Assessing the impact of e-HRM in the delivery of HR services

Assessing the impact of e-HRM in the delivery of HR services Human resource management has become one of the key concepts in assessing the competitive assets of many organizations. Today, with the implementation of new and upgraded HR technologies, organizations are managing human capital in a more sophisticated way. Consequently, the refined IT solutions are designed to administer a wide variety of human resource data which allow organizations to shift from the traditional ways of delivering HRM services to new web-based HR services to both managers and employees through the self-service HR portals. Accordingly, the digital possibilities have created opportunities for HR functions to develop more strategic role. And for this purpose, the HR professionals have to develop new competencies to carry out the new roles and responsibilities. 2.2 Technology as an HR-enabler Strohmeier (2007) defines e-HRM as the (planning, implementation and) application of information technology for both networking and supporting at least two individuals or collective actors in their shared performing of HR activities. The author further explains his definition of the e-HRM concept which utilizes information technology in a twofold manner. As a primary aspect technology is necessary to connect usually spatially segregated actors and enable interactions between them irrespective of their working in the same room or on different continents. Secondly, technology supports actors by substituting for them in executing HR activities. Therefore, technology serves additionally as a tool for task fulfillment. Moreover, the planning aspect highlights the systematic and probable way of applying information technology. The use of information technology points out that the sharing of HR activities is an additional feature that underlines the aspect of interaction and networking. Consequently, technological change is a key driver for HR transformation, providing the foundation to support HRs growing strategic focus, which in turn contributes to business results. Many authors have coined the e-HRM concept with virtual HR (M), HR intranet, web-based HR, computer-based human resource management systems (CHRIS), and HR portals. Yet, Ruel et al. (2004) notes that there is a fundamental difference between HRIS and e-HR in that basically HRIS are directed towards the HR department itself and the users of these systems are mainly HR staff. While, with e- HRM the target group is not the HR staff only but people outside the Hr department: the employees and management where HRM services are being offered through an intranet for use by employees. Marler (2009, cited Ruel et al. 2004) posited that the aim of implementing the e-HRM system is to improve the HR functions ability to reduce costs, support strategic orientation, and to provide client services to management and employees. 2.3 E-HRM: Challenges in the New Era There are four main challenges that organizations are facing while putting into practice the concept of electronic human resource management; globalization, technology, talent retention and development and change management. Globalization According to Razi (2006), globalization has resulted in significant implications for HR functions as they attempt to develop global HR strategies and design programs and processes to manage a global workforce. The human resources function now faces pressures to globalize by adopting service delivery models that better rationalize costs, leverage common technology and processes, and focus resources on global HR processes that can create competitive differentiation for the enterprise (Piercy and Vernon, 2008). Technology Wright and Dyer (2000) stated the technology challenge reflects how the most traditional businesses also become knowledge based in the e-environment. Ulrich (1997) found that technology has become a challenge for managers and the HR professionals as they are responsible to make technology viable and productive part of the work setting. Talent Retention and Development Purcell and Wright (2007) argued that with the increase realization that human capital is one of the key resources for sustainable competitive advantage, attention is focused on the management of knowledge workers. They further added that knowledge-based organizations seek to differentiate themselves by offering unique services and thus develop organization-specific skills. While, on the other hand, knowledge workers wish to develop transferable skills that will make them attractive to prospective employers. Therefore, this calls for management practitioners of knowledge-based firms to both retain and develop their knowledge workers. Change Management According to the CIPD research 2010, the organizational change is increasing, yet the high levels of failure indicate that effective management of these changes is still lacking. And such a gap indicates that there is much to learn about managing change more effectively. There is no single model of change and no single way out to effective management, but HR professionals need to ensure that managing change is a core part of their role since many employees might resist to the changes. 2.4 Outcomes of e-HRM Literature suggests that the various goals of e-HRM and the different types of e-HRM are expected to result in outcomes including more efficient HRM processes, a higher level of service delivery and a better strategic contribution (Sanayei and Mirzaei, 2008). Moreover, the e-HRM approach helps to achieve organizational goals. Ruel et al. (2004 cited Beer et al. 1984) discerns four possibilities: High commitment, High competence, Cost effectiveness, and Higher congruence. 2.5 Types of e-HRM Many authors found that IT has influenced HR in three significant ways which has given rise to the three types of e-HRM:- Operational e-HRM concerns the use of technology within HR focuses on improving the operational efficiency. Operational e-HRM provides free access to employees to keep their own personal data up-to-date through an HR website (Ruel et al., 2004). Relational e-HRM concerns more advanced HRM activities. It is where IT allows enhancing HR relationships externally with other parties within the organizations itself. Transformational e-HRM concerns more strategic HRM activities. It becomes possible for organizations to create a change-ready workforce through an integrated set of web-based tools that enables the workforce to develop in line with the companys strategic choices (Ruel et al., 2004). 2.6 Transition of Traditional HR to e-HRM Early in the twenty first century, as posited by Ulrich (1997), HR was viewed as antithetical to change, with HR systems providing impediments to, not impetus for, change. He also put forward that the emerging responsibility currently rests with external consultants, with many firms delegating the responsibility for driving change to external consulting firms. However, in organizations today, there is constant talk of downsizing, outsourcing, and redesigning how an organization operates to ensure it remains competitive and efficient, and is able to make the most of economies of scale and scope (Farndale et al., 2009). Walker (2001) and Knapp (2004) note that the transformation of HR requires analysis and identification of opportunities for improvement in the following areas, including: the people in HR and their competencies; implementing a new service delivery model; redesigning or automating work processes; restructuring the HR organization; redefining HR talent requirements; and implementing HR technology support. Walker (2001) further added that a transformed HR truly adds value to the organization. The e-HRM, therefore, provides organizations with great opportunities to re-think the way HR management is undertaken in organizations. 2.7 Conditions for e-HRM implementation 2.7.1. Alignment of web-based HR with business strategy. According to Raj (2007), the growing importance of human resources for organizational success has led to an increasing interest in making HR management a more integral, strategy-driven activity in the organization. Furthermore, the alignment of strategies and HR action is expected to be reached through competence and learning. The APQC (2005) posited that an HR organization must understand the business and have core HR processes in place to support the corporate strategy. To become more strategic, HRM strategy need to be in alignment with the business goals and also to avoid any inconsistency between HRM policy goals and that of the business. 2.7.2. Technology support for HR transformation Marler (2009) founded that developing an e-HRM system that creates or sustains competitive advantage, requires investments in information technology resources and specialized human capital that can integrate IT and human resource knowledge and experience. Furthermore, with the emergence of the Enterprise Resource Planning System that seamlessly integrates various business modules within the information architecture of any business enterprise, Human Resource Information Systems (HRIS) has become a crucial focus for management professionals (Kavanagh and Thite, 2008). Martin and Reddington (2009) put forward that the technology should take into account the e-HR goals, that is whether the architecture draws on operational technologies and operational skills demand of HR, relational technologies and HR skills and transformational technologies and HR skills in areas such as sophisticated search technologies, human capital management systems, e-learning and knowledge management platforms, virtual meetings software, etc. 2.7.3. Knowledge management and innovation In todays complex organizations, competitive advantage for business depends on the ways in which employees create and share knowledge in ways in that increase the bottom-line. The challenge of knowledge management therefore is to ensure that employees also benefit from developing and sharing knowledge (Holbeche, 2009). Knowledge-sharing should be encouraged in the organization. Knowledge management also helps to measure an organizations ability for implementing the new strategy. Knowledge management should be embedded in the corporate strategy. 2.7.4. Training and development To meet the organizational change requirements, training and development of employees is of utmost importance. As Knapp (2004) argued, changes to the HR function require changes to HR staff and skills which make HR talent management a key transformation priority. On the other hand, Walker (2001) stated that effective staff training is one of the critical factors that affect the quality of service delivery within a service center. Moreover, Yeung (1996) suggested that to sustain the transformation of human resource functions, HR professionals must be trained to be able to develop and demonstrate a new set of competencies to fulfill their changing roles and responsibilities. Likewise, employees should be trained to make use of the complex technology, improving their communication skills and develop problem-solving capabilities. 2.7.5. Employee behavior towards new e-HRM system Employees are the most important element in an organization and employee behavior and attitude are of particular relevance in bringing change in an organization. Employees might not accept the introduction of the new technologies in their workplace or even ready to make use of it. The HR function can make use of the Technology Acceptance Model or the Trust in Information System to determine the employee acceptance level of the new system. Therefore, HR should influence employees positive attitude towards the new system, employees should be convinced that this system would increase their performance as well as the organizational performance. 2.7.7 Work Redesign It refers to the use of modern technology to radically redesign business processes to gain efficiencies. HR must lead a redesign of the workplace so that work environments foster and encourage sociability, and help organizations tap into employees tacit knowledge to unleash creativity and innovation (Willmott, 2003). The process of redesigning the workplace provides more flexibility and choice to individuals. 2.8 Transformation Team An HR transformation team is formed with a clear mission for promoting the HR transformation. According to Ulrich, et al. (2009), the CHRO forms the HR transformation team with the support of the senior leaders of the organization. This team includes the HR leaders and professionals, representatives from line management, the customers and investors and also the consultants. HR Leaders and Professionals 2.8.1 Chief Human Resource Officer (CHRO) The CHRO sets the direction and tone for the organization. The CHRO also needs to sponsor the HR transformation. Ulrich et al. (2009a) states that the CHRO should initiate, take the lead in the design, and monitor the transformation plan. Porter-OGrady (2008) also found that the CHRO plays a critical role in developing new position descriptions, advising and supporting leaders in their new roles, and ensuring the different processes are adapted to the new model of governance. 2.8.2 HR Leadership Team Ulrich et al. (2009a) posits that leadership team consists of the heads of several departments. They are the HR leaders for businesses, the heads of the centers of excellence and the shared service HR leader. Their collective support is very critical in the transformation. 2.8.3 HR for HR These are the champions of the HR transformation who provide HR services for HR professionals. They need to have a strong reputation among HR professionals who look to them for guidance and among business leaders whose support may depend on their credibility. They are responsible for facilitating discussions of how to organize the HR department so that the center of expertise and embedded HR professionals collaborate to deliver value (Ulrich. et al., 2009a). 2.8.4 HR Professionals The HR professionals play a critical role in the HR transformation. The CHRO and champion of the transformation need to build the business case for the transformation, clearly define the deliverables, and create a blueprint for changing the HR departments and practices for this particular group. Moreover, the HR professionals also need to receive rigorous and regular feedback on how they are doing relative to the roles and competencies required of them (Ulrich et al., 2009). 2.8.5 Line Managers The line managers has the responsibility to provide a clear business focus for the transformation, to ensure that the transformation team has access to both internal and external information, to ensure that the right people are engaged in the process and to require clear and measurable results from the transformation (Ulrich et al., 2009a). 2.8.6 Customers and Investors In the HR transformation process, the HR practices should be aligned with the customer satisfaction. Ulrich et al., (2009), suggested that the customers can be directly or indirectly involved in the transformation since they can provide a deep insight of the organizational and leadership capabilities that they expect from the company. Moreover, the HR departments must align their practices with the requirements of the investment community. The HR transformation team invites key investors into their planning. In this way, the HR team communicates to the investors that their values are being inculcated into the companys institutional infrastructure (Ulrich et al., 2009). 2.8.7 Consultants and Advisors (Ulrich et al., 2009) put forward that the external consultants often add value to an organization by bringing experiences from other companies, by previewing and averting common challenges and by being independent contributors to the HR transformation process. However, success depends on the choice of the right consultant since they are involved in the right way and at the right time. 2.9 Redesign the HR department 2.9.1 Embedded HR professionals Dave Ulrich created the Ulrich model in 1997 to provide a broader insight of the roles of HR professionals should deliver: As strategic partner HR professionals align Hr practices with business strategies. As administrative expert, they deliver HR practices with efficiency. As employee champion, they help employees to generate commitment, develop competence and discover contribution. As change agent, they help on delivering an increased organizational capability and capacity for change. According to the author, the model was conceptualized to support the HR domain. However, as business conditions are constantly changing, the role of HR also has evolved. Figure 2: Evolved HR roles Ulrich et al. (2009) explained the new roles as follows: HR professionals are employee advocates, charged with making sure the employer-employee relationship is one of reciprocal value. Besides advocating for employees today, they build the future workforce as human capital developers. HR professionals are also functional experts, designing and delivering HR practices that ensure individual ability and create organization capability. As strategic partners, they help line managers at all levels reach their goals. HR professionals bring business, change, consulting, and learning know-how to their partnership with line managers, so that together they create value. And to tie it all together, they must be genuine leaders credible both to their own functions and to those outside. When these five roles are played within the HR department, HR professionals have more impact. HR Professionals Competency skills Ulrich et al, (2009) recommend that companies should focus on HR competencies since; they integrate the roles and activities of the HR professionals. Ulrich and Brockbank (2007) posited that HR competencies are not just knowledge but the ability to use the knowledge. Figure 3: HR Competencies Source: http://sitemaker.umich.edu/hrcs/executive_summary Ulrich and Brockbank (2007) proposed the above model suggesting that HR professionals must master competencies dealing both with people and business (large arrows). Following one of these two paths independent of the other, leads to failure.  Ã‚  Within these two dimensions, Ulrich and Brockbank (2007) arrayed six domains of HR competence, dealing with relationships, processes, and capabilities. Credible Activist.   The HR professional is both credible and active.   Some have called this HR with an attitude.   Ulrich et al, (2009) added that as credible activists, HR professionals create sustainable business outcomes as they link the people and business dimensions with energy, insight, sensitivity and impact.   Culture and Change Steward.   Ulrich et al, (2009) mentioned the HR profession appreciates, articulates, and helps shape a companys culture.  They continued with the fact that this culture starts with clarity around external customer expectations and then these expectations are transformed into internal employee and organization behaviors.   As being the stewards of culture, HR professionals respect the past culture and help to shape a new culture.   In addition, successful HR professionals facilitate changes by helping make culture happen and  by developing disciplines to make changes happen throughout the organization.   Talent Manager / Organizational Designer.   Ulrich et al, (2009) posited that the HR professionals master theory, research, and practice in both talent management and organization design.   Talent management focuses on competency requirements and the flow of people in the organization.   Ulrich et al, (2009) further pointed out that the organization design focuses on how a company embeds capability into the structure, processes, and policies that shape how an organization works.  Organization and talent work together since without a supporting organization, good talent would not be sustained and also an organization will not deliver good results without talented individuals. Strategy Architect. The HR professional has a vision for how the organization can win in the future and plays an active part in the establishment of the overall strategy to deliver on this vision.   This means recognizing business trends and their impact on the business, forecasting potential obstacles to success, and facilitating the process of gaining strategic clarity.   The strategic HR role focuses on aligning HR strategies and practices with business strategy. In playing this role, the HR professional works to be a strategic partner, helping to ensure the success of business strategies. By fulfilling this role, HR professionals increase the capacity of a business to execute its strategies. (Ulrich, 1997) Operational Executor.   According to Ulrich et al, (2009), the HR professional executes the operational aspects of managing people and organizations.   Policies need to be drafted, adapted, and implemented.   Employees also have many administrative needs (such as, to be paid, relocated, hired, and trained).   HR professionals must ensure that these basic needs are efficiently dealt with through technology, shared services, and/or outsourcing.   This operational work of HR ensures credibility if executed flawlessly and grounded in the consistent application of policies (HRCS Executive Summary, 2007). Business Ally.   Businesses succeed by setting goals and objectives that respond to external opportunity and threats.   That is the HR professionals should have complete knowledge about the business, in other words they contribute to the success of the business by knowing the social context or setting in which their business operates. Finally, they have a good understanding of the parts of the business (finance, marketing, research and development, engineering), what they must accomplish, and how they work together, so that they can help the business organize to make money (HRCS Executive Summary, 2007). 2.9.2 Shared Service Centers According to Hunter (2005), the shared service center is fundamental to the delivery of the role of HR as administrative expert. He further explained that it provides the focused administrative excellence that drives financial efficiency and HR credibility through the quality of its output, getting the basics right, every time. The SSC also enables the consolidation of similar HR administration activities from multiple business units. By consolidating processes, the SSC is able to control transactional administrative activities better, drive out costs and create a platform for investment in new technologies. Literature describes that the shared service centers allows employees and managers to manage much of their HR administrative work which is known as the self-service. The approach of employee self-service helps employees to update their own transactional records (which may be associated with their personal details or with a process). Self-service also provides a means for employees to have access to data to resolve their own queries (online policies or HR process description). The management self-service, on the other hand, gives managers the freedom to move beyond traditional day-to-day administration and concentrate on improving the performance of employees. It provides management with tools needed to efficiently perform routine employee administration, as well as the information required to help employees improve their performance and enhance their skills. It also minimizes unnecessary human resource involvement in manager-employee interactions while increasing organizational produ ctivity. 2.9.3 Center of Excellence Hunter (2005) stated that the HR business partners need the support of the deep technical knowledge of the business that has traditionally resided in HR. The Centers of excellence is separate entity which offers businesses specialist skills and knowledge in particular areas like compensation, benefits and employee relations. The centers of excellence, also called as the centers of expertise, bring together technical experts in each HR area who would otherwise be distributed throughout a firms business unit, allowing ideas to be quickly developed and shared. The centers of expertise often focus on transformation-based services or HR activities that help implement strategy, create a new culture, or accomplish business goals (Ulrich, 1997). Moreover, Hunter and Saunders (2005) postulated that the culture and tacit knowledge about how people management activities should be defined and introduced are supposed to be lost as the HR teams get closer to the business and move away from HR and the Center of Excellence provides a means to address this issue and indeed creates a more favorable situation that the old model allowed. Ulrich et al (2009) postulates that the center of expertise HR professionals plays several important roles in an HR transformation: They create service menus which are aligned with the capabilities driving business strategy. They identify needs and recommend services most important to the situation. They collaborate with embedded HR professionals in selecting and executing the right services. They create menu offerings if the current ones are insufficient. They manage the menu. They shepherd the learning community within the organization. 2.10 Barriers to implement e-HRM In a recent survey, HROA (2009) found the following as the most prominent hurdles to HR transformation: Lack of staff expertise Many companies might fail to provide the right training to employees and this causes an obstacle in the change management process. Therefore, HR professionals must make sure that employees possess the right skills for the new working system. Internal bureaucracy More often, organizations use the bureaucratic style of leadership, where all decisions are made at high levels of management. However, it is not always right to use the bureaucratic management style, since employees will not be encouraged to work and as a result their performance level might be low. Lack of adequate technology Another type of barrier is the lack of adequate technology. Organizations which do not have adequate technology support for the transformation. The right technology must be available for successful change management. Underestimation of the resources needed While thinking for a change, organizations must plan to have the required resources because lack of resources will end up as a barrier. Planning should be done in terms of human resources, financial support, technological support, etc. Lack of employee and business buy-in Employees should be completely involved in the transformation process. Change initiatives should be incorporated in the organizations mission. When employees buy into the mission, they become a force for driving the mission. In case, there is lack of employee and business buy in, this can cause a barrier to transformation. Lack of senior management support A lot of projects might fail if senior management does not provide their full support. They might not support the decision of implementing new working system or even providing funds for projects. Lack of support might be because management does not have all the facts regarding the need. Resistance to change Resistance to change might take several forms, such as employees might refuse to make use of new system, or even refuse to cooperate with the change. 2.11 Conclusion In close, human resource management has shifted from the traditional ways of doing HR to the use of new human resource information system which has made the work easier. The paradigm shift requires a transformation team who leads the transformation process in order to redesign the HR department and to make the transformation; several areas need to be considered. However, the transformation process fails due to some existing barriers. The figure below concludes the above literature. Figure 4: Conclusion

Lenovo’s Promotional Information Essay

To create a brand is a difficult and expensive task but to build a brand with worldwide influence is even more difficult and is often associated with huge risks. Research shows that only 25% of new products/brands generate more than $7.5 million in sales in their first few years and even fewer are able to generate enough revenue to keep them on market for long. Lenovo continues to build brand awareness through aggressive marketing and new product promotions. Lenovo uses this promotional mix to strategically penetrate new markets worldwide as well as to sustain its position as a global leader and to continue growth over the long term. Investment in brand awareness through Lenovo’s recent â€Å"For Those Who Do† promotional campaign has proven fruitful, helping the company establish a foothold in the U.S. market among the top five PC vendors. Lenovo is investing aggressively in new products such as Ultrabooks and all-in-one PCs, allowing it to rapidly adapt to changes in the marketplace and to consistently meet the ever-changing demands of its customer base. Promotion and IMC Promotion is an important and integral part of marketing process. To be successful, a producer must not only offer a good product at a reasonable price but also inform potential customers about the product and where they can buy it. The overall range of tactics available to a producer is known as the ‘promotional mix’ and comprises of advertising, sales promotion, publicity, sponsorship, direct marketing, internet marketing and personal selling. In addition to these key promotional tools, its marketing team also relies on other techniques, such as exhibitions and product placement in movies, songs or video games, which have gained in popularity in recent years. The promotional mix used by Lenovo is aligned with the decisions made with regard to product, pricing and distribution and different promotional methods that handle different parts of the job. Determining to blend these together is a strategy decision that should be kept consistent to communicate its beneï ¬ ts to a target market. Lenovo’s uses a variety of techniques to effectively communicate its products to its target market. Their promotions come in the form of coupons, instant savings, and online rebates. Lenovo is informing, persuading and reminding customers of their products and educating them in deciding on their available choices. Lenovo continues to build consumer interest which helps build favorable impressions of the company and its products. Theme and Positioning Statement The positioning theme of Lenovo is â€Å"We are for those who do.† Lenovo’s mission is to bring affordable innovative products for its customers. Lenovo’s vision clearly states â€Å"We are now one company with one goal: To build the best, most innovative products in the world. To use world-class economies to put new and better technology in the hands of more people, by innovating on cost the same way we innovate on technology. To focus our energy and our commitment on the success and trust of our customers.† Though a lot has changed in the recent years, however, Lenovo has always remained true to its mission statement. Promotion Blend Lenovo is increasing its brand awareness by campaigning, including social media, design, branded content, retail experience, event and strategic engagement and partnerships. The company sponsored the annual HopSotch independent music fest, and was a tech partner with â€Å"Transformers 3† and even showed up at Fashion Week in New York with designer partnerships and the Lenovo Lounge. In the U.S., the campaign kicked off with a 60-second TV spot that laid out their â€Å"do† theme, while smaller, subsequent campaigns focused on specifics such as its rapid boot technology. In one advertisement, Lenovo throws a PC out of an airplane and it must â€Å"save itself† by booting up quickly and deploying a parachute. Salespeople In today’s fast paced world, where the electronic and print media are having huge influence on everybody’s life, a product or service cannot survive without proper promotion. Personal selling is an extremely important part of this promotional mix. Sales are divided into three main tasks: order-getting, order-taking and supporting. Depending upon the situation a salesman can performs all these duties. A good salesperson should be knowledgeable about the products and its competitive environment. In many situations salesman can also answer questions about what promotion should be directed toward the final consumer. Lenovo’s salespeople handle most of the important communication with wholesalers and retailers. Additionally, Lenovo uses sale promotions not only to focus on best profit potential but also to give itself a competitive advantage in the market. A good customer service not only builds brand loyalty but also acts as a promotion because often satisfied customers share their experience with their friends and family. Therefore, building a long term relationship and trust with its customer base is very important part of product selling. Sales Promotions for Channel Members/Customers/Employees Promotions are important part for any marketing campaign, as it directly influences customers. In order to be effective a promotion should be able to persuade, inform and remind its customer base of the benefits of its marketed product. Lenovo uses promotions to motivate employees to provide better customer service or achieve higher sales. Lenovo has a special birthday rewards program and each employee is emailed on the 1st day of the month prior to their birthday thanking them for their contribution to the success of the business and asking them to log onto Lenovo’s branded website using their unique user name and password to order their gift online. Recently, Lenovo also shared a $3 million bonus that they received of increasing success with its junior-level employees. Lenovo awarded CEVA Logistics, one of the world’s leading supply chain companies its Innovation and Operations Excellence award for the second year in a row in North America. This award recognized CEVA’s efforts around freight consolidating and optimizing transportation resulting in substantial cost savings. Lenovo also has year around online promotions available for its customers. Push and Pull Strategy Lenovo distributes with push strategy that involves selling into channel intermediaries like large retailers, wholesalers and it is also reliant on personal selling and trade promotions. Its promotional efforts like personal selling, advertising and sales promotion helps sell the whole marketing mix to its channel members. Lenovo also distributes using a pull strategy which relies on customer demands that pulls the product through the channel. Lenovo’s uses both push and pull strategy in combination to promote its products to large business customers as well as to individual final consumers. Lenovo’s highly aggressive promotion to final consumers using coupons or samples, builds consumer interest and help them achieve higher sales of their products. Its informative and interactive website includes customer reviews and video demonstrations that help customers build favorable impressions of the company and its products. Recent Positive Publicity Lenovo continues to excel in the PC market and its products has achieved highest recognition among both its peers and customers. Recently Lenovo received 16 awards and honors highlighting its brand innovation, design and versatility in the PC industry at Top Industry Awards at 2012 International Consumer Electronics Show. Additionally, Lenovo relies extensively on fundraising to enter into new markets and market new products. Eedoo Technology, the video gaming unit that is associated with Lenovo Group has raised tens of millions of dollars. Their gaming product, Ebox comes with 30 games built in and a set-top camera that can detect a player’s movements, according to the article. With this joint venture with a Chinese company, Lenovo not only hope to tap into Eedoo existing network within China but also hope that by including the games in the system they can cut down on the rampant piracy that is prevalent in the video game business in China. Interactive Media In order to be successful in towards highly competitive environment latest marketing trends and methods of communications are key to successful promotion strategies. Recently, Lenovo implemented a YouTube strategy, they created a competition called ‘Seize The Night,’ asking 15 finalists to create an alternative ending to the following video with the winner determined by most views. One of the contestants, Joshua, organized and filmed a massive cycle ride in London using a Lenovo laptop. Featuring hundreds of cyclists, the video has quickly taken off, going viral and spreading the Lenovo brand for free. This campaign has been very successful to Lenovo as it gained hundreds and thousands of YouTube views and followers without doing any marketing on its own. In addition, it is comparatively cheap and gains a much higher return on investment. Their YouTube campaign was extremely successful and has now become a must read case for all business people. Here is the link to the videos: http://www.youtube.com/watch?annotation_id=annotation_119513&feature=iv&src_vid=xGtBPlPqIFQ&v=OoXr6sQlaRk and the responding video by the contestant Joshua is following: http://www.youtube.com/watch?v=xGtBPlPqIFQ&feature=player_embedded#! References Lenovo Reveals ThinkPad X1 Carbon, Shakes Up Ultrabook Market Lenovo Reveals ThinkPad X1 Carbon, Shakes Up Ultrabook Market http://www.youtube.com/watch?v=KdZNUxPiwMs http://wraltechwire.com/business/tech_wire/news/story/11335630/ http://www.cevalogistics.com/en-AU/aboutus/newsmedia/mediareleases/Pages/release_19_july_2012.aspx http://www.partnerinfo.lenovo.com/partners/br/pt/entitled/LENOVO%20COOKBOOK_V1.5_FINAL.pdf http://news.lenovo.com/article_display.cfm?article_id=1557 http://www.businesswire.com/news/home/20120113005747/en/Lenovo-Receives-Top-Industry-Awards-2012-International http://www.lenovo.com/social_responsibility/us/en/Lenovo_CSR_Fast_Facts.pdf

What Have You Found Interesting About Churchill’s Use Of Language In The Following Extract

The extract I have chosen to analyse is from the Methuen book, Top Girls, page 111 (When Mrs.Kidd enters) through until when she leaves towards the end of page 112. During this extract the audience is exposed to two major differing social classes. Mrs.Kidd is a vast contrast to Marlene, as she is very well spoken, whereas Marlene's language is a little less appropriate for the workplace. It is obvious that the two characters are of differing social classes, due to their names. Mrs.Kidd is the only person in the play given a surname, and her forename is Rosemary, which illustrates a middle class background. Marlene, on the contrary is a name more associated with working class backgrounds, as shown in a hit television series called, â€Å"Only Fools and Horses† in which a woman of working class background is represented. I think that the two woman represent the two main social groups of the nineteen eighties England, one a middle class housewife completely supportive of her husband and traditionalist views on ‘a woman's place' in society, and the other a working class career woman who has made her own way to success, without the aid of a man, she is in Mrs.Kidd's eyes anyway, â€Å"†¦one of those ball breakers/†¦Ã¢â‚¬  Mrs.Kidd's intentions are unclear to Marlene until she comes straight with it, she says to Marlene, â€Å"The fact is he's in a state of shock. About what's happened.† Marlene is surprised and doesn't understand what she means, until she explains exactly what she means, â€Å"I'm referring to you being appointed director instead of Howard.† Marlene replies to Howard's sleeping problems with sarcasm, â€Å"Has he thought of taking sleeping pills.† I think that Churchill implies that Marlene doesn't really care and that it isn't her problem. Mrs.Kidd then goes on to say that Howard deserved the job, because he'd, â€Å"†¦worked all these years.† Experience, however isn't as important in the modern era of work, when qualifications bear more significance on a job application than experience. Marlene refers to this as one of business' ‘little setbacks'. I think that Churchill attempts to make this line into a very poignant moment, as Marlene herself had a setback in the form of her daughter, Angie, whom she gave up to her elder sister, which enabled her to bounce back. I think that the poignancy would be lost as the conversation would be acted at a furious pace and the audience wouldn't have sufficient time to react and sympathise with Marlene. Marlene takes a very professional approach to the conversation, using formal language and keeping her cool throughout the conversation, and ensures that Mrs.Kidd lowers the tone, so that she cannot be reprimanded by her senior colleagues, for dealing with the situation incorrectly. Mrs.Kidd comes across as being very discriminatory towards her own sex, when she says, â€Å"What's it going to do to him working for a woman?† This question implies that Mrs.Kidd doesn't believe in equality in the workplace and again reinforces her middle class traditionalistic views on a woman's place in society. Marlene's reply is a controlled sign of her frustration at Mrs.Kidd's ignorance towards the state of the modern workplace. I think that Mrs.Kidd's next lines show that Churchill doesn't wish to show her as an individual, but more as a part or possession of her husband, Howard. Marlene sympathises with Howard, saying that she'll be tactful and pleasant, but for Mrs.Kidd, this isn't enough, she takes it too far by saying, â€Å"I think it is different, because he's a man.† I think that this bold statement enrages Marlene, but she manages to bottle up her emotions. I think this is also used by Churchill to display to the audience Mrs.Kidd's naivety to the modern workplace. Marlene appears beleaguered in her response, â€Å"I'm not quite sure why you came to see me.† As she feels that Mrs.Kidd has not achieved anything positive and has merely made a fool of herself and her husband. Mrs.Kidd appears to have realised that she hasn't achieved anything, and is almost giving up, when she says, â€Å"I had to do something.† I think that Marlene attempts to sympathise with Mrs.Kidd, when she says, â€Å"I'm sorry he's taking it out on you. He really is a shit, Howard.† Because she uses derogatory language towards him, I think she is blaming Howard and trying to tell Mrs.Kidd that it isn't her problem entirely, and that Howard needs to deal with his own problems. Mrs.Kidd then tries to deploy another weapon, emotional blackmail, she says, â€Å"But he's got a family to support.† Implying that they need the money more than Marlene, who is a single woman. Then she suggests that Marlene gives up the job, saying, â€Å"It's only fair.† I think this inference sends Marlene into a state of shock as she replies, â€Å"Are you suggesting I give up the job to him then?† Mrs.Kidd thinks that Marlene has finally taken heed of what she has said and that she has succeeded in her quest to gain her husband the job. Marlene becomes confrontational and has no time for Mrs.Kidd, when Mrs.Kidd says, â€Å"I'm not asking.† Even though she blatantly is, to which Marlene replies sarcastically and goes on to tell her that, â€Å"If he doesn't like what's happening here he can go and work somewhere else.† Mrs.Kidd now becomes enraged and starts hurling abuse at Marlene, but the language has no effect on Marlene, who eventually says, â€Å"Could you please piss off.† Although this is abusive, I think that Churchill wants it to have the effect of displaying to the audience that Marlene is in control of the situation and is very calm and calculating in her response. I think that this scene bears great significance on the play as it displays Marlene's professionalism and ability to cope with the workplace and problems. The extract also illustrates intentions of satirizing the middle class of the time and the Thatcherists, like Marlene.

Women in Gothic Literature Essay - 862 Words

Women in gothic literature are presented as either evil or victims how far do you agree? The Gothic genre is an increasingly popular area for feminist studies, showing contrasts in society at the time and the expectations of women within it. In pre industrial times, women were expected to play a subservient role to men, they were expected to marry young and bare children, they would simply care for their husbands and support the family, they were denied the right to vote or own property and were expected to be the innocently silent, supportive backbone behind patriarchal society. It is noted that female characters in Gothic novels and plays often fall into one of two categories: innocent victims, subservient to the strong and powerful†¦show more content†¦Lucy Westenra, signifying the stereotypical victim, of â€Å"unequalled sweetness and purity,† symbolises the change in feminine identity within the story after she shows deviant traits, transforming from her previously repressed tender character into a strong sexual demon. Lady Macbeth, in contrast is never depicted as a soft tender female figure, instead Shakespeare makes her ambitious character apparent from the start, after reading the letter from her husband, telling her about the Witches’ predictions, the seed of ambition grows within her and immediately a plan forms in her head, her first speech is one full of strong metaphors, â€Å"come, you spirits that tend on mortal thoughts, unsex me here, and fill me, from the crown to the toe, top full of direst cruelty.† This initial speech is so powerful and strong, as she summons spirits to give her the strength of a man, so that she has the vigour to plot Duncan’s murder, and convince Macbeth to form an alliance with her, ensuring he will become king, just as the Witches predicted. 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