A Strategic Analysis Of Tesco

A Strategic Analysis Of Tesco This report is set out in order to evaluate the marketing strategy adopted by Tesco along with how they gain a competitive position internationally through globalisation. Under the findings of this report the approach which will be evaluated will be related to Porters competitive positioning. This will be used to show how Tesco gain a competitive advantage over their rivals such as Asda using the generic strategy. The five force framework will also be investigated to anaylse the competition it faces and finally how Tesco segments there market, identifying the gaps available to develop. In order to write this report a collection of different sources were used. These sources included books, journal articles, media articles, websites, Tescos annual reports and information from Tescos website. The information gained from these sources helped to discover how Tesco manages to gain the competitive advantage in their industry. It has also helped to focus the importance of successful competitive positioning with models from Porter to establish the position in the minds of the consumer. 1.0 Introduction This report includes a theoretical model which will reflect the practice of Tesco in relation to strategic analysis. It will look at the competitive positioning approach and the models/concepts used by Porter to gain a competitive advantage over Tescos rivals. By doing this it will show what other companies in the industry would need to do in order to take over the competitive advantage that Tesco have. Strategy is based on the long term of a business and is the direction and scope of the organisation. It aims to achieve advantage in a changing environment through its configuration of resources and competences (Johnson et al, 2008). There are generally three different levels of strategies associated with organisations. The top level is known as the corporate level strategy which is alarmed with the overall purpose and extent of the organisation. The second is the business level strategy which looks at particular markets and how to compete successfully in them and the third level is the operational strategies which look at how the organisation delivers successfully (Johnson et al, 2008). 2.0 Findings 2.1 History of Tesco Tesco began when Jack Cohen first opened a market stall in the East end of London in 1919 and since then began trading in 1924. This shows that Tesco has been serving customers in the UK for the best part of a century. Today, they class themselves as much more of a weekly shop as they have introduced new services, products and ways to shop all driven by their Every Little Helps philosophy (Tesco, 2008). In the last decade Tesco has grown their business to become the worlds third largest grocery retailer by determining an excellent level of service wherever they operate. They have a strategy for growth which is based in five parts. These include core UK business, non food, international, retail services and the community (Tesco, 2008). Tescos market share is still growing just short of 7% although that is not as fast as it was. This is because at present the economy is in a recession and so customers are changing their habits (Leahy, 2008). According to the Institute of Grocery Distribution (IGD), the UK food industry group predicts that Tesco will grow at a faster rate than Carrefour in the coming four years. Tescos growth will be spurred by international expansion in markets such as China, the US and India (Hall, 2008). This means that Tesco who are currently the UKs biggest retailer will leapfrog Carrefour by 2012 to become the second largest retailer in the world after Wal ­Mart (Hall, 2008). Within the UK, Tesco employ over 280,000 employees and have over 2,100 stores. Tesco stores have four different formats (See Appendix 1). These are the express stores which sell a range of up to 7000 products with the first express store opening in 1994. The metro store first opened in 1992 bringing the convenience of Tesco to town and city centre locations. The Tesco superstores began in 1970s and in recent years these stores have been introduced to a number of new non ­food ranges such as DVDs and books. Finally the Extra stores have been operating from 1997 and offer the widest range of food and non ­food lines. These products range from electrical equipment to homewares, clothing, health and beauty and seasonal items such as garden furniture. Along with food and non ­food products in different stores, Tesco also offers retailing services (See appendix 2). Tesco Personal Finance (TPF) has the choice of 26 products within their successful market. These range from their savings accounts and credit cards to car and travel insurances. Tescos strategy for growth (see appendix 3) has been well established and consistent which has allowed them to expand into new markets. The rationale for the strategy is to broaden the scope of the business to enable it to deliver strong sustainable long term growth (Tesco Strategy, 2008). 2.2 Competitive Positioning Competitive positioning emphasizes the importance of the environment and provides useful tools for analysing the business in the context of its industry (Campbell et al, 2002 p.298) Competitive positioning is the degree of difference in choice of product or service against the competitor (Lynch, 2003). The competitive positioning approach used by Porter, argues that the position of an organisation is successful if it places itself towards the environment (Campbell, 2002). Positioning within any organisation is achieved through the minds of the consumer and this is what enables businesses to gain a competitive advantage over their rivals (Darling, 2001). A strategic fit is used between an organisation and the environment which again is a way to gain competitive advantage. This is based on Porters Generic Strategy Framework (See appendix 4) (Campbell et al, 2002). 2.3 Identification and application of the models, concepts and theories used in competitive positioning within Tesco 2.3.1 Porters Five Forces The five forces framework (see appendix 5) was developed by Porter and is used in most industries to analyse competition, as it is of value to most organisations providing a useful starting point for strategic analysis (Campbell et al, 2002). Porter suggests that it is the structural characteristics of an industry (the five forces) that determine the relative success or failure of a firm (Jenkins Ambrosini, 2002 p.124). The five forces framework is complex in that different industries could be emerging, maturing or declining and Porter is able to recognise that his competitive strategies would need to vary accordingly (Jenkins Ambrosini, 2002). He believes that competition in an industry is rooted in its underlying economic structure (Jenkins Ambrosini, 2002 p. 29). Johnson et al, 2008 define the five forces as:â‚ ¬Ã‚    ·Ã¢â€š ¬Ã‚   The threat of entry into an industryâ‚ ¬Ã‚    ·Ã¢â€š ¬Ã‚   The threat of substitutes in the industrys products or servicesâ‚ ¬Ã‚    ·Ã¢â€š ¬Ã‚   The power of buyers of the industrys products or servicesâ‚ ¬Ã‚    ·Ã¢â€š ¬Ã‚   The power of suppliers into the industryâ‚ ¬Ã‚    ·Ã¢â€š ¬Ã‚   The extent of rivalry between competitors in the industry For more information on the five forces see table one. A criticism of the five force framework is that Porter implies all competitors within an industry are equal. However, this is not always true as it could be the size of the industry which is causing the threat. Also the macro ­ environment must be regularly reviewed due to the continuous movement as the five forces cannot be applied in isolation (Campbell et al, 2002). 2.3.2 Application of Porters Five Force Framework in Tesco Porters five force framework is used within Tesco in order to examine the external factors impacting upon their company. In relation to the threat of entry into an industry, Tesco along with rivals such as Asda, Sainsburys and other supermarkets put up extensive barriers to entry within their industry (Research Papers, 2007). An example of what Tesco accomplish within the market of certain products means that a new supermarket would not be able to find a cheap, reliable supplier. This would mean that Tesco has the advantage of buying in bulk giving them economies of scale (321 Books, 2007). The power of the buyer in Tesco can force down the price of products, as if buyers want products they know they can get cheaper in another supermarket it is more than likely that the buyer will move to the other supermarket. This means that supermarkets have a disciplined approach to setting the price of their products. Supermarkets destroying each other over profits are prevented due to the discipline used within Tesco (Research Papers, 2007). Tesco uses the power of the supplier to their own advantage. However, the price of products are demanded by the supplier otherwise the retailer will not be delivered the goods to sell (Research Papers, 2007). This would create poor customer service and a bad relationship with the suppliers. With Tesco being a larger supermarket, it has an advantage over smaller shopkeepers as they can dictate the price they are prepared to pay the supplier, as if they do not agree to this they will lose business in the long run (321 Books, 2007). Tesco has a very high competitive rivalry in food retail with competitors such as Asda, Sainsburys, Morrisons and Waitrose. All these competitors compete on price, products and promotions periodically (321 Books, 2007). The five force analysis is also complemented with another technique know as a SWOT analysis which is used to create synergy. A SWOT analysis of Tesco can be found in appendix 6. In order to gain new sales opportunities the major retailers in the UK such as Tesco must expand their product categories which is causing intense rivalry between the UK supermarkets (Hackney Birtwistle, 2006). There is also rivalry with competitors over the operation of online facilities, although Tesco has been proven to be the most successful in implementing their strategy. Due to this it means Tesco can sustain a competitive advantage. Sustaining a competitive advantage can be gained in three different ways which is shown in appendix 7 (Hackney Birtwistle, 2006). 2.3.3 Porters Generic Strategy Porters generic strategy framework is used to gain a competitive advantage and is the oldest approach based on an outside ­in approach. It is known as this as it examines the environment and then decides how to achieve a strategically desirable position (Campbell et al, 2002). However due to the recession the economy is in at present, the question relating to Porters generic strategy is it possible that Tesco can afford to look into the environment? (McNeilly, 2008) Generic strategies are used to attain above average performances within an industry in order to gain a competitive advantage. The generic strategies contain cost leadership, differentiation, cost focus and differentiation focus and can be found in appendix 4 (De Wit Meyer, 2004). Porter has argued that businesses should not get stuck in the middle so must choose either a differentiation or cost leadership strategy (Campbell et al, 2002). Competitive advantage within the broad segments of an industry include the cost leadership and differentiation strategies whereas the narrow segments of an industry aim to gain a cost advantage and include cost focus and differentiation focus. However, different industries will vary widely meaning the generic strategies must relate to that particular industry (De Wit Meyer, 2004). The Tesco generic strategy which is used will have to be cost leadership unless they can successfully differentiate their line of clothing so that they can begin to charge a premium price (Johnson et al, 2007). A critique of Porters generic strategies by Bowman is that he believes competitive advantage should be more effective within an organisation than its competitors in order to provide customers with want they want or need. Due to this criticism Bowman developed the strategy clock (see appendix 8) (Johnson et al, 2008). Positioning and competitive advantage can be gained using the strategy clock as it makes managers aware of how changing requirements of their markets and choices can be made (Johnson et al, 2008). In relation to the strategy clock developed by Bowman, Tesco adopts the hybrid strategy as it accepts elements of both cost leadership and differentiation (Campbell et al, 2002). A hybrid strategy seeks simultaneously to achieve differentiation and a price lower than that of competitors (Johnson et al, 2008, p.230). However, it could be argued that the price of products used by Tesco should not need to be lowered if differentiation can be achieved. The reason behind this is, Tesco should be able to obtain their prices at least equal to competitors such as Asda and Morrisons if not higher due to them being market leader (Johnson et al, 2008) Johnson et al, 2008 believe that Hybrid strategies can be advantageous for a number of reasons as detailed below: v Tesco is achieving a high standard of market share in the UK. This is due to the grater volumes being achieved over their competitors, meaning their margins could still be superior due to the low ­cost base they have. v Hybrid strategies can be used as an entry strategy in the market where there are established competitors. Tesco adopts this strategy when developing their global strategy. It allows them to target competitors and enter the market in different geographical areas with superior products at low prices. This enables them to get established and gain customer loyalty. 2.4 Identification of market segmentation A market segment is a group of customers who have similar needs that are different from customer needs in other parts of the market (Johnson et al, 2008, p.77). The advantages of market segmentation are shown in appendix 9. Typical bases for segmentation of markets are: v Demographic variables which include difference of age, stages of the family life cycle, gender, income, occupation, education, race and religion. v Geographic variables such as difference by country, region, type of housing/neighbourhood v Psychographic variables which exploit the lifestyle, personality or intelligence differences between people v Behavioural variables such as attitudes to brand loyalty, frequency of use, consumption occasion (Campbell et al, 2002, p.95). Tesco appeal to all customers as the products they sell attracts customers from low incomes to those who are more affluent (McNeilly, 2008). Their product choice is increasing in diversity which ranges from healthy living products, free from products, special healthy kids snacks, organic products and fair ­trade products (Tesco, 2008). This means they segment successfully which is shown in their profits (McNeilly, 2008). For Tesco customer segmentation see appendix 10. Due to segmentation, Tesco have recently identified a few gaps in the market which has enabled them to react to these particular markets before competitors notice them. The first gap they identified was the music download service which will have a major impact on Apples position as it will allow people to legally purchase and download (Beaumont Warman, 2008). Tesco digital is there new venture and plans to play Apple at its own game (Beaumont Warman, 2008). Another area were Tesco has identified a gap in the market is with cheese. The Dairy Farmers of Britain (DFB) have added a range of four different cheeses to their portfolio which they have launched in 650 Tesco stores. These are known as the 1st grade range and include mild, mature, Ploughmans vintage and red Leicester. These cheeses are aimed at a gap in the market between everyday brands and niche offerings (The Grocer, 2008). 2.5 Globalisation According to Lasserre, 2007 Globalisation is the phenomenon of the transition of industries whose competitive structure changes progressively from multinational to global. Industries such as telecommunications, processed food, personal care and retail are in the process of globalisation. It is also associated with consistency of products and practices alongside a high level of co ­ordination and integration of activities in Tesco value chain (Lasserre, 2007). See appendix 11 for this. According to Inkpen Ramaswamy, 2006 p.14 global companies must understand customers from the perspective of both domestic and international standards and must have the ability to learn in multiple locations far from the home base. The models which will be analysed to explain the basis of global strategy are Porters global generic strategies, Yips driver framework and Porters Diamond theory. 2.5.1 Porters global generic strategy When looking at globalisation, Porter adapts his generic strategy framework to global conditions. This model suggests five strategy alternatives what a business can use when operating internationally as shown in appendix 12. These five alternatives are positioned either with the extent to which the business is globalised or by the scope of the competitors within the industry (Campbell et al, 2002). In relation to Porters global strategy he considers that competitive advantage results from the global scope of an organisations activities and the effectiveness with which it coordinates them (Campbell et al, 2002, p.268). He also argues that configuration of value ­adding activities and coordination of value ­adding activities is what global competitive advantage depends upon (Campbell et al, 2002). Tesco has demonstrated that their value ­adding activities of allowing customers to shop for all of their needs under the one roof, has enabled them to gain a global competitive advantage effectively. 2.5.2 Yips Globalisation driver framework Yips Globalisation driver framework develops the concept of total global strategy and is much more useful than Porters global generic strategy framework as it evaluates both the overall degree of globalisation within an industry along with demonstrating the features of an industry which are more or less global naturally (Campbell et al, 2002). Yip also believes that his framework helps identify areas of an industry which are global and aspects of the industry which differ locally. Managers of businesses which are global should create their global strategy on the basis of the analysis made for the globalisation drivers (Campbell et al, 2002). 2.5.3 Porters Diamond Theory Sustainable competitive advantage is needed in any business international strategy. When entering into a foreign market/country a business will be at a disadvantage so must have competitive advantages in order to overcome this issue (Johnson et al, 2008). This can be done as Tesco has been successful in many different markets such as Europe, Asia and the US. For a list of countries which Tesco operate in and the year they first opened in that particular country see Table 2. Porters Diamond theory explains how some businesses such as Tesco have a sustained competitive advantage in their industry when their competitors have not been as successful (Johnson et al, 2008) Tesco have more than ten years experience overseas due to their international strategy which contains six elements. These are to be flexible, act local, maintain focus, use multi ­ formats, develop capability and build brands. This is the reason behind how they are able to sustain a competitive advantage and are the third largest supermarket worldwide (Tesco, 2008). Appendix 14 shows the determinants of national advantages using Porters Diamond theory. 3.0 Conclusion Recommendations From the findings of this report, there is evidence to suggest that Porters strategies are relevant in todays grocery industry in relation to competitive positioning. These strategies which Porter uses relate to all types of industries and they help businesses to gain a competitive advantage as in the case of Tesco. By having these strategies in place it has allowed Tesco to gain this competitive advantage in the UK and overseas making them the third largest grocery retailer in the world. These strategies have been used successfully for over twenty years and will continue to be successful in the future. At present the economy is in a recession, meaning that people are spending less and changing their behaviour and habits when it comes to shopping. However, Tesco try to assure their customers that they are about value so there is no need for them to shop anywhere else. Growth is what Tesco believe in and even though the economy is in a recession they have planned and prepared long ­term to expand and invest in the UK and internationally which will create up to 30,000 jobs. In recent recessions Tesco continued to invest which they believe is one of the best things they have done and will continue to invest during this economic recession. Ref erence s Johnson et al (2008). Exploring Corporate Strategy, eight edition, Essex, Pearson Education Limited Tesco (2008). Tesco PLC [Internet] Available from: http://www.tescoplc.com/ Leahy, T. (2008). Tesco Interim Results, 2008 ­2009: Full Interview [Internet] Available from: http://www.tescoplc.com/plc/ir/pres_results/results/r2008/sirterry_interview090 8/ Hall, J (2008). Tesco to be world number two by 2012 [Internet] Available from: http://www.telegraph.co.uk/finance/newsbysector/epic/tsco/3691672/tesco ­to ­ be ­wor Campbell et al, (2002). Business Strategy: An introduction, Second Edition, Oxford, Elsevier Butterworth ­Heinemenn Lynch, R (2003). Corporate Strategy, third edition, Essex, Pearson Education Limited Darling, J. (2001). Successful competitive positioning: the key for entry into the European consumer market, European Business Review, 13, (4), pp.209 ­ 220 Jenkins Ambrosini (2002). Strategic Management: A multi ­perspective approach, Hampshire, Palgrave Research Papers (2007). Porters Five Forces on Tesco. [Internet] Available from: http://www.oppapers.com/essays/Porters ­5 ­Forces ­Tesco/108949 321 Books (2007). Porters Five Forces at Tesco PLC. [Internet] Available from: http://www.321books.co.uk/catalog/tesco/porters ­five ­forces.htm Hackney Birtwistle (2006). The UK grocery business: towards a sustainable model for virtual markets, International Journal of Retail Distribution Management, 34, (4/5), pp.354 ­368 McNeilly, A (2008). Globalisation and the multinational Lecture Notes [24.11.08] De Wit Meyer (2004). Strategy process, content, context, third edition, London, Thomson Beaumont Warman (2008). Can Tesco topple iTunes? [Internet] Available from: http://www.telegraph.co.uk/scienceandtechnology/3357071/can ­tesco ­ topple ­itunes The Grocer (2008). DFB 1st Grade targets gap in cheese market [Internet] Available from: http://www.thegrocer.co.uk/articles.aspx?page=articlesID=195740 Lassere, P (2007). Global Strategic Management, second edition, Hampshire, Palgrave Inkpen Ramaswamy (2006). Global Strategy, New York, Oxford University Press Inc Morris, T (2004). Tesco: a case study in supermarket excellence, New Zealand, Corolis Research Business Teacher (2008). Tesco Swot Analysis, [Internet] Available from: http://www.businessteacher.org.uk/business ­resources/swot ­analysis ­ database/tesco ­swot ­analysis/ Bib liog rap hic Ref erencing Beaumont Warman (2008). Can Tesco topple iTunes? [Internet] Available from: http://www.telegraph.co.uk/scienceandtechnology/3357071/can ­tesco ­ topple ­itunes Business Teacher (2008). Tesco Swot Analysis, [Internet] Available from: http://www.businessteacher.org.uk/business ­resources/swot ­analysis ­ database/tesco ­swot ­analysis/ Campbell et al, (2002). Business Strategy: An introduction, Second Edition, Oxford, Elsevier Butterworth ­Heinemenn Darling, J. (2001). Successful competitive positioning: the key for entry into the European consumer market, European Business Review, 13, (4), pp.209 ­ 220 De Wit Meyer (2004). Strategy process, content, context, third edition, London, Thomson Hackney Birtwistle (2006). The UK grocery business: towards a sustainable model for virtual markets, International Journal of Retail Distribution Management, 34, (4/5), pp.354 ­368 Hall, J (2008). Tesco to be world number two by 2012 [Internet] Available from: http://www.telegraph.co.uk/finance/newsbysector/epic/tsco/3691672/tesco ­to ­ be ­wor Inkpen Ramaswamy (2006). Global Strategy, New York, Oxford University Press Inc Jenkins Ambrosini (2002). Strategic Management: A multi ­perspective approach, Hampshire, Palgrave Johnson et al (2008). Exploring Corporate Strategy, eight edition, Essex, Pearson Education Limited Lassere, P (2007). Global Strategic Management, second edition, Hampshire, Palgrave Leahy, T. (2008). Tesco Interim Results, 2008 ­2009: Full Interview [Internet] Available from: http://www.tescoplc.com/plc/ir/pres_results/results/r2008/sirterry_interview090 8/ Lynch, R (2003). Corporate Strategy, third edition, Essex, Pearson Education Limited McNeilly, A (2008). Globalisation and the multinational Lecture Notes [24.11.08] Morris, T (2004). Tesco: a case study in supermarket excellence, New Zealand, Corolis Research Research Papers (2007). Porters Five Forces on Tesco. [Internet] Available from: http://www.oppapers.com/essays/Porters ­5 ­Forces ­Tesco/108949 Tesco (2008). Tesco PLC [Internet] Available from: http://www.tescoplc.com/ The Grocer (2008). DFB 1st Grade targets gap in cheese market [Internet] Available from: http://www.thegrocer.co.uk/articles.aspx?page=articlesID=195740 321 Books (2007). Porters Five Forces at Tesco PLC. [Internet] Available from: http://www.321books.co.uk/catalog/tesco/porters ­five ­forces.htm Appendix 4 Competitive Advantage Differentiation Broad Cost Leadership Differentiation Asda Waitrose Tesco Competitive Scope Sainsburys Cost Focus Differentiation Focus MS Delicatessens Narrow The Generic Strategy Framework. De Wit Meyer, 2004 p. 262 Appendix 5 The Five Forces Framework Potential entrants Suppliers Threat of entry Competitive Rivalry Bargaining Power Bargaining Power Buyers Threat of substitutes Substitutes Johnson et al, 2008 p.60 Appendix 6 SWOT analysis of Tesco Strengths: à ¢Ã¢â€š ¬Ã‚ ¢ Tesco within the global market place won retailer of the year award 2008. this can drive advantage towards future growth and sustainability à ¢Ã¢â€š ¬Ã‚ ¢ Although global retail sales are declining, Tesco Group have gained sales of 13% in the UK and 26% growth internationally à ¢Ã¢â€š ¬Ã‚ ¢ As Tesco look to expand they have reserved funds of credit available Weaknesses: à ¢Ã¢â€š ¬Ã‚ ¢ Reduced profit margins can be the case of Tescos position as a price leader in the UK à ¢Ã¢â€š ¬Ã‚ ¢ Tesco Finance profit levels were caused through bad debt, credit card arrears and household insurance claims. à ¢Ã¢â€š ¬Ã‚ ¢ Due to current economy at present, Tesco will suffer due to the cost of living and lower disposable income Opportunities: à ¢Ã¢â€š ¬Ã‚ ¢ Statistics show that economies of scale can be gained through buying power, which is why Tesco are the third largest global grocer à ¢Ã¢â€š ¬Ã‚ ¢ Due to the acquisition in Asia there is opportunity for further growth internationally à ¢Ã¢â€š ¬Ã‚ ¢ Further growth and development will be made with Technology Threats: à ¢Ã¢â€š ¬Ã‚ ¢ The credit crunch has affected the UK and American markets so Tesco will focus on lower priced products à ¢Ã¢â€š ¬Ã‚ ¢ Wal ­Mart who are world leaders put persistent threats of takeover on Tesco à ¢Ã¢â€š ¬Ã‚ ¢ Products areas may need to be evaluated due to changes in consumer buying à ¢Ã¢â€š ¬Ã‚ ¢ profit margins may be affected by the rise in raw materials Business Teacher (2008). Tesco Swot Analysis, [Internet] Available from: http://www.businessteacher.org.uk/business ­resources/swot ­analysis ­ database/tesco ­swot ­analysis/ Appendix 7 Sustaining competitive advantage Price ­Based strategies à ¢Ã¢â€š ¬Ã‚ ¢ Accept reduced margin à ¢Ã¢â€š ¬Ã‚ ¢ Win a price war à ¢Ã¢â€š ¬Ã‚ ¢ Reduce Costs à ¢Ã¢â€š ¬Ã‚ ¢ Focus on specific segments Differentiation à ¢Ã¢â€š ¬Ã‚ ¢ Create difficulties of imitation à ¢Ã¢â€š ¬Ã‚ ¢ Achieve imperfect mobility (of resources/competences) à ¢Ã¢â€š ¬Ã‚ ¢ Reinvest margin Sustaining Competitive Advantage Lock ­in à ¢Ã¢â€š ¬Ã‚ ¢ Achieve size/market dominance à ¢Ã¢â€š ¬Ã‚ ¢ First ­mover advantage à ¢Ã¢â€š ¬Ã‚ ¢ Reinforcement à ¢Ã¢â€š ¬Ã‚ ¢ Rigorous enforcement Johnson et al, 2008. p. 225 Appendix 8 The Strategy Clock: Competitive strategy options High Perceived product/service benefits Low Price 2. Hybrid 3. Differentiation 4. Focused Differentiation 5. 6. 1. No Frills 7. Strategies destined 8. for ultimate failure Low Low High Price Needs/risks 1. No frills Likely to be segment specific 2. Low Price Risk of price war and low margins; need to be cost leader 3. Hybrid Low cost base and reinvestment in low price and differentiation 4. Differentiation a) Without price premium Perceived added value by user, yielding market share benefits b) With price premium Perceive added value sufficient to bear price premium 5. Focused differentiation Perceived added value to a particular segment, warranting price premium 6. Increased price Higher margins if competitors do not follow; risk of losing market share 7. Increased price/ low value Only feasible in monopoly situation 8. Low value/ standard price Loss of market share Appendix 9 Target market selection Differentiation Market Segmentation Tailored marketing mix Opportunities and threats Jobber, 2004 p, 275 Appendix Firm Infrastructure Support Activities Human Resource M

Tourism in Thailand :: Papers

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Culture Bound Syndrome

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Critical Thought And Popular Culture - 1311 Words

Mid-America Christian University has become my home in the four short months I have been here. It was a scary and tough decision for me to attend MACU but I wouldn’t want it any other way. Critical thought and popular culture was a required course to take and to be honest, I thought it was going to be a super boring class. But, it taught me a lot about myself and made me examine my calling in life a little deeper than before. In turn, I thoroughly enjoyed this course. Critical thought and popular culture taught me a lot about who I am. These realizations came from class discussions, learning my strengths, and even a little bit from reading Unlikely Disciple. For one, I didn’t know my strengths so that was super interesting and eye†¦show more content†¦I have been able to really figure out in depth what my calling is and what the next step in life might hold for me. During one of our discussions, we discussed homosexuality and how we should treat those who live that lifestyle. I came to the conclusion that although I strongly disagree with that way of living, I do not think that it is our job or our position to try and make them live the way we do. That was something that I went back and forth with ever since I moved to Mississippi. I moved at the end of my junior year, and the only person that talked to me was Colten Nugent, and Colten was gay. We became super close and he knew my view on his decisions but not once did I feel like it was my place to tell him to stop. He believed in the Lord and I think that things like addiction and homosexuality are things that the Lord has to work through with the person, not people. I discovered through this class that this is a social issue that I am passionate about. Although, I do still believe that we should set a good example of what being a Christian should be. This was a topic that was very apparent throughout the book by Kevin Roose, The Unlikely Disciple. I think my biggest pet peeve when it c omes to religion is when people call themselves â€Å"Christians† but do everything in their power to act otherwise. I always knew that my heart was built around kids, but MACU has helped shape the exact group of kids that my ministry is going to

Overview of United States v. Susan B. Anthony

The United States v. Susan B. Anthony is a milestone in womens history, a court case in 1873. Susan B. Anthony was tried in court for illegally voting. Her attorneys unsuccessfully claimed that citizenship of women gave to women the constitutional right to vote. Dates of Trial June 17-18, 1873 Background When women were not included in the constitutional amendment, the 15th, to extend suffrage to black men, some of those in the suffrage movement formed the National Woman Suffrage Association (the rival American Woman Suffrage Association supported the Fifteenth Amendment).  These included Susan B. Anthony and Elizabeth Cady Stanton. Some years after the 15th Amendment passed, Stanton, Anthony, and others developed a strategy of attempting to use the Fourteenth Amendments equal protection clause to claim that voting was a fundamental right and thus could not be denied to women.  Their plan: to challenge limits on women voting by registering to vote and attempting to vote, sometimes with the support of the local poll officials. Susan B. Anthony and Other Women Register and Vote Women in 10 states voted in 1871 and 1872, in defiance of state laws prohibiting women from voting. Most were prevented from voting. Some did cast ballots. In Rochester, New York, almost 50 women  attempted to register to vote in 1872. Susan B. Anthony and fourteen  other women were able, with the support of election inspectors, to register, but the others were turned back at that step.  These fifteen women then cast ballots in the presidential election on November 5, 1872, with the support of the local election officials in Rochester. Arrested and Charged With Illegal Voting On November 28, the registrars and the fifteen  women were arrested and charged with illegal voting. Only Anthony refused to pay bail; a judge released her anyway, and when another judge set new bail, the first judge paid the bail so that Anthony would not have to be jailed. While she was awaiting trial, Anthony used the incident to speak around Monroe County in New York, advocating for the position that the Fourteenth Amendment gave women the right to vote.  She said,  We no longer petition legislature or Congress to give us the right to vote, but appeal to women everywhere to exercise their too long neglected citizens right. Outcome The trial was held in U.S. District Court.  The jury found Anthony guilty, and the court fined Anthony $100. She refused to pay the fine and the judge did not require her to be jailed. A similar case made its way to the U.S. Supreme Court in 1875. In Minor v. Happersett,  On October 15, 1872,  Virginia Minor  applied to register to vote in Missouri.  She was turned down by the registrar and sued.  In this case, appeals took it to the Supreme Court, which ruled that the right of suffrage—the right to vote—is not a necessary privilege and immunity to which all citizens are entitled and that the Fourteenth Amendment did not add voting to basic citizenship rights. After this strategy failed, the National Woman Suffrage Association turned to promoting a national constitutional amendment to give women the vote.  This amendment did not pass until 1920, 14 years after Anthonys death and 18 years after Stantons death.

Inclusion in Schools - 1311 Words

Schools in today’s society are rapidly changing and growing striving to implement the best practices in their schools. Nonetheless, before a school can implement a program in their school they need reliable evidence that the new program will work. A new program that schools are aiming to implement is inclusion in the classroom because the benefits inclusion could bring. An inclusion program means that the student spends all or most of their school time in the general education classroom rather than a self-contained classroom. However, the students will still receive the support and interventions they would have received in a self-contained classroom. There are different types of inclusive classrooms where different types of teaching occur.†¦show more content†¦They also showed little to no concern about the implementation of inclusion in their schools. The post-test showed that there was still a strong acceptance of inclusion in the classroom but the concerns of imple menting inclusion did rise because they saw it was not easy to implement. Although there were no significant differences in the results, there was a change and this is relevant for the implementation of inclusion (Forlin Chambers 2011). A shared partnership between the special and general educator contributes to the success of inclusion because there is more focus on the student. There are different types of cooperative teaching in inclusion that follow the collaborative model of teaching and one focus type of teaching is co-teaching with a general education teacher and a special education teacher. Planning time when in a collaborative model is important because it is an essential part of inclusion (Solis, Vaughn, Swanson, McCulley 2012). Inclusion can only be successful if the planning time is utilized efficiently and cooperatively that all the students are being helped in the most useful way. Also with collaborative teaching all student with an IEP are being helped by two teachers who have different ways of teaching and could give different ideas for interventions (Solis 2012). A study followed an elementary and middle school for two years that implemented inclusion and co-teaching into their curriculumShow MoreR elatedImportance Of Inclusion In Schools1820 Words   |  8 PagesIn this essay, I am going to address why the inclusion of children with behaviour, emotional and social difficulties (BESD) into mainstream education is so important. I will also outline what provisions and procedures I believe schools should have in place to ensure inclusion is seen as a set of practices rather than a completely unattainable ideal. In 2013 ‘53.0% of pupils with statements of SEN were attending mainstream schools (nursery, primary, secondary, academies, city technology colleges)Read MoreInclusion Is Not A School Or A Childcare Setting?1574 Words   |  7 Pages In this paper I will be discussing what inclusion is, concerns parents and educators have about meeting the child’s needs, research related to the children developing quickly and children with special support. As well, I will discuss services offered by the Vancouver Supported Child Development Program, and my personal view about children learning in an inclusive environment. What is Inclusion? The Oxford Dictionary describes the word Inclusion as â€Å"The action or state of including or ofRead MoreInclusion in the Public School Classroom Essay1537 Words   |  7 PagesInclusion in the Public School Classroom What do we do with children with disabilities in the public school? Do we include them in the general education class with the â€Å"regular† learning population or do we separate them to learn in a special environment more suited to their needs? The problem is many people have argued what is most effective, full inclusion where students with all ranges of disabilities are included in regular education classes for the entire day, or partial inclusion where childrenRead MoreInclusion in Our Public Schools Essay640 Words   |  3 Pageswar over total inclusion has been on the front line for well over forty years, and no end is in sight. The definition of inclusion is stated by Robert Fieldman and Pearson Education as the integration of all students, even those with the most severe disabilities, into regular classrooms and all other aspects of school and community life. This means that separate special education programs would cease to operate. Karen Agne, assistant professor of education, says that full inclusion robs other normalRead MoreInclusion in Schools is Extremely Beneficial Essay1216 Words   |  5 Pages Inclusion in schools is extremely beneficial to exceptional students in that it helps to develop successful social skills. Although exceptional students are without a doubt different, the process of inclusion can give students feelings of self worth and allows them to feel included in the education process. Thanks to the Individuals with Disabilities Education Act (IDEA) and Section 504 of the Vocational Rehabilitation Act, a free and appropriate public education is mandated for students withRead MoreInclusion and Autism in Main Stream Schools3923 Words   |  16 PagesApart or A Part? Inclusion and Autism in Main Stream Primary Settings. The number of pupils with autistic spectrum conditions (ASC) being educated in mainstream settings is increasing (Humphrey 2008). Inclusion in main stream education can be extremely beneficial for pupils on the autism spectrum (Great Britain. Department for Children, Schools and families, 2009), however there is growing concern about the educational experiences of pupils with ASC. Only 12% of parents with children in anRead MoreThe Effects of Mainstreaming and Inclusion in Our Schools4122 Words   |  17 PagesThe Effects of Mainstreaming and Inclusion in our Schools Students with special needs are mainstreaming and inclusion into regular classrooms everyday in American schools across the country. The subject of mainstreaming and inclusion in the school system is often debated. Debates can become heated and both sides feel strongly about their views when deciding where students who are labeled as â€Å"special† should be placed. Children who start out in Special Education classes should be given the chanceRead MoreThe Importance of Promoting Equality, Diversity and Inclusion in Schools1032 Words   |  5 Pagesfollow assessment will have a brief description of the importance of inclusion and inclusive practices in work with children and young people. And it also contains an exploration of how our own attitudes, values and behaviour may lead to that inclusive practice, how to challenge discrimination and how to promote some important anti-discriminatory and inclusive practices. First of all is important to define what is meant by inclusion and inclusive practice. Inclusive practice is a process of identifyingRead MoreInclusion And Send From School Wide Activity5014 Words   |  21 Pages Inclusion and SEND To define SEND, one must first look at the term ‘inclusion’. Inclusion is the process through which a school adapts in order to respond to all pupils as individuals; which in turn enhances equality of opportunity. By doing this, there is less of a need to exclude pupils from school-wide activity. (Sebba and Sachdev 1997). This encompasses the need for a school to provide equal opportunities for children regardless of their age, race, gender, disability, religion, language orRead MoreFull Inclusion versus Self-Contained or Special Schools1132 Words   |  5 PagesFull Inclusion Versus Self-Contained or Special Schools The treatment of individuals with disabilities has changed dramatically since the 1800’s. Reynolds 1988, describes, Progressive inclusion, the evolution of services provided to those with various disabilities. In the early 1800’s residential institutions, or asylums were seem as common place accommodations for individuals with hearing, visual, mental or emotional impairments. Institutions remained the primary educational support until

IT Virtualisation Management

Questions: Discuss the following points.. Evaluate current virtualisation solutions adopted by small medium enterprises and large organisations. (Provide two examples for was type of the company/business). Discuss the potential benefits of virtualisation for contemporary organisations. Identify some potential benefits of your chosen organisation. Discuss the current technology requirements for implementing virtualisation in a small medium enterprise. Assess technology requirements for your chosen company to improve its productivity. Carry out the needs analysis for a virtualisation deployment in your chosen organisation. Design a virtualisation solution for a given virtualisation deployment in your chosen company. Discuss what steps your chosen organisation should take in order to maintain virtualisation solution (new/existing). Systematically test the virtualisation environment of your company and identify the key environmental factors within your company which have great impact on its virtualisation solution. Document and analyse test results of your test carried out in task 3.2 that how it impacts on the virtualisation solution of your chosen organisation. Monitor the virtualisation environment of your company. In order to maintain a virtualisation environment what measures your company can take. In order to maintain the virtualisation critically review and analyse the overall impact of virtualisation on your business and how poor non-maintenance and absence of virtualisation can impact on the business? Answers: Introduction Virtualisation is the technique which is able to provide layers to enable a view of logics and computing the resources as per the solutions depending upon the operating system. The mainframe hardware is rolling out to create an end-to-end user environment interface which will be helpful for building on the different platforms. The expense to which the computational resources generally leads are faded and are under the guidance of the founders who are able to develop and look forward to the different product lines which are tangible to the different enterprising solutions. (Nelson et al., 2015). The server consolidation tries to spot the stone where it is able to reduce and support all the applications, thereby, trying to support the footprints important and simpler to be handled for testing and development. The applications try to turn out the capabilities which will lead to enabling features which have a better and higher recovery from disaster. Current virtualisation solutions for small organisation Managing the direction which will often lead to changes in the solution generally have high availability to the application which require the servers to adapt for the software expensive enough as per the configuration. In order to maintain the requirements, there is a need to add more to the complexity of the solutions and trying to focus more on how to manage the applications that are deployed and brought under the clustering of the shared storage system. (Patel Bohara, 2015). There is a need to continue running the applications which are able to deliver a proper understanding which will administer the paradigm to handle the resource as well as cost and control. There is a proper scalability computing which allows to protect the infrastructure properly with all the service tasks running along: With better availability of the maintenance support which is going to proper run on the reboot mode, trying to automate it to bring in the storage and manage with the capacity of the existing environment. (Deepika et al, 2015). The simplicity with which the infrastructure is going to hold the operations, there will be better virtualisation techniques that tempt to attempt and introduces complexity in the environment. Example with cloud computing technique, one is easily able to access the relationship with the customer which tries to store and host all the voices over IP (VoIP), thereby, trying to manage the cost of the applications and the services. Another example states that the data centre of virtualisation technique try to hold and compete with more automation, thereby, lead to a vCenter recovery of the site and the management of the cloud. Potential Benefits of Virtualisation With the increased sense of virtualisation techniques that are coming these days, there tend towards the benefits which are mainly the utilisation of the hardware with proper care to solve the problem, if any, could be recovered soon. The management deals with the easy management and the growth generally lies on the services which are basic on the protection and hardware utilisation. The applications and the workloads try to run the business with the continuous increase in the performance which comes with reduction in the capital and improvement in the continuity of the business. (Shiveley, 2005). The responsiveness and the productivity factor tries to deliver the computational resources which are able to install better solutions. The business runs efficiently when there are multiple servers which are underlying the efforts made in order to bring a change in the virtualisation technique, thereby, keeping it intact to reduce the power of cooling and all the requirements related to net work. The systems has different options to design and work to plan achievability that will be able to transform the consistency to a more virtualised process. The current technology requirements for implementing virtualisation There is a need to determine how to interrogate and manage with the platforms which will support the assurance of the different platform connected to patch with the capabilities. Some of the technology are: The technology for spreading virtual sprawl generally try to produce a virtualisation technique which is able to figure out all the resources that are important for the serves boxes to manage with the product and infrastructure. The egenera vBlade technology tries to support the processors which are able to install all the delicacy and restore all the problem which could be there due to alteration of the hosts and the OS systems. The enterprise which holds for the unified content platform always look forward to develop and debug all the problems related to the cloud. The technology of setting up the applications and the platforms try to debug and bring an approach which will be able to handle with the free products. Some of them are: Technology for aliasing with the programs of the partner which (TAP) helps in bringing efficiency by properly building tool with more utilisation and capacity. VMware Ready tries to support the system against all facets and help in proper automation and management. (Yan et al., 2015). Embedded OEM brings a change in the coding stream which has a business to draw in automation services and logging. ISV Centre always look for the machines which is able to handle the physical mobility and manage the levels at different platform. VMware Solution Exchange are for tracing the applications which are important to manage the results and decide confidence which will be able to look forward for more specific solution. (Bitam et al., 2015). OEM Partner Program Needs analysis for a virtualisation deployment The services in virtualisation generally needs to handle the hardware which is important for better performance and flexibility. The operations and the planning leads to the development and better assessment which leads to the evaluation of services, thereby, consolidating and achieving the requirement of the security important for the recovery of the disaster. As per the analysis, there is a need for: Understanding the strategy of virtualisation which comes under the business benefits and identifying them for better techniques and solution. The enterprise equipment tries to cover the network area which was able to review and go through all the strategy. (Tan, 2015). The review generally try to host the reduction of the cost and lead to the provision of respond towards the flexibility of operations as well as better infrastructure. The determination which leads to host the support and the enterprise try to bring a better flexibility in the operations and the responses. The requirements which are important to hold the high budget generally try to spend on different needs which are able to optimise the infrastructure and handle the virtualisation that will be able to properly optimise system. (Escalona et al., 2011). Virtualisation solution for a given virtualisation deployment The solution is to stand for the windows and try to run with proper planning and deployment which will be helpful at the high level to analyse and view the solutions with better role. The easy accessibility generally tries to enrich the devices and strengthen the data security which will be able to manage all the sessions and try to allow proper deployment to enable the apps to publish properly on the desktop, thereby, trying to properly scale up the dynamics and come with a proper virtualisation technique. Increment in the management and the heterogeneity which will be able to support and include all the possible technology important for the virtualisation. (Ojha et al., 2015). The clustering and the virtualisation process has to reach to a level where there are entities that try to match with the difficulty of the resource and try to map to the efficient use of resources. Be able to implement virtualisation deployments Steps chosen by organisation should take in order to maintain virtualisation solution It is important to consider it as there are certain changes that could affect the controlling system and the challenges are: There is a reduction in the operating system as well as certain changes are made through the hardware utilisations. In order to improve the computer platform resources, there is a need to maintain the system and the recovery is important for better reliability. (Brant et al., 2015). To utilise the patent and manage the applications, it is important to proper scaling and availability at which there is a proper management of the components which try to extend towards licencing the schemes and budgeting depending upon better computation and heavy nodes which continuously are able to access the applications and the infrastructure to be carried and rebooted as per the availability and the simplicity of the management serves which are externally virtualised and compete with the scalability and higher returns. (Mergen et al., 2006). Identify the key environmental factors virtualisation environment There is a need for monitoring the slots and the complexities which will be able to take a resilient architecture set-up which will be able to run on the database which could be having a better performance to run the applications and reach the goal of quality and control in the domains which capture the solution in better processes. (Fortes et al., 2005). The solutions in the modern time turn to a phase where they are able to manage with the control and all the process at an early stage, thereby, managing the testing environment which have a fairly careful understanding to be performance under proper guidance. There is a need to compositely manage the research and the resources so that the applications are able to come up to proper gathering and feedback. It is the network which mainly tries to have a major impact on the optimisation of the app and help in maintaining the network in the clouds, thereby, trying to give a hand-set full of dynamics, fixing all the alerts that try to adm inister the activity and virtualised environments which try to administer and contact the increasing domains important for better serves and collaboration. (Nazir et al, 2015). Document and analyse test results There is a complete analysis of the reports and the performance of the storage which is able to help on focusing on the storage spaces and trying to figure out the protocols which will have a tier of virtualised server leading to a standpoint and a saving which offers solutions that are generally for better applications and workload. (Anderson et al., 2010). The independent testing and improvement in the capability of virtualisation generally prefer scalability and the density. With the different and improved storage space, there is a protected device which is attached to highlight and improve the cost efficiency, thereby, improving the specifications and the capabilities to validate the documents. In order to understand the computing techniques, it is important for partitioning the data and try to virtualise the client server with better and complex situations that try to withhold more capacity to needs of the company. The implementation of the business procedures generally try to access the applications which are important for penetration and supervising towards better access. The encompassing comes when the business tries to surround over the services based on the technology could try to build infrastructure which are able to compute the different technologies at a proper time. (Ruest Ruest, 2009). Be able to manage virtualisation environments Virtualisation environment of your company The consolidation of the markets and enterprising the company by saving the initiative which will be able to pursue with the reports, thereby, trying to reduce the number which are able to pursue and continue supporting the applications at the different platforms which are able to explore and compute with better applications and writing codes to the developer to turn into a seamlessness with higher and better recovery of the work load and balance. (Pfaff et al., 2009). With the virtualisation, there is an agility in the business and employing the clustering along with partitions and work loading the management systems techniques which will be able to position and manage to change the demands that are important for shifting focus towards better technology. (Patel Chauhan, 2015). The storage works on the multiple network system which try to appear on the bandwidth which are able to assign to different server and devices. The virtualisation technique runs into better categorisation and taking more into the technology for operating the systems. With insertions of better operating environment and independent operating systems, there has been platforms based on better and accommodating performance. The performance of the applications which needs to hypervisor the destination and track a better way to demonstrate and find the concept of the evaluations. (Yamini Selvi, 2005). Measures to maintain a virtualisation environment To maintain the technology, there is a need to take certain measures which will collect for better resource utilisation techniques. The collection and computing the resources depend on collecting the resources through the power that is consumed to manage with the power to consolidate and potentially save the cost to yield the best technology. The impact to reduce the servers and consume the better companies, deals, in maintaining the system which will be operated under the server that seamlessly try to compute with the expenditure that comes under through the strategy of virtualisation. To realize the investments, there is a need to consolidate and virtualise with the environment that repairs all the functionality important for the staff business to neutralise with the maximum availability and the productivity solutions. (Abdelmaboud et al., 2015). The applications require to monitor under the business which tend to bring a change in the physical network of the system. To virtualise the managing capability, there is a need to manage with the relationships that try to virtually handle all the notifications and update the topology with a better visibility and assurance technique. The exchange software that runs on different columns try to enable the statements important for the root cause analysations and undergoing through the automations process for better management. Virtualisation critically review and analyse the overall impact of virtualisation The hardware improvement and making it important for the space for minimising the problems and trying to avoid the system of production which lead to disaster, if the backup is not done properly. The technique of performance and working on the various departments generally are able to consolidate the server and try to bring it to a single point where it results in reaching to escalate and lead to setting up servers, assuring the testing quality and support to the software quality. The companies need to avoid virtualisation and optimise by identifying risk which will assure the availability to identify the hosts and analyse the selection and solution for the virtualised techniques. (Rathi parmar, 2015). The network virtualisation tries to offer features which are able to support the operational benefits as well as maintenance of better applications and networking. There are certain connected workloads which needs to be scalable and consistent, thereby, trying to match up times for more productivity and virtualisation. It is significantly important to improve the resource and its utilisation to simplify the operating system. The patches and the topology generally support the operations that try to increase the leverage programs and complement the servers which are able to manage the virtualisation technique. There is an enhancement in the technique which will ensure the platforms at different applications across different environment which are convenient to bring a change in the policy and the products. The implementation generally has the provision to lead to high performance support and dedication that has better role based security system to acknowledge the privilege that is impor tant to manage the infrastructure, diagnosing the problems that could reduce the time and monitor for better virtual machines. Conclusion With the elimination of machinery, there is a power to run the server that try to consolidate the resources and try to equip it properly under the continuity phase that try to hold better planning decisions and relate to the capacity at a maximum level and conventionally trying to operate with the applications as per the pair that are built by the servers to run on the different performance level. The operational continuity always lead to consider the benefits which are important to follow and bring in better reports of decisions which try to target for the assessment and virtualise the software to a suitable growth and environment. The aging hardware leads to a common system which generally operated on the platform that is enabled specifically for the business needs. Reference Abdelmaboud, A., Jawawi, D. N., Ghani, I., Elsafi, A., Kitchenham, B. (2015). Quality of service approaches in cloud computing: A systematic mapping study.Journal of Systems and Rathi, A., Parmar, N. (2015, January). Secure Cloud Data Computing with Third Party Auditor Control. InProceedings of the 3rd International Conference on Frontiers of Intelligent Computing: Theory and Applications (FICTA) 2014(pp. 145-152). Springer Patel, N., Chauhan, S. (2015). A Survey On Load Balancing and Scheduling in cloud computing.International Journal for Scientific Research and Development,1(7), 185-189. Nazir, M., Tiwari, P., Tiwari, S. D., Mishra, R. G. (2015). Cloud Computing: An Overview.Book Chapter of Cloud Computing: Reviews, Surveys, Tools, Techniques and Applications-An Open-Access eBook published by HCTL Open. Ojha, D. N., Dharwal, M., Jain, D. A. (2015). VIRTUALIZATION TOWARDS CLOUD COMPUTING: A FUTURISTIC APPROACH IN MANAGING THE INTERNET.International Journal of Information Technology Computer Sciences Brant, C. D., Choudhary, S., Garrison, M. J., Mckay, M. (2015).U.S. Patent No. 20,150,020,065. Washington, DC: U.S. Patent and Trademark Office. Tan, K. W. (2015). Challenges in Adopting Cloud Computing for Automation Process Controller in Manufacturing. InThe Malaysia-Japan Model on Technology Partnership(pp. Nelson, J., Selvakani, S. (2015). A Survey for Network I/O Virtualization in Cloud Computing.Journal of Computer Communication and Networks,1(1), 1-7. Patel, K. M., Bohara, A. P. M. H. (2015). A SURVEY ON RESOURCE ALLOCATION MECHANISM IN CLOUD ENVIRONMENT.Development,2(1). Nazir, M., Bhardwaj, N., Chawda, R. K., Mishra, R. G. (2015). Cloud Computing: Current Research Challenges.Book Chapter of Cloud Computing: Reviews, Surveys, Tools, Techniques and Applications-An Open-Access eBook published by HCTL Open. Bitam, S., Mellouk, A., Zeadally, S. (2015). VANET-cloud: a generic cloud computing model for vehicular Ad Hoc networks.Wireless Communications, IEEE,22(1), 96-102. Yan, G., Peng, Y., Chen, S., You, P. (2015). QoS Evaluation of End-to-End Services in Virtualized Computing Environments: A Stochastic Model Approach.International Journal of Web Services Research (IJWSR),12(1), 27-44. Deepika, K., Prasad, N. N., Balamurugan, S., Charanyaa, S. (2015). Evolution of Cloud Computing: A State-of-the-Art Survey.Evolution,3(1). Shiveley, R. (2005). Enhanced virtualization on Intel architecture-based servers.Technology@ Intel Magazine, (4), 3-9. Anderson, T., Peterson, L., Shenker, S., Turner, J. (2005). Overcoming the Internet impasse through virtualization.Computer, (4), 34-41. Yamini, B., Selvi, D. V. (2010, November). Cloud virtualization: A potential way to reduce global warming. InRecent Advances in Space Technology Services and Climate Change (RSTSCC), 2010(pp. 55-57). IEEE. Ruest, N., Ruest, D. (2009).Virtualization, A Beginner's Guide. McGraw-Hill, Inc.. Mergen, M. F., Uhlig, V., Krieger, O., Xenidis, J. (2006). Virtualization for high-performance computing.ACM SIGOPS Operating Systems Review,40(2), 8-11. Fortes, J., Figueiredo, R., Dinda, P. A. (2005). Guest Editors' Introduction: Resource Virtualization Renaissance.Computer,38(5), 0028-31. Escalona, E., Peng, S., Nejabati, R., Simeonidou, D., Garcia-Espin, J. A., Ferrer, J., ... Bohnert, T. M. (2011, June). GEYSERS: A novel architecture for virtualization and co-provisioning of dynamic optical networks and IT services. InFuture Network Mobile Summit (FutureNetw), 2011(pp. 1-8). IEEE. Pfaff, B., Pettit, J., Amidon, K., Casado, M., Koponen, T., Shenker, S. (2009, October). Extending Networking into the Virtualization Layer. InHotnets.