Law and Environment Essay

The Internet Gaming Phenomenon Essay Example for Free

The Internet Gaming Phenomenon Essay The web gaming marvel that has surprised the world was initially founded on Role Playing Games that were essentially played on board games.â As PCs created and the web started to develop, an ever increasing number of games were made that permitted players from everywhere throughout the world to assemble on the web and play against or with one another in what has now been known as the Massively Multiplayer Online Role Playing Game.â When the national Science Foundation Network facilitated the limitations on web gaming, a large group of new games entered the market and opened up for the players. Â Soon enough games overflowed the market and the MMORPG had now become the most well known sort of PC games. Â â â â â â â â â â â The universe of MMORPG gaming has gotten so mainstream in actuality that it has even made its own economy that depends on the virtual things that are accessible on the web however the installment is brought in through genuine cash in the genuine world.â The MMORPG has obscured the differentiation between the virtual economy and this present reality economy and in the present these two economies are even straightforwardly connected, for example, the instance of Entropia Universe, which takes into consideration genuine cash to be changed over to game cash. Â â â â â â â â â â â While certain gaming universes have prohibited the exchanging of virtual things for genuine cash, the fame and serious nature of the MMORPG has guaranteed that there will consistently be a business opportunity for these thing, regardless of whether unlawful or not.â It has become so well known that even online sale destinations, for example, ebay have highlighted virtual things among their postings while different sites have opened that provide food explicitly to virtual thing sales.â As these games become progressively mainstream, it is not yet clear whether this virtual economy will continue.â One thing is certain, in any case, the MMORPG domain has snared a large number of individuals of any age far and wide and will just proceed to develop and may before long outperform betting as the most addictive interest on the planet. References: Adams, David (January 7, 2004). Last Fantasy XI Hits Subscriber Milestone. IGN.com. Recovered on 2007-01-30. Castronova, Edward. Engineered Worlds: The Business and Culture of Online Games. ISBN 0-226-09626-2, University Of Chicago Press Nardi, Harris (2006), Strangers and Friends: Collaborative Play in World of Warcraft, Proceedings of the 2006 twentieth commemoration meeting on Computer upheld helpful work

How to Organize a Study Group

How to Organize a Study Group How to Organize a Study Group How to Organize a Study Group During exam season, many students begin to realize the abundance of material that was covered during their previous academic term. It is at that moment that many students break down, feel incredibly overwhelmed, and begin questioning their academic future. But, what if you actively prepared for exams throughout the year simply by reviewing the material each week with your peers? Study groups are a fun and convenient way to solidify material and grasp a true understanding of what has been taught so far. Study groups can help to minimize procrastination and provide you with more resources in helping to gain an understanding of the material. Interested in starting your own study group? Here’s how to get started. Find Dedicated Group Members Whether you have friends in your classes or not, it’s important to find group members that will be dedicated to study sessions and really do their part to ensure group success. Discuss these things with potential group members beforehand and be sure that everyone is in agreeance on the expectations. Of course, be sure to exchange contact details such as phone numbers and email addresses in case there are ever any changes to meeting details. Schedule a Weekly Meeting Amongst your study group you will need to determine a time and place to meet. To make this easier, ensure it is a day and time during the week that everyone can be available for. Perhaps schedule this before or after your weekly lecture since everyone will need to be on campus anyways. Book a Study Room Many libraries have study rooms which are available for students to book time in for free. These rooms typically have a large table with numerous chairs and a whiteboard or chalkboard for students to access. These rooms provide a distraction-free environment that is great for collaboration. Delegate Work Since course readings, new concepts, and new chapters within the textbook are covered each week, delegate the material into individual tasks amongst the group. Then, allow each person to lead that particular section of the study group. This will of course require a weekly agenda to be set prior to each meeting, but it will help to ensure that you remain on task and on schedule within each study session. Your peers have different learning styles and can help you to better comprehend material, and vice versa. Take advantage of the resources around you and arrange a study group to help take your learning to the next level. Need help to tackle your portion of the group work? Check out our list of available services and let us know what we can assist you with! How to Organize a Study Group How to Organize a Study Group How to Organize a Study Group During exam season, many students begin to realize the abundance of material that was covered during their previous academic term. It is at that moment that many students break down, feel incredibly overwhelmed, and begin questioning their academic future. But, what if you actively prepared for exams throughout the year simply by reviewing the material each week with your peers? Study groups are a fun and convenient way to solidify material and grasp a true understanding of what has been taught so far. Study groups can help to minimize procrastination and provide you with more resources in helping to gain an understanding of the material. Interested in starting your own study group? Here’s how to get started. Find Dedicated Group Members Whether you have friends in your classes or not, it’s important to find group members that will be dedicated to study sessions and really do their part to ensure group success. Discuss these things with potential group members beforehand and be sure that everyone is in agreeance on the expectations. Of course, be sure to exchange contact details such as phone numbers and email addresses in case there are ever any changes to meeting details. Schedule a Weekly Meeting Amongst your study group you will need to determine a time and place to meet. To make this easier, ensure it is a day and time during the week that everyone can be available for. Perhaps schedule this before or after your weekly lecture since everyone will need to be on campus anyways. Book a Study Room Many libraries have study rooms which are available for students to book time in for free. These rooms typically have a large table with numerous chairs and a whiteboard or chalkboard for students to access. These rooms provide a distraction-free environment that is great for collaboration. Delegate Work Since course readings, new concepts, and new chapters within the textbook are covered each week, delegate the material into individual tasks amongst the group. Then, allow each person to lead that particular section of the study group. This will of course require a weekly agenda to be set prior to each meeting, but it will help to ensure that you remain on task and on schedule within each study session. Your peers have different learning styles and can help you to better comprehend material, and vice versa. Take advantage of the resources around you and arrange a study group to help take your learning to the next level. Need help to tackle your portion of the group work? Check out our list of available services and let us know what we can assist you with!

The Top 10 Famous Meteorologists Throughout History

Essay on Topman SWOT Analysis - 1275 Words

Topman SWOT Analysis Strengths: Topman already has more than 309 fashion stores nationwide with another 50 stores outside the United Kingdom division. Topman boasts the worlds largest fashion store in London with over 200,000 shoppers per week, Topman gets twice deliveries per day and 7,000 looks per season. In the year 2006, Topman’s operating profit hits 110 million with its annual sales of 600 million now. It brings a strong brand image of Topman based on the successful achievement to consumer’s mindset. Strong brand image builds confidence and reliability towards Topman’s product. In a nutshell, expending Topman’s market in Vietnam has a strong potential to gain sustainable profit. Topman has their very own Internet website where†¦show more content†¦In short, Topman is a retailer of trendy and edgy clothing that targets a diverse population. In addition, Topman had also won many awards and received a lot of compliments of high end fashion magazines and media press. They have the ability to appeal to funky 16 years old look to the mature twenty and thirty something. Congruently, Topman unlike many retailers varies each collection every two weeks, instead of every season like the majority of retailers do. Topman and Topshop is the only retail outlet which provide customers with exciting store elements. They allow their customers to feel the unique Topman experience which includes a cafà ©, radio station, nail bar, a vintage range, Topshop TV channel, VIP changing rooms. Part of Topman’s experience is interacting with a style advisor who works as fashion consultant to those shopping for a more complete outfit. Weaknesses: Even though Topman has over 300 stores in the United Kingdom and over 50 internationally, they are still lack of experience on international market. Topman has not cracked the Asia division. The whole of Asia is considered to be part of the most important division in the world, and countries like Vietnam is considered to be one of the important ones. Topman has also been in trouble for abuse of factory workers which madeShow MoreRelatedSwot for Topman1287 Words   |  6 Pages5.0 SWOT Analysis Strengths: Topman already has more than 309 fashion stores nationwide with another 50 stores outside the United Kingdom division. Topman boasts the worlds largest fashion store in London with over 200,000 shoppers per week, Topman gets twice deliveries per day and 7,000 looks per season. In the year 2006, Topman’s operating profit hits 110 million with its annual sales of 600 million now. It brings a strong brand image of Topman based on the successful achievement to consumer’sRead MoreTopshop Marketing Plan5356 Words   |  22 Pagesfast-fashion retailers. The company is a multinational Omni-channel fashion retailer. Topshop is well-known for its high-quality products in medium low prices. The company’s portfolio owns a wide range of products and services. According to the Situational Analysis, the UK’s macro environment has changed over the latest years. The UK’s fast-fashion industry is becoming more and more cluttered with competitors from both UK and ove rseas. The business frameworks PESTEL, Industry key drives, Industry’s life cycleRead MoreFashion Marketing1282 Words   |  6 Pagestshirts, wool jumpers, plain black work trousers and shirts etc. (http://www.ciao.co.uk/Topshop) Its primary sales come from a range of products including clothing and fashion accessories, and is mainly known for its women s clothing, with Topman having been created in the late 1970s to cater for male customers. The business has also expanded into the online fashion retail arena. (wikipedia.org/wiki/Topshop) Type of market they opperate in is defined as the Fashion market. Topshops typicalRead Moretopshop marketing plan1483 Words   |  6 PagesTop 10 Action Steps: [Create a list of the Top 10 action steps that will bring your theoretical objectives (your marketing strategy and objectives) to life. E.g. Finish S.W.O.T. Activity Sheet, complete marketing budget]   Background Analysis The background analysis should give a snapshot of where you are right now, where you have been and where you want to go. Undertaking this process will help you to define your businesss capabilities and find opportunities within your particular market. FinallyRead MoreTopshop in Mexico5565 Words   |  23 Pages| Contents Page 1. Executive Summary 4 2. Introduction 5 3. Findings 6 3.1 An Analysis of Mexico 6 3.2 Topshop Market Entry into Mexico 7 3.3 The Target and Positioning Strategies 8 4. The Marketing Mix 9 4. 1 Product 9 4.2 Place amp; Distribution 10 4.3 Pricing 12 4.4 Promotion 13 5. Conclusion 14 6. Appendices 15 7. Bibliography 19 1. Executive Summary This report is to investigateRead MoreThe Analysis of Zara4664 Words   |  19 PagesPGBM15 The market analysis of ZARA ______________________________________________ Student Name: Xia Tang Student Number:139151583 Tutor: Steve Storey Module Leader: Sudipta Das Word Count:4005 Date of submission: 16th June 2014 Contents Introduction of ZARA 1 1 Dynamics and trends within the marketing environment of ZARA. 1 1.1 Introduction of marketing environment 2 1.2 Macroenvironment-----PESTLE analysis of ZARA 2 1.3 Microenvironment analysis of ZARA 4 1.4 Poter’sRead MorePrimark Strategic Marketing Audit5274 Words   |  22 Pages4-5. The Consumer 6-7. Internal Analysis 8. Promotional Strategy 9. Price Strategy 10. Product Price Hierarchy 11. Product Strategy Appendix 12. Distribution strategy 24. Brand Identity Prism 14. The Competition 15. Brand Positioning Map 16-17. HM 18-19. Financial Analysis 25. Rogers Theory of Innovation 26. Consumer Segmentation Table 27. Ansoff’s Matrix Theory 28. HM SWOT Analysis 29. Like for Like Comparison 20-21. External Analysis 30. PESTLE Analysis 22-23. Objectives 31-32. BibliographyRead Moreâ€Å"an Analysis of Marks and Spencer’s Current Strategic Position, and How Marks and Spencer’s Will Develop These Strategies in the Future.†3095 Words   |  13 Pages| â€Å"An analysis of Marks and Spencer’s current strategic position, and how Marks and Spencer’s will develop these strategies in the future.† | | | Assessment 2 â€Å"An analysis of Marks and Spencer’s current strategic position, and how Marks and Spencer’s will develop these strategies in the future.† Company Background Marks and Spencer (Mamp;S) is one of the UK’s leading retailers, with over 21 million people visiting its stores each week. Mamp;S offers stylish, high quality, great valueRead MoreZara Mkg Plan5206 Words   |  21 PagesTable Of Contents 1.0 Executive Summary Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…3 2.0 Situation Analysis Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â….......3 2.1 Market Summary Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…3 2.1.1 Market Demographics Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â….4 2.1.2 Market Trends Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â….5 2.1.3 Market Needs Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…......6 2.1.4 Market Growth Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…7 2.2 SWOT Analysis Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…..8 2.2.1 Strengths Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â….8 2.2.2 Weaknesses Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â….9 2.2.3 Opportunities Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Â…Read MoreZaras Marketing Strategy4316 Words   |  17 Pagesability to face the challenges of the apparel industry. The company keeps its operating income elevated, has a strong and unique business model, and has various opportunities for expansion in the retail industry (Craig et al, 2004). 2.0 Situation Analysis To many Europeans, Zara is a familiar face with consistently trendy, well-priced new apparel every week. Market segments within the fashion retail context are very broad, but mainly include young, educated people, who are fashionable and sensitive

International Journal Of Marketing Studies â€Myassignmenthelp.Com

Question: Discuss About The International Journal Of Marketing Studies? Answer: Introduction: Presenting the organizational values to the business partners is very necessary to keep their trust with the company. Such presentation needs to be very good and informative as well. In this regard, it is important that the senior executive must have the presentation approval signed and verified by the company's owner as this will ensure a maximum input of the organizational values. The main purpose of this assignment is to prepare one of the kinds of an approval and get that signed by the owner of the Marriott International hotel. The approval will include all the necessary elements that are covered in the report body. Company profile: Marriott International was found in the year 1997 as a lodging company. Since then, it minted huge success and as of the December 2016, it has franchised or licensed 6,080 properties across the world (Editorial, 2018). The number of rooms is 1, 190, and 604 (Editorial, 2018). The company operates mainly in three business segments like International, North American Full-Service and North American Limited-Service (Editorial, 2018). They offer service in three quality formats like Select, Luxury, and Premium (Editorial, 2018). Its competitors are Intercontinental Hotels Group, Choice, Carlson, Accor, La Quinta, Best Western and Hilton (Editorial, 2018). Competency level: The competency level at the Marriott International has been maintained by focusing on long-term goals. They have been successful through an effective use of the business model that gives utmost value to customer service (Al-Zoubi Alomari, 2017). Nevertheless, the company could have escaped from the effect of the global recession by focusing much on the marketing activities and the customer service. The recession was also responded with a strategic approach that had resulted in cutting the total costs. Moreover, the move had ensured a stable cash flow even during the global recession (Al-Zoubi Alomari, 2017). The competency was also maintained with an extensive focus on nurturing the employee and the associated groups. Unlike many hotel companies, Marriott has used technology to a good cause to retain its competitiveness (Al-Zoubi Alomari, 2017). Historical performance: There have been several moments when the Marriott International hotel has achieved the historical feats. One of the historical feats was achieved in the year 2016 when the company has successfully increased its room numbers. The company had opened up a record 55,000 rooms in the same year (Marriott News Center, 2018). The figure excludes a mammoth total of 381,000 rooms that the company was able to open up after it had acquired the Starwood (Marriott News Center, 2018). The combined company had agreed on signing a deal that included 880 new hotels (Marriott News Center, 2018). The company is well positioned to capitalize on the success that it had attained in the year 2016. The company will be able to earn much more success in long-term. Moreover, the company has been absolutely good for the development partners as they have been able to get the expected returns on investment (Marriott News Center, 2018). Conclusion: To conclude, an effective and a progressive financial performance has indeed become a much necessary thing in the hospitality industry. The fact has also been observed through this assignment as Marriott International is doing very hard to get to the top position, which is currently being dominated by the Hilton International. The acquisition of Starwood Hotels Resorts has so far produced good results by supporting a growth in the net revenues. However, the revenue is still quite lesser than the net revenues of Hilton International. The revenue is indeed expected to go up and affect the position of Hilton by helping Marriott International get to the top position. References: Al-Zoubi, A. F., Alomari, M. (2017). The Role of Internal Customer in Improving the Quality of Hotel Services in Jordan: A Case Study of the Marriott International Hotel in Amman.International Journal of Marketing Studies,9(6), 87-92. bighospitality.co.uk. (2018).bighospitality.co.uk. Retrieved 25 January 2018, from https://www.bighospitality.co.uk/Article/2016/04/28/Hilton-named-world-s-most-valuable-hotel-brand Editorial, R. (2018).Company Profile for ${Instrument_CompanyName}.IN. Retrieved 25 January 2018, from https://in.reuters.com/finance/stocks/company-profile/MAR.O Marriott International, Inc. (2018).Marriott International, Inc..Marriott International, Inc.. Retrieved 26 January 2018, from https://files.shareholder.com/downloads/MAR/0x0x936409/834E45D9-8979-4190-AE47-702FBFF54755/Marriott_2016_Annual_Report.pdf Marriott News Center. (2018).Marriott News Center. Retrieved 25 January 2018, from https://news.marriott.com/2017/01/marriott-international-caps-2016-historic-global-expansion/ Marriott News Center. (2018).Marriott News Center. Retrieved 26 January 2018, from https://news.marriott.com/2016/11/9766/ NASDAQ.com.(2018).NASDAQ.com. [online] Available at: https://www.nasdaq.com/symbol/mar/financials [Accessed 28 Jan. 2018].

The Conflict between Entrepreneurial Orientation and Uppsala Model of International Expansion

Introduction Entrepreneurship can be conceptualised as the entry into a new venture by an individual or a business. New entry refers to the process of entering into either a new or an existing market with new or pre- existing services and goods. In this regard, new entry tries to explain the processes and initiatives of entrepreneurship (Czinkota, Ronkainen, Sutton- Brady Beal, 2011: p. 45). New entry and entrepreneurship are concepts that are still being developed by many authors and researchers.Advertising We will write a custom essay sample on The Conflict between Entrepreneurial Orientation and Uppsala Model of International Expansion specifically for you for only $16.05 $11/page Learn More It is against this backdrop that the current essay is written. In this essay, the author is primarily concerned with entrepreneurial orientation (herein referred to as EO) and the Uppsala model of the internationalisation process. EO refers to the decision-making activities, practices, and process that give rise to new entries. EO is characterised by the desire for autonomy in business, innovativeness, aggressiveness, and risk taking (Saul, 2005: p. 67). Regardless of this, it is important to note that there are many successful enterprises which function on the basis of some of these traits. This essay aims to outline the conflict between entrepreneurial orientation and the Uppsala model of international expansion. It is the opinion and position of this author that the revised edition of the Uppsala model can be applied in large and small enterprises alike. Given the fact that the paper is argumentative in nature, the researcher will make a stand in the issue and then defend that stand throughout the paper. Terms will be clearly identified and justified using examples. To this end, the researcher will use information from several references such as books and articles. Opposing views will be acknowledged and the researcher will fully address them to check for their veracity or lack of it thereof. The Uppsala Model and the Entrepreneurial Orientation: A Critique It is noted that the Uppsala model was developed in 1977 from a publication by two scholars in this field. These scholars are Johanson and Vahlne. Since then, the perspective has undergone four revisions. The model was primarily based on the manner through which firms in Sweden were internationalising in the 1960s and 1970s (Steen Liesch, 2007: p. 12). This model suggests that business firms internationalise in an incremental fashion. They progressively commit themselves to an international market and increase their presence as they continue to understand the dynamics of their particular market niche. Initially, firms expand into new markets depending on the extent of similarities between the firm and the domestic markets (Bogun, 2008: p. 71). In their first publication, Johanson Vahlne (1977) pointed out that the level of commitment for firms that are interna tionalising for the first time is very low. This behaviour is evidenced by their use of agents and establishment of sales subsidiaries. They invest more of their resources into the venture as they continue to comprehend the market. The 1977 paper focused more on the different modes of entry (Birgegard Lindquist, 1996: p. 25).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, subsequent articles point out that the applicability of the model is not dependent on the various modes of entry (Onetti, Zucchella, Jones McDougall- Covin, 2012: p. 337). The model explains the decisions taken by the management with regard to risk taking and exploitation of opportunities on the basis of the firm’s level of commitment in the international market. Additionally, the model extensively outlines the impacts of learning processes and experiences on the decisions taken by the management to oper ate the firm. As already indicated, the model is used to explain the activities of firms that are expanding their scope from the local or domestic market and into the international arena. The model is closely related to the POM model which also tries to explain the activities of such firms (Basu Kronsjo, 2009: p. 34). According to this model, the internalisation process is a gradual one and follows a particular pattern. The firm may start by receiving and processing a few orders placed by clients from abroad. This is then followed by a gradual growth in the volume of the exports as the number of clients placing the orders grows. This model has however being fiercely criticised by practitioners in this field. The author will look into some of these criticisms in subsequent sections of the paper. The concepts depicted in the Uppsala model were drawn from findings of studies conducted on large industrial firms from Sweden which were in the process of internationalisation. This has led to conflicts among entrepreneurship scholars on whether the model can be sufficiently applied to smaller enterprises that are going global. Nonetheless, most of those criticising the model do not point out specific reasons for their concern. The business environment has also changed significantly from the time the model was formulated (Basu Kronsjo, 2009: p. 51). There are also increased impacts on business models as a result of technological innovations in the recent past. Additionally, production industries have been outgrown by service industries. Such environmental changes have challenged many internationalisation models and as a result, the models have to be updated on a regular basis. International business strategies and opportunities have been on the rise as globalisation continues to take root in contemporary society. Moreover the threats of remaining in the domestic market- even among the most diversified of firms- are also increasing (Hickman Olney, 2011: pp. 237-259). Advertising We will write a custom essay sample on The Conflict between Entrepreneurial Orientation and Uppsala Model of International Expansion specifically for you for only $16.05 $11/page Learn More As a result of this, a firm will invest in another country when it finds out that it is faced with greater threats if it remains in the domestic market. Some of the factors that can make the home market quite hostile are increasing competition, low rates of market growth and poor economic environment (Saul, 2005: p. 69). However, Vahlne, Ivarsson Johanson (2011: p. 193) point out that the presupposition does not conflict with the model. This is given the fact that its foundation is not the main reason why companies choose one market over another. In contrast, the Uppsala model is founded on the operations and activities of a firm that has already decided to internationalise. According to the original model formulated by Johanson and Vahlne, firms enter i nto diverse markets in a systematic manner. The order of entry is determined by physical and psychic distance (Johanson Vahlne, 2009: p. 1420). Consequently, they start with those countries that are closer to the home country, proceed to the region and later to other nations abroad. Globalisation has made the world more accessible to most business firms operating in the international market. However, it is to be noted that the physical distance has not changed. As companies expand into different parts of the world and as people travel and work in other nations, they interact more with other cultures. Such an interaction has made the management of cultures to become an essential part of doing business abroad. The nursing of relationships among nations and global network participation have been made easier by convenient travelling and digitalisation. This means that in spite of the unchanged physical distances between two geographical locations in the world, people can move freely an d with much ease from one region to the other. Convenient travelling and digitalisation has culminated into other channels of distribution such as e- commerce that were non- existent in 1977 (Ninan Puck, 2010: p. 670). In this regard, the Uppsala model is assumed to overestimate the effects of psychic and physical distance when choosing which country to go to or the best mode of entry into a new market. In their 2006 edition of the model, Johanson and Vahlne acknowledged and appreciated this change. As a result of this, they adjusted their argument from psychic distance to the risk a firm is likely to face if it was not a part of an established network (Johanson Vahlne, 2006: p. 168). They posit that psychic distance is very important in determining the uncertainties that a firm is likely to face in a foreign market. However, they point out that the risk is significantly reduced if the firm joins a network of existing businesses in the market.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More When firms are using e- commerce to internationalise, they can have a very wide reach without using the Uppsala model’s incremental approach. In this regard, online transactions increase the speed of internationalisation. This leads to a significant reduction on the effects of distances- both psychic and physical. On the other hand, Figueira-de- Lemos, Johanson Vahlne (2011: p. 147) point out that the impacts of online commerce are in agreement with the model’s risk equation. This is on the basis of market uncertainty and commitment. They argue out that the level of commitment for firms which depend on the internet is quite low. Consequently, the firm can be involved in uncertain deals but still remain minimally exposed to total risk. With such an argument, the model is in agreement with e- commerce as we know it today. Today, the opportunities and threats that are presented by the process of globalisation affect firms of all sizes. Smaller firms with a large technolo gical capacity have the ability of reaching out to large markets. Small and Medium Enterprises (herein referred to as SMEs) use different internationalisation approaches. Additionally, Czinkota et al (2011: p. 51) point out that smaller firms are subjected to more pressures to go global than larger ones. Critics of the Uppsala model have come up with the ‘born- global’ concept. Firms that are born- global are those that begin offering their products and services in countries other than their home country as soon as they are formed (Fernà ¡ndez- Ortiz, Emeterio Menorca, 2012: p. 24). Such a phenomenon is quite difficult to explain while using some popular internationalisation theories. Johanson Vahlne (2009) responded to the criticism using the same argument of joining networks. They used the empirics of other researchers to portray the importance of inter- firm relationships and networks. The two scholars point out that as firms get more interconnected, they acquire more knowledge and are able to globalise at a faster pace. They also point out that the model does not infer that the process of globalisation is slow. On the contrary, the model acknowledges that firms require time to gather knowledge so as to reduce uncertainty (Johanson Vahlne, 2009: p. 1416). The manufacturing and service industries are very different from each other with respect to business character and organisation. In this regard, it is difficult to create services in one location and market them in a different target market. The exceptions include using telephone and internet services where the customer and service provider are in different geographical locations. Firms in these two divergent sectors do not use the same internationalisation approaches. The processes vary on the basis of type, reversibility and amount of resources required. For example, a company that is involved in service provision does not necessarily have to ensure that goods are transported in a certai n manner; neither does it have to invest in constructing factories. However, service providers have a larger need of fitting into the culture of the foreign country- such as through customs and language- than manufacturing companies (Dewhurst, Harris, Heywood Aquila, 2012: p. 76). The model is also criticised for being extremely deterministic and static. However, Johanson Vahlne (2009: p. 345) posit that the model is very dynamic. The two are of the view that their theorised model acknowledges the fact that firms are always changing the areas within which they are operating. They also address their critics’ assertion that the model is deterministic in nature. However, they define ‘causality’ by stating that the two factors influence each other as opposed to one determining the other. They add that there are other contributing factors in addition to commitment and experiential learning that influence the relationship. The fact that the model is accused of being extremely deterministic implies that it does not take into consideration managerial actions (Fernà ¡ndez- Ortiz, Emeterio Menorca, 2012: p. 89). Unlike their counterparts in the 60s and 70s, contemporary corporations have more flexible inter- firm structures and flatter hierarchies. In this regard, the management plays a crucial role in developing internationalisation strategies for firms. This is especially so for smaller enterprises which share such characteristics because of their size. Although Johanson and Vahlne agree on the importance of managers’ perceptions and opinions, they posit that managerial decisions are in most cases biased. The reason is that path dependency is a key source of bias when managers are settling for alternatives (Johanson Vahlne, 2006: p. 168). The learning concept of the Uppsala model has also attracted a great deal of criticism. The developers of the model outline that learning happens incrementally depending on the amount and speed of gain ing experience (Johanson Vahlne, 1977: p. 25). Nonetheless, there are quite a number of organisational learning dimensions. For instance, there are very many firms that learnt from their relationship with other firms but have effective internationalisation strategies. Learning can also be imitative. To this end, business firms copy what other successful corporations have done and as such, they gain experience. Other ways through which firms can learn without the need for experience include hiring experienced staff, local firm acquisition or conducting research (Fernà ¡ndez- Ortiz et al., 2011: p. 89). Although Johanson and Vahlne agree that the model needs some adjustments to factor in other sources of organisational learning, they have a word for critics. They point out that there is need for some level of experience for the firm to successfully determine or select another firm to acquire. The same applies when it comes to the selection of firms to imitate from or when it comes t o the hiring of members of staff. The two scholars also use the network approach to respond to critics. To this end, they point out that models are not formulated to exactly represent reality. On the contrary, the models are meant to explain reality’s most essential components. The model is very general and as such, it cannot be expected to provide a convincing explanation for the internationalisation process of all firms. However, accumulative and experiential learning is essential and fundamental. This is in spite of being complemented by additional processes of learning (Johanson Vahlne, 2009: p. 1429). The internationalisation stages that are captured in the model are also widely criticised. In their 2009 publication, the two authors point out that the model’s establishment chain simply summarises their empirical observations from which they drew their theoretical arguments (Johanson Vahlne, 2009: p. 1416). What they are trying to say here is that it does not con stitute the model. The model does not focus on the ways that different firms choose to internationalise their operations. This is regardless of the suggestion made to the effect that corporations commit themselves to the market incrementally. Furthermore, the two scholars note that the accumulation of knowledge and commitment management, are the mainstay of the model. The behaviour of firms depends on the environment within which they are operating and not on the internationalisation mechanism (Vahlne et al., 2011: p. 204). Scholars and analysts in this field are continuously updating their models so that they can be in line with the changing business environment. At times, the scholars may be accused of integrating theories whose premises are incompatible. In spite of the fact that the Uppsala model was formulated using empirics from established Swedish multinationals, there is evidence that it has been successfully used in explaining the internationalisation process in smaller fir ms. The major adjustment that the two authors have made on the model in order to enhance its applicability has to do with the integration of the network approach. In 2009, Johanson and Vahlne made the final adjustment in response to critics and in order to accommodate new theoretical and empirical findings (Vahlne et al, 2011: p. 200). Conclusion In conclusion, it should be noted that the Uppsala model can be applied to both small and large businesses. Network effects are more important than the role played by psychic distance in determining the applicability of the model. As long as a firm is in a network of other partners, the model’s obstacle brought about by psychic distance is overcome. Additionally, the management of a corporation determines how the firm will internationalise and also helps in bridging psychic distances. The Uppsala model may not be adequate to provide explanations for all complexities faced by international firms. 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A note on Penrosean growth, resource bundles and the Uppsala model of internationalisation. Management International Review (MIR), 47(2), 193-206. Vahlne, J., Ivarsson, I ., Johanson, J. (2011). The tortuous road to globalization for Volvo’s heavy truck business: Extending the scope of the Uppsala model. International Business Review, 20(1), 1-14. doi:10.1016/j.ibusrev.2010.05.003 This essay on The Conflict between Entrepreneurial Orientation and Uppsala Model of International Expansion was written and submitted by user Analia Benton to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.