make sure that the company pursues business excellence, it is important to consider its relation to the customers. The mission of the 7Heavenn Technology is to satisfy the needs of clients. Key Resources and Capabilities The key resources of the company lie in the innovative technologies and their appropriate use. Applying to the safety of the company, it should be stated that 7Heaven Technology is driven by the creativity o its staff, therefore the employees in the company are highly apprised. It is also essential to say that the company pursues the goal to complete task with minimal expense. This is one of the leading outsourcing issues which are considered as the most important ones. However, sometimes the problem of quality appears. Therefore, it is essential to remember about the pieces of advice in relation to company quality managemen t and business excellence which are going to be discussed. Distinctive Competencies and Potential Sources of Sustainable Competitive Advantage Dwelling upon the advantages of the company, it is important to remember the loyalty program, fast and quality service delivery, immediate and professional feedback. The company’s priority before other companies lies in the fusion on the services and products. 7Heavenn Technology does not offer one particular product or services, it offers many services and many products along with outsourcing facilities.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Therefore, turning to the company, a consumer may get the full package of services one needs. The distinctive competencies of the 7Heavenn Technology is its guarantee of the security of customer’s information. Offering book keeping and auditing the company makes sure that all the data the clients provide the company with are going to be highly secured. So, respect to the customers and the ability to meet their needs along with the specific information security strategies are the main priorities of 7Heavenn Technology. Recommendations To achieve the business excellence, the company is to pay attention to its weaknesses and to use its strengths in dealing with them. Having considered the company competitors, resources and strategies used for company management, it is possible to recommend referring to the EFQM Excellence Model. The main idea of this strategy lies in outsourcing the management practices which are based on eight fundamental concepts. Here is an analysis of these concepts from the point of view of the company strategy and the recommendations to the company further actions. The company should achieve balanced results. Offering services, products and outsourcing facilities, the company should make sure that the demand on these specific issues is balanced. Furthermore, the company should add value to the consumers. There are many strategies aimed at completing this task. The company should pay more attention at promoting and advertising on order to complete this stage. Furthermore, it is important to remain a leading company with vision, inspiration and integrity. Being an IT corporation which depends on the creativity of human resources, it is essential to be the leader in the industry as the innovations change and the first company which has managed to invent something new gets a prize, more customers. It may be stated that some of the concepts of the EFQM Excellence Model are met which helps to draw a conclusion that the company is on the co rrect way, still, it needs some particular changes to be made. 7Heaven Technology is an IT company, therefore, the concept of managing by processes is followed. The company also succeeds through people as human resource is one of the main parameter in successful work of the company. Nurturing creativity and innovation are the most essential processes in the company management, therefore, these concepts are met. However, the company should encourage employees for more and better work. Creativity is an inevitable aspect of the work, the company must be creative to be able to serve its customers and offer them constantly new services which are going to be useful to them. The company builds partnerships as it is too difficult to offer outsourcing services individually. The company should be guaranteed by support from other corporations in order to secure itself from customer dissatisfaction and to make sure that it has all the necessary resources for completing the task. 7Heaven Technol ogy is responsible for its sustainable future as it has a desire to develop and increase its consumer base (Hakes 255). 7Heaven Technology company presents its services in IT industry, therefore, fast and quality delivery of the services and immediate reaction if any problem appears is an obligation for the company. The company managers understand that in case all the processes work successfully, the particular needs of the quality management are met as well as requirements of the business excellence. Conclusion Therefore, it should be concluded that 7Heavenn Technology is a relatively new company which has managed to gain positive image in the IT industry and the attention of the clients. However, in the highly competitive environment, it has many rivals and to cope with them the company should change some strategies. Quality management and business excellence models discussed above are the most effective ones as on the one hand, they help organize the work of the company on an app ropriate level and on the other hand, it assists the customers and meeting their needs. The recommendations offered for the further company development are to be followed, otherwise, it is going to be difficult to for 7Heaven Technology to position themselves at the Eastern market and to become serious competitors to the enterprise which have been developing in the industry for many years and who have already got regular customers and who feel secured in the competitive world. â€Å"7Heaven Technology.† 2012. Web. 7heaventech.com/ â€Å"Dubai’s IT market has grown to AED 113 billion in 2011.† Dubai Chamber. 18 Dec. 2012. Web. dubaichamber.com/whats-happening/chamber_news/dubai%E2%80%99s-it-market-has-grown-to-aed-113-billion-in-2011 Hakes, Chris. The EFQM Excellence Model to Assess Organizational Performance: A Management Guide. New Jersey: Van Haren Publishing, 2007. Print. Pfeifer, Tilo. Quality Management. New Jersey: Hanser Verlag, 2002. Print. â€Å"UAE: Dubai Outsourcing IT Industry.† Global Arab Network, 31 March 2011. Web.

American culture Essay Example | Topics and Well Written Essays - 500 words

American culture - Essay Example ionary guidance as the country encounters unimagined threats such as weapons of mass destruction, global terrorism, rogue states and weak states, natural disasters, new and chronic diseases, and global warming among other challenges. Due to these threats, there is need for strong, appropriate, and effective leadership styles in the U.S, mostly for the wellbeing and safety of the public. These leadership styles are in fact the indicators by which the leadership of America should be defined. The United States of America, being a world superpower, will always have its leadership assessed and judged. Due to its responsibilities and influences, there will always be the need for the U.S to renew its leadership styles, policies and strategies. There are several types of leadership styles that people should emulate in the U.S. These styles include directive, participative, empowering, charismatic, and celebrity/superstar leadership (Mills 15). Although quite well understood, directive leadership, which involves the giving of orders by political or corporate executives has considerably become less common in the U.S. The other style of leadership recommended for U.S leadership is participative leadership, which emphasizes teamwork. Related to this style is empowering leadership, which stresses the assigning responsibilities to colleagues and subordinates. American political and corporate organizations should thus empower the people by such leadership styles. The other type of leadership by which America should identify with is charismatic leadership by which leaders will be followed for their qualities and successes. In fact, such leaders will not have to offer anything in return for the support of their subordinates or the public (Mills 16). However, the definition of charismatic leadership could vary from one culture, community, or socioeconomic class to another. The other leadership style with which America should adopt is celebrity leadership in which a leader is

Business M2 Essay Example | Topics and Well Written Essays - 250 words

Business M2 - Essay Example Features that can be added to the website are such as virtual help desks, whereby a customer can access real time customer care services. In this case, this requires embedment of a chat widget, where they can initiate a chat with an online operator. Businesses have derived substantial benefits from their websites, whereby they are able to promote their services and products. Other uses their websites to conduct online transactions that contribute to overall sales for the company (Smith, 2012). On the other hand, they can communicate to their customers through the website and this leads to increased efficiency. Customers are provided with a platform through the website where they can communicate effectively and send their complaints, facilitate processing of orders, following up and seeking other services (Smith, 2012). Moreover, customers are able to gather information concerning the business that can be used for making relevant decisions such as selection of vendors. Smith, D. (2012). IT and Business Working Together for Better Compliance. In Defense of Data. Retrived from:

The Marketing Strategy Of Apple Inc And Its Effectiveness

The Marketing Strategy Of Apple Inc And Its Effectiveness After reviewing the list of available topics for the 2012 Oxford Brookes Research and Analysis Project, I was most drawn to the topic A review of the Marketing Strategy of an organisation and its success because this relationship between the marketing strategy and organisational success is an area of high interest to me. I believe that undertaking this project will expose me to the real life interplay of the marketing models in the implementation of the business strategy of an organisation and help me to understand how a good marketing strategy can result in the success or otherwise of an organisations business strategy. Being much aware of how between 1995 and 1997 Apple Incorporated (then Apple Computers Incorporated) almost went bankrupt with $1 billion in backorders (California Digital Library, 1998); I believe that Apple Incorporated will be a fit candidate for this project analysis to show how an effective marketing strategy turned a failing company into the most valuable corporate body in share prices in under a decade (BBC UK, 2012). 1.2 Brief historic overview of Apple Inc. and its development: Apple Inc. wholly-owned subsidiary involved in the design, manufacture and marketing of mobile communication devices, computers and portable digital devices, including related software solutions and peripherals. Apple was established in 1976 by Steve Jobs and Steve Wozniak and Incorporated on January 3, 1977 in Cupertino, California (California Digital Library, 1998). Initially a success, infighting and a power struggle between founder Jobs and CEO John Sculley on which products to develop and market led to Jobs resigning from Apple in 1985 (California Digital Library, 1998). Misguided product development, poor research into consumer products and a failure to understand consumer needs led to a fall in market share, profits and faced near bankruptcy in 1996 after huge losses and unfulfilled backorders (California Digital Library, 1998). A restructuring of products and a strategic partnership with Microsoft to invest $150 Million in non-voting Apple shares and making available Office, Internet and development tools on Apples Macintosh computers, helped keep Apple afloat (CNET News, 1997). Apple currently is a market leader in the Mobile Computing industry with a much diversified range of products; including the iPod, iPhone, iPad, Macintosh Computers. 1.3 Project Objectives: The objectives I aim to achieve by undertaking this project work include: To understand how the ANSOFF and Marketing Mix models are applied to the market/product relationship and the overall development of a marketing strategy for an organisation. To review the marketing strategy of Apple using the ANSOFF and Marketing Mix models and access how the market/ products of Apple are developed effectively marketed to their consumer base. To access the contribution(s) that the application of these models by Apple Incorporated has made to their financial performance. This assessment will include: The contribution to net sales from their main market products. Access the effectiveness of their marketing costs to net sales. 1.4 Overall Research Approach The research is centred on the analysis and review of the marketing strategy of Apple Incorporated by evaluating their product development and marketing strategies from the ANSOFF and Marketing Mix models. The research approach which will enable me meet the outlined objectives will include a mix of theoretical models and making inductive conclusions from their practical application by Apple. Deductive assessment from qualitative and quantitative contributions to the success of Apple by their applications of the functions of these models will be made from the financial statements of Apple and from Industry and Media publications. Chapter 2 Information Gathering In this research and analysis project there were mainly two sources of information I considered; primary and secondary. 2.1 Sources of Information Primary Sources Primary sources are the first hand information gathered by the researcher directly in the research field from his subjects and are usually in their crude form (Yale University, 2008). Methods for obtaining primary data include: Questionnaires and Oral Interviews I will not make use of the primary data sources due to constraints including: Financial constraints, time limit, subject location and the non-response of the subject to my request for information. Secondary Sources Secondary sources of information are that which is available to a researcher as a result of other research work or publications in a relevant field; this necessarily will not mean similar or same research objectives; but does make the relevant fact and data available to a secondary researcher (University of Illinois, 2011). Sources of secondary data include Industry related and media publications, Textbooks, Financial reports, etc. I will make use of secondary data sources as they were more convenient to the constraints I faced. My sources of secondary data included: Industry and Media Publications: I will make use of publications and tools from experts in the computing industry including reports from C.Net, Web Archives Organisation and The Car Phone Warehouse. References will also be made to major events and activities of the Apple in media and news publications and some of which include the Financial Times, The Guardian, The New York Times, The BBC and CNN. This enabled me to access independent views on the success or otherwise of Apples marketing strategy. Library research: During the research I frequented my local library in Leyton, the library of the London School of Economics (LSE) and the Library of the London School of Business and Finance. This facilitated me on my understanding of the ANSOFF and Marketing Mix models and their theoretical development. Electronic Research: I also made use of the internet to gather the majority of information I needed to analyse the history, development and current strategic position of Apple Incorporated, to which the website of the SEC, www.sec.gov, provided me with financial publications and reports. I also found information on the prices of relevant competitive products including the Samsung, HTC and VIM (Black Berry) from industry participants like the Car Phone Warehouse, www.carphonewarehouse.com. 2.3 Ethical Considerations of the Project: As an ACCA student and having written the Ethics and corporate governance module I do understand clearly the ethical situations that can arise from analysing an organisations strategies. I have as such made no attempt to obtain or disclose any top level information or data that might jeopardise the long term strategic position of my subject of study: Apple Incorporated. All the information that I will use in my analysis are publicly available from Apples financial reports and from various other industry and media outlets. References will be made to these media outlets, news events and such relevant information in the financial statements of Apple and all such sources will be disclosed as due and correctly attributed to. To the best of my knowledge neither myself nor any close relative hold any form of financial instrument, shares or stock in Apple or any competitor in the mobile electronics industry and as such I do not seek to profit from this research for any effects it might have on such instruments. 2.4 Theoretical base and definition of Models The ANSOFF Model developed by H. Ansoff (Johnson et al 2005) is a product/market growth matrix that allows an organisation to generate alternative directions for its strategic development. Alternative strategic directions are options of products and market coverage that are available to an organisation taking into account their strategic capability and the expectations of stakeholders (Johnson et al, 2005). Protect / Build Product Development Consolidation With existing capabilities Market Penetration Beyond current expectations With new capabilities Market Development Diversification New segments With existing capabilities New territories With new capabilities New uses with new capabilities Beyond current expectations Beyond current expectations Source: H. Ansoff (1988) as cited by Johnson et al (2005). An organisation typically starts from the position of building or protecting their market presence with its existing products in their existing market (Box 1). The organisation then has the choice of pushing further the same product in that very market or moving to developing new products in that market (Box 2). The organisation can also bring their existing products into new markets (Box 3) and finally the last and most radical option of diversifying into a new market with a new product (Box 4). (Box 1) Protect / Build: According to Johnson et al (2005) this involves consolidating and strengthening their current market status with their current products. This may require just increasing the efficiency of their processes by downsizing some activities. This approach is much preferred stagnant markets and requires much competitive advantage or edge to win over customers from competitors. Box 2 Product Development: A business resides in an environment and changes in that environment will demand new products or services at the expense of an established product. An organisation then delivers these modified or new products to existing markets. Product development is most utilised by industries with short product life cycle software and consumer electronics (Johnson et al, 2005). Box 3 Market Development: This is the case where existing products are offered to new markets which may include exploiting into other market segments, developing new users for existing products and advancing on the geographical stage both nationally and internationally. In all cases, it is prudential that market development strategies are based on products or services that meet the critical success factors of the intended new market. As simply on offloading traditional products or services into new markets are likely to fail. Market development also requires a degree of product and capability development (Johnson et al, 2005). Box 4 Diversification: This is a strategy that removes an organisation away from their current markets and products; that is their established comfort zone of domination as one may put it (Johnson et al, 2005). Diversification increases the market power that the head office must oversee and may be in response to a market decline, an attempt to spread risk or as a corporate response to the expectations of powerful stakeholders. Diversification can be understood in two ways; Related and Unrelated. Related diversification is seen as a strategic development beyond current products and markets; but within the capabilities or value network of the organisation. Unrelated diversification has to do with developing beyond the current capabilities or current value system and this is often referred to as conglomerate strategy (Johnson et al, 2005). An organisation can make a choice as to which of the function(s) of the model to apply in its strategic options. When this option has been made an organisation then has to develop a marketing approach to gain the advantage over their competitors. Marketing Model (Marketing Mix): Marketing is the management process responsible for identifying, anticipating and satisfying customer requirements profitably; it is widely used as a concept or a process and to cover a series of techniques (CIM, 2012). Marketing strategy therefore reflects a companys best options as to how it can most profitably apply its skills and resources to the chosen product and segment market Consumers have needs and wants, and are placed into segments based on those needs, but understanding the nature of customers and their needs is only just but the first step in implementing a business strategy. An organisation needs to communicate to the consumer why their product fulfils these needs and the tools used in this communication form the basis of the marketing mix model; being the Product, Price, Place and Promotion, also known as the 4Ps. The 4 Ps model was developed by McCarthy (Kotler et al, 2008) but modern scholars have identified 3 more Ps, People, Processes and Physical evidence that are more at play in the service sector, Booms and Bitner in (1981), as cited by Brassington and Pettit (2006). Product: This is what the customer receives from the organisation or manufacturer; totality of goods and services that the company offers the target market. (Kotler et al, 2008:49). A product goes beyond just the item sold, and is not only what to make, but how, when and its life span of feasible production. In marketing terms a product is split between the actual product and the augmented product. The actual product in its simple terms must satisfy the basic needs of the customer; and thus can be termed as the threshold product. However if an organisation seeks to survive in a changing market, it must provide more than the basic product. Price: The price is the amount of money the customer parts with in order to acquire the product; and may involve more than just the basic and straightforward calculation of costs and expected profit margins of the organisation (Brassington and Pettit, 2006). A common trait with price; regardless of the basis of calculation; is that it must reflect the value the customer holds to the product. This is a customers individual behaviour trait as Brassington and Pettit (2006) noted; and is a judgemental perception of what they are getting for their money, what options their spending power held for them and how much the amount relatively means to them. External factors that affect price include competitors and the general economy. The influence of pricing on the success of the overall marketing mix approach can be established with Bowmans Strategic clock model which shows the link between the perceived value of product, the price and its chances of success. A product that fails to communicate the appreciable value / price ratio to consumers will fail. The Strategic Clock Model, (C. Bowman and D. Faulkner 1997) Brassington and Pettit (2006), notes that within a given economic situation price sends all sorts of messages to the customers; it indicate quality and desirability and in the eyes of competitors it is seen as a challenge as low pricing can indicate a price war and high pricing leaves room for a competitor to undercut. Internal factors that may affect pricing include required return or shareholder expectations, cost of manufacture. Pricing is the most flexible element of the marketing mix but it is also quite a dangerous element to play with (Brassington and Pettit 2006). Place: Once the product and the price have been determined, the customer must be able to purchase the product. This can be directly from the manufacturer or from an intermediary or distributor. There are various modes of distribution in order to transfer the product to the customer; from simple mail order to long and complex distribution chains. Place in the modern era of marketing has also taken the electronic edge and includes the internet and telephone orders. The Place function is not just about the movement and transfer of goods, it is about manipulation, competitive advantage and power of bargain between the consumer and the manufacturer (Brassington and Pettit 2006). Promotion: Product promotion is about communicating to the consumer or customer. An organisation has a product that may be competing with several others to satisfy a customers need. The act of convincing consumers on why an organisations products are the best in fulfilling their need is what promotion is all about. Often seen as the most active and glamorous part of marketing, it does demand a daunting amount of artistic endeavour and can be used to overcome setbacks an organisation may have in the other aspects of the marketing mix. Promotion in totality however contains two main acts: pull promotions that attempt to attract the consumer to purchase the product and push promotions that aim for retailers or intermediaries, encourage them to purchase the product and promote them to their own consumers. Promotion involves not just advertising but also discounts or sales promotions, personal selling, branding and public relations (Brassington and Pettit 2006). People, Processes and Physical Presence: Booms and Bitner (1981), as cited by Brassington and Pettit (2006), added 3 more Ps (People, Processes and Physical Presence) to the initial 4 Ps model to reflect the extra activities in the marketing of services. People reflect the human aspect of rendering a service to a consumer. A customer that feels comfortable with a particular service provider trusts them and has a rapport with them; forms a relationship with that provider that a competitor will find hard to break into. People add value to the service package that goes beyond what the service aims to offer (Brassington and Pettit 2006). Process concerns the live provision and consumption of a service; which is much different to the hidden processes of manufacturing sectors. A service provider has to maintain consistency with the consumer this involves specific quality controls, training, manuals of service, time of service and a professional level of quality (Brassington and Pettit, 2006). Physical Evidence has to do with how an organisation maintains an ambience of their principal locality of rendering services for the consumer. This is a premises from which their service is sold or delivered and includes how appealing it is in terms of maintenance, design and accessibility. This can include the airplane one boards when they book a flight, the room they sleep in when they book a hotel (Brassington and Pettit 2006). 2.5 Limitations of the report This report has limitation due to the constraints it was subject to and the intrinsic limitations of the theoretical models. The unavailability of primary data has restrained this reports view of scope to the secondary data and the financial statements of Apple Incorporated. Constraints that limit the scope and dept of the report also include the number of words which as underlined in the project outline is a maximum of 6,500 words. Time has also been a constraining factor limiting the extent to which the research could be carried out. The location of the study subject, Apple Incorporated has also made it impossible to study the cultural influences and other market factors, apart from marketing strategy, that could and can affect the success. The nature of the theoretical models ANSOFF and the Marketing Mix model restrains their exact application and thus analysing their real life application. These models like all theoretical models may not necessarily be reflected in their totality when applied and certain assumptions need to be made in order to analyse their effectiveness. Chapter 3 3.1 Application of Models and Analysis An assessment of the current marketing strategy of Apple Incorporated using the ANSOFF and 7 Ps Marketing Mix modules will set a point out on what exactly Apple does and how this has been effectively reflected in their success. Outline of ANSOFF Model as Applied By Apple: Market Penetration: Apple from its period of incorporation had been focused on gaining a market share in the computer and I.T industry and although they had a reflection of research into other I.T based products; their main focus was on a limited product spectrum which included the Apple II, Lisa and Later the Macintosh computers (California Digital Library, 1998). They based this market penetration strategy on their style and brand appeal, and sought to grow their market share the more. This clearly fitted into the ANSOFF model function of market penetration and market consolidation strategy. This approach however begun to recede in the 1990s as their strategic competitors Microsoft and IBM outgrew Apples market share with much cheaper and more innovative computers which in addition capitalised on the inability of Apples computers to integrate with other industry standard software and computers (Jim Carlton, 1998). Market Development Function: Apples market spans across the globe and is segmented on a regional and product basis including consumer, business, education, enterprise and government organisations that make use of the power and productivity of Apples products. This market has been developed with focus on product differentiation and enhanced knowledgeable sales persons, which allows the easy conveyance of value of products to consumers (Apple Inc, 2011). Apple is also active in the reseller and third-party locations market including Apple Premium Reseller Program which allow high level integration and support services to their products (Apple Inc, 2011). This high value market development is directly linked to their products which are developed on value, ease of use and integration. Product Development Function: Being involved in the mobile computing industry which is highly characterized by frequent product introductions and rapid technological advances requires strategic application of the product development function of the marketing mix model. iPod: This is a portable digital music player introduced in 2001as a niche product it clearly struck a nerve with a new generation of electronic users. With the traditional PC being regarded as my parents computer or the official business computer, Apple identified a market that desired the portability of an electronic music player and the storage prowess of a computer for that music data. It includes the iPod touch, iPod nano, iPod shuffle and iPod classic all of which work with iTunes and related accessories both Apples and third-party compatibles. Apple sold more than 15 million units in the last three months of 2005 and helping double the quarterly profits of Apple from $255 Million in 2004 to $565 Million in 2005 (BBC UK, 2006). The graph 3.1 shows how this product dominates the mobile music devices industry. Graph 3.1 Source: IDC, 2006 as cited CNN Money, 2006. Apple US Electronics Music Player Market Share iPhone: Developed in early 2007, the iPhone combines a smart mobile phone, an iPod and an internet communications device; as then CEO Steve Jobs put it a widescreen iPod with touch controls, a revolutionary phone and a break through internet communicator (Anthony Imbimbo, 2009). It also includes accessories that allow it to communicate with other Apple products and tools that elaborate on ease of use, value and user friendliness. Within three months Apple had sold 270,000 iPhone devices and generated $5 Million of net revenue for the 3rd quarter of 2007, (Apple Inc, 2007). Graph 3.2 Sources: Apple Incorporated Financial Statements, 2010 2011, Growth in Net iPhone Sales Between 2008 2011. Graph 3.3 Sources: Apple Incorporated Financial Statements, 2010 2011. Percentage Growth Net iPhone Sales to Net Sales 2008 2011. Graph 3.2 and 3.3 above indicate how the iPhone product grew rapidly and its net contributions to sales. Mac: This is the personal computing product which includes desktop and portable computers, related devices and third party hardware products. They are designed to target high end business and professional customers. iPad: In the first quarter of 2012 Apple introduced the iPad which like the iPod touch and iPhone is based on the multi-touch technology, showing how using their existing capabilities Apple develops products to fulfil market needs (Apple Press Info, 2010). Described as a multi-purpose mobile device for browsing the web, reading and various other functions, the market reception of the iPad was so successful that Apple sold 300,000 within the first twenty-four hours of its launch (Ars Technica, 2010). Graph 3.4 shows the accelerated growth of net sales contribution from the iPad product. Graph 3.4 Sources: Apple Incorporated Financial Statements, 2011. Percentage Growth in Net iPad Sales to Net Sales Between 2010 and 2011. This simultaneous implementation of the product and market development functions of the ANSOFF model clearly follows in line with Johnson et al (2005) observation that market development requires a degree of both products development and capability development. Chart 3.5 Sources: Apple Incorporated Financial Statements, 2011, Percentage of Products to Net Sales. Chart 3.5 above shows the net contribution to net sales from the most recent products from Apple Incorporated. iTunes and iCloud: The iTunes offers a tool for organising digital files on apples devices on both Windows and Mac platforms it is integrated into the iTunes Store which allows the rental and purchase of digital products from Apple accredited sellers, including the App Store and iBookstore with one account (Apple Inc, 2011). The iTunes interface provides an integration platform for all devices one may own allowing files to be wireless pushed to all devices (Apple Inc, 2011). Extending on the iTunes digital hub integration, Apple introduced the iCloud in October 2011, which allows consumers to store and share all their files across all Apple devices they own, perform backups and various other functions including managing mail and contacts. This digital hub ideology allows Apple to provide the augmented services that make their products value stand above those of their competitors. Software Products and Computer Technologies: Apple offers a range of computer softwares for education, enterprise and government customers including the Mac OS X, iLife 11, iWork 09, server software and professional application software including Final Cut Pro, Logic Studio etc (Apple Inc, 2011). Apple also builds software for their mobile devices supported by the iOS architecture and offers these augmenting products to enhance the customer use and value of their products. Display Peripheral Products: Apple has a range of peripherals and display devices including the Apple LED Cinema Display, AppleTV and Thunderbold Display, Apple also offers several third-party augmenting devices that add value to their products (Apple Inc, 2011). Diversification Functions: When Apple introduced the iTunes and iTunes Store product they created a completely different product line that strays from their electronics products lines and yet offers more augmented value to their mobile devices. This online music store can be seen as a concentric or related diversification that provided a platform where the music industry could sell its products easily to the rapidly growing market of iPod and iPhone users. This diversification has been so successful that Apples online music store the iTunes overtook the largest music retailers in number of songs sold in 2008, (Apple Press Info, 2008). Source: ArsTechnica 2008, Apple iTunes Store Music Sales by % Volume. A more detailed analysis shows how Apple changed the way consumers purchase music from buying a whole album to allowing selection of a particular track or set of tracks. This lies in related horizontal diversification as Johnson et al (2005) pointed out as activities that are complimentary to the parents core activity network. Apple clearly uses a combination of the ANSOFF product, market development and diversification functions to effectively contribute to its success as a mobile I.T manufacturer. Application of the 7P Marketing Mix Model by Apple Incorporated Apple applies the 7P marketing model by either identifying a specific markets needs or by creating a market by defining products that address the needs of their target segment consumers. Product: Apple defines their products with the final consumer in focus and does not seek to gain all the consumers in the market; rather they focus on the Value seeking consumers and thus all of Apples products are designed to satisfy the needs of these value consumers. Products are designed with each aspect specifically detailed to achieve an advantage over equivalent competitor products including; superior ease of use, seamless integration and innovative design (Apple Inc, 2010). As Kotler et al (2008) describes, Apple provides augmenting services and peripherals for almost all of their product lines including maintaining compatibility to older generations and other third-party devices and software. These services, which are additional to all Apple products as basic packages at no and extra packages at extra costs allows consumers to continuously add more value to their products to fulfil their evolving needs. Currently as I write this report, Apple has launched several series of product upgrades and differentiation within the iPhone, iPod and iPad for other value consumers identified in their market segment whose needs the current products do not meet; including the iPhone 5, iPod Touch, iPad Mini and the Mac Book Pro and iMac (Apple Online Store, 2012). Pricing: One other aspect of the Marketing mix model which Apple applies effectively is the pricing of their products. Apple markets itself as a high end product manufacturer with a high-quality buying experience for their target consumers, and this is reflected in their pricing. Apples products are higher in prices in a comparison to their market competitors but this it leverages with its unique ability to design and develop its own operating systems, hardware, application software and services and provide its customers with new products and solutions of superior ease of use, seamless integration and innovative design. Apple believes in high quality sales and after sales support experience and ensures that although their prices are higher than any competitor; the final end consumer knows that the quality of product, sales and after sales support is second to none (Apple Inc, 2011). From C. Bowman and D. Faulkners (1996) strategic clock model, Apple Incorporated can be seen to be solely concentrated on a high value high price relationship which they also described as focused product differentiation. A samples analysis of the current UK mobile phone market prices ranges between the major market competitors and Apples iPhone product belo

Walmart ecommerce ops Essay examples -- essays research papers

What is Wal-Mart dong that seems to fit a definition of â€Å"successful† e-commerce operations? What cold they do better? How does shopping on-line compare to your experience looking for a similar type of item at a bricks-and-mortar store? How does this site compare to other experiences you’ve had with e-commerce   Ã‚  Ã‚  Ã‚  Ã‚  When you talk about Wal-Mart the first thing that you have to remember is that they are the largest retailer in the world. Wal-Mart employs more people in the United States than any other company and is second only to the federal government in the number of employees that they have on the payroll. These are important facts to consider in that due to their tremendous size, Wal-Mart has an enormous effect on the economy and the way that business is conducted. In many instances, if a company wants to continue to do business they have to either follow what Wal-Mart is doing or attempt to compete against Wal-Mart in some other fashion. It is not unreasonable to state that Wal-Mart is the reason why many businesses are in business today. They were forced out by the sheer size of Wal-Mart.   Ã‚  Ã‚  Ã‚  Ã‚  So, with this in mind it is interesting to note that Wal-Mart ranks only third on the e-commerce scale behind Dell computers and Amazon. (Sullivan 2004) What is the reason for this? It’s hard to say and point to one specific reason why Wal-Mart doesn’t lead this list but maybe looking at the criteria outlined in the background reading will help to answer this question. (Wollan 2003)   Ã‚  Ã‚  Ã‚  Ã‚  In the background reading a list of criteria is given that outlines the advantages of e-commerce as it relates to operations management. The companies that are able to capitalize on these are the ones that will be successful. Wal-Mart is able to capitalize and continues to do so as it improves and expands into the e-commerce environment. Some of these advantages are: †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Better availability of service †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Cost reduction in information processing †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Better of timeliness of service †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Better access to customer markets †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Initial cost of operations less expensive †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Operating costs of operations less expensive †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Bet... ...Wal-Mart provides not only a Boolean search box but also some â€Å"pretty† tabs labeled with general names such as toys and electronics. But this is not special and is in fact pretty much the norm for companies that do business online. In other words, the Walmart.com website does not stand out from the crowd. As a matter of fact if you compare the Amazon.com websites to Walmart.com they look very similar. (Amazon 2005) I found the Dell website to be less friendly and almost irritating with the addition of pop-up ads that I had to close. (Dell, 2005) REFERENCES Amazon (2005) [Company web-site]. Retrieved June 19, 2005 from http://www.amazon.com/exec/obidos/subst/home/home.html/103-3903465-0764615 Dell Computers, (2005) [Company web-site]. Retrieved June 19, 2005 from http://www.dell.com/ Sullivan, Laurie. (2004, November, 8). E-Commerce: Promise Fulfilled. InformationWeek, 1013(3), 70. Wal-Mart. (2005). [Company web-site]. Retrieved on February 21, 2005, from http://www.walmart.com Wollan, M. L. (2003). E-commerce operations management. PowerPoint presentation for OPM 500, Module 5. Zimmerman, A. (2003, Nov. 21). To sell goods to Wal-Mart, get on the net. Wall Street Journal, B.1.

Architecture in Context: Urban Design of Kuala Lumpur City

ARCHITECTURE IN CONTEXTChapter 1: Introduction 002.jpg" alt="424469" /> Figure 1a: Urban design of Kuala Lumpur metropolis Urban design shows both the functional and aesthetic facets of the City’s built environment. Urban design ( Figure 1a ) , developed harmonizing to policy model and guidelines, creates a desirable life environment every bit good as giving a metropolis an appropriate image and individuality. Like most metropoliss in the underdeveloped universe, Kuala Lumpur has grown quickly and changed a batch from 1960s until now. Kuala Lumpur becomes one of the strongest Asiatic metropoliss in universe economic system during 21Thursdaycentury. The alterations are non merely in footings of edifice building and besides the ‘growing’ of the city’s skyline. Figure 1b: Location of Kampung Baru Some of high-rise edifices appear bit by bit in the metropolis and turn vertically from the skyline of metropolis. However, in Kampung Baru country ( Figure 1b ) , it creates a most contrast phenomenon which is high rise edifices and old houses appear together in the aureate trigon of the metropolis. High-rise edifice prototype of modern, high engineering and comfortable edifice while old houses conjure images of old, conservative and disintegrating houses. High rise edifice has its commercial value and makes a part to the economic system of our state however old houses contain its historical value and stand for the beginning characteristics of metropolis development. There are some contradiction and struggle against to do think of pulverizing the old houses in the metropolis to do manner for more future development. The aim of composing this essay is to measure and analyze the skyline of KL country and the urban developed schemes from the past until presents. Besides that, to look into and understand the cultural contexts, societal and faith which influence a batch to the people who lives in that country are besides parts of the aims. Identify the demands, perceptual experiences and values of specific cultural communities make a clear apprehension of the architecture issue. Chapter 2: History BACKGROUND Chapter 2.1: History background of the alterations of KL city’s development Figure 2.1: Natural characteristic of KL in 1960Figure 2.2: The development of KL in 80s Kuala Lumpur was established in 1857 and the KL’s skyline has changed over the old ages. In around 1960, Kuala Lumpur was a simply light-green piece of land ( Figure 2.1 ) with a few of edifices. Towards 80’s ( Figure 2.2 ) , it was the period when the Malayan economic system truly raised up upon. The city’s skyline started to alter quickly until the terminal of 90’s. Harmonizing to the information, this period was Malayan economic system grew more than 8 % per twelvemonth for more than a decennary. Figure 2.3: Significant development of KL in 1991Figure 2.4: Skyline of KL in presents The 1990 was a important decennary to the state due to the economic system down bend in the twelvemonth 1997. Not merely did Malaysia manage to prolong unbelievable growing, the other state did besides travel into the Great Financial Crisis. This fiscal crisis caused most of Malaysia’s important developments ( Figure 2.3 ) were made. There are many building undertakings that are being built include the building of the KL Tower and the Petronas Towers. The development of Kuala Lumpur was easy being expanded from the get downing twelvemonth of 2000. In a short period, the skyline of Kuala Lumpur ( Figure 2.4 ) has grown a batch in order to provide the demand of population presents. This resulted in the outgrowth of big capacity of high rise edifices in the metropolis. Not merely it brings an economic system consequence to our state, and besides received a batch of investing from foreign state. It boosts up a batch of concern and employment chance around the metropolis. Chapter 2.2: History background of Kampung Baru country Figure 2.5: Kampung Baru country at the bosom of metropolis Even so, there is a portion of traditional houses country turns up meanwhile at the bosom of metropolis ( Figure2.5 ) . The being of traditional houses which called Kampung Baru creates a strong contrast between modern architecture edifices and traditional houses. Kampung Baru has been established since 1899 by the British authorities under the name of â€Å"Malay Agricultural Settlement† ( M.A.S ) as a particular country reserved specifically for the Malays in Kuala Lumpur. It has 35,000 populations and an country mensurating 153.35 kilometer2. Figure 2.6: Traditional Malay houses of Kampung Baru The Kampung Baru is characterized by comparative tranquility and neat layout of traditional Malay houses ( Figure 2.6 ) , has comparatively been retarded in its development with hapless roads and sanitation even though the remainder of metropolitan of Kuala Lumpur is basking a roar in economic growing and prosperity. Up to the 1930s, Kampung Baru was strictly a residential small town colony with houses built of wood and supported by pile, with a little gallery, large life room ( normally with no more than three sleeping rooms ) surrounded by garden harvests ( such as chili, banana, tapioca ) and widespread raising of domestic fowl. In this urban small town merely north of the metropolis centre the houses are largely one or two floors. Kampung Baru was ab initio a residential colony in Kuala Lumpur for Malay lower income group. [ 1 ] In the 1970s, there was a little group of Kampung Baru people who earned RM1000 per month and occupied higher place in the public and private sectors. The state of affairs has really much changed in the 1990s in which the socio-economic position of the dwellers of Kampung Baru had increased. There was rather a important figure of Malay in-between category, such as enterprisers, professionals and executives, who lived in the colony. This can be proven through the building of new luxury residential houses such as cottages and modern flat beside the old traditional Malay hosieries. Thus it can be said that Kampung Baru is a topographic point where tradition and modernness meet. Kampung Baru located in the Centre of metropolis and the belongings valued at around Rm2000 per square pess. This favorable geographical location attracts a batch of investors and developers intend to develop it and do a better planning. Nevertheless, the devastation of the traditional Malay houses has created contention. Chapter 2.3:Research method of survey The nature of this survey makes it suited for me to use site visit, observation, appraising and secondary analysis as my research methodological analysiss. Site visit in survey involves detecting, look intoing, comparing and analyzing. Besides that, research worker makes a questionnaire study signifier for public to acquire cognize about their sentiment of Kampung Baru. It is indispensable for research worker to understand deeply of about the chance development of Kampung Baru. In order to make so, historical informations have been assembled by library and internet research. This research to be done is to turn out my study composing in line with strong grounds. Chapter 3: Analysis Chapter 3.1: Percepts of occupant to the renovation of Kampung Baru Figure 3.1: Malay-Muslim civilization Despite being disputed, Kampung Baru is the last fastness against tower block development in the Kuala Lumpur metropolis. The occupants, born and bred in Kampung Baru from coevals to coevals, are chiefly consisted of Malay. Most of them have no purpose of go forthing Kampung Baru. The nucleus ground is for the inveterate love for the community specifically refering on the distinguishable Malay-Muslim civilization ( Figure 3.1 ) and its colorful history. For illustration, some of the senior still recalled their functions in WWII and cherished childhood memories that wanted to prize. They will convey these histories to their kids and grandchildren. Other than that, there is another state of affairs caused Kampung Baru can’t be developed. If the original Kampung Baru landholders have died, his land rubrics will be shared by tonss of relations. Therefore, it can be more than 100 people portion the rights to some secret plans of land sometimes. This status becomes a strong resistance to the sort of renovation the authorities has in head. The authorities and the developers have been legion meetings and treatment with local landholders about the development programs of Kampung Baru for more than twenty old ages, nevertheless, none of which has proved feasible. With no execution and development, the physical constructions of Kampung Baru are haphazard and degraded. The unplanned betterment caused resident bit by bit eliminated from their original small town and were replaced by transient and homesteaders. In malice of the recession of Kampung Baru, there are still have many people understood exhaustively its possible commercial value and concern market. In this aureate country with environing high rise edifice, it wholly shows an iconic individuality and image of capital metropolis of Malaysia. Suppose that Kampung Baru transformed into a modern and advanced country, it will heighten the consistent of betterment of Kuala Lumpur towards as a developed metropolis. The modern design, construction and stuff of high rise edifices give an impact of the ocular to stand for an image of the metropolis. Chapter 3.2: Advantages and disadvantages one time Kampung Baru to be redeveloped Residents of Kampung Baru have to consider of the advantages and disadvantages one time Kampung Baru to be redeveloped. One of the important effects of the alterations to Kampung Baru is maximize the value of land. In term of merely being dual floor houses, it can be developed vertically. For case, high rise commercial edifices, office, five star hotel or flat. Not merely cut down the land usage, and besides fulfil the demands of big population in the metropolis. Besides that, concern market besides have a batch of possible among this commercial country. The people who live in this country have a high degree of ingestion and quality of life. They would pass a batch for epicurean disbursals. In add-on, while working the bigger commercial market, it besides increases the employment chance every bit good. It helps to work out the job of extra unemployment which happened in our state. Ample employee can heighten the productiveness expeditiously. Furthermore, owing to this country is tourist attractive force, so that it brings economic system consequence to the metropolis. Figure 3.2: Alone character of traditional houses On the contrary, continuing Kampung Baru has its unmeasurable bing value. It is difficult to conceive of that an country with such a rich heritage and alone character ( Figure 3.2 ) if razed to the land. Many of the traditional houses of Kampung Baru are dated back to the early 1900s. The peculiar and original features can’t be replaced by any unreal engineering presents. If Kampung Baru is turned into a concrete jungle, it will lose all its attractive force as a Centre for Malay heritage. Furthermore, the cultural component in Kampung Baru has influenced, straight or indirectly, among the community. They hold profound feelings toward their civilization and relationship with vicinity. Woman love to portion their delightful dishes with their neighbors while kids chum uping around the kampung. This sort of sentiment dramas as an of import function in the development of Kampung Baru. There is no uncertainty that the people of Kampung Baru want development, but at the same clip the individuality of Kampung Baru as a Malay community must be maintained. Chapter 3.3: Comparison with the Singapore urban planning Figure 3.3: Singapore urban planning By detecting and look intoing Singapore urban planning ( Figure 3.3 ) , they wholly did a good occupation in this little state. Singapore originally is merely a little and lag behind state. After the World War II, Centre of Singapore faced really terrible urban troubles which are overcrowding, lodging deficit and insanitary life conditions. It caused a batch of unemployment job, infective disease and societal offense. In 1958s, the authorities comes out with a construct program [ 2 ] that makes full usage of land by reapportioning the countries severally. In the beginning of urban development, it appears two distinguishable countries which are greenwaies and new town country. First measure is to construct more public lodging in new town country. The decentralised policy leads the population and industry in the metropolis Centre displacement to other topographic point. It creates a balance and mean distribution of population and solved the lacking of lodging jobs. In the cardinal country, a big sum of stores, office, shopping Centre and epicurean flat occurred. Thoroughly downtown metropolis revived bit by bit, Singapore becomes an international finance, commercial centre and touristry attractive force. It speeds up the economic system growing of Singapore. The authorities of Singapore plans their scheme, from construct, counsel, urban planning to commanding, measure by measure implements it. The attitude of listening to the demands of occupant is the cardinal rule to be succeeded. Chapter 4: Decision In decision, Kuala Lumpur as a developing metropolis was improved a batch along the times. Even though Kuala Lumpur is still missing behind in footings of skyline quality compared to bigger metropoliss like Hong Kong, New York, Shanghai or Chicago, but it provides an iconic for its multi-cultural architecture found in traditional and modern edifices in the metropolis. Located within the bosom of aggressive metropolis of Kuala Lumpur, Kampung Baru has struggled to maintain up with monolithic urban development while continuing its traditional heritage. The singularity of this country could non be replaced by any types of trading. The thought of destruction the traditional Malay houses should be taken off. Old structures uncover its historical border and do a contrast with high rise edifice to show the betterment every bit good as development of engineering presents. Attempt to hold a better urban planning and direction in Malaysia, authorities should do an in-depth survey on the scheme of urban planning in Singapore. Mentions Website hypertext transfer protocol: //vincentloy.wordpress.com/tag/city/ hypertext transfer protocol: //www.thestar.com.my/story.aspx/ ? file= % 2F2012 % 2F4 % 2F16 % 2Fcentral % 2F11111102 hypertext transfer protocol: //www.skyscrapercity.com/showthread.php? t=167496 hypertext transfer protocol: //www.dbkl.gov.my/pskl2020/english/urban_design_and_landscape/index.htm hypertext transfer protocol: //time2transcend.wordpress.com/tag/kampung-baru/ hypertext transfer protocol: //www.theedgemalaysia.com/commentary/167862-my-say-kampung-baru-redevelopment-lets-go-for-it.html hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ hypertext transfer protocol: //travel.cnn.com/explorations/escape/kampung-baru-131599 hypertext transfer protocol: //infopedia.nl.sg/articles/SIP_1564_2009-09-08.html hypertext transfer protocol: //lib.iium.edu.my/mom2/cm/content/view/view.jsp? key=mrB8mYjSDrUDQUS5Lamnms8K3SJ42lFB20100225154009406 E-journal hypertext transfer protocol: //e-journal.um.edu.my/filebank/published_article/3295/Vol % 209-4.pdf hypertext transfer protocol: //repo.uum.edu.my/3179/1/S15.pdf Books Dale, O. J. ( 1999 ) . Urban planning in Singapore: The transmutation of a metropolis. Shah Alam, Malaysia: Oxford University Press. Suleiman Mohamed and Lokman Mohd. Zen ( 2000 ) ,Sejarah Kampung Baru: Di Sini Awal Segalanya Bermula Handss, J. ( 1941 ) .The History Of The Malay Agricultural Settlement Kuala Lumpur,From January 1899 to October 1941, Kuala Lumpur. Video hypertext transfer protocol: //fatbidin.com/category/kampung-baru-alaf-baru-aka-new-age-new-village/ Bibliography Website hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ hypertext transfer protocol: //www.skyscrapercity.com/showthread.php? t=246455 hypertext transfer protocol: //en.wikipedia.org/wiki/Urban_planning_in_Singapore hypertext transfer protocol: //infopedia.nl.sg/articles/SIP_1564_2009-09-08.html hypertext transfer protocol: //timesofmylife.wordpress.com/2010/02/04/big-pore-and-small-pore-of-singapore/ Picture credits Figure 1.1: hypertext transfer protocol: //wpwide.com/petronas-twin-towers-kuala-lumpur-malaysia-city-wide-hd-wallpaper/ Figure 1.2: hypertext transfer protocol: //www.malaysiapropertynews.com/2010/08/redeveloping-kampung-baru.html Figure 2.1: hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ Figure 2.2: hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ Figure 2.3: hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ Figure 2.4: hypertext transfer protocol: //tendtotravel.com/2012/03/kuala-lumpurs-skyline-1960s/ Figure 2.5: hypertext transfer protocol: //time2transcend.wordpress.com/tag/kampung-baru/ Figure 2.6: hypertext transfer protocol: //www.ouche.org/DesignEcologies/659/ Figure 3.1: hypertext transfer protocol: //time2transcend.wordpress.com/tag/kampung-baru/ Figure 3.2: hypertext transfer protocol: //time2transcend.wordpress.com/tag/kampung-baru/ Figure 3.3: hypertext transfer protocol: //www.singaporetales.co.uk/2013/09/city-gallery.html 1