Advertising and Promotion Strategies for Small and Medium Enterprises Assignment

Advertising and Promotion Strategies for Small and Medium Enterprises - Assignment Example From this paper it is clear that European definition tells small and medium-sized enterprises (SMEs) employ lesser than 250 persons. That enterprise must have an annual turnover not more than 50 million euro. The annual balance sheet must not be more than 43 million euro. Size can be slightly differs in terms of numbers of employee in different countries. In case of Germany Small and medium enterprises can have maximum up to 255 numbers of employees. In the case of Belgium that number differs. It is 100 employees can have maximum. In India a small enterprise is an enterprise where the lowest level of investment in plant and machinery must be more than Rs. 25 lakh but must not greater than Rs. 5 crore. In India a medium enterprise must have an investment more than 5 crore and less than 10 crore. This study declares that the SMEs in Poland contributes almost 50% of their GDP. In the year 2011 small companies 7.7%, and medium companies 10.4%. SME’s contribution to polish national GDP is very much competitive with large scale industry. In UK there are almost 4.8m SMEs. This SME’s are generating 60 per cent of the total employment. This sector is contributing 50 per cent of total GDP. This sector is contributing same as UK i.e. 50% of the total German GDP. The contribution of SME’s in French GDP is almost 44%. It is a sector which contributes large portion of every country GDP. Advertising is a form of marketing communication used to persuade, encourage and manipulate a bunch of listeners, viewers or readers sometimes or a specific group to take some purchase related or continue to take up some activities. Advertising can be defined as paid, one-way marketing information persuading from an identified sponsor distributed through different channels of mass communication to promote goods, services or ideas.

Walt Disney`s Management of Diversity and its Challenges Essay

Walt Disney`s Management of Diversity and its Challenges - Essay Example Associated with several international film companies, the company diversified to open the Disneyland Theme Park in California in 1955. The second Theme Park, with resorts, opened in Florida in 1971. Disney’s other key theme parks include the EPCOT Centre opened in 1982 and Animal Kingdom in 1998 in Florida; as well as Tokyo Disneyland in 1983; and Disney Paris in 1992 (Clarke and Chen, 2012). Thus, â€Å"today, Walt Disney’s Parks and Resorts operates or licenses 11 theme parks on three continents† (Clarke and Chen, 2012, p.322) including North America, Asia and Europe, and a twelfth is proposed for Shanghai in China. Merchandising in park attractions was introduced in 1987, and the company offered time-share ownerships in the park resorts from 1991. Walt Disney World further diversified its business into Education in 1996, and fitness, Sports Training and Events in 1997, besides filming, recording, network, broadcasting, cruising, and other projects. The Walt Di sney Company’s entry into the international market in Europe and Asia required its use of types of diversity management in operating their products in new cultural environments. Its French subsidiary, the Euro Disney SCA (societe en commandite par actions) formed a limited partnership with the host country. Walt Disney Company’s multinational business operations necessitates the company’s management of a diversity of people from different cultural backgrounds in its workforce (Clarke and Chen, 2012). Thesis Statement: The purpose of this paper is to investigate Walt Disney’s management of diversity and related challenges in the organisation. Walt Disney Company’s Diversity Management According to Clarke and Chen (2012), diversity takes into account the differences between individuals. Diversity management requires an adaptation of executive skills and styles for successful outcomes in managing a diverse workforce. Effective diversity management â⠂¬Å"reduces resistance to working with members of another ethnic, racial, or cultural group† (Clarke and Chen, 2012, p.340); it also lowers the risk of miscommunication, and promotes unity among the members of the global multinational giant. Thus, the Walt Disney company is required to be knowledgeable about the behaviour, beliefs and habits of the different cultures of the host countries. At the same time, the culture of the parent company also plays a vital part in diversity management. Although some researchers such as Gerhart and Fang (2005) have opposed the emphasis on national culture and the overlooking of organisational differences in diversity management, multinational companies’ country of origin is acknowledged as an important element, in most research undertaken in this domain, as reiterated by Harzing and Sorge (2003). The broad basis for the conceptual framework for diversification examines key factors such as cultural differences, institutional difference s, organisational differences and their mutual dynamics (Schuler et al, 2002). One of the critical challenges facing multinational companies is balancing the need for global integration and local adaptation. The national origin of MNCs is found to have a crucial impact on this