Performance Art Essay Example for Free

Performance Art Essay Performance art is an essentially contested concept: any single definition of it implies the recognition of rival uses. As concepts like democracy or art, it implies productive disagreement with itself. [1] The meaning of the term in the narrower sense is related to postmodernist traditions in Western culture. From about the mid-1960s into the 1970s, often derived from concepts of visual art, with respect to Antonin Artaud, Dada, the Situationists, Fluxus, Installation art, and Conceptual Art, performance art tended to be defined as an antithesis to theatre, challenging orthodox art forms and cultural norms. The ideal had been an ephemeral and authentic experience for performer and audience in an event that could not be repeated, captured or purchased. [2] The in this time widely discussed difference, how concepts of visual arts and concepts of performing arts are utilized, can determine the meanings of a performance art presentation (compare Performance: A Critical Introduction by Marvin Carlson, P. 103,2-105,1). Performance art is a term usually reserved to refer to a conceptual art which conveys a content-based meaning in a more drama-related sense, rather than being simple performance for its own sake for entertainment purposes. It largely refers to a performance presented to an audience, but which does not seek to present a conventional theatrical play or a formal linear narrative, or which alternately does not seek to depict a set of fictitious characters in formal scripted interactions. It therefore can include action or spoken word as a communication between the artist and audience, or even ignore expectations of an audience, rather than following a script written beforehand. Some kinds of performance art nevertheless can be close to performing arts. Such performance may utilize a script or create a fictitious dramatic setting, but still constitute performance art in that it does not seek to follow the usual dramatic norm of creating a fictitious setting with a linear script which follows conventional real-world dynamics; rather, it would intentionally seek to satirize or to transcend the usual real-world dynamics which are used in conventional theatrical plays. Performance artists often challenge the audience to think in new and unconventional ways, break conventions of traditional arts, and break down conventional ideas about what art is. As long as the performer does not become a player who repeats a role, performance art can include satirical elements (compare Blue Man Group); utilize robots and machines as performers, as in pieces of the Survival Research Laboratories; involve ritualised elements (e. . Shaun Caton); or borrow elements of any performing arts such as dance, music, and circus. Some artists, e. g. the Viennese Actionists and neo-Dadaists, prefer to use the terms live art, action art, actions, intervention (see art intervention) or manoeuvre to describe their performing activities. As genres of performance art appear body art, fluxus-performance, happening, action poetry, and intermedia.

Strategic Marketing at Coca Cola

Strategic Marketing at Coca Cola 1.0 Introduction Background: Coca Cola Company is one of the leading manufacturers of sort drink in the whole World. Coca Cola was launched in May 1986 by Dr. John S. Pemberton in Atlanta Georgia. The name Coca Cola was suggested by Dr. Pembertons bookkeeper, frank Robinson. He reserved the name Coca Cola in the flowing script that is well-known today. The Coca Cola is most important manufacturer, marketer, and distributor of non-alcoholic beverage concentrates and syrups, company in the World, which are used to produce nearly 500 beverage brands that make up for its wide portfolio. The market which I shall be investigating is the soft drink market in the UK, although I think its important that I consider the whole market including soft drinks and energy drinks. This is because soft drinks and Energy drinks are competing with other alcoholic mixer, (2008). This report will focus on a product part of this market and I have chosen the market leader for stimulant drinks, Coca Cola. I shall be examining marketing planning process, and its activities and justifications. Also, marketing environment is included, Internal audit, External audit, macro environment, and looking at the product with PESTLE, SWOT Analysis (Internal strengths and weaknesses). Furthermore, It Includes Porters five forces and Ansoffs Matrix, BCG Matrix and other tools and techniques. At the end, I have given three marketing options and recommended approach after these bibliography. 2.0 Strategic Marketing Planning Process: Strategic marketing is a process in which to develop a strategy to cope with competitors, identify market opportunities, develop and commercialize new products and services, allocate resources among marketing activities and design an appropriate organisational structure to ensure the performance desired is achieved. Corporate strategy is a process in which approach to future that involves examination of the current and anticipated factors associated with customers and competitors and the firm itself, aligning policies, practices, and resources to realize that vision, (2010). Planning and plans are two very different concepts. Planning refers to the process of developing a coherent plan, while the plan is the output from the process. A successful marketing campaign must incorporate strategic marketing planning. Strategic marketing planning is the process of researching a market and its environment to determine the target market. It involves determining what the target market wants and the types of messages that resonate with that audience. Marketing is one of the key elements in addition to other functions without which the company cannot get success. Therefore, marketing planning is a set of document in which details of action is given to achieve the objects set by the management for a period of one or up to five year. It could be based on selling of any kind of product. Its very important to have a very aggressive plan if you are not an introducer of new product and still you want to grab the market, (2010). 2.1 Marketing Planning Benefits: Marketing plan comes through a long process, it starts from a single department and ends up to management decision, plan must be always like easy to understand for management to approved it and realize the facts of market strategies for what they want from customer. Coca Cola always makes a attractive marketing plan which always looks different from others, for now this marketing plan which is very supportive for the organisation is just because it meets the need of customer in a very smart way like they introduced a new Cherry Coke flavour which is they want to be market the product by new style which a customer attract and also get some benefited for an organisation. If the plan is according to organisation and customer then it is easy to take decision for management. Plan should be compressed and productive for organization. Plan should be not so long time process and not to be very costly. Plan should be as per new techniques and 3D type as per new generation like Plan should be process after research Plan should be shows new market prices, long life and skill full. If the plan is according to companies favour so there is no any chance that it could be rejected. Always approach will be positive to make the plan competitive and advance. Coca Cola always looks in those matter which are highly skilled, attractive and sincere with the organisation, to gain the agreement for strategic plan for organization is a very important role for marketing department to extent their plans which are still are in favour of organisation and as before management like the approach to get always new marketing styles, the best approach for management is that to produced their best efforts to capture the market because now a days there are so many competitors in the market if they lack in the advertisement or promotion or introducing in new products then it could be easy for other competitors to overcome, (2010). Marketing Planning Process: There are ten stages of the Strategic Marketing Planning Process which are given bellow in tables. Table 1: The Marketing Planning Process Stages Description Stage 1 Mission Statement At this stage the board establish a long-term vision for the company. This entails communicating a memorable statement easily understood by employees and other key stakeholders. Stage 2 Corporate Objectives At Corporate Objectives the organisation setup the desired level of profitability, business boundaries, such as products/markets, facilities and size of labour force and other corporate objectives, such as social responsibility, corporate image, stock market image, employer image, etc. Stage 3 Marketing Audit Marketing Audit is a structured review of your current marketing activities. It is a systematic review of all the external and internal factors that have affected a companys commercial performance over a defined period. Stage 4 SWOT Analysis SWOT analysis is a tool for auditing an organisation and its environment. It is the first stage of planning and helps marketers to focus on key issues. SWOT stands for strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal factors. Opportunities and threats are external factors. Stage 5 Assumptions At this stage assumptions are made on the basis of marketing audit and swot analysis. Marketing manager must keep in mind it should not too broad. Stage 6 Marketing Objectives and Strategies In this stage the objectives and strategies relate to the companies products/services and brands and to the markets you currently/ propose to operate in. Objectives are about deciding what you are offering (selling) and to whom. Strategies are about how you are going to achieve these things. Stage 7 Estimate Expected Results At this stage to employ judgement, analogous experience, field tests and so on. Also, to test out the feasibility of the objectives and strategies in terms of market share, costs, profits and so on. Stage 8 Identify Alternative Plans and Mixes In a strategic marketing plan, It is normally at this stage board identifies alternative plans and mixes are considered. Stage 9 Budget The budget is the process of documenting the expected costs of the proposed marketing plan. To justify all marketing expenditures from a zero base each year against the task that you wish to accomplish. In reality budgets are often incremental, that is, they are based on what was spent in the previous year. Stage 10 First Year Detailed Implementation Programme This may involve spending money on advertising, launching new products, interacting with potential new customers, opening new retail outlets etc. Its major function is to determine where the company is, where its wanted to go and how it can get there. It should be used as an aid to effective management, (McDonald 2006, p. 379-393). I have described all activities and justification in the Marketing Planning Process which are given bellow in table. Table 2: Activities and Justification in the Marketing Planning Process: Stage Activities Justification Stage 1 Mission Statement Board meetings Objectives discussion Target of the company Motivate employees and customers Lack of motivation and output It gives the direction to the company Stage 2 Corporate Objectives Financial forecast Provide long-term stability Profitability of the products Predict financial forecasting Overall company operations It gives review policies and desired level of profitability Stage 3 Marketing Audit Marketing environment objectives Perform STEEPLE Analysis Competition and Market share Competitive advantages Examine internal and external information and procedures Life cycles for major products and for market segments Policies and competitive advantages of other organisation Stage 4 SWOT Analysis Trend in the market Knowledge of the business Value added by competitors Setting objectives and strategies Data Collection Focusing internal and external key factors such as, internal strengths and weaknesses and external opportunities and threats. A summary of reasons for good and bad performance Stage 5 Assumptions Government policies Economic data Major competitors Price competition It is made on planning environment Pick the right market and sell the right products It emphasises on success factors Stage 6 Marketing Objectives and Strategies Sales promotion objectives Marketing objectives Pricing objectives Advertising objectives Social responsibility Marketing objectives and Strategies are made on marketing plan Advertising, pricing and promotion service levels Highlight sales value, sales volume, percentage penetration of outlets Stage 7 Estimate Expected Results Employ judgment Analogous experience Field test Gap analysis on actual and desired results To test out the viability of market share At this level managers set the expected results Stage 8 Identify Alternative Plans and Mixes Motivate alternative strategies Promote mixes Manage the business Choose the best tactics Understand what market works and what doesnt work From alternative plans managers select best suitable plan Stage 9 Budget Advertising cost and expensive Zero base Emphasis on yearly marketing budget Spend their budget more efficiently and effectively Get smart about market every year they are in business Budget prepare by board of director and marketing managers. Stage 10 First Year Detailed Implementation Programme Customer plans Sales promotion plans Goals are divided into sub goals. Market plans (McDonald 2006, p. 379-393) Target their primary customer Focus on achieving specific objectives In sub goals include pricing plans product plans, promotional plans and market plans with objectives The External Market Audit and External Environment (Macro) Analysis: In this section of the report, I have used some data, of tools and techniques that are relevant to Coca Colas current situation relevant examples. External environment is important to marketing decision making. Initially, I have shown data on market share and growth of UKs soft drink markets. 3.1 External Audit: For scanning external audit and external (macro) environment of Coca Cola I have used Porters five forces. In this part of report to scanning soft drink position in the UKs soft drink market two tables are given. Table 1: Market share in UK soft drink market in 2010 Name of Brand % of market share Coca Cola 44 Pepsi 23 Cadbury 16 Fruit Juice 9.4 Other Drinks 8 From the above table of UK soft drink market share in 2010, it is clear that Coca Cola is the market leader among competitors. Coca Cola hold 44% of soft drink market share whereas Pepsi is in the second position by holding only 23% (2010). Table 2: market growth in UK soft drink market between 2009 to 2010: Name of Brand 2009 (% of market share) 2010 (% of market share) % of growth Coca Cola 43 44 1 Pepsi 24 23 -1 Cadbury 15 16 1 Fruit Juice 9 9.4 0.04 Other Drinks 9 8 -1 From the above table we can see Coca Cola and Cadbury have the most significant growth rate by 1% in the last year and Pepsi and other drinks lose their share by -1%. Fruit Juice has only 0.04% growth in last year. For analysing external market in this part, I have given Porters (1985) five forces model which is given below: Barriers to Entry: It involves; Importance of economy of scale, for example, a new Coca Cola drinks. Challenging with established brands, for example, Coca Cola, Diet Coke. High upfront capital costs or legal requirements, for example, intellectual property protection, factories etc. UKs soft drink market is established by some well known brands, such as, Pepsi, Cadbury, Fruit juice etc. It is very difficult to enter in this market by other competitors. Coca Cola has a long history of heavy advertising and this has made it enormous amount of brand equity and loyal customers entire over the world. Substitutes: It contains; Large numbers of substitutes, for example, coffee, beer, juices, water etc are available in the market for customers but it is countered by brand equity, huge advertising, and making their product easily available for customers. Coca Cola expand its business in the UK by offering substitutes it selves to protect Coca Cola from competition. Its products and services can be easily substituted with another type of product and service such as public transport being used instead of private transport. Buyer Power: It consists of; Large amount of buyers, for example, Wal-Mart or Tesco. Undifferentiated brands and low switching costs. As there are many soft drinks in the UK, so the bargaining power of buyer is extremely very high. Buyers ability to walk away or get an alternative, if buyer does not satisfied with our products or services he can get an alternative products or services. Supplier Power: It includes; Supplier does not depend on one or a small amount of buyers. Supplier product is necessary to buyer. In the UK, soft drinks bargaining power of supplier is low, as the market size is large so suppliers always want to keep contracts by providing low price. A large number of buyers but a small number of suppliers. Most of the times raw materials needed to create concentrate are basic commodities, for example, colour, flavour, additives, sugar etc. Basically, these are the main commodities. Existing Competitors: It computes the degree of competition between existing competitors. Rivalry will be higher if; In the UK, there are a huge amount of similar sized companies, for example, Pepsi, Robina, Red bull etc. Competitors can lead to a dynamic periods of aggressive pricing and promotion in war for customers. Products and services are supposed as a commodity by consumers and resulting in low switching cost for consumers. 3.2 External (macro) Environment Analysis: PESTEL Analysis for external (macro) environment of Coca Cola. PESTEL Analysis undertaken to understand local, global factors influencing business and potential opportunity and threats. Here PESTEL analysis given bellow in a table: Table 1: PESTEL Analysis: Political Economical National Government Regulatory bodies Trade Associates Government Stability Newly Industrialised Employment Law Critical Global Market Important Political Events Market Structure Government Policy Taxation Interest Rates Personal Saving Rates Money Supply Inflation Disposal Income Social-Cultural Technological Population Demographics Culture Attitudes to Work and Leisure Current Issues Income Distribution Social Mobility Lifestyle Changes Level of Education Products Materials / Components Processes Distribution / Spending on Research Marketing/Administration Rates of Obsolescence New Discoveries / Developments / Product Innovations Legal Environmental Competition Law Health and Safety Employment Law National and World Legislation Trading Policies Regulatory Bodies Global Warming Environmental Issues Local and National Issues Current and Future Environmental Legislative Changes Recycling Considerations Source: http://www.slideshare.net/Jackieken/the-marketing-audit-download-ppt Political Factors: Coca Cola operates globally and their performance is influenced by the political stability and instability of these countries. There is currently political stability in the UK and Coca Cola business is flourishing, (2010). Economical Factors: High inflation in any of the counties will cause the price of Coca Cola to rise and consumption of Coca Cola may fall. The UK economy is recovering from recession and employment level is rising people will consume more Coca Cola products, (2010). Social Factors: Consumers in the different counties will have different taste and perception about Coca Cola. In the UK the brand is known for quality products and marketing it will be easier, (2010). Technological Factors: The present environment is technological driven and the need for dynamic development. Coca Cola has got experienced research and development (RD) team who find out new technologies to improve productivity, (2010). Legal Factors: The Coca Cola Company gets all the rights applicable in the nature of their business and every invention and product developments are always going into the copyright process, (2010). Environmental Factors: According to the data of the Coca Cola Company, all the services are strictly approved according to the environmental laws inflicted by the government, (2010). 3.3 Changes in the External (Macro) Environment: The Coca Cola Company has faced many changes in the external environment that have changed the management of the company. During the World War II, the Coca Cola was able to continue the position of the company, at the same time. The Coca Cola was able to enter fresh markets despite of the environment. The company turned out to be more aggressive through supplying free drinks for the GIs in the World War II. During this the corporation was able to hit two birds at one stone. First, because the carbonated drinks sent by the company, it became a loyal symbol by the United States soldiers in which guided to consumer loyalty. Second, the Coca Cola was able to get benefit of the situation and determined the product in newly occupied countries by the Helper forces and due to the company created plants in different locations in the whole World paving the method for its post war expansion. Another thing is that, the external environment is the change of flavour and believes of the consumers. In the mid-1980s where the Americans favoured the sweet flavour of the competitor product, the company made its complement but it turned into a commercial failure. Coca Cola changed its management strategy and restored the old formula, and just changed its name, such as, Coca Cola Classic. After that Coca Cola got its position again and it released latest versions of Coke that address the needs of these kinds of customers, These products are included by Diet Coke and Coca Cola Zero. According to Bool, (2008) companies, for example, Coca Cola is necessary to change due to trends that have a huge impact on its business; another trend is health and fitness. Many people are spending extra money on their health; In addition, Coca Cola launched its new products which are a calorie burning soft drinks, such as, Enviga, Diet Coke, Coca-Cola Zero, and Coke. Furthermore, Coca Cola is working together with the Swiss company Nestle. Coca Cola is contracting with innovation and change. For the duration of the Asian Financial Crisis, Coca Cola was also prompted to change its courses of management in that specific region. The responses and reactions of Coca Cola with the external environment are its internal changes. Organisational Change Management: This theory presents a general process for managing the change in the side of the people at an organisational level (Kotter, 1996). According to Hiatt and Creasey, the organisational change management is contains three stages, which are, preparing for change, managing change and reinforcing change. The theory of organisational change management was efficiently used by Coca Cola. Various managers in different branches of the World have operated organisational change management in order to address the matters that the Coca Cola faced. According to the current stage, the main emphasis of the Coca-Cola is to get the needs of their consumers with outstanding product developing and product distribution. Coca Colas change management is very weak since Coca Cola forecasted that there are a number of marketing challenges in the near future that they have to face. 3.4 Internal Audit (SWOT Analysis: Strengths and Weaknesses Analysis of Coca Cola): This part of report provides information about current and previous years profit and loss account data, market share data, performance graph which have indicated internal or operational strengths and weaknesses of current marketing strategy and BCG Matrix. Table 1 Profit and Loss Account: Year ended 31, December 2010(Â £millions) 2009(Â £millions) 2008(Â £millions) Net operating revenues 21,959 ($35,119) 19,377 ($30,990) 19,974 ($31,944) Gross profit 14,022 ($22,426) 12,011 ($19,209) 12,862 ($20,570) Operating income 5,283 ($8,449) 5,146 ($8,231) 5,281 ($8,446) Income before taxes 8,906 ($14,243) 5,593 ($8,946) 4,693 ($7,506) Profit after tax 7,415 ($11,859) 4,318 ($6,906) 3,673 ($5,874) Source: http://www.thecoca-colacompany.com/investors/pdfs/form_10K_2010.pdf Profit and loss account indicates operational excellence of current marketing strengths. We see a consistent growth in the profit margin. In 2009 profit after tax was 4,318 and in 2010 it became 7,415. It is increased by 3,097 million pounds in a year. Market share of UKs soft drinks: Analysing market share of UK soft drinks, it is clear that Coca Cola is the market leader by getting 44% of total market.ÂÂ  The comparative positioning of Coca Colas market share with respect to other leading players in the market has been illustrated as follows, (2010). Figure 1: Coca Cola and other competitors Market Share Performance Graph: Performance graph of Coca Cola and Pepsi over the last five years can be summarised with the help of growth in following key indicators, (2010). Figure 2: Coca Cola Last Five Years Market Growth This graph clearly shows that Coca Cola in 2006, it was slight increase in profit margin but in 2007 it was slightly decrease. From 2008 to 2010 market growth of Coca Cola was increase year by year. Internal Strengths of Current Marketing Strategy: Coca-Cola has been an intricate part of American culture for over a century. The products image is laden with sentimentality, and this is an image many people have taken deeply to heart. Coca Cola is a very recognizable firm. Its products/brands are available everywhere in the World. Its popularity is one of greater strength is virtuallyÂÂ  incomparable. Coca Cola deals with huge amounts of money every year. Similarly, whole businesses they have had their ups and downs monetarily, but Coca Cola has done very well in this section and Coca Cola will go on to do well and make better than its competitors (Pepsi). The money they are earning, it is significantly better than most beverage companies (competitors), they use into their own company so that they can get well, (2010). Everybody is knownÂÂ  very well Coca Cola in the World. Its image is displayed on hats, collectible memorabilia and t-shirts. There is no doubt,ÂÂ  no beverage firm (competitor) compares to Coca Colas social popularity status. And this extremely recognizable branding is one of Coca-Colas greatest strengths, (2010). Even though, Coca Cola controls almost 44% of the whole drinks market, the changing health-consciousness attitude of the market could have a serious effect on Coca Cola. In addition, according to Bettman (1998), Coca-Colas bottling system is one of their greatest strengths. It allows them to conduct business on a global scale while at the same time maintain a local approach. The bottling companies are locally owned and managed by independent business people who are authorized to sell products of the Coca-Cola Company. Because, Coke does not have outright ownership of its bottling network, its main source of revenue is the sale of concentrate to its bottlers, (2010). Internal Weaknesses of Current Marketing Strategy: Coca Cola has many weaknesses; they need to be finished these weaknesses, if they want to increase the next level. Now a days, constant shift to health products, some products could probably lose customers. This fresh focus on weight and health might be a problem for the item that is labelled detrimental to your health, (2010). Coca-Cola has recently reported some declines in unit case volumes in Indonesia and Thailand due to reduced consumer purchasing power. According to an article in (Fortune magazine), in Japan, unit case sales fell 3% in the second quarter scary because of Japan produces around 5% of worldwide volume, it contributes three times as much to profits. Latin America, Southeast Asia, and Japan account for about 35% of Cokes volume and none of these markets are performing to expectation (Mclean, 1998). Word of mouth unluckily is something that is very difficult to control. Although, people would have their views, Coca Cola has to try to control their negative views. If bad views are extinguish to people who have yet to try Coca Cola products, after that could create lost of customers which shows why word of mouth is a weakness, (2010). Coca Cola produces many drinks, some are very popular such as, Coke, Diet Coke and Sprite but Coca Cola has approximately made 500 different types of brands, such as, carbonates, energy drinks, sports drinks, fruit juices, water etc. Most of them unknown and rarely seen for available purchase. These drinks do not mostly taste bad, but are rather a result of low profile or nonexistent advertising, (2010). As we know, health is a significant matter in 21st century. Coke have high level of sugar and caffeine content. Boston Consulting Group Matrix (BCG Matrix): The BCG matrix method is the theory to determine list of priorities that should be given in the product portfolio of a business unit. There are two dimensions should be analyzed in the implementation of this method; market share and market growth. There are four characters in this diagram represent four categories of products in companys portfolio, which are given bellow. Stars: It represents the products that have a high market growth and high market share. Products in this class usually need a fairly high cost in the process of development. For example, Coca Colas bottled water (Dasani). Question Marks: It represents the products that have a high market growth and low market share. In this category, products have the worst cash characteristics because they have high level of the demand but low returns because of their low market share. For example, Coca Colas energy drink brand (Full Throttle). Cash Cows: Cash cows represent the products that have low market growth and high market share. In this class products should have huge level of profits and cash generation. In order to achieve that result, company should keep their level of investment low because the market growth for these products also low. Such as, namesakes soft drink (Coca-Cola). Dogs: Dogs represent the products that have low market growth as well as market share. Products in this category will absorb a lot of cash but low level of returns because low provided market share and weak market growth. For example, sweetened juice drinks (Hi-C), (2010). Coca Cola would use income from Coke to invest their primarily in Dasani and Full Throttle, whereas, looking to sell off Hi-C to some private equity fund with huge amount of cash on its hands. It is able to standard product life cycle tends to have five stages which are given bellow. Development Introduction Growth Maturity Decline As a result, Coca-Cola is presently in the maturity stage, which is evidenced mainly by the fact that they have a large, loyal group of stable consumers. In addition, cost management, product differentiation and marketing contain more important as growth slows and market share becomes the key determinant of profitability. In international markets the product life cycle is in more of a growth trend Cokes advantage in this section is primarily due to its establishment strong branding and it is now able to use this part of stable profitability to support financially the domestic Cola Wars, (2010). 4.0 Ansoffs Matrix: This Matrix was developed by Igor Ansoff; it is one of the most well known frameworks for deciding upon strategies for growth. It is a tool that helps the company to decide their product and market growth strategy. It is determined by two scopes of option which are products and markets. It consists of market penetration, product development, market development and diversification. Market Penetration: Selling more of an existing product to an existing market. It is going deeper into a market, such as, coke and diet coke. Coca Cola in UK is doing market penetration through the selling its products to the business buyers and retailers who are huge multinational organizations like Tesco, Asda, McDonalds, Subway, KFC and many more. Market Development: Selling an existing product in a new market, for example, taking out various bottle sizes to attract different buyers. It is called market development. Many flavours of Coca Cola are not being sold in every shop, retailer market and other business buyers. Coca Cola can develop a new market if they introduce those flavours in their market. Product Development: Selling a new product to an existing mark

Tuckmans Team Building Model Management Essay

Tuckmans Team Building Model Management Essay To achieve stated goals and objectives people in organizations work in teams. These teams go through various stages. The extent to which project leadership success or failure, relates to the stages of teams formation, in the pursuance of these goals and objectives are not clear cut as past researches have given divided opinion and bringing other factors in contention. This assignment will introduce the concept of team formation and project leadership and critically discuss the extent to which the stages of team formation relate to the success or failure of project leadership. To critically evaluate how the stages of team formation relate to the success or failure of project leadership, Tuckmans team building model which explain the five forming, storming, norming, performing and adjourning stages of the team formation (please see appendix 1) and Blanchards situational leadership model which explain the four leadership styles that a leader should adopt during the team development situations will be evaluated as the team behaviour and leadership style can be clearly seen in these two models. Tuckmans model emphasis that as the team develops, the leader changes leadership style. At the forming stage a successful leader follow a directing style which is similar to telling phase described in situational leadership model, at the storming stage leader coaches their team to come out from the conflict which is similar to the selling phase of the situational leadership style model, at the norming stage the leader facilitates its team to develop standards which is s imilar to the participating phase of the situational leadership model, at the performing stage leader delegate task to the members and almost detached which is similar to the delegating stage of the situational leadership model. At this stage the team initially formed, the team members meet each other; identify the purpose of the team, terms of reference and its composition. Team members endeavor to test each other, establish their personal identity and create an impression within the group with most consideration given to structure of the team, code of conduct, objectives, individual roles and responsibilities. If the team is more diverse, it is more difficult for the team to maneuver through as this stage takes longer. Therefore, in the formation of multicultural teams it is a particularly sensitive stage as it is characterized by commonality, courtesy, caution and confusion. To take the team to the performing stage leadership is crucial. Team members will not be comfortable if there is lack of clarity. If a leader could not direct the team members effectively, team would not able to reach the next stages of the team formation; therefore this stage does impact the success or failure of the project leadership. When team members truly consider that they are the part of a team, generally this stage is complete. Table 1: Members and Leadership competencies in Forming stage of a team. Member competencies needed: Leadership competencies needed: Asking open-ended questions Maintaining equity and being fair Listening without making assumptions and judgments Helping the group to articulate its purpose and overriding goal Observing group patterns of communication Facilitating discussions Using inclusive communication patterns Intervening to include all Disclosing ones needs appropriately Stage 2 Storming: This phase of team development is typically marked by conflict between team members, criticism and tension. Conflict arises due to the competing approaches to obtain the groups goals, disagreements over responsibilities and appropriate task related behavior. Team members might disagree about who should be leading the team and how much power the team leader should have and can result in redefining of the teams overall goals and specific tasks. Team members are likely to individually decide their level of commitment to the group tasks and extent, to which they like the team tasks, therefore may resist the control imposed by the team. At storming stage the team members may begin to withdraw, therefore this stage relates to the success or failure of the project leadership. If leaders coach their teams effectively, teams can proceed to the next stage. Therefore this stage is a critical stage for the group survival and effectiveness as the conflict harms the team progress and negatively affects some interpersonal relationship. When teams control is no longer resisted by the team members and everyone in the team agree about who will lead the team, this storming stage is completed. Table 2: Members and Leadership competencies in Storming stage of a team. Member competencies needed: Leadership competencies needed: Using inclusive language and behaviors Establishing an agreed-upon work plan Managing emotional expression Using mediation skills Giving and receiving feedback appropriately Using diverse methods of feedback and conflict transformation Stage 3 Norming: At this stage norms and expectations about what different members are responsible for doing are realize and develop as the team delineates task standards, develop intra group cohesiveness and establish standards, rules and regulations. Team members really start to feel their belongings to the team and the development of close ties with other team members. Therefore this phase of team development is characterized by: commitment, collaboration, cooperation and cohesion as team members attempts to mutually agree upon objectives and goals, accept different opinion and try to open exchange of information. Feeling of belongings and friendship to team, help to work towards team goals. At the norming stage the leader facilitates and enables their team to establish the standards and reach to the performing stage. By the end of this stage, standards to guide behavior in the group are agreed by the team members. This stage is similar to the participating stage of the situational leadership model. If the leader does not participate to establish standards, the team may develop their own standards and norms which may me contrary to the project overall objectives and lead to the project leadership failure. At this stage the major decisions are normally made by the team members jointly and the minor decisions may be delegate to the individuals. Table 3: Members and Leadership competencies in Norming stage of a team. Member competencies needed: Leadership competencies needed: Demonstrating support on task and in relationships Reinforcing high standards for task Recognizing individual and cultural differences in how appreciation is shown Coaching where needed Stage 4 Performing: This is the stage at which real work is done, team members know their role and duties and performing their work according to the expectations. Team members concentrate on the achievement of common goals and objectives. Sometime it can take long to reach to the performing stage, in most cases when they are self-managed work teams. Team members make progress towards common goals and feel comfortable working within their roles. This phase is marked by consideration among members, creativity challenge and group consciousness. At this stage the team morale is high and team has a good ability to focus on the task as relationship issues have been resolved. At the performing stage the team may produce another successor leader. At this stage the team members does not need assistance and instructions, but they need delegated tasks from the leader. Therefore at this stage leader delegates, observes and almost detach, this stage is similar to the delegating stage of the situational leadership model. This is the main stage where actual work will take place; delegation of wrong tasks to wrong person may lead to project leadership failure. Table 4: Members and Leadership competencies in Performing stage of a team. Member competencies needed: Leadership competencies needed: Adapting and changing Establishing a process for incorporating change and renewal Including new members Sharing leadership Stage 5 Reforming or Adjourning: At this stage a task force teams disbands after the fulfillment of its goals or due to poor performance. But some teams are permanent (ongoing work teams), therefore may not reach to the adjourning stage and often remain to the performing stage. This final stage can be characterized by communication, closure, compromise and consensus. The adjourning phase is not the main task of developing a team, but this stage is very relevant to the team members. Table 5: Leadership Activities at Different Group Formation Stages Stage Leadership Activity Forming Direct the team and establish objectives clearly by negotiating ground rules. Storming Establish process and structure, and work to smooth conflict and build good relationships between team members. Generally provide support, especially to those team members who are less secure. Remain positive and firm in the face of challenges. Explain forming, storming, norming and performing idea for people to understand why conflicts occurring, and that things will get better in the future. Teaching assertiveness and conflict resolution skills. Norming Help the team take responsibility for progress towards the goal by arranging a social, or a team-building event. Performing Delegate as far as possible. Once the team has achieved high performance, the aim now is to have as light a touch as possible by focusing on other goals and areas of work. Adjourning When successfully achieved the objectives time should be taken to celebrate the achievements. The above table clearly depict the relation between the stages of team formation and successful project leadership, the reverse will mean failure. 4. Conclusion Teams are formed because they can achieve far more than their individual members can on their own, and while being part of a high-performing team can be fun, it can take patience and professionalism to get to that stage. Effective team leaders can accelerate that process and reduce the difficulties that team members experience by understanding what they need to do as their team moves through the stages from forming to storming, norming and, finally, performing. Successful project leadership should realize that not all teams and situations will behave in the way depicted by Tuckman. However, in using this approach, the leader should not attempt to force situations to fit it but make sure that people dont use knowledge of the storming stage as a license for boorish behavior. There are some drawback with Tuckmans team formation modal as it does not talk about the time teams do spend and should spend in different project and external environment does not take into account. 1. Abstract People in organizations work in teams in achieving stated goals and objectives. The extent to which project success relates to the management of task, the individuals and the teams formation in the pursuance of these goals and objectives are not of equal proportion and need to be well judged and balanced by the leader. This assignment will use John Adairs Action Centre Leadership model to related the dynamic between task, individuals and team; critically discussing the extent to which these three needs are related to the management of a successful project. Introduction One person cannot handle whole project, he/she need other individuals an effective team to successfully complete the project. An effective team is a team who has high commitment, is highly appreciated by upper management, is always ready (adaptive) to change open to new ideas and always achieves its goals. Bailey and Cohen (1997: 4) considers a team as a collection of individuals who are interdependent in their tasks, share responsibility for outcomes, see themselves and are seen by others as an intact social entity, embedded in one or more larger social systems and who manage their relationships across organizational boundaries. Adairs Action Centred Action (ACT) model will be used to find the dynamic between task, team and individual as relate to managing projects successfully, as this model identifies three core interrelated functions, which explain the management and leaders core management responsibility. These three core function consist task: achieving the teams goal. team: developing and building your team, so that its ever more effective. individual: helping individuals develop their full potential in the workplace. Discussion Davis (2001) identified three factors, which can determine whether the team is effective or not, such as: The people (individual) within the team: Effective team determining factor for individual aspect include personal job satisfaction, low or no conflict and power struggles, having job security, appreciation by management and mutual trust of colleagues. The organizations rules and culture: includes the people do thinks and believes of the individuals. The tasks to be completed: including appropriate leadership, team involvement in decisions, appropriately skilled team members, challenging work, goals and objectives. According to Davis (2001) it is easy to appreciate the impact of organizational rules and job tasks on each other and on people (individual), but it is much more difficult to understand the impact of individual-related factors on other factors of successful teams of a successful project. Individual related factor such as trust is a major component in forming an effective working team that achieves results. Leaders/ managers are primarily responsible for creating trust. Adair (1997) describe the best leaders is who balance the task, team maintenance, and individual needs. Balancing task, team and individual Adair found that effective leaders pay attention to three areas of need for members of the team: those relating to the task, to the team itself and to individual team members with emphasis on variation with all three interdependent variables. Teams can be more effective for making decisions effectively and quickly than the traditional hierarchical structure according to the large body of research (Thompson 2008). As group members come and go, due to turnover, promotions, hiring and other reasons; therefore resulted over time change in teams, goals, group tasks etc (George et al. 2008). Teams can be classified on the basis of size, organizational level, composition, potential contribution to organizational performance, objectives, permanent versus temporary. According to Colloquia et al., there are 5 general types of teams such as work teams, management teams, parallel teams, project teams and virtual teams. Leadership is the ability to affect human behaviour to accomplish a mission, the act of influencing people to set and achieve goals (McGraw, 2009). Great leaders are visionary people who are able to achieve results using people. They exhibits authority in themselves and exhume confidence in their team members. Some leaders are democratic, allowing team members to express their opinions. Some are dictatorial, explaining what they want from their teams to the team members to execute. All styles have opportunity and challenges and may be used in certain circumstances. Team leaders must also realise that there are different types of human traits that can be exhibited among team members. These traits rarely have advantage over others as they are complementary. It is the duty of an effective team leader to identify the trait in individual members of his or her team and know how to use the qualities to advantage. All these traits have the qualities which effective team leaders can exploit and none is better than the other. Tasks are those activities that need to done in order to achieve the desired goals and outcome. Leader can help to facilitate these tasks by planning the work, allocating the resources, checking performance and reviewing progress. Team maintenance relates to maintaining good relation and building team spirit, training the group, maintaining discipline. Individual needs can be satisfied by attending to personal problems, training the individual, giving them status and praise, meeting their needs and reconciling conflicts between group needs. To achieve the task, management should make it clear who is going to do what, proper delegation of responsibilities, everyone is clear about the objectives, is adequate authority delegating to the team, are working conditions right for the group, have the time planned affectively, who will cover the absent person, is there adequate resources to complete the tasks. In building and maintaining the team, management should make it clear is the size of the team is correct, are the right people working together, are the rules seen to be reasonable, is the team motivated to achieve the tasks, is the conflict dealt properly, does the team accept the objectives do the team knows about the expected standards of performance. In developing the individual, management should make it clear that have the targets been agreed and quantified, does the individual know about their contribution to work, overall result, does the individual got sufficient authority to achieve the task delegate to them and has adequate provisions been made for retaining and training team members. According to the Hackman (1987), there are 3 primary definitions of team success, and these relate to the task, social relations, and individuals. A successful team completes its task. While completing the task, team members develop social relations that help them work together and maintain the team. Teamwork should help to improve an individuals social and interpersonal skills. Mullins (2010:369) suggests that the action taken by the leader in any one of these area of need will affect one or both of the other areas of need with the ideal position been the complete integration towards the achievement of all three. However, building the team and satisfying individual needs are considered to be part of leadership whilst achieving the common task involves the process of management. According to Robbins (1998) Individual behavior have key variables, which make up individual difference. Every individual has their own attitudes, personality, values, talent, ability to learn, motivation factors, perceptions. Different nature of these variables (attributes) make individual different. Attitude is the judgment an individual make about events and people. This judgement can be positive or negative. Basic values influenced attitude and attitude affect the individual behaviour. Sometime attitudes can change, while values are unlikely to change. Values: Values are the general belief about what is good and bad. Values affect the individual behavior and attitude and difficult to change. Personality: Individual act and behave in a particular way, which called personality. Personality can be learned and inherited. Talent: Talent means the intelligence and ability of the individual. Level of persons talent will depend on how those people perform their job. Ability to learn: This is related to the change in behavior based on experience and getting new ideas. Motivation: Motivation means willing to do something with inspiration, not by force. Different individual have different motivating factors, such as money, name and fame etc. According to Bowditch et al the motivation of team members of joining a team, strongly influence cohesiveness of the team and the members productivity. Perception: Different people give different meaning to what they see around them; therefore people perceive things in different ways. By Knowing about individual differences leaders can understand why individual respond differently. Leaders should appreciate that it is difficult to change values, therefore they may be try to change attitude. As attitude affect behavior, which affect job performance and motivation. The key learning point from these different factors is that if leader want to get best from their team he should appreciate that individuals need to be treated differently. There is also Myer-Briggs model (1956) which effective team leaders have to contend with. This model is about personality types. Myer-Briggs identified four ways people differ from each other. These are: the way they think; the way they view; the way they feel/perceive and the way they see things. Team diversity include language difference, cultural difference, background difference, qualification difference, class, age, sex and experience also have effects in a team which the leader must manage. Mckenna and Maister draw attention on the importance of group leader establishing trust among the group by helping them understand the behaviours that build trust (Cited in Mullins, 2010). Successful project management will require the following list of common tasks for each of the three management responsibilities so that leaders will balance their resources appropriately. Task Team Individual Establish deadlines for project tasks, and explain the quality standards expected. Ensure that everyone in the team has the skills and training to accomplish the final goal Help define each individuals role within the team and agree the tasks they are responsible for. Clearly state the final goal of the team. Monitor team relationships, and resolve conflicts where necessary. Appropriately praise and reward individual team members for their contribution to the team. Ensure everyone understands the resources, people, and processes that they should be using If team will be working in smaller teams, appoint a leader for each team, and ensure that he/she is effective and properly trained. Ensure that one on one time is spent with each member: identify their strengths and weaknesses, their needs, and any special skills they can bring to the team. Create a detailed plan for how the group is going to reach their final goal. Work on keeping the team motivated with high morale. If any team members seem to be lagging behind, coach them until they are back on track. Identify the purpose of the team and communicate team members. Identify the style the team will be working in (very formal, relaxed, etc.) Ensure each team member has the skills to perform his or her role successfully. Give regular feedback on the teams performance. 4. Conclusion Leaders have many responsibilities when it comes to managing their teams. And, its easy to get so focused on one area that the others slip by the wayside, leading to an unbalanced, poorly-functioning group. ACL model states that leaders must balance the actions they take across all three key areas if they want their project to succeed. The areas are interdependent; if a leader focuses too much on one area and neglects the other two, then the group will experience problems. The leaders do not necessarily have to divide their efforts equally across these but balance according to the situation and over time. Using a tool like Action Centered Leadership can help any leader stay on top of the most important responsibilities, and keep the group working efficiently, happily, and productively. John Adairs simple Action-Centered Leadership model provides a great blueprint for leadership and the management of any team, group or organisation. Good managers and leaders should have full command of the three main areas of the ACL model, and should be able to use each of the elements according to the situation. Leaders who are able to achieve the task; building the team and develop keeping the right balance, gets results, builds morale, improves quality, develops teams and productivity, and is the mark of a success.

A Lady of Letters and Cream Cracker under the Settee by Alan Bennett Es

"A Lady of Letters" and "Cream Cracker under the Settee" by Alan Bennett The two monologues I am going to be writing about are two elderly women who are lonely and trapped in their own homes. I will be talking about how Doris, one lady from 'Cream cracker under the settee' and Irene, the other lady in 'Lady of letters' are suffering from loneliness. Doris and Irene both live alone. They don't seem to have any special friends. For example, Irene doesn't like being people calling her Irene. People who come across Irene must call her Miss.Ruddock; nobody has called her Irene since her mother died. Only real friends may call 'Miss Ruddock' Irene. But both Doris and Irene have people who do you look out for them like the policeman who calls in to check on Doris from time to time. Both monologues are talking, and looking directly into the camera, at many different angles. This gives a great effect, as the person talking in the monologue seems to be talking to 'YOU', in the audience. In the monologues the women mainly talk about the past and by comparing the day they were 'kiddies' to the days of today. This is how monologues are a lot different to dramas. Monologues are an interesting way for the people in the audience to see the opinions and thoughts of another person, maybe older or maybe younger. Both these monologues don't have a grouped name such as, action, horror or comedy but if I had to catorgise these monologues, I would say they are 'real life tragedy's'. There are the little side comments which the author for both monologues, Bennett, has made to make the make the audience giggle but the whereas the individuals in the monologue, in this case Doris or Irene, aren't aware that whate... ...the Settee' my emotions stayed practically the same all the way through the monologue, as for 'Lady of Letter' I felt a number of emotions for Irene, Happy, angry, sad. I felt a lot of sympathy for Doris when she was talking about her family but i feel no sympathy for Irene. As I said, my feelings stayed the same for Doris but I did feel frustrated at times, as it is frustrating when 'you' know what's best for someone but that someone doesn't understand. My feelings varied a huge amount for Irene mainly because Irene's feelings varied an amount. Both monologue were encouraging in there own ways. 'Cream cracker under the settee' did get a bit tedious at times and sometimes made me want to fall asleep due to the same tone of voice droning on and on. I had a lot more to write about for Lady of Letters because I thought there was a much better story line.

How Japan Committed Crimes Against Humanity in Pursuit of Self-Interest

Japan was one of the major powers of Axis Powers during the World War II. From 1937 to 1945, Japan started a series of wars, and resulted in millions of casualties along the way. Japanese battlefield consists of three parts: China, Pacific and Southeastern Asia. Japanese started these wars because they wanted to gain resources and war advantages for their own country. Japan committed crimes against humanity during their wars, which means they neglected human dignity and degraded human value by humiliation. During the Sino-Japanese War, the Pearl Harbor Attack and wars in Southeastern Asia, Japan, in pursuit of self-interest, violated human rights and committed crimes against humanity. Japan's attacking China in 1937 is a crime against humanity. On July 7, 1937, Japan attacked Beijing using a missing soldier as an excuse, without no official declaration to war against China. On December 13, 1937, Japan started a series of massacre in Nanking, which resulted in a casualty of 300,000. During the three-month-long massacre, Japanese army kill for pure fun, and their crime include brutal rape of innocent women, beheading civilians as competition, and murder newborn babies. Unit 731 of Japanese army used Chinese people as human test subjects to develop chemical weapon to win the war. They performed amputation and poison gas test on innocent Chinese civilians. When the war reached stalemate, and Japanese troops suffered from hunger, they kill war prisoners and eat the bodies. Japanese officers forced Chinese women to be "comfort lady" for the troops. While the name sounded great, reality was that these "comfort ladies" ended up raped by Japanese soldiers over and ov er again until death. (Yoshimi 146) These were all crime against h... ...self-interest contradicts humanity and one fails to protect the latter, then it is the unforgivable crime against humanity, and should be punished. Works Cited "Unmasking Horror" Nicholas D. Kristof (March 17, 1995) New York Times. A special report.; Japan Confronting Gruesome War Atrocity Keenan, Joseph Berry and Brown, Brendan Francis, Crimes against International Law, Public Affairs Press, Washington, 1950. Secondary sources: Yoshiaki Yoshimi, 2001–02, Comfort Women: Sexual Slavery in the Japanese Military during World War II. Columbia University Press. Lord Russell of Liverpool (Edward Russell), The Knights of Bushido, a short history of Japanese War Crimes, Greenhill books, 2002 Willmott, Hedley P., and Michael Barrett. "World War II (Causes)." World at War: Understanding Conflict and Society. ABC-CLIO, 2014. Web. 18 May 2014.

Strategic Alliance Between Nokia and Microsoft

Business Administration knowledge assists the implementation of the strategic alliance between Nokia and Microsoft from several aspects. To begin with, decisions about leadership are one of the most disturbing problems in the strategic alliance; interim leaders are appropriate solutions to the issue (Werther, 1998). Interim leaders are those haired from a third party, not belonging to the alliance partners. Compared to selecting a leader from one of the partners, interim leaders have their advantages.It eliminates the assumption from both the public and the employees that one party has the domination, which assists to build a neutral image of the alliance (Werther, 1998). Therefore, Nokia and Microsoft are in a fairly equivalent position in the alliance. Moreover, their focus is the success of the alliance rather than the benefits of one of the alliance parties (either Nokia or Microsoft). Compared to outside consultants, interim leaders also have more merits.Werther (1998) suggests that interim leaders have operational or practical authority instead of advising authority owned by consultants, and they are suitable in the start-up stage of the alliance. As the alliance between Nokia and Microsoft has just begun, interim leaders can be helpful. Interim leaders contribute to distinguishing between â€Å"actual values that are ‘in use’ from stated or ‘espoused’ values that are merely touted for internal or external consumption† (Argyriset al, 1985; cited in Werther, 1998, p. 342). Thus, Nokia and Microsoft should select an interim leader from the third party rather from themselves.In addition, information flow management including intellectual property protection is crucial to the success of the alliance. Microsoft is the leading software company in the world, and Nokia has been the leading phone manufacturer all over the world. Thus, the value of intangible information can be even greater than tangible assets companies own. Howeve r, partners are often in a dilemmatic situation where they want to balance the outflow of information to successfully achieve the task and the protection of intellectual asset (Osborn et al, 2001).The careful management of information is of great importance. Firstly, alliance managers need to have a clear understanding of partner’s intention of learning and the extent to which partners are willing to learn from cooperators (Ireland et al, 2002). Then, suitable organizational control like â€Å"integrating mechanisms and use of interest-aligning incentive plans† (Geringer& Herbert, 1989; Kumar & Seth, 1998; cited in Ireland et al, 2002, p. 437) can be used to manage information flow.When it comes to intellectual property protection, both Microsoft and Nokia should think about the value of the company’s intellectual asset and decide the key components that belong to inadvertent transfer. In this case, Microsoft may need to have a consideration of the safety of cor e techniques involved in providing the operating system. Moreover, Gadieshet al (2002) emphasize the necessity to have an intellectual property audit internally before alliance, with companies whose central capital consist of intellectual property.Lastly, building trust between partners also contributes to the success of strategic alliance. Trust means that the partner’s behaviours will meet expectations, and it leads partners to bear risks and produces a positive effect on the alliance (Ireland et al, 2002). Continuing to show the company’s goals for strategic alliance while partners do the same and demonstrate patience are important actions in building trust (Cullen et al, 2000; cited in Ireland et al, 2002, p. 38). As the problems are usually clearer to middle managers and engineers who experience every day alliance activities (Osborn et al, 2001), thus, the trust and communication building between these people from Microsoft and Nokia cannot be ignored. All in all, experts and managers with sophisticated business administration knowledge are required to implement these tasks. The successes of these aspects contribute to the success of the strategic alliance.

Process the Battle to Buy a Car

Outline Informative Process Analysis Audience: Individuals interested in purchasing a vehicle Purpose: To help potential car buyers be prepared; so, they may achieve what they want, and need in a vehicle. Thesis: There is a method to the madness of buying a vehicle; you just need to have the right weapons for battle. A. Know what you want. B. Know how you’re going to pay for it. C. Be informed. D. Take your time. E. Above all, don’t be gullible The Battle to Buy a Car After twenty-six years in the car business, I can honestly say, â€Å"I’ve seen and heard it all. As with most things, the car business changes constantly. Always inventing new ways of sell a car. However, one thing hasn’t changed. It still needs salesmen to sell their product. Most salespeople are knowledgeable, and upfront. However, it is a business. Salesmen are there to make money. Simply as that. Some just do it a little more ethically then others. This leads us, to the fast talking sal esmen. You know the type: tall, dark, handsome, and knows it all. The minute you walk on the lot, he’s on you like white on rice.Equipped with sunglasses, and a cigarette in his mouth, he’s ready to sell you everything but the kitchen sink. With that said, let me start by saying, â€Å"get armed†. Buying a car today is a battle. Being prepared will be one of your greatest weapons. Therefore, here are five â€Å"Do’s and Don’ts I’ve come up with. First, before you step onto the car lot, know what you want. What are your needs? Know what you like and do not like about your present vehicle. Knowing this ahead of time will help you buy what you want and not what the fast talking salesperson wants you to buy.I’ve seen it. For example, a customer comes to purchase a four-wheel drive truck. He’s living in Buffalo New York and gets 20 feet of snow at a time. However, instead he leaves with a two-wheel drive truck. The customer is all excited; he loves his new red truck. Can’t wait to show the guys. Bright red, 20-inch chrome rims, and only two hundred and forty bucks a month. What a deal! Unaware that his salesperson was awarded salesmen of the month; for selling the only two-wheel drive truck, the dealership has ever had.There you go. The saying is correct. There is an ass for every seat! Three weeks down the road the customer is late for work because the bright red truck, he’s only paying two hundred and forty dollars a month for; can’t get out of the driveway! Prioritize. Have an ideal of what’s most important to least important to you. Second, know how you plan to pay for this vehicle. Are you paying cash or will you need to finance. If you are paying cash, know ahead of time how much you have or are willing to spend; and stick with it.If you need to finance, check out interest rates and terms that are available to you through banks and other financial institutions, such as credit unions, small finance companies, and even family. Car dealers generate a great deal of income from assisting you with financing. The financial institutions pay dealers depending on what interest rate and term they give to the customer. You may, be able to save money doing it yourself. Third, be informed. The price is important to all of us. However, it’s not everything. Before you can successfully negotiate anything, you need to know as much about it as you can.Use all resources of information available to you. Today we have the optimum weapon, the Internet. Use it. The internet can show all makes and models of vehicles, help find the history of a vehicle, the worth of your trade-in, along with, the vehicle your interested in. Can assist you in being informed of warranties, recalls, and what problems may exist within certain makes and models. Remember, when purchasing a used car, warranty means everything. You don’t want to be stuck with a problem vehicle, and have a â€Å"thirty-seconds, thirty-feet† warranty.In addition, previous purchasing experiences can be helpful. Knowing what kind of treatment and service you received from a particular dealership will let you know weather or not to return. A return customer should also be entitled to receive an additional discount. Loyalty has its advantages. Fourth, take your time. Don’t be an impulse buyer. Never buy the first time on the lot. Take your information, and experience home with you. Discuss it, way all of your options and then make your decision. Fifth and finial thought. Don’t be gullible! Remember, if something is to good to be true it usually is.