Financial Statement Analysis of Hilton Worldwide Holdings

Financial Statement Analysis of Hilton Worldwide Holdings Company Overview HiltonWorldwide Holdings Inc.is one of the largest and fastest growing hospitality companies in the world. The company is correctly positioned in the industry. We expect Hilton to grow at about 6.92% the same rate as its competitor and to maintain the median returns it currently generates. Hilton has relatively high profit margins while operating with median asset turns. Hiltons year-to-year change in revenues and earnings are better than that of its competitor. Hiltons revenue growth in recent years and current P/E ratio are both around their respective peer medians suggesting that historical performance and long-term growth expectations for the company are largely in sync. Analytical Conclusion Although the hospitality industry can get volatile Hilton Worldwide will continue to make strides as the company has a dedicated team coupled with an award winning portfolio and tailor made strategies for each hotel. Hence, the company will continue its operations for years to come. While Hilton has little control over external shocks, the company has the ability to adapt to its competitors, both old and new in all 104 countries and regions. Hilton worldwide is fairly valued. The company is currently valued at $19.07 billion with an anticipated value of $19.70-20B. Summary Financials Price (Sale):2.63(BV):3.21Float: 192.69M Debt to Equity: 184.85 52 Week Trading Range: 41.55 60.40Insider Holdings: N/A Current Ratio: 1.33 Cash: 1.42B Equity: 5.89 B P/E trailing: 54.77 Exchange: NYSEProfit Margin: 4.82% P/E forward: 27.65 Market Cap: 19.18BOperating Margin: 28.07% Shares Outstanding: 329.73MROE: 6.17% Selected Financials FY 12/31 2018 2017 2016 2015 2014 2013 2012 Revenue 9.66B 8.88B 11. 66B 11. 27B 10.50B 9.74B 9.28B Net Income 743M 571 M 348M 1.4B 673M 415M 352M EPS (Basic) 2.06 1.74 1.06 4.26 2.04 1.35 1.14 EPS (Diluted) 2.06 1.74 1.05 4.26 2.04 1.35 1.14 P/E 28.22 33.25 21.59 30.65 34.40 33.82 35.98 Company Highlights Net loss for the fourth quarter was $382 million, and net income for the full year was $364 million. Diluted loss per share was $1.17 for the fourth quarter, largely driven by $513 million of non-cash corporate restructuring charges incurred prior to the spin-offs, and diluted EPS was $1.05 for the full year. Added 354 hotels to its system in 2016, opening nearly one hotel per day in the year. Completed spins-offs of Hilton Grand Vacations (HGV) and Park Hotels and Resorts (PK) Hilton launched its newest brand the Tapestry Collection by Hilton. Description Hilton is one of the largest and fastest growing hospitality companies in the world, with a portfolio of 14 world class brands comprising over 4,900 properties with more than 800,000 rooms in 104 countries and regions. Hilton is committed to fulfilling its mission to be the worlds most hospitable company by delivering exceptional experiences at every hotel, to every guest, every time. Hilton was founded in 1919 by Conrad Hilton when he purchased his first hotel in Texas, Hiltons is the most recognized hotel brand in the world. Hiltons operate its business across three segments: ownership; management and franchise; and timeshare. Hiltons strategy focuses on providing service and cost models tailored to each hotel, reflecting size, business complexity, and market environment. Hilton provide appropriate levels of engagement depending on each hotels needs, by ensuring hotel owners are fully engaged in decision-making. This consolidated approach means Hilton maximize cost and scale effici encies, by sharing best practice, market and trend intelligence and ensuring appropriate affordability to each hotel. For example: Hilton refine its luxury brands to deliver products and service standards that are relevant to each region. Hiltons operations are mainly concentrated in the United States, however, it has its presence in the international markets such as in Europe, the Middle East and Africa, and in the Asia Pacific region. Operations Hilton operates its business across three segments namely; ownership, management and franchise, and timeshare. Ownership Hilton is one of the largest hotel owners in the world based on the number of rooms at the companys leased, owned and joint venture properties. Hiltons diverse global portfolio of owned and leased properties includes a number of prominent hotels in major cities such as New York City, San Francisco, London, Chicago, SÃ £o Paolo and Tokyo. Hiltons portfolio includes renowned hotels with significant underlying real estate value, by the end of 2016, the ownership segment had 141 hotels with 57,716 rooms. In recent years Hilton has expanded its hotel system less through real estate investment and more by increasing the number of management and franchise agreements the company has with third-party hotel owners. Hilton focuses on maximizing profitability and cost efficiency of all its portfolios by, reducing fixed costs and implementing new labor management practices and systems. For instance, Hilton has developed and executed strategic plans for each of its hotels to enhance the market po sition of each property. At many of its hotels Hilton has renovated guest rooms and public spaces and added or enhanced meeting and retail space to improve profitability. At certain of its hotels, Hilton is evaluating options for the adaptive reuse of all or a portion of the property to residential, retail or timeshare uses. Management and Franchise Hiltons management and franchise segment enables the company to manage timeshare properties and hotels and license its trademarks to franchisees. Hilton currently manages 4,734 hotels with 738,724 rooms. Therefore, this segment generates its revenue primarily from fees charged to homeowners, hotel owners and associations at timeshare properties. Hilton grows its management and franchise business by attracting owners to become a part of its system and participate in its brands and commercial services to support their hotel. On Hiltons part, these contracts require little or no capital investment to initiate and provide substantial return on investment for Hiltons. Hiltons primary management services consist of operating hotels under management contracts for the benefit of third parties, who either own or lease the hotels. Hilton earns an incentive fee based on gross operating profits and a management fee based on a percentage of the hotels gross revenue. For a fee Hilton franchise its trade, brand names, operating systems and service marks to hotel owners. Hilton does not directly participate in the daily operation or management of franchised hotels but its conducts periodic inspections to ensure that brand standards are maintained. Hilton approves certain aspects of development and the location for new construction of franchised hotels, in some cases, Hilton also provides the franchise with product improvement plans that must be completed in accordance with brand standards to remain in Hiltons hotel system. Timeshare Hiltons timeshare segment generates revenue from three primary sources: Resort Operations, Timeshare Sales, and Financing. Hilton market and sell timeshare interests owned by Hilton and third parties. The company sells timeshare intervals on behalf of third-party developers using the Hilton Grand Vacations brand. Through resort operations Hilton manages the Hilton Grand Vacations (HGV) Club, receiving annual dues, enrollment fees, and transaction fees from members. Hiltons also provides consumer financing, which includes interest income generated from the origination of consumer loans to customers to finance their purchase of timeshare intervals and revenue from servicing the loans. Strategy Since Hilton Worldwide was founded, the company has been among the top hospitality companies in the industry. In fact, after almost 100 years it is considered one of the largest and fastest growing corporations with the goal to deliver outstanding customer experiences and excellent operating performance. Hiltons business strategy is based on its service differentiation, the company distinguishes itself from its competitors by providing high quality service combining it with IT systems. According to Dudovki, (2016), Hilton has been focusing its strategy on digitalizing mobile services, booking channels, loyalty and data driven-personalization, and also improving guest experience and privacy. Enhanced service offering is at the forefront of Hilton strategy. In order to allocate more of customers travel spending to Hilton hotels, and consequently to enhance customer loyalty for the entire system of hotels and timeshare properties, the team created Hilton Honors Loyalty Program. The program rewards guests with points for each stay at any of Hiltons more than 4,900 hotels worldwide. Members can use the points earned for free hotel nights and other goods and services; moreover, it is possible to spend the points with 130 partners, among which car rental, rail, and airlines companies, credit card providers and others. The loyalty program contributed over $17 billion in terms of revenues as reported at the end of the year 2016. Another strategy employed by Hilton is premium pricing. Hilton utilizes the premium pricing policies for its upscale services and hotels. The pricing strategy is established to emphasize, among customers, the sense of status and luxury rather than the sense of stay and dining. Through the analysis of previous performance and strategies they provide to manage future profitability. For instance, they engage with sales teams for hotels with significant group/corporate business, to ensure corporate pricing structure is maximized throughout the RFP process. The management of Hilton believe every Hilton Worldwide property has its own unique strengths and challenges. As such they provide service and cost models tailored to each hotel, reflecting business complexity, size, and market environment. Hilton matches its service to the needs of the clients hotel, Hilton management believes that one size fits all. This consolidated approach means that Hilton maximize cost and scale efficiencies, rapidly sharing best practice, market and trend intelligence and ensuring appropriate affordability to each hotel. Hilton have focused on optimizing hotels market share and delivering market-beating revenue per available room (RevPAR) results. Hiltons team provides thorough analysis of previous performance and strategies to drive future profitability. Management Hilton Executive Committee is characterized by key personnel with diverse backgrounds who were able to bring the company to the prominence it now enjoys in the hospitality industry. Among those executive are Hiltons President and Chief Executive Officer, Christopher J. Nassetta. Nassetta has been one of the most important figure in the Hilton family since 2007. With a degree in finance, Nassetta has always been close to the hospitality industry and real estate market. In fact, he worked as President and Chief Executive Officer at Host Hotels Resorts, Inc. since 2000, and before he was Chief Development Officer for The Oliver Carr Company, one of the largest commercial real estate company in the Mid-Atlantic region. He is also involved in several non-profit organizations and volunteering. Another central leader in this profitable company is its Executive Vice President Chief Financial Officer, Kevin Jacobs. He began his experience at Hilton in 2008 covering various positions. He is now responsible of the companys global finance, information technology and real estate functions. As his President, Jacobs has a background in the hospitality industry working for other Hotels and Resorts corporations. Jim Holthouser joined Hilton board as Vice President of Global Brands in 1979. He directs the brand management and customer marketing across nine consumer brands for more than 4,000 hotels. With over 20 years of experience in the restaurant, lodging, and gaming industries, Holthouser has held a series of senior management positions within Hilton in the franchising, branding, and marketing arenas. The above mentioned key personnel are veterans in their own right with experience in hospitality and related industries, Hiltons executive team is well-positioned to accelerate its momentum. Hiltons executives collectively make a holistic team because they are from diverse background and shares common interests and values as such they all able to contribute to the holistic growth and development of Hilton Worldwide. Markets The hospitality industry is seasonal. It is common for Hilton and the other competitors to expect lower revenues in the first quarter of each year. According to Statista the global hotel industry in 2016 was valued at $490.06 billion. Reports by Financial Morningstar.com indicate that Hilton Worldwide is ranked among the largest player in the global hotel industry, Hilton and Marriott have the highest market share. They are followed by Wyndhams, Choice Hotels and International Hotels Groups. The global hotel industry is fragmented. There is no single company in a position to influence or dominate the industry as no company holds more than 5% of the global market shares. Hilton is growing quickly, as it has the highest global market share by room supply of approximately 4.7%. Hiltons operations are mainly concentrated in the United States, but it has started to increase its presence in the international market. Hilton has a higher market share of 9.3 % in the United States, it has a r elatively small share of 3% in other regions in the Middle East and Africa, 1.6 % in Europe, and 1.2 % in the Asia Pacific region. Hilton faces a strong competition as a hotel, resort, residential, and timeshare manager, franchisor, developer and owner. The hotel and lodging industry inspects several elements in terms of competition, such as the attractiveness of the facility, location, quality of accommodations, amenities, level of service, room rate, public and meeting spaces and other guest services, consistency of service, brand reputation and the ability to earn and redeem loyalty program points through a global system. Hilton principal competitors on a global scale are Marriott International, Accor S.A., Carlson Rezidor Group, MÃ ¶venpick Hotels and Resorts Hongkong and Shanghai Hotels, Hyatt Hotels Corporation, Intercontinental Hotel Group, and Wyndham Worldwide Corporation. Financial Analysis and Projections Financial History 2014-2015 Hilton Worldwide generates revenue from three business segments namely ownership, management and franchise and timeshare which accounts for the companys strong financial results. For fiscal year ending 2015 total revenue increased from $10,505,000,000 in 2014 to 1$1,272,000,000 in 2015, showing a growth of 6%. This positive revenue is attributed to recovery in the economy. Likewise, cost of revenue also increased from $4,029,000,000 in 2014 to $4,065,000,000. These cost of revenue are consistent with the companys portfolio expansion. However as a percentage revenues, cost of revenues decreased by 2% in 2015 which is a reflection of the companys extensive cost reducing strategy, meanwhile the companys gross profit margins increased by 2.27% in 2015. The companys selling and administrative, non-recurring, and other expenses as a percentage of revenues has shown slight increases over the past two years, which is consistent with expansions. However, the company was able to compress the cost of expenses so that these cost did not increase by more than the increase in revenues. On a per share basis, earnings showed a significant increase from $2.04 in 2014 to $4.26 in 2015, this represented an increase in performance. The companys net profit increased by 5.59% to 1,404,000,000 up from 673,000, 000, as Hilton launched its 13th brand, Tru by Hilton. Hiltons performance was as a result of the increase in revenues from owned and leased hotels in all segments and regions, with occupancy and rate increases in all regions except Middle East and Africa. Hiltons economic growth continued to drive performance, as global RevPAR increased from 3 to 5 percent. Hilton achieved record expansion and financial results in 2015 and continues to lead th e industry as the largest, best-performing and fastest-growing hospitality company. Fiscal Year ended 2016 The fiscal year ended 2016 was a record-breaking year for Hilton as the company increased its system size by 6.6% with 52,000 gross rooms opened, nearly one hotel per day was opened a total 354 hotels and started construction on nearly 77,000 rooms. The first quarter of the fiscal year 2016, was the slowest quarter for Hilton as they reported revenues of $2,750,000, 000, a 5% decrease over the corresponding period for 2015. The second quarter was the strongest quarter of the entire year, with a 9.9% revenue growth over the previous quarter. Revenues saw a consistent decline over the two last quarters. Net income for the first quarters of the 2016 was $ 309,000,000, a 48.5% increase over the corresponding period the previous year. However the company saw a significant reduction in net income over the three last quarters, and even posted a net loss in fourth quarter of 2016, the net loss was $382 million compared to net income of $816 million for the previous period in, 2015. During the fourth quarter of 2016, Hilton incurred a tax charge of $513 million related to a corporate restructuring executed before the spin-offs, resulting in a net loss for the period. For the fourth quarter of 2016, diluted loss per share was $1.17 compared to diluted earnings per share of $2.47 for the fourth quarter of 2015. For the fiscal year 2016, diluted EPS was $1.05 compared to $4.26 for the previous year. Net income was $364 million for the full year 2016 compared to $1,416 million for the fiscal year 2015, a 74% reduction. The companys performance for fiscal year 2016 reflect the effects of the spin-off of Park Hotels Resorts Inc. and Hilton Grand Vacations Inc. which was completed in January 2017. Consolidated Income Statement and Projections Common Size Expected Common Size Expected Common Size Actual Actual Actual All numbers in thousands Revenue 12/31/2018 12/31/2017 12/31/2016 12/31/2015 12/31/2014 Total Revenue 100% 9,661,440 100% 8,880,000 100% 11,663,000 11,272,000 10,502,000 Cost of Revenue 35.00% 3,381,504 35% 3,108,000 34.71% 4,048,000 4,065,000 4,019,000 Gross Profit 65.00% 6,279,936 65.00% 5,772,000 65.29% 7,615,000 7,207,000 6,483,000 Operating Expenses Selling General and Administrative 42.00% 4,057,805 40.00% 3,552,000 43.40% 5,062,000 4,741,000 4,182,000 Non-Recurring 0.09% 9,000 0.17% 15,000 0.13% 15,000 9,000 9,000 Others 5.88% 568,093 6.00% 532,800 5.88% 686,000 692,000 628,000 Total Operating Expenses Operating Income or Loss 1,645,039 1,672,200 1,861,000 2,071,000 1,673,000 Income from Continuing Operations Total Other Income/Expenses Net 4.50% 434,764.8 1.00% 88,800 0.15% -18,000 283,000 73,000 Earnings Before Interest and Taxes 21.53% 2,079,803 19.83% 1,761,000 15.79% 1,842,000 2,071,000 1,765,000 Interest Expense 5.00% 483072 5.00% 444,000 5.03% 587,000 575,000 618,000 Income Before Tax 13.00% 1,255,987.2 11.83% 1,050,600 10.76% 1,255,000 1,496,000 1,147,000 Income Tax Expense 5.00% 483072 5.00% 444,000 7.64% 891,000 80,000 465,000 Minority Interest 0.40% 38645.76 0.40% 35,520 0.43% 50,000 34,000 38,000 Net Income From Continuing Ops 8.00% 772,915.2 6.00% 532,800 3.05% 356,000 1,427,000 692,000 Net Income 7.60% 734269.44 6.43% 571,080 2.98% 348,000 1,404,000 673,000 Net Income Applicable To Common Shares 734,269.44 571,080 348,000 1,404,000 673,000 EPS Diluted 2.09 1.74 1.06 1.35 1.14 Average Share 350,000 329,000 329,730 1,040,000 590,350 Projections for Next Two years Current Fiscal year ending December 2017 As Hilton separate into three distinct, publicly traded company, in order to unlock growth opportunities and to take advantage of the capital market and tax efficiencies, there seems to be a dim outlook for the upcoming year. Experts project that revenues growth will decrease by 23.80% to 8.88 billion down from 11.66 billion in 2016. This expected decline in growth is not expected to translate in a reduction in overall EPS, as EPS, are expected to increase from $1.06 to $1.74. In fiscal 2017 the company plans to roll out its new simplified business model: A market leading fee-based business as over 90% of Hiltons revenue comes from franchise fee and management fee. This new business model is expected to generate significant revenues as the company continues to lead the industry in net unit growth without significant use of capital. Hilton intends to aggressively invest to drive revenues and manage risk. With the enhanced capabilities developed through the 354 hotels added in 2016 and the completion of a further 77,000 rooms. In addition, the company is expected to drive per unit growth due to the launch of its newest brand, Tapestry Collection by Hilton and extensive management contracts with large luxury hotels in countries such as China. However, general and administrative expense, non-recurring expenses and other expenses are projected to be flat compared to fiscal year 2016. Net profit is project to increase by 3.45% to 571,080 million. For the fiscal year ending December 2017, Hilton expects total revenue from continuing operations to increase by more than 20% up 88 million compared to the $18 million loss in 2016. Net unit growth is expected to be roughly 50,000 to 55,000 rooms as such system-wide RevPAR is projected to increase anywhere from 1 to 3 percent compared to 2016. For the fiscal year 2017 cash available for capital return and debt prepayments is projected to be between $900 million and $1 billion. Likewise, capital expenditures for the year, excluding amounts reimbursed by hotel owners, are estimated to be between $150 million and $200 million. Fiscal Year Ending December 2018 For the fiscal year ending December 2018, revenue are projected to increase by an average of 8.80 %, up to $9.67 billion, while earnings are expected to grow to an average of 2% to roughly $2.08 billion, showing positive prospects of continued growth. The earnings per shares are expected to show a corresponding increase from $1.74 to $2.08. Hilton is expected to drive leading investment returns to hotel owners, as hotel owners continue to invest in Hiltons system growth. Hilton is also expecting its market-leading growth to be amplified by its new brands that will bring new customers into its system and offers more opportunities for its existing customers to stay with the company. Capitalization and Other Asset and Liability Analysis During fiscal year 2016, in preparation for the spin-offs, Hilton entered into a series of financing transactions, of which the debt incurred by HGV and Park is the sole obligation of those entities after the spin-offs. Hilton entered into a $200 million senior secured term loan facility for HGV, the company also entered into a $750 million senior unsecured term loan facility for Park and issued two new commercial mortgage-backed securities (CMBS) loans for Park totaling $2 billion. The company also repaid $250 million on the senior secured term loan facility entered into in 2013. Finally the company borrowed $300 million on the revolving non-recourse timeshare financing receivables credit facility entered into in 2013 for HGV. Also during the fourth quarter of 2016, Hilton repaid the outstanding balance of $3,418 million on a CMBS loan entered into in 2013 and a $450 million mortgage loan, using net proceeds from 2016 borrowings and available cash. As of December 31, 2016, Hilton had $10.2 billion of long-term debt outstanding, of which $3.0 billion is transferred to Park and $0.5 billion is transferred to HGV in connection with the spin-offs. As of December 31, 2016, total cash and cash equivalents was $1,684 million, net receivables was $1.15 billion, inventory amounted to 541 million and other current assets was 176 million. In December 2016, Hilton paid a quarterly cash dividend of $0.07 per share on outstanding common shares, a total of $70 million, bringing total cash dividends paid in 2016 to $277 million. Hilton ended 2016 with property plant and equipment valued $8,930 million, goodwill of $5,822 million, intangible asset of $6,374 million, and other assets of $334 million the company also had deferred long term asset charge of 117 million. Hiltons total asset increased by 495 million to $26,211 million up from $25, 716 million in 2015. At the end of the 2016 the Hiltons had a working capital of $873 million, this indicates that the company has the ability to pay its short term liabilities. The current ratio is 1.33:1, which is also an indication of the companys ability to honor its short term obligations as they fall dues. Hiltons has $2,684 in total current liabilities, $20,312 million in total liabilities and total stockholders equity of $5,899 million and decrease of 52 million over the same pe riod in 2015. Projections indicate that along with Hilton s new simplifies business model and the separation of the three companies, the current capitalization structure Hilton should be profitable without the need for excess borrowing. Balance Sheet for year ended 31, December 2016 All numbers in thousands Current Assets $ Current Liabilities $ Cash And Cash Equivalents 1,684,000 Accounts Payable 2,513,000 Net Receivables 1,156,000 Short/Current Long Term Debt 171,000

Comparisons between ‘ The Daffodils’ by William Wordsworth and ‘The new fast automatic Daffodils’ by Adrian Henri

Both titles show that the poems are about daffodils. The word ‘fast' and ‘automatic' in Henri's title prepares the reader for more modern variation. ‘The daffodils' by Wordsworth, is about daffodils. The poet is dreaming or thinking of daffodils, like for example: ‘Beside the lake, beneath the trees, Fluttering and dancing in the breeze' and ‘I wandered as a lonely cloud'. The poet is really fascinated by the daffodils, because he is describing it so beautiful. It is a very happy poem and also very natural, calm, appreciated and thoughtful. The poem has an effect. The rhythm is effective, it helps people to remember the poem better. The rhyme scheme: ab ab cc makes it easy to remember. Stanza 4 means: The poet is lying on his back looking to the sky and thinking about the daffodils. By thinking of the daffodils, it makes him happy and he gets happy thoughts about it. ‘The waves beside them dance', is a metaphor. I would definitely chose this poem, because it is a relaxing poem, I think the poem will attract people. It tells people what he thinks of daffodils. The poem refers to the characteristics of landscapes. It think, people form the 1900 will understand it because it is written in their language. Where the people won't be able to understand it because cars didn't exist in their time. Adrian Henri's poem, ‘The new, fast, automatic daffodils', uses words and phrases, which are the same as ‘The daffodils' by Wordsworth. Like for example: ‘Bliss of solitude' ‘Inward eye' ‘In vacant and in pensive mood' '10 000 saw I at a glance' (only, Wordsworth uses word for the 10 000 (ten thousand) ) Henri wanted to make an interesting poem, so he mixed the car leaflet or advertisement with Wordsworth's poem. Wordsworth's poem is about the daffodil as a part of nature and natural beauty. Henri's ‘daffodils' is more comfortable in the technical age, as a machine or car. Both have some of the same lines which have been used in each poem, i.e. ‘that floats on high o'er vales and hills'. Both use language effectively to describe their different views on the ‘daffodil'. Wordsworth uses words which are not familiar to a modern reader but was in keeping for the time it was written in the 18th century, i.e. ‘jocund' ‘glee' ‘bliss'. Henri uses advertising language such as ‘generously portioned' and ‘cruising speed' to appeal to a modern reader. An 18th century reader would not understand parts of the language. Both poets use repetition to get across certain points to the reader. Wordsworth uses similes and personification in order to encourage the reader to identify and recognise his message. Henri uses figures and bold capital letters to make his work more scientific and technical. It is his use of the language of the media, which helps the reader to identify with his point of view. Both poets are writing within the style and context of their own individual historical time. Wordsworth was born in 1770 and died in 1850. Some of his poetry – including ‘Daffodil' – was inspired by his love of walking and travelling, and by observing and commenting on his natural surroundings. Adrian Henri was born in 1932 and is still living. I the 1960's he was know as one of the ‘Liverpool poets' and from 1967-1970 he led the poetry/rock group called ‘Liverpool Scene'. This probably helps to account for his collage style in this poem, of mixing different types of poetry and texts in order to create something completely different. Both poems have a positive and happy tone. Wordsworth's poem has a calm and tranquil tone, which is based on appreciation of the beauty of a natural landscape, and the calming effect that contemplation can have on the soul. Henri's poem is much more upbeat and brash. It is selling the ‘daffodil' as a consumer item. I think that I will chose ‘The daffodils' by William Wordsworth because I am a person that like nature and not very interested in cars. It depend on the person's personality whether they like the poem by Wordsworth or the poem by Henri. Both titles show that the poems are about daffodils. Wordsworth' s poem is about flowers and Henri's poem is about a Dutch car. Henri is using words and phrases he took from Wordsworth's poem. Both poems are calm and happy. Both poets use repetition to get across certain points of the reader. Well my conclusion is that the two poems are not about the same thing.

Promotional and Advertising Strategies Essay

The author comes from Iran, with an ideological and religious fanatic government which owns and controls all of economical and industrial activities with an armed to teeth minority. In such countries they can produce and sell any low quality with any prices that they want, and actually customers have not many choices, and almost all of promotional techniques and strategies are meaningless! So here we are talking about free trade and free market countries like US. This paper review and scrutiny the circumstances surrounding the promotional and advertising Strategies for two automotive companies: TOYATA and HUNDAI. The author is very curious about those companies, because HUNDAI (1967) began car production almost 32 years after TOYOTA (1935)! But now, in all aspects both companies are equal in quality, branding, marketing, price and customer service, even HUNDAI is further! HMC (Hyundai Motor Company) was unknown brand with low quality and cheap price cars, but after it came in the US market converted its products to high quality and luxury quickly and stealing loyal customers away from many industry pioneers! But how was this late-moving car maker able to gain an advantage in this extremely competitive market? (Graf B, 2013) Introduction Definition of Advertising: The term â€Å"Advertising† first appeared in the 17th century. It has its root in the Latin word â€Å"advertere,† which means, â€Å"to  make people notice or know.† It can be roughly explained as â€Å"to extensively notify the public.† According to the Dictionary of Chinese Etymology, the Chinese definition of advertising means, â€Å"openly announce to the public,† with the annotation of â€Å"such as putting up notices or publishing advertisements in newspapers.† (Yan Boqin, 1978) Definition of Marketing: â€Å"Marketing† is an economic term meaning promotion and distribution. Originally applied in agriculture, it drew more and more attention after the 19th century and spread rapidly. From economic, social, business and customers’ angles, the property of its definition can be determined (Li Zongru, 2004). For highlighting the brand in the eyes of public and attracting new customers, product promotion is one of the essentials. There are many channels to promote a product or service. Successful promotions strongly depends on believe and culture of people, style of living, income level, government policies and economical and industrial infrastructures. Some firms use multiple methods, while others may use different methods for various marketing purposes. Irrespective of the type of service or product, a strong group of promotional strategies can help position the company in a favorable light with not only current customers but new ones as well. The following are top ten promotional strategies: â€Å"1- Contests, 2-Social Media, 3-Mail Order Marketing 4-Product Giveaways, 5-Point-of-Sale Promotion and End-Cap Marketing, 6-Customer Referral Incentive Program, 7-Causes and Charity, 8-Branded Promotional Gifts, 9-Customer Appreciation Events, 10-After-Sale Customer Surveys† (Carl Hose. 2014; Small businesses; Retrieved December 2, 2014 from http://smallbusiness.chron.com/top-ten-promotional-strategies-10193.html) Comparing the promotional strategies used by Toyota and Hyundai for a similar product Today almost all of carmakers have a lot of experiences and they have access to modern and new technologies. So they can produce good quality and good design cars and also offer good services to customers, especially in US, there is no way to sell any products with low quality and low customer  service. In result the best promotional strategies are those that involve culture, attitudes and beliefs of the people. The following are some examples of such strategies. Green Environment: Increasing public awareness about environmental protection, governments forced to implement hard regulation and criteria for automobile firms. Toyota published on its website: 1. Diversifying energy sources: â€Å"Toyota is developing various new technologies from the perspective of energy saving and diversifying energy sources. Environment has been first and most important issue in priorities of Toyota and working toward creating a prosperous society and clean world.† 2. Fuel Cell: â€Å"By generating electricity from hydrogen, Toyota’s fuel cell vehicles are not only environmentally friendly they’re also highly energy efficient. With such eco-friendly characteristics, Fuel Cell Vehicles are the next step toward achieving sustainable mobility.† 3. Plug-In Hybrid: â€Å"Introducing the next step for eco-friendly cars; a combination of the proven engineering of current hybrids with home recharging. It has an increased electric range and produces lower emissions.† 4. Measuring environmental issues surrounding vehicles: â€Å"For more improvements in efficiency, Toyota proactively manages power train efficiency, reduces vehicle load, and controls energy management by integration of fuel-saving technologies such as charge control, idling stop, etc.† 5. Various vehicles: â€Å"Along with our emphasis of conventional vehicles and hybrid vehicles as fundamental core technology while pursuing further advancement.† 6. Alternative fuels: â€Å"Based on these core technologies, Toyota will develop next-generation vehicles utilizing alternative fuels such as gas fuel, electricity and hydrogen.† (Retrieved December 2, 2014 from http://www.toyota-global.com/innovation/environmental _technology/) Hyundai published on its website: 1. Blue Drive: Our Blue Drive ® technology gives you lower pollution and higher performance. Blue Drive is a philosophy that guides Hyundai in its effort to become the automotive leader in sustainability. It’s helped focus our engineers and designers on creating lighter vehicles, developing more efficient power trains and even inventing proprietary hybrid technologies.  2. Plug-in and zero-emission: In the future, Blue Drive will expand to include plug-in hybrid vehicles, zero-emission electric vehicles and fuel-cell vehicles that run entirely on hydrogen. Their only emission is water. 3. Electric hybrid: Hyundai introduced the first electric hybrid with electrifying performance. Our engineers have invented the industry’s most advanced hybrid vehicle. 4. New battery: Unlike other hybrids on the market, ours uses a patented Lithium Polymer battery. It has 40% less volume; it’s 25% lighter and 10% more efficient. T he battery also has a longer life-span-it comes with a lifetime warranty guarantee. So you can feel good about preserving the environment for the life of your vehicle. (Retrieved December 2, 2014 from https://www.hyundaiusa.com/new-thinking/environment.aspx) Slogan: â€Å"An advertising slogan is usually a short tagline – less than five words — that tells potential customers the benefits they can expect when choosing your product or service, or establishes your company brand.† (Kristen Hamlin, 2014; Retrieved December 2, 2014 from http://smallbusiness.chron.com/ importance-ad-slogans-31343.html) 1. Toyota’s ownership slogans: marketing efforts in North America have focused on emphasizing the positive experiences of ownership and vehicle quality. The ownership experience has been targeted in slogans such as â€Å"You asked for it! You got it!† (1975–1979); â€Å"Oh, what a feeling!† (1979 – September 1985, in the US); â€Å"Who could ask for anything more?† (September 1985 – 1989); â€Å"I love what you do for me, Toyota!† (1989–1997); â€Å"Everyday† (1997–2001); â€Å"Get the feeling!† (2001–2004); â€Å"Moving Forward† (2004–2012); and â€Å"Let’s Go Places† (2012–present). 2. Hyundai’s Brand slogan: â€Å"NEW THINKING. NEW POSSIBILITIES.†; reflects the will of Hyundai Motor Company to create new possibilities to benefit the world and its people by encouraging and developing new thinking. All members of Hyundai have the brand slogan deeply engraved in their hearts as they move forward in their effort to provide new values and experiences desired by today’s customers through innovative ways that are unique to the brand, driven by new thinking about customers and cars.( Retrieved December 3, 2014 from http://worldwide .hyundai.com/WW/Corporate/Corporate Information/BrandSlogan/index.html) New Compact Vehicle Strategy: According to the Ford India President, compact car sales are expected to double by 2018 from around one million units in  2013. This surge in demand in expected to be fueled by rising disposable incomes in the second most populous country in the world, and also owing to the increasing demand for fuel-efficient smaller cars due to rising fuel prices.( Trefis Team ,2014. Retrieved December 3, 2014 from http://www.forbes.com/sites /greatspeculations/2014/06/13/tata-motors-looks-to-improve-passenger-car-sales-by-penetrating-the-compact-segment/) 1. Toyota: The automobile market in emerging markets is growing each year in tandem with the economic growth of each country. Within those markets, there has been marked growth in the sales of compact vehicles, so Toyota is promoting a new compact vehicle strategy that emphasizes the compact vehicle lineup and seeks to meet the needs of consumers in emerging markets. 2. Hyundai: The South Korean automaker ranked seventh among mass-market brands in the this year’s U.S. Initial Quality Study by J.D. Power and Associates, topping such brands as Toyota, Infiniti, Audi and Lincoln. Hyundai’s Accent compact and Elantra small car were named among the top three cars in their segments.(Hans Greimel, 2011. Retrieved December 2, 2014 from http://www.autonews.com/article /20101206/RETAIL03/ 312069982/hyundai-plans-new-brand-strategy) Financial Services Strategy: Every year, millions of people around the world transition out of poverty in any number of ways—by adopting new farming technologies, investing in new business opportunities, or finding new jobs, for example. Effective tools for saving, sending, and borrowing money and mitigating financial risks can help people weather setbacks and achieve greater financial stability over the long term. (Retrieved December 4, 2014 from http://www. gatesfoundation.org/What-We-Do/Global-Development /Financial-Services-for-the-Poor) 1. Toyota: Toyota Financial Services has constructed a global network that covers approximately 90% of the markets in which Toyota sells its vehicles. Mainly concentrated on auto loans, leases and Toyota dealer floor plan requirements, TFS provides auto sales financing to approximately 5.4 million customers. Thus effectively helping them in making their own cars more affordable to their potential consumers all around the world. Again being a strategy that helps them a stronger competitor in the market. 2. Hyundai: Through our service brands, Hyundai Motor Finance and Kia Motors Finance, we provide financial products tailored to meet the needs of Hyundai  and Kia dealerships nationwide, including dealer inventory and facility financing. And, through these dealerships, we provide indirect vehicle financing and leasing solutions to over 1 million retail customers. Our subsidiary, Hyundai Protection Plan, Inc. offers vehicle service contracts and other vehicle protection products under the Hyundai Protection Plan and Power Protect brands. (Retrieved December 2, 2014 from http://www. Hyundaicapital america.com/hca.aspx) Two uses for consumer-oriented promotions that could assist a company in both the short and long term for the carmaker companies What are consumer-oriented sales promotions? There are two points of view: 1- Retail Promotions consist of inducements offered by retailers to consumers includes retail coupons, price discounts, double coupons, special displays, features etc. 2- Consumer Promotions consist of inducements offered by manufacturers to consumers includes manufacturer’s premiums, bonus packs, coupons, samples, rebates, etc. There are some reasons for the importance of the sales promotion. First, the growth of retailer power in distribution channels has led to an excess in consumer promotions. Sometimes, manufacturers make special offers to consumers because a powerful retailer insisted that they do so. Another time, as a way of neutralizing retailer power by intensification the bonds of loyalty consumers may feel toward the brand. Either way, retailers frequently serve as the driving force behind consumer promotions. Second, the type of competition has converted significantly during recent years resulting in ever greater consumer price sensitivity. The growing of brands and brand extensions, intensity segmented consumer markets, and lower brand loyalty have combined to make consumers much more aware of price given that many product categories are populated by several competitors. Third, price deals have become the rule rather than the exception for many products. Rebates on certain brands of automobiles, department store sales, and coupons on many grocery items are only a few areas where consumers have  grown to expect price breaks. Indeed, the expectation is more than, when possible, many consumers will wait for promotional offers rather than buy with no deal. Fourth, advertising clutter has forced marketers to find new ways of getting consumer attention. Product benefits alone frequently prove insufficient to prompt consumer action much less get their attention. Thus, marketers increasingly look to sales promotion to find ways of breaking through to customers who face a constant bombardment of promotional messages. Eventually increasing of consumer promotion can also be attributed to more pressure on marketing management for short-term results. Investors want to immediate bottom-line results rather than the long-term health or stability of the companies in which they invest. Sales promotions are tools to increase near term sales. However, as their use becomes more common, their costs become regular and recurring and therefore potentially self-defeating. (Retrieved December 5, 2014 from www.udayton.edu/†¦/Consumer%2520Promotion.p) The strategic manner in which the leading car company has made its pricing decisions by using one or more of the four pricing objectives â€Å"The four Ps of marketing is the combination of product, price, place (distribution), and promotion. Marketers develop strategies around these four areas in marketing to enhance branding, sales, and profitability. â€Å" (Ross Gittell, 2014, Retrieved December 5, 2014 from http://catalog.flatworldknowledge.com/bookhub/reader/3157?e=gittell_1.0-ch06_s02#) Price is the only revenue generating element amongst the 4ps, the rest being cost centers. Pricing objectives or goals give the company direction to the whole pricing process and consider the following: 1- Survival; 2- Get competitive advantage; 3- Financial, marketing, and strategic objectives of the company; 4- Enhance image of the firm, product or brand; 5- Hold price leadership; 6- Increase market share; 7- Consumer price point and elasticity; 8- Available resources; 9- Catch target of return of investment  and sales; 10- Prevent new entrants; 11- Match competitors prices. Toyota gets credit for being the most known brand on the market; however the Corolla comes up nowhere in the competitor charts in terms of price, model distinction, or performance (TrueTrends, 2012). Providing a competitive advantage for the Corolla requires differentiating the car in pricing, quality, service, innovation, brand, convenience, and anywhere else that makes it more desirable over its competition (McCrimmon, 2008). How Toyota as a leading company can offer lowest prices? i.e. $89 a month for lease! The answer is: by maintaining its lowest costs. Along with differentiation Toyota also uses low cost to try and gain a competitive advantage in the automotive industry. â€Å"Toyota is (or was at the time) the low cost producer in the industry. Toyota achieves its cost leadership strategy by adopting lean production, careful choice and control of suppliers, efficient distribution, and low servicing costs from a quality product.†(Michael E. Porter, 2013) This quote from Michael Porter sums up how Toyota achieves this low cost strategy. Through research, it is evident that Toyota is still the low cost leader in the automotive industry. Societal trends have moved away from an individualistic culture—which identified social status and hierarchy based on material possessions—to an environmentally aware society (Grewal & Levy, 2012). With consumers’ minds wrapped around things like fuel mileage, cleaner emissions, and hybrid technology we find them moving further away from SUVs and trucks (Farooq, 2012). However, the 2013 Corolla is foreshadowed to be outshined by the Dodge Dart, as it loses some of its competitive edge in pricing and other award winning features (TrueTrends, 2012). By 2012 Toyota is planning to have more than 20 models that use batteries to extend fuel economy just like their Prius (Krolicki). Although they have not been as aggressive in the electric car market recently, like their competitors, they are planning to release a rechargeable version of their Prius by June 2012 (Krolicki). This re-chargeable version will position Toyota to attempt to take over as a low cost leader of hybrid technologies  within the market, which supports Toyota’s overall strategy of low cost (Krolicki). Two actions that other car companies may take in order to differentiate themselves and gain a competitive advantage  Hyundai rightly understood the consumer motivations to create magnetic products, price them strategically, position them sharply and keep making the magnetism more potent. Having understood the finer differences in consumer motivations, it opted for sharp arrow ‘reasons-to-buy’ differentiation over the ‘blanket-all approach’ taken by most of the other players. It is an aggressive marketer. It focuses on medium and low price products. Hyundai has also started premium products range to capture the growing market. (Anshuman goyal, pricing strategy of Hyundai, 2007; Retrieved December 9, 2014 from www.hyundai.com) The segments are based on type of customer like age group, attitude, end use of product, demographic behavior and purchasing power, status of the people of the region. Each competitor has its own strong point and value and position there product so as to attract maximum number of customers. (Kottler, Keller, Jha, Koshy, 2007, Marketing Management) Hyundai brand continues to dominate the market for premium cars, despite increasing competition. The firm should first consider the competitors price. If the company i.e. Hyundai contains features not offered by the nearest competitor, it should evaluate their worth to the customer and that value to the competitor price. Competitors are more likely to react when there is high competition. In case of Hyundai, many products are there such as Sonata, Santro, Hyundai i10, Accent etc. Hyundai continues to provide stiff competition to Honda in all the segments and poses an even bigger threat to expansion plans of Hyundai. (Anshuman goyal, pricing strategy of Hyundai, 2007; Retrieved December 9, 2014 from www.honda.com) Two examples of the most effective advertising medium for a Car company The TV advertising have been having the largest audiences in all ages, but car buyers are specific ages who have not enough time to watching TV even less than one hour per day, because they are too busy in today competitive era. Instead the internet via smart phones and computers is like a ghost became as a inseparable part of their life, at any time more than 15 hours a day, and even when they are eating, showering, walking, sporting, biking, swimming, and in any place even in high mountains and deep forests, roads and villages! Another reason for effectiveness of internet rather than TV is: new intelligence algorithms via data mining analyze the behavior of customers and put proper Ads to the web pages related to the target customers with very lower advertising costs. As a most important subject which advertisers should also pay attention to it is cultural differences, they have to be careful since cultures vary in different countries, they must understand the local audience culture before releasing new commercials, in order to avoid any misunderstanding. Another internet related way for advertising can be the online promotional games, such as Toyota’s use of MSN commercial games to promote its products, for instance. There are two interactive contents focusing on entertainment: fun activities and downloads. Both of them were found in about one third of the 100 web sites, respectively. Fun activities were also utilized to promote the brand in the sites and they are not related to scores or performance. Activities for fun included virtual test drive (www.gmc.com), virtual plant tour (www.cocacola .com), virtual auto show (www.lexus.com), e-cards (www.saturn.com), a coloring sheet (www.wendys.com), a virtual skin beauty analysis (www.neutrogena.com), and so forth. Downloads promoting and affiliated with the company’s brand were also analyzed. Desktop images such as wallpaper and icons were the most offered downloads, followed by music (Seounmi Youn, 2001, Retrieved December 9, 2014 from http://list.msu.edu/cgi-bin/wa?A3=ind0209c&L=AEJMC&E =0&P=3326464&B=†¦_&T=text%2Fplain;%20charset=us-ascii) For the carmakers, another impressive promotion method is â€Å"complete test ride†. The buyers are very keen to getting experience to drive with a brand new car and having the opportunity to really feel its advantages and disadvantages. For encouraging the customers to more participating in test drive activities, offering some gifts can always increase the interest and  willingness of then. Getting the best result always does not correspond with the cost of the advertising. So carmakers should choose their advertising media in accordance with today era. However as always, inviting stars to speak for different models with different appeals will have so effectiveness to increasing the public awareness. Conclusion Some observers suspect that Hyundai’s recent successes may be anomalies, abetted by the difficulties that the company’s U.S. and Japanese competitors faced after the global economic crisis, the rise in the yen’s value, Toyota’s wave of recalls, and the 2011 earthquake and tsunami in Japan and Fukushima nuclear disaster. Others say that the company’s highly protected home market has enabled its growth, allowing Hyundai to establish a global presence while its domestic competitors restrict themselves to tiny slivers of the Korean market. But the single factor that has made the most difference is the company’s own interest in building world-class capabilities. Starting in 1998, Hyundai’s leaders set out to develop the kind of prowess the company would need to become a global automobile powerhouse, able to hold its own in the United States and other fiercely competitive markets. Early on, that meant offering a comprehensive warranty and taking specific steps to dramatically improve its quality ratings. Once customers were convinced of the brand’s reliability, Hyundai added other capabilities, such as design, which led to a more diversified product line and more stylish features. Meanwhile, it developed a knack for getting the word out through clever, consistent marketing. The result is a coherent mix of quality improvement, design, and marketing that gives Hyundai a clear advantage over its industry competitors. Although these are required capabilities at all automakers, Hyundai has excelled at combining them over the past decade, and its sales numbers reflect this success. The company’s effort to become a world-class automaker is beginning to pay off, and it’s far enough along that its story can be credibly told. (Source: Strategy & Business. February 26, 2013. Retrieved December 2, 2014  from http://www.strategy-business.com/article/00162?pg=all) References Anshuman goyal, pricing strategy of Hyundai, 2007; www.honda.com Anshuman goyal, pricing strategy of Hyundai, 2007; www.hyundai.com Carl Hose. 2014; Small businesses; http://smallbusiness.chron.com/top-ten-promotional-strategies-10193.html Hans Greimel, 2011. http://www.autonews.com/article /20101206/RETAIL03/ 312069982/hyundai-plans-new-brand-strategy Kottler, Keller, Jha, Koshy, 2007, Marketing Management Kristen Hamlin, 2014; http://smallbusiness.chron.com/ importance-ad-slogans-31343.html http://www. gatesfoundation.org/What-We-Do/Global-Development/Financial-Services-for-the-Poor Ross Gittell, 2014, http://catalog.flatworldknowledge.com/bookhub/reader/3157?e=gittell_1.0-ch06_s02# Trefis Team, 2014. http://www.forbes.com/sites /greatspeculations/2014/06/13/tata-motors-looks-to-improve-passenger-car-sales-by-penetrating-the-compact-segment/ Seounmi Youn, 2001, http://list.msu.edu/cgi-bin/wa?A3=ind0209c&L=AEJMC&E =0&P=3326464&B=†¦_&T=text%2Fplain;%20charset=us-ascii Strategy & Business. February 26, 2013. http://www.strategy-business.com/article/00162?pg=all

Exploring the Gender Differences in Relationships in the...

Introduction Workplace friendship enhances mutual trust and commitment among employees, an employee can share his or her interests and values with others via workplace friendship. From the organizational perspective, workplace friendships are associated with several important outcomes, such as job performance, productivity, job satisfaction, organizational commitment, and reducing an employee’s intension to leave. From an individual’s perspective, workplace friendship is beneficial and is able to provide emotional supports for employees. It makes an employee to have a better job in the workplace, and to help an individual to get the better job performance and career development [1]. This paper mainly discusses about the relationship between gender difference and employee workplace, and further more discusses if any differences exist between those in Taiwan and Mainland China for clarifying of geographic difference having an impact in the relationship between these two regions. Significance of the Article and Summary The aim of this article focuses about exploring the factors that develop the relationship between gender difference and employee workplace friendship. This research identified and analyzed statistically two hypotheses. 1. Gender having significant differences effect on work place friendship. 2. Gender of Taiwan has stronger significant effect on workplace friendship than those in China. The two factors influencing friendship in workplace are individual factorsShow MoreRelatedHuman Resource Practices And Job Satisfaction Essay1560 Words   |  7 Pagesare tools in helping achieve departmental objectives and enhance productivity. Whereas demographic factors are age, race, gender, economic status, level of education, income level and employment. This study discuss about the influence of demographic factors in strategic human resource management practice in the different level of HR planning, recruitment selection and workplace motivation and employee satisfaction. Discussion The organizations practice human resource management run-through toRead MoreUnderstanding The Dynamic And Empowering Leadership Process897 Words   |  4 Pagesit is important to understand these similarities and differences. Chapter five of Exploring Leadership by Komives describes how differences need to be understood in order to create an inclusive and empowering leadership process. One of the first steps in understanding others is learning how people build relationships. People build relationships off of commonality. We group upon similar interest, a club, or a characteristic. These relationships create associations. According to Maslow’s hierarchyRead MoreThe Use of Consensual Relationship Agreements1344 Words   |  5 Pagesuse of Consensual Relationship Agreements (CRAs) in your current (or future) workplace. 2. Create a counter argument against the use of CRAs in your current (or future) workplace. 3. Discuss the ethical principles involved in the use of CRAs. 4. Create at least one (1) other option besides CRAs that would address workplace romances. Workplace romances happen all the time. *Love is in the air reports that between 6 million to 8 million Americans enter into such relationships every year, and thatRead MoreEliminating Discrimination In The Workplace Essay examples1694 Words   |  7 Pages As a business consultant I have been asked to suggest different methods that can possibly reduce discrimination and prejudice in the workplace. Is it possible however to make everyone get along and ignore their differences? According to the growing research on discrimination and prejudice, these are learned behaviors that with practice can be unlearned, and ultimately eliminated (Baron Branscombe, 2012, p. 195). Discrimination is defined as the negative treatment of different groups: PrejudiceRead MoreEssay about The Facets of Womans Studies783 Words   |  4 PagesWoman’s studies is an interdisciplinary academic field devoted to topics concerning women, gender and feminism; exploring our gender existence, how we perform femininity and masculinity and how this interacts with other aspects of our identities, such as race, ethnicity, socioeconomic status and sexuality. Women’s studies emerged in the late 1960’s and early 1970’s as a concerned women being misrepresentation and trivialization in the higher education curriculum and as well as being excluded fromRead MoreSocial Constructionism And Biological Determinism1552 Words   |  7 PagesThe ideology that gender is socially constructed is a view that has been present in a number of philosophical, sociological and psychological theories. This view shares an understanding that gender is a product of enculturation through a prescribed ideal, as well as determines what is considered socially appropriate behaviour for a person of a specific gender. Society is shaped globally through social order. Each culture and society share a social order that is defined as a particular set of customsRead MoreGroup Research Study1306 Words   |  6 PagesAim of study The primary aim of this study is to explore the extent to which female-to-male (FTM) transgender individuals experience less discrimination in the workplace than male-to-female (MTF) transgender individuals. The secondary aim of this study is to get an understanding as to why the differences in treatment of female-to-male (FTM) transgender individuals in comparison to male-to-female transgender individuals (MTF) occur, so that further research may be done to minimize the discriminationRead MoreRetirement: Stereotypes and Combined Effects of Gender and Age1636 Words   |  7 Pagesback retirement leading to an older and higher proportion of older employees in the workplace. In fact, the SHRM Workplace Forecast (2013) released by The Society for Human Resource’s listed the generation gap as a top future workplace trend. In addition, women are to becoming more and more a part of today’s workforce. However, both older individuals and women remain highly stereotyped groups . A majority of workplace stereotypes toward older adults and women are unfounded and serve as unfair hurdlesRead MoreInsight into Your Leadership Styles1315 Words   |  5 Pagesunderstand what type of leader you are. In regard to gender, the Gender-Leader Implicit Association Test and Masculinity-Femininity Self-Assessments can provide further insight into your leadership styles. Where are you in regard to these assessments? What does this mean for you as a leader? What steps can you take to improve in these areas? Competition for the rapidly growing global market has called for gender and racial equality in the present day workplaces. Workforce diversity is indispensable to theRead MoreHow Feminist Therapy Is Well As Rational Emotive Behavioral Therapy1339 Words   |  6 Pagesroles of the therapist and client in therapy, and the goals of each therapeutic process. Additionally, I will investigate the multicultural perspectives of each theory. At the end of this paper, I will compare and contrast the similarities and differences between these two theories. Feminist Theory Background and Nature of the Theories Developer Unlike many theories, Feminist theory was not founded by one, single individual. Rather, the development of feminist theory was a collaborate effort made