Fair and Unfair Competition Under Trademarks

Introduction

Competition in the modern business environment is normal and often considered healthy. According to Nesheiwat, a highly competitive business environment embraces innovation as a way of meeting needs of customers in the best way possible (29). Companies that embrace creativity often emerge successful in such markets. They can understand emerging trends, new tastes and preferences, and what can be done to align products with new demands. It is common to find companies that use unethical practices in such highly competitive business environments. Brown and Nagy emphasize the need for business entities to operate in an environment where there is mutual respect among firms (17). It is unethical for a company to engage in acts that may harm other firms or customers because of the desire to make quick gains.

The need to ensure that business entities and customers are protected from unscrupulous practices led to the enactment of laws and regulations that define how firms should operate. Bouchoux observes that in an environment where companies are keen on making impressive profits at all costs, the temptation to eliminate major market rivals may exist (41). The legal structures ensure that such temptations are subdued to create a healthy competitive environment for all players. Trademark laws are specifically meant to ensure that intellectual rights and trademarks are not infringed upon by their rivals in the market. According to Grigoriadis, the United States has strict trademark laws meant to create a perfect environment for the business community to operate (32). In this paper, the researcher seeks to investigate fair and unfair competition under trademarks.

Trademark and Trademark Laws

The concept of a trademark has gained massive popularity in the modern business environment. Dornis defines trademark as “a word, phrase, or logo that identifies the source of goods or services” (34). As the name suggests, it is a mark that identifies a company and distinguishes it from its rivals in the market. The concept of defining the identity of business emerged because of the existence of companies offering similar products in the same environment. Coca-Cola Company and PepsiCo offer cola products in the global market. The two fierce market rivals are keen on ensuring that they offer the best value to their customers. They constantly add value to their products and try to improve the experience for their customers as a way of gaining a competitive edge over the competitor. However, such efforts would go to waste if customers are not able to distinguish the two companies’ products. Coming up with a unique product name, logo, and colors makes it easy to differentiate products from one company from another. Every time customers realize that there is uniqueness in a given product, they will know the company that is committed to meeting emerging needs. As such, it makes it possible for a firm to develop a pool of loyal customers.

Product and brand promotion has become one of the crucial areas of marketing because of the competitive business environment. Firms are finding it necessary to use mass and social media to popularize their brands and products in the market. Such promotional campaigns would be impossible to conduct without a clear trademark. Sreenivasulu states that a firm needs to inform its customers about the name of the product, its unique characteristics, and how it can be distinguished from other existing products in the market (45). Apple Inc. is one of the most successful companies in the market for electronic products. Its phones, laptops, and other products are considered superior to most of the rival products in the market. When promoting its brand and product both in the local and international market, this company uses its brand name and logo to remind its customers what to look for when they are planning to make a purchase. Its brand logo stands out above the rest as a mark of quality.

The competitive business environment makes it necessary to have a trademark that identifies and distinguishes products of one company from another. When purchasing a mobile phone, a customer may have a preference, such as Samsung, because of a specific characteristic that it has. When a given brand becomes popular in the market, some less popular companies may be tempted to use names and logo of the popular brands. Dornis states that the practice has become common in China (45). Some companies operating with obscure names brand their phones as Samsung or Nokia because they know these brands are popular. Customers end up purchasing these products believing that they have their preferred brand only to realize that they have been duped. Trademark laws are meant to fight such unfair business practices.

As Brown and Nagy explain, trademark theft may have devastating consequences both to customers and the affected companies (19). To customers, this form of theft denies them the experience they expected from products they purchased. A customer often has a specific need to be met, and the choice of a given brand is often made for a specific reason. When they are duped into purchasing a product that is not what they expected, the post-purchase dissonance may not be avoided. It may be worse when the product purchased is significantly inferior to what they expected. Pathak states that such cases are common in counterfeit products (28). These unscrupulous business entities do not care about the issue of quality because they are riding on the wave of a strong brand of their targeted company. They make substandard products, earn quick profits within a fairly short period, and shift their focus to another company. Customers’ interest is often the last of their concern.

The trademark laws are also meant to protect business entity. According to Grigoriadis, it takes years and a significant amount of resources for a company to develop a strong brand that is largely acceptable in the market (41). Top global brands such as Apple Inc., Coca-Cola, and Samsung are worth billions of dollars because of the heavy investment the relevant companies have placed in their promotion. According to Brown and Nagy, one of the biggest problems of counterfeiting that trademark laws seeks to fight is the possible loss of value of a given strong brand (18). Most of the counterfeited products are of poor quality. When a customer chooses to purchase a specific brand over others, one of the defining factors is quality. They feel cheated. The main problem that emerges from such a scenario is that such customers will not only avoid the company’s products but will also influence others against the brand.

It is unfair for a company that has embraced business ethics and has spent millions of dollars to promote its brands and produces quality products to be subjected to such practices. It may take a long time and heavy investment in promotion to win back customer’s trust. The existence of trademark laws ensures that such practices are avoided in the modern business environment. Companies or individuals found to be engaging in such unfair practices are often subjected to stiff penalties to discourage others from the same and to compensate the aggrieved party. Sreenivasulu explains that the ability of the aggrieved company to take the aggressor to court and prove that its trademark name was used in selling substandard products may help restore the faith of customers (11). The company will be able to explain its position, the unfortunate occurrence, and measures put in place to avoid similar situations in the future. It becomes easy to repair the damaged image of the brand in the market.

Unfair Competition

After analyzing the concept of trademark, it is necessary to understand the concept of unfair competition. One must understand what it means to be unfair in the business realm. Dornis defines unfair competition as “any act or practice carried out in the course of industrial or commercial activities contrary to honest practices constitutes an act of unfair competition” (57). It what Pathak defines as professional correctness, there is a standard code of conduct that is expected of business entity (84). A business entity, just like a person, has rights and freedoms that must be respected. As such business entity enjoys its rights and freedom it has a responsibility to ensure that it does not infringe upon the rights and freedoms of other companies. There must be a clear line beyond which companies and businessperson should not cross because of the possibility of harming other firms. It is in the interest of a company to operate without being unfairly disrupted by other entities. The following acts are often classified as unfair competition, as Sreenivasulu observes (32).

Misleading Activities

In a highly competitive business environment, misleading acts are highly undesirable because of their consequences to the affected firms. Companies spend a lot of resources to promote their products and brand. Their primary goal is to have a pool of loyal customers. Such goals are always defeated if a different firm embraces practices that may mislead customers. Dornis notes that when customers are misled, they can make decisions that may harm a given company (57). In an effort to discredit a competitor’s product and to reduce its market share, a firm may be tempted to misrepresent its products to influence decisions of customers. The affected company can seek legal redress against the entity that has provided the misleading information.

Confusing Activities

According to Grigoriadis, any commercial or industrial activity that has a potential of confusing customers may be considered an unfair business practice (59). In a highly competitive business environment, companies struggle to remain unique. They achieve that uniqueness in products that they deliver to their customers. Nesheiwat argues that some of the successful brands in the market invest a lot of time and resources to come up with unique products in the market (76). They benefit from such initiatives by having a pool of loyal customers who trust their products. They use unique trademarks as a constant guide to their customers whenever they want to purchase their product. Any act that causes confusion among customers in a way that makes it difficult to identify their desired product is an unfair business practice. This issue of discussed further in trademark infringement section of the paper.

Activities That Damage Reputation or Goodwill

Sreenivasulu states that an act that reduces the appearance or distinctive character of another company’s brand or products is an unfair business practice (83). In a highly competitive business environment, any news that is harmful to the image and products of a rival company may be beneficial to a given company in the same industry if it will influence customers to avoid the rival’s product. However, if it is established that the attempt to discredit the reputation of a rival firm is planned and executed with malice, the perpetrator may be subjected legal action to compensate the affected company and to act as a warning to others who may be tempted to engage in similar acts. A perfect case is Johnson & Johnson Merck Pharmaceuticals, Co. v. SmithKline Beecham Corp of 1992 (Brown and Nagy 19). Smithkline Beecham Corp ran an advert that discredited the quality of products of Johnson & Johnson. Although Johnson & Johnson lost the case, it was a strong indication that marketing strategies that unfairly focuses on tainting the image of a rival firm may be subject to a legal suit.

How to Gain Rights in a Trademark

It is prudent for a company to register its trademark to avoid cases where its brand image and name is abused by unethical business entities or individuals. Pathak states that each country has its legal system that defines what a company needs to do to have a right to a given trademark (116). Although there may be variations from one country to another, it is a universally accepted practice for one to register a given trademark to have exclusive rights to its use in a given market. The United States has a set of rules and procedures that must be followed before one can claim full ownership and rights to a given trademark. The following are steps that one needs to follow to gain such rights:

Selecting a Mark

When a business entity decides that it is appropriate to have a trademark, Sreenivasulu advises that the first step is to select a mark (90). Based on products that the firm will offer to its customers and the appropriate product proposition, a firm may choose a given pattern of words and images that it considers suitable. It may be necessary to hire a graphics designer to develop an impressive mark that will be presented to the United States Patent and Trademark Office (USPTO) for approval. It means that the company may need to conduct its research about the existing trademark brands to avoid possible cases of rejection once it is presented for approval. In case it is established that the desired mark already exists, then the owner of the new mark will need to make adjustments to the proposed mark. Such personal initiatives of looking for an original and unique mark eliminate time wastage.

The team should be sure that the mark that is developed is not in active use in the local and also preferable international markets. Bouchoux recommends choosing a strong mark that will have the desired impact on customers who hear about it (16). The chosen mark must observe ethical and cultural concerns within a given market. In some societies, specific colors, animals, and images tend to be offensive based on beliefs and practices. For instance, the use of a pig as one of the images of a consumable product may not be appropriate when the firm is operating in a market with a significant population of Muslims (Brown and Nagy 20). They will find such marks offensive and are likely to avoid purchasing the products bearing the image.

Filing an Application

When a firm is convinced that it has a trademark that effectively represents its products and policies under which it operates, it will be appropriate to file an application for its registration. Grigoriadis suggests that at this stage, it may be necessary to hire an attorney who will be responsible for the entire process of getting the trademark approved (72). The government, in its effort to integrate its services, improve customer experience, and reduce the time needed for the application, has made it possible to make the application online. In the application, the identity of the trademark owner (which sometimes may be a business entity) must be defined, including the physical address and relevant contacts. The chosen mark must be depicted in a clear way that can be understood by the authorities responsible for the approval. Pathak argues that it is a legal requirement for the applicant to state the basis for filing the trademark (129). An application will only be considered valid if it states either of the following factors as the reason for its registration.

The first is a use-in-commerce trademark (Calboli and Lee 33). In this case, the applicant contends that the trademark is already being used in operations of a given business entity and it is in the interest of the applicant to register the mark so that it can enjoy its benefits exclusively. The second valid reason is intent-to-use (Fei and Zhou 438). In this case, the applicant explains that the mark is to be used in a soon-to-be-started business entity. The period within which such a business is to be started should be stated. Sreenivasulu states that doing so is important to avoid cases where people register trademarks for speculative purposes (78). Common speculation is that a large company may come to the local market interested in using the trademark. The person who registered the trademark would make quick money by selling the mark. The law forbids such unethical practices when making an application for the registration of the mark. The applicant will also make the necessary application fee which may vary depending on the class of goods and services for which it is registered (Grigoriadis 53).

Approval of the Trademark

It is the responsibility of United States Patent and Trademark Office (USPTO) to inspect and approve (or reject if necessary) an application for the registration of a given trademark. Once a request is received, the authority will evaluate it based on a number of factors. First, it will look at the brand name and images to determine if they are ethically appropriate. For instance, an image that depicts nakedness or practices that the society considers immoral may be rejected without allowing it to advance to the next stage. The interest of members of the public is often given precedence over desires of the applicants at this stage. If it is established that the name, image, and other attributes satisfy the moral standards, the next stage will be to evaluate the purpose for which the application is made.

The authority must be convinced that the mark is to be registered for a primary reason for conducting business within the country. In case the business is yet to start its operations, there must be a clear timeline provided on when it will begin. If these demands are met, the next stage is to establish if the mark or name has a high index of similarity with other existing brands to the extent that it may confuse. In the past, Grigoriadis explains that the comparison would be done manually (119). It was a demanding process. It has been simplified by emerging technologies. It takes a relatively short time to compare the proposed mark with other marks to determine any similarities. In case the authority identifies anomalies at any of the stages of assessment, a preliminary rejection will be issued stating the area of concern that needs to be addressed.

The applicant has two options to respond to such a rejection. First, the entity may consider making appropriate changes in line with the identified issues with the logo. If the applicant feels that the chosen mark is the best and does not infringe upon any other company’s trademark, it may launch an appeal against the decision. The appeal will be evaluated, and if it is established that it lacks merit, the authority will issue a final rejection. When the final rejection is issued, the applicant will need to start the entire process afresh with new marks. Dornis recommends that instead of launching an appeal, it is always prudent to follow suggestions of the authority and make the necessary changes because it saves time and eliminates the need to pay the application fee twice (78). However, the attorney assigned that task is best positioned to offer the most appropriate actions that should be taken based on the unique needs of the firm and realities that it faces in the application process.

International Registration and Maintenance of the Trademark

After the registration, Sreenivasulu notes that it is necessary to keep the registered trademark valid (63). The trademark validity may expire after a specific period. Different countries have varying dates upon which it must be renewed. Otherwise it may no longer be valid. Locally, it is necessary to file a Declaration of Use or a valid reason why it is not in use after every six years otherwise it will be canceled. The owner of the trademark is also required to renew the application after every ten years. The process of renewal is not as challenging as that of an application. The business owner only needs to reaffirm its commitment to continue using the trademark and pay the necessary fees in the process (Balganesh 98). The renewal will be automatically approved after that unless there is a valid reason not to do so.

It may be necessary for a company to register its trademark in the global market. The need may arise if the firm has intentions of going global with its operations. Nesheiwat explains that the Madrid system for international trademark registrations allows business entities of its member states to make a single application that remains effective in all the participating countries (83). It works alongside the World Intellectual Property Organization (WIPO) to ensure that trademarks and other copyrights are protected. Once approved, the owner of such marks will need to renew their applications after every ten years. In case the country of interest is not a member of the Madrid System, the trademark owner may be forced to make direct application with the trademark and copyright authorities of the relevant states. Finding a local attorney who understands the local forces in such countries may be advisable (Calboli and Lee 54). The lawyer may provide relevant advice, especially if it may be necessary to modify the mark in line with the local needs.

What Can Be Protected under Trademark Law

According to Brown and Nagy, it is important to understand what can be protected under the trademark law (19). These are terms meant for general classification of goods that cannot be registered and be protected in the United States trademark laws. For example, soap is a general term that includes all types of detergents sold under different brands. It is not possible for a business entity to claim ownership to such a name that defines a variety of products. It is necessary to develop a unique name to define a company’s image in the market. Dornis clarifies that the law can only protect a trademark that is unique and cannot raise a conflict with the current or possible future companies in the same industry (89). When looking at what can be protected under the trademark laws, it is important to look at the following areas:

Generic Trademarks

Success in branding is the desire of every company in the global business arena. Companies in the United States and all over the world are embracing various strategies to ensure that they make their product as popular in the market as possible. However, it is important to note that sometimes that high level of success can be counterproductive. Bouchoux explains that some brand name may become so common that they are used to describe all products in that category despite their manufacturer (23). Good examples include Aspirin, Cellophane, and Escalator. These were extremely successful trademarks that became generic names. It reached a moment where all products in their categories used the same name. Consequently, Aspirin lost its trademark in 1919, Cellophane in 1912, and Escalator in 1900 (Fei and Zhou 439). The process through which a company loses its trademark is referred to by Brown and Nagy as genericide (21). In such circumstances, it may force the affected company to find an alternative name for its brand and products as the law ceases to protect such a generic trademark. Benefits that were previously associated with such a powerful brand such as a strong customer base, high profitability, and brand value are lost in the process.

It is important for a firm to ensure that its brand does not become generic. Omo, a washing detergent, gained massive global success in Asia and African countries that it almost achieved the generic status. However, the company was able to take appropriate measures to avoid such eventualities. Grigoriadis notes that Coca-Cola brand also achieved such a massive success in the same market and North America that the name almost became the identification of all cola products (23). However, these companies were able to fight off the danger of losing their trademarks. These two companies used the same strategy to protect their brand name. They added a descriptor after the trademark, as Balganesh advises (97). Instead of just using the name Coca-Cola, the company used the Coca-Cola Company as its trademark. This was a reminder of the existence of other cola products. The Coca-Cola Company was just one of the many companies offering cola products. The company was able to maintain a highly popular trademark without letting it become generic. More recently, Google Inc was almost losing its trademark become it was rapidly becoming generic.

People were using the term ‘Google it’ instead of ‘search it in the online platform’. For fear of the name becoming generic, the company made two major moves to protect its trademark. It developed a parent company, Alphabet Inc., under which Google was to operate. The move was meant to ensure that if the company lost its trademark with Google, it would be left with an equality strong brand in the market. Secondly, the company started dissuading its customers from using the term Google it. Instead, its commercials promoted the use of the term ‘search it in the Google’ to distinguish the word search from Google. The popularity of Google is still growing as the most preferred online search engine and only time will tell if it will be able to protect its trademark from becoming generic. In the case August Storck K.G. v. Nabisco, Inc, it was ruled that marks devoid of any distinctive character may not be protected under trademarks laws (Pathak 105).

Descriptive Trademarks

Descriptive trademarks cannot easily be protected under the trademark laws. Dornis defines descriptive trademarks as those using names that describe their products (78). In many cases, they are used as a promotional slogan when advertising a brand or a given product. When promoting its cola drinks, the Coca-Cola Company uses the slogan ‘obey your thirst’ for its Sprite sub-brand. The term has been used so often by the company that its mention evokes the thought of taking one of the company’s products (Fei and Zhou 446). However, one can still use milk or tap water, products which are not offered by the company, to quench thirst. As much as the phrase has become closely associated with the Coca-Cola Company, this firm cannot register it under the trademark laws. It means that rival companies and those that operate in different companies can also use the phrase to promote their products. Brown and Nagy explain that the essence of avoiding the protection of descriptive trademarks is because of their common usage (22).

Sometimes a company may use the word but in a misleading manner. For instance, it is common to find cases that firms describe their products as the best in the market. It is not possible to register a product with the name ‘the best option’. Even if the company offers the best value in the industry at the time, it is not guaranteed that its products will be the best forever. When a new company emerges that offers superior value, the name will lose its validity. The message it passes to customers will, therefore, be misleading. Even when a firm is keen on selecting a name that would give it an edge over its rivals, Bouchoux advises that it is prudent to avoid trademark names which are descriptive (34). This approach of developing a trademark may leave a company name and brand exposed to legal challenge. To have such a name protected by the country’s trademark laws, a firm may need to modify it in a manner that makes it distinctive in the market. Zatarain’s, Inc. v. Oak Grove Smokehouse, Inc. is a case example of how a company can easily lose a descriptive trademark (Pathak 32). Zatarain owned trademarks FISH-FRI and CHICK-FRI. Trademarks were challenged by Oak Grove as being descriptive and limiting other companies from using phrases such as fish fry and chicken fry in their advertisements. It was held that these two brands had no other secondary meanings and as such, could not be protected under the Lanham Trademark Act.

Suggestive Trademarks

The trademark laws may fail to protect a trademark that is established to be suggestive. Sreenivasulu defines suggestive trademark as “a distinctive, but not descriptive, mark which does not describe a product, but suggests or references it, requiring consumers to exercise imagination to connect the mark with the product” (112). The name suggests the quality or characteristics of products offered by the company. A good example of a suggestive trademark is Android, which refers to artificially intelligent user-interactive software (Nesheiwat 16). It is not possible for a company to have such a name protected under the trademark laws, as was established in the case of Abercrombie & Fitch Co. vs. Hunting World, Inc. (Calboli and Lee 117). It was held that Smartphone from numerous companies such as Apple Inc. Samsung, and Nokia may fall into the category, and therefore, it is not prudent to have a single company enjoying such exclusive rights. However, some rare cases exist when a company manages to register a suggestive trademark that becomes fully protected by the country’s trademark laws.

Microsoft is a trademark name that suggests the nature of the product offered, microcomputer software (Balganesh 95). However, the name was registered when the concept was almost non-existence so it was not easy to envision a situation where another entity may challenge the name. However, as market forces continued to change and Apple Inc. developed its microcomputer software, Microsoft realized the vulnerability of its trademark and moved with speed to protect it from being declared a suggestive trademark. It introduced the term ‘corporation’ in the name to have Microsoft Corporation. The name is yet to face any serious legal challenge and is less likely to be subjected to such a problem because of the modification. Sreenivasulu advises that it is necessary to avoid suggestive trademarks because they do not attract strong protection under the United States trademark laws (31). Some few cases of a company that enjoy protection exist, but it is an option that one should avoid if possible.

Arbitrary Trademarks

According to Grigoriadis, some of the brands that enjoy strong protection under Lanham (Trademark) Act are arbitrary trademarks (41). These are names that have nothing to do with the industry or the product that a company offers. They are creatively chosen because of the unique meaning or attachment they have to the owner. Kodak is a name that has little to do with the filming industry. However, it is one of the brands enjoying protection from possible infringement both locally and internationally. Apple Inc’s operations have nothing to do with fruit production. The same approach of branding is embraced by Camel Oil and Shell gas stations (Balganesh 88). It is uncommon to challenge these trademarks.

From a marketing perspective, it may not be the most appropriate strategy for naming a brand because it may take them some time to associate the name with the product offered. However, when it is creatively developed, it can form a strong trademark that enjoys protection from possible infringement. It is important to note that even arbitrary trademarks may be subject to litigation if certain terms are breached. Apple Corps vs. Apple Inc. is a perfect example. Apple Corps, a multimedia corporation, came ahead of Apple Inc., an electronics company. Apple Corps took Apple Inc. to court for using a trademark that was already in active use. Apple Inc. was forced to make a settlement and promise to avoid the music industry. When the temptation to join music industry became too strong, Apple Inc. was forced to purchase Apple Corps trademark to avoid further legal battles (Fei and Zhou 444). Such cases are common not only in the United States but also in other countries around the world.

Abandonment of a Trademark

When an entity has registered a trademark, it is its responsibility to ensure that it is kept in active use and renewed regularly to avoid its loss. A trademark will only remain protected under the Lanham Trademark Act if it is established that the company that registered it is trading as was suggested when making the application. The law requires that the registered owner renews the application every ten years. In case the registration is not done for thirty years, the trademark will be considered abandoned, and it will lose its protection. For a company to continue enjoying the protection under trademarks law, it should remain in active operations and should renew applications as stipulated in the law.

Trademark Infringement

Bouchoux defines trademark infringement as “the unauthorized use of a trademark or service mark on or in connection with goods and services in a manner that is likely to cause confusion, deception, or mistake about the source of products” (86). Infringement may be constituted as a result of a deliberate attempt by an individual or a company to benefit unfairly from the name of a strong brand by assuming a trademark that is similar to that of the competitor. In other cases, it may be a mistake caused by the inferiority and inconspicuous nature of the already existing trademark that leads to the confusion. Whether the action was deliberate or not, the affected party can seek legal redress whenever it feels that its brand name, logo, or other brand attributes have been infringed upon. It is expected of the owner of the trademark affected by the infringement to go to court and report the matter. It means that as long as the case is not presented to the courts for redress, little can be done even if customers are affected by the problem. The only legal option that customers or their legal representatives can take is to complain about the quality or any other issue that can be proven to affect them because of the confusion. When such a case is presented in court, the measurement of the infringement is often conducted using the likelihood of confusion test (Balganesh 87). The following are the critical factors that define trademark infringement.

The Degree of Similarity of Trademarks

According to Brown and Nagy, one of the principal factors that often define the infringement of a trademark is the level of similarity of the marks (20). The Coca-Cola Company has a unique trademark defined by specific colors, images, and letters. In Qualitex Co. v. Jacobson Products Co., Inc., the United States Supreme Court held that color is a legal requirement for trademark registration and deserves protection under the Lehman Act (Calboli and Lee 43). When a company, irrespective of the industry in which it operates, uses the same trademark or that which is almost the same, it would be considered a copyright infringement. Sreenivasulu explains that customers can easily be confused that the Coca-Cola Company has diversified its product portfolio (81). When fighting such a case of infringement, the Coca-Cola Company would argue that the infringing company’s mistakes and scandals may hurt its image (the Coca-Cola Company’s) in the market even if they are not operating in the same company. Customers may want to dissociate from the brand and its products because of such scandals. It will be a sufficient ground for a presiding judge to rule that there was a trademark infringement.

The Plaintiff’s Trademark Strength

According to Nesheiwat, sometimes it may be necessary to determine the plaintiff’s trademark strength before concluding that there was infringement (91). Registration of trademarks is a continuous process. Most of the registered trademarks in the country are not in active use. Some were for companies that started but failed along the way in their initial years of operation. Others were registered by individuals who wanted to start their companies, but circumstances made it impossible to happen. Dornis explains that there is also a category of individuals who intentionally register numerous trademarks with the primary goal of extorting money from companies who may be interested in using the same in future (112). When a case is presented before the court, one of the issues that will be investigated is the usability of the first trademark. As the name suggests, a trademark should be a mark that identifies a given company in the market. Its relevance is lost if the company for which it was registered is no longer operational. The new company will not be infringing on anyone’s right. As stated above, trademark infringement test looks at the possible confusion that is caused by the existence of marks which are similar. In case the original company is no longer in operation, the concept of confusion will no longer hold. The new company that is in active operation in the market may be granted opportunity to continue using the trademark.

The Degree of Products’ Similarity

It is common to find a case where two different companies use a similar image to identify their brands. Apple Inc. is one of the leading electronic companies in the global market. It uses the image of apple fruit to help identify and distinguish its products from that of its market rivals. Stribling Orchard is a firm that specializes in the production and distribution of different kinds of fruits, especially apples. They both use the apple fruit in their trademark to help promote their brand and to distinguish their products in the market. Apple Inc. registered its trademark ahead of Stribling Orchard. It is not possible for Apple Inc. to claim that there is a copyright infringement because this fruits company is using a logo that is almost similar to its own. Industries within which these companies operate are so distinct and can never be confused. Products that companies offer are also different. It is not possible for a customer who intended to purchase an iPhone, iPad, or Macintosh to end up with an apple fruit from Stribling Orchard because he got confused due to the similarity of the logo. There is no legal basis for Apple Inc. to sue this fruits company for trademark infringement. However, the situation may change in case the fruits company decides to diversify its products to include those that are offered by Apple Inc. The infringement will be proven if it is established that customers are likely to end up with a product they never intended to purchase because of the similarity.

Evidence of Confusion in the Market

In some cases, it may be necessary for the plaintiff to provide evidence of confusion in the market. It may be a case where trademarks are not the same, but the plaintiff feels that the use of colors, images, or the naming pattern of the new trademark may be an infringement. It is a common problem if the two companies are operating in the same industry hence is a direct competitor. Bouchoux explains that such issues arise when it is not easy for customers to distinguish products of companies in that industry other than by their brand name, logo, and other brand attributes (46). Bottled water companies may be a perfect example of such a case. The court will need a proof that customers are likely to confuse products in the market if the new trademark is allowed to operate without major changes. The new trademark owner may be directed to make significant changes on the product to ensure that customers do not get confused when planning to purchase products of a given brand.

The Sophistication of Purchasers

The level of sophistication of customers is another factor that may be looked at when investigating a possible trademark infringement. Some products only attract a specific segment of customers. Sreenivasulu states that the court may be convinced that customers are highly sophisticated to the extent that they cannot easily be confused by a possible attempt of a different company to use a name similar to their preferred brand (49). This applies to products that target highly trained professionals such as doctors, engineers, and other scientists. They may have the capacity to test and determine the genuineness of a product before making the purchase. Pathak warns that such extreme requirements are often rare and it must be established that all customers will make the test before purchasing a product (47). For instance, it is easy for a customer to determine whether they are purchasing a genuine iPhone by simply logging into the iTunes and getting the specifications of the phone. However, not all customers have that level of sophistication. Most of them will look at the brand logo and the shape of the phone as the only primary factors before making their purchase. By the time they realize that they have been cheated, it may be too late to take an appropriate corrective measure (Grigoriadis 71).

Determining if Trademark Registration was Bona Fide

The primary assumption that is always made when one registers a trademark is that there is a legitimate business-driven desire to have a mark that will distinguish the owner’s products from that of the market rivals. However, Nesheiwat observes that some individuals have ulterior motives when they register their trademarks (52). Some do it with the intention of making quick money by possibly selling it to a company that may find it relevant. Others do it deliberately to hurt an already existing firm. It is possible that the court may find the level of confusion between the two brands to be reasonably low. One final factor that the court may look at is whether or not the trademark was registered in good faith. Dornis warns that when the focus is on the reason behind the registration, the court’s decision will not give preference to the trademark that was registered ahead of the other (51).

The ruling will be made against a trademark that was registered with ill intentions. For instance, if it is established that the trademark owner has ten or twenty other registered trademarks, none of which is in active use, it may be an indication that the owner is interested in extortion other than engaging in genuine business activities. A perfect case example is Zazu Designs v. L’Oreal, S.A. of 1992 (Fei and Zhou 442). It involved a deliberate move by L’Oreal to distribute its product under a new brand name, Zazu, with a full knowledge that Zazu Designs intended to use the same brand name to sell its products in the market. The court determined that L’Oreal acted in bad faith by using a name that a rival company intended to use. It was denied the ownership of the name because it lacked a valid reason why it was necessary to introduce a new brand name at a time when a rival firm that had been using the same trademark was planning an expansion and a possible registration of the brand.

Dilution

Dilution of a trademark refers to a situation where unauthorized persons use a company’s trademark on its products that do not compete with those of the owner of the mark (Calboli and Lee 72). Such unethical business practices are common among small and medium-sized companies that do not have registered trademarks. They try to ride in the wave of the strong brand of the targeted company. For instance, a coffee shop may use the name Microsoft Inc as its name in the market. Products offered by such a coffee shop may not be related in any way with products offered by Microsoft Corporation. The two companies may not be in any form of competition. However, the act of using a known brand on a product that the owner does not offer may be considered an infringement upon rights of the owner. Customers that hold the company in high regard may be shocked when they see a local shop that offers substandard products using the same name. They may develop a negative impression towards the brand as they associate it with the local coffee shop. Bouchoux observes that sometimes it may not be easy to detect such forms of infringements, especially if it is in a remote location that agents of the trademark owner rarely visit (54). However, once it is detected, an immediate measure should be taken to stop it and relevant damages awarded to the aggrieved party through a legal process. The following are the two main types of dilution:

Blurring Dilution

According to Brown and Nagy, blurring dilution occurs when there is an unauthorized use of a trademark on dissimilar goods and services (18). The trademark’s image in that specific market gets blurred as customers will be confused about the exact products that the brand specializes on within a given market. As explained above, this is a case of a company that is keen on achieving success in the market using a strong brand but without any intention of posing its products as those manufactured by the owner of the brand. The main damage that is caused by this form of dilution is the confusion that customers are subjected to as they wonder about the product portfolio of the originating company. Sreenivasulu explains that it is a silent approach to dilution and sometimes it may go undetected for a long time because it may not raise instant suspicion (97). In the case of Louis Vuitton Malletier S.A. v. Haute Diggity Dog, LLC, and the district court ruled that the products of defendants were parodies of plaintiff’s trademark and as such, diluted it (Fei and Zhou 447).

Tarnishment Dilution

Tarnishment dilution is a more serious form of infringement because it targets the products of the affected company. It happens when one company uses the trademark of a different firm, without authorization, to sell inferior quality products in the market. In this case, the aggressor ends up developing and selling products similar to that of the targeted company and uses the same trademark. Customers will be confused in the market when making purchases. Bouchoux explains that these clients will purchase the counterfeited product thinking that it is from the desired company only to realize that they have been offered substandard products (67). The effect is that both the customer and the affected firm will be hurt. The customer will end up with a poor quality product that fails to meet the need for which it was purchased. On the other hand, the affected company will get its name tarnished. After years of effective marketing and production of high-quality products, actions of an unscrupulous businessperson may cost the firm the benefits that come with a strong brand. It will be viewed as an untrustworthy company that delivers substandard products to its clients. It may take awhile to recover from such an impact.

The trademark laws in the United States seek to protect companies from such malpractices. Moseley v. V Secret Catalogue, Inc., is a case that demonstrates a dilution of the trademark by tarnishment (Fei and Zhou 450). Victoria’s Secret sued Victor’s Secret for using a name that closely resembles its own to sell similar products. Although the Supreme Court rule against Victoria’s Secret based on the Federal Trademark Dilution Act (FTDA), the United States Congress overturned the decision when it enacted Federal Trademark Dilution Revision Act (FTDRA) of 2006 (Nesheiwat 67). It is now impossible for an entity to go unpunished for committing a similar mistake after the new law came to force.

Nominative/Fair Use and Misrepresentation under Unfair use

The normative use, also known as a fair use of a trademark is permissible when one is describing a given product or comparing it with its own without the intent of malice. Under the doctrine of fair use, a person may be allowed to make reference to a company’s logo, image, product, or other brand distributes in public discourses only when it is necessary. The United States Ninth Circuit outlines the normative use test that a person may be allowed to use a company’s trademark. The first condition is when a product cannot be easily identified when the trademark is not used (Balganesh 58). For instance, the name Coca-Cola is more popular than cola. If fact, many people do not even understand the meaning of the word cola. When a teacher is defining the word cola, it may be necessary to use the Coca-Cola Company’s trademark to make the message clear to the audience. However, it should not cause confusion.

In the case Century 21 Real Estate Corp. v. LendingTree, Inc., the majority held that the owner bears the burden of proving that the use of a trademark is likely to cause confusion in the market (Calboli and Lee 75). The second condition is that one should use the mark in cases when it is necessary to make the identification. Finally, the user should not make a suggestion to endorsement without the approval of the company because sometimes such decisions may hurt its image. Misrepresentation under unfair use is strictly prohibited under trademark laws. In the case New Kids on the Block v. News America Publishing, Inc., the court held that the publishing company could use New Kids trademarks as long as it was in a formative way (Fei and Zhou 451). A person cannot use the trademark in ways that may hurt its image, such as making negative references in public discourses in a way that may hurt its image.

Conclusion

Trademarks are crucial for companies operating in a highly competitive business environment. It helps in distinguishing a firm’s products from that of the rival companies. It is clear from the above analysis that it takes time and a lot of resources to popularize a product in the market. It is the reason why the United States, and many other countries around the world, has come up with policies to protect trademarks. Trademark laws helps in ensuring that a company enjoys its benefits based on the value of the brand. The law protects companies from unfair use of its brand by rival companies or possible acts of malice that may have devastating consequences on the value of the brand and its ability to attract customers. The paper outlines the process that one should take to register a brand and steps to be taken to ensure that it remains validly protected.

Works Cited

, Inc, 537 U.S. 759 (1976). United States Court of Appeals, Web.

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, 64 U.S. 1055 (1995). United States Court of Appeals, Web.

Balganesh, Shyamkrishna, editor. Intellectual Property and the Common Law. Cambridge University Press, 2013.

Bouchoux, Deborah. Intellectual Property: The Law of Trademarks, Copyrights, Patents, and Trademarks, Copyrights, Patents, and Trade Secrets. 5th ed., Cengage Learning, 2018.

Brown, Eve, and Paul Nagy. “That’s Not Fair! Clarifying Copyright and Trademark Fair Use for Business Managers.” Business Horizons, vol. 58, no. 1, 2015, pp. 17-24.

Calboli, Irene, and Edward Lee, editors. Trademark Protection and Territoriality Challenges in a Global Economy. Cheltenham, 2014.

, 425 F.3d 211 (2005). United States Court of Appeals, Web.

Dornis, Tim. Trademark and Unfair Competition Conflicts: Historical-Comparative Doctrinal, and Economic Perspective. Cambridge University Press, 2017.

Fei, Lanfang, and Peng Zhou. “Technological Interference, Public Interest, and Unfair Competition: A Critical Review of China’s Practice.” International Review of Intellectual Property and Competition Law, vol. 48, no. 4, 2017, pp. 436–451.

Grigoriadis, Lazaros. Trade Marks and Free Trade: A Global Analysis. Springer International Publishing, 2014.

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Nesheiwat, Faris. Misapplying Globalization: Jordan and the Intellectual Property Policy Challenge. Cambridge Scholars Publishing, 2014.

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Pathak, Akhileshwar. Legal Aspects of Business. 5th ed., McGraw Hill Education Publishers, 2013.

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Sreenivasulu, Norman. Law Relating to Intellectual Property. Partride, 2013.

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Talents and Competition in Emerging Markets

Identifying the Problem of Talent in Emerging Markets

The majority of companies are convinced that a popular brand and relatively high wages are everything they need to attract and retain talents. However, that is a false conclusion. Prospective employees from developing countries usually need something more than this. They want to prove to the world that their knowledge and abilities, as well as their country, can make a difference on a global scale. They strive for self-development and opportunities. They want to be valued and change the world. It is slightly more than just a desire to have a big salary and do ordinary work, isn’t it?

What is so Special about Emerging Markets?

Why such kind of employees nine times out of ten will choose an emerging market instead of a local one? The answer is obvious – local ones do not suggest the opportunities that such kind of people want, especially those companies, which operate within well-developed markets and have already forgotten that employees may need something more than just a possibility to earn a living.

The primary argument for emerging markets is that they are constantly growing and gaining more and more power. No less than for several hundred years, the West has been the strongest. However, times have changed, and as Michaelson states, such countries as China, Russia, India, and other representatives of the BRICs are growing much faster than the members of the European Union or the United States (239). It is very likely that neither the Euro Union nor the US will “represent the world’s largest economy” in the near future (Michaelson 239). Maybe the “post-American world” and the times “when China rules the world” are not so far from reality (Michaelson 240).

So, emerging markets can offer an individual an opportunity to be one of the first, to become a part of the new and growing infrastructure, to grow and develop, to face lower levels of competition, to do interesting and diverse work, and so on and so force (Pendleton par. 3). Who would not want to be a part of these?

Hypothesis Considering What Emerging Markets Should Offer

Within emerging markets, the competition for talents is rather active. That is why companies that operate at this level should follow certain strategies to win this battle. In their article, Ready, Hill, and Conger put forward a hypothesis regarding those strategies (1). As they state, there are two most important things for a company in an emerging market to do. Those are making appealing promises in order to attract talents and keeping those promises with the aim of retaining them.

The appealing promises, from the authors’ point of view, encompass a company’s brand (the reputation, which is characterized by excellence and advancement), opportunities that the company can offer (such as education, challenging tasks, and so on), and the purpose (the meaningful and worthy mission). At the same time, since it is “tempting to overpromise just to get new hires in the door”, those promises should be kept. A good company will not make promises, which it can not keep for sure. Otherwise, not only those current employees will be disappointed but also the number of potential new ones will vastly decrease.

The Need for the Study in the Article

Someone may ask why the study was necessary in this case. It is simple – emerging markets are growing and suggest more and more opportunities, the number of young and talented people who are searching for those opportunities is enormous, and the study is needed to connect the dots.

For the companies, which operate in emerging markets, this study has a significant value. The process of attracting talents is vital for such kind of organizations because it literally decides their fate. As the proof, Ready, Hill, and Conger described the Standard Chartered Bank’s situation. Several years before, its leaders were unable to find qualified employees to perform basic banking operations and barely could make ends meet (2). Now, they “easily maintain a lead in the race for Asian talent” (Ready, Hill, and Conger 2). And the reason for such a surprising change is the right strategy aimed to attract and retain new talents.

The results, which Ready, Hill, and Conger have received, are applicable to the UAE/GCC environment at least for three reasons. Firstly, we have a lot of people who strive to take part in something worthy and valuable and attract the world’s attention to their homeland. Secondly, in these territories, numerous emerging markets are located. Finally, the development of local emerging markets will help to establish strong connections with Asian countries and boost the economy as such (Augustine par. 2).

This work is appropriate for the MBA program since it covers the brand new and very subtle topic, which is urgent, demanded, and vital for both parties involved. Therefore, it has practical value. Besides, it took many efforts and time, as well as broad knowledge of management and global business. The study, which the authors conducted, cost them eight months and hard work.

The Methodology Employed in the Study

Ready, Hill, and Conger spent eight months for their research project. Nearly twenty different companies were involved, and dozens of CEO, managers, and supervisors were interviewed. So, the data collection method used in this study was an interview.

An interview is one of the most useful and efficient qualitative methods (Trochim par. 4). Firstly, it helps the researchers to examine a particular problem or a concept from the inside. Instead of reviewing and discussing theory, it is possible to learn about a practice. Secondly, due to an informal and casual atmosphere, in which interviews are usually conducted, the conversation can develop in any direction, and the information will be unique. It is impossible to get the information, which is available through the interviews, by any other method. Finally, this approach gives the researchers as many details as possible. All gathered data can be analyzed through comparison.

The data analysis has revealed four factors, which determine the success of an organization in an emerging market. Those are the brand, opportunities, and purpose, which are needed to attract talents by making appealing promises, and the organizational culture, which is necessary to keep all given promises and provide employees with the opportunities they need.

Critique of the Article

It is hard to analyze or criticize this article since a huge work has been done, the research project is really valuable, and its results are promising. However, several drawbacks still can be found since the article makes many assumptions without taking into account particular dependent variables. Additionally, further research should be conducted for a better understanding of the concept.

Every drawback that can be identified while analyzing this article is closely connected to the very nature of emerging markets, their challenges, problems, and disadvantages. First of all, the environment, in which emerging markets operate, is unstable and constantly changing. Even a little crisis or an economic slowdown will greatly affect their work and suspend the progress. That is why companies should always try to maintain the global demand for their products and services. Additionally, during a crisis, it may be impossible for a company to keep the promises it has given its employees, which can cause the loss of workers, as well as many other problems. So, maintaining the reputation and current levels of success is probably one of the most difficult problems.

Besides, while implementing the strategy provided in Winning the Race for Talent in Emerging Markets, many other problems also arise. As a prime example, gathering people from different countries, and especially those from the developing ones, is fraught with the language barrier. It turns out that relying on English as an international language is a big mistake. Many people from developing countries simply do not know it. So, such an approach can deprive companies of talented employees who do not know the language. From our point of view, this problem should be addressed in further studies since it is really a significant one.

While working with many countries, there is always a territorial problem, which, in its turn, brings a digital one – the problem of “connected cities and unconnected villages” (“Emerging Markets” par. 5). In addition to a digital barrier, there are also many others connected to long distances. Among those are the problem of different time zones and the absence of regular face-to-face communication, which can significantly worsen people’s relations and trust in business matters.

Another important problem is cultural. While working with people of many different nationalities and cultural groups, there is always a risk of misunderstandings and conflicts. Those inevitably interfere with the regular work and communication within the group and hinder success and goal achievement. To avoid all of this, companies should hire talented leaders who have experience in solving problems of global business.

Besides, they also should develop leadership skills in the rest of the employees since even when leaders are able to step back from their own culture and are free from any prejudice, most frequently, they still have to deal with those feelings in their followers. By the way, the same problem brings us back to the challenge of keeping their promises – it makes this commitment even harder since there is no all-in-one solution when talking about a diversity of cultures.

As for the directions for further research projects, one of the problems mentioned above can be chosen and addressed.

Summary and Conclusion

During the previous several decades, “talent strategies typically ran in one direction: … from developed markets to emerging markets” (Morrison et al. par. 1). However, after the developing markets gained their power and made people wonder if they would rule the world in two or three decades, the situation significantly changed.

Presently, many talented people are more likely to join small, developing, and promising companies in emerging markets than to work for huge corporations in well-developed ones. That is because developing markets still remember something that the developed ones have already managed to forget – big salaries and a famous brand are not enough to make people believe in the common goal.

To provide employees with opportunities, which they want to have, and win the race for talent in emerging markets, companies should remember about two things: making appealing promises in order to attract talents and keeping those promises with the aim of retaining them. As Ready, Hill, and Conger state, for this purpose, three components are imperative: the company’s brand, which is characterized by excellence and advancement (and not necessarily by fame), the opportunities (training, interesting and challenging tasks, self-development, etc.), and the purpose (the meaningful and worthy mission). To keep all of those promises, an organization should follow an appropriate culture.

Proving their theory, Ready, Hill, and Conger conducted the research, and nearly twenty different organizations took part in it. The data was collected through interviews with their CEO, managers, and supervisors. That enabled the researchers to gather detailed information and conclude that their hypothesis was very close to the truth.

Nevertheless, their theory still has many limitations and drawbacks, since too many assumptions have been made, and too many important variables have been ignored. Among those are a language barrier, distance, connection, and time zone issues, and probably the most serious problem, the cultural one. All of them should be considered as directions for further studies.

To conclude, this study has a significant value for the companies, which operate in emerging markets, and for people from developing countries who strive to prove to the world that they can make a difference. Considering this, the results of the research are applicable to the UAE/GCC environment because it has both such kinds of people and numerous emerging markets. Additionally, using the strategies identified by Ready, Hill, and Conger, a stronger connection with Asian countries can be established.

This work is appropriate for the MBA program since it requires deep knowledge of management and global business. What is even more important, it has a practical value and considers brand new, subtle, and urgent topics needed for both parties involved.

Works Cited

Emerging Markets: Big Challenges, Big Opportunities. n.d. Web.

Michaelson, Christopher. “Revisiting the global business ethics question.” Business Ethics Quarterly 20.2 (2010): 237-251. Print.

Morrison, Tom, Jonathan Pearce, Suzanne Kounkel, Matt Szuhaj and Ina Gantcheva. . 2013. Web.

Pendleton, Ethan. . 2015. Web.

Ready, Douglas, Linda A. Hill, and Jay A. Conger. “Winning the Race for Talent in Emerging Markets.” Harvard Business Review 11 (2008): 1-10. Web.

Trochim, William. . 2006. Web.

Justice and Conflict & Cooperation and Competition

Cooperation and Competition

Interdependence on the goals of the parties involved in conflicts perhaps aids in understating the nature of the conflicts. In situations where one party voices success, as the other forecasts failure, the relationship is success-failure oriented. As a result, a competitive relationship characterized by win-lose orientation dominates (Morton, 2000, p.21). On the other hand, in situations in which both parties in conflict predict failure or success, the existing relationship between the parties is lose-lose or win-win oriented.

Consequently, parties tend to foster cooperative relationships. From Morton Deutsch’s perspective of view, a cooperative relationship always incites positive attitudes among the parties such as the willingness of either party to escalate the other party’s powers, coordination, and friendliness while not negating coordinated and cute communication between the parties involved (2000, p.23). On the other hand, hostility altitudes that reflect exactly opposite traits of cooperative relationships characterize competitive relationships.

According to Morton, “constructive processes of conflict resolution are similar to cooperative processes of problem-solving, and destructive processes of conflict resolution are similar to competitive processes” (2000, p.27). This view is perhaps reflective of the practical approaches in conflict resolution. Where the parties involved in conflicts have varying interests and goals that bring about mayhem instead of fostering unity and peace.

On the other hand, in practical scenarios where the parties involved in conflicts have similar goals and intents, the results of negotiations tend to yield positive fruits since each party places demands that are realizable by the other party. In the case where one party cannot realize them, either party is always willing to bargain for an agreeable treat. Constructive strategies of conflict resolutions lie squarely on the foundations of equity, peace, and human fallibility. With the deployment of efficient and effective conflict resolution management knowledge and skills, common grounds are realizable, upon which the parties involved in conflict attempt to invoke cooperative relationships.

However, a question remains; how can one foster these relationships? In an endeavor to answer this question, Morton Deutsch posits, “The characteristic processes and effects elicited by a given type of social relationship also tend to elicit that type of social relationship” (2000, p.29). This means that with the necessary skills to establish cooperative relationships as well as maintaining them through the utilization of friendly attitudes, successful resolution of the conflict is possible.

Justice and Conflict

Perceptions of injustices attract the emergence of conflicts. When the emerged conflicts end up being destructive, further incidences of injustice take a toll. For training on conflict resolutions, Morton Deutsch looks through the various forms of injustices. Distributive justice, according to him, relies on the need for fair outcomes. Varying grounds exist upon which the principles of equitable and fair distribution rely.

As a way of example, Conflict Research Consortium claims, “justice requires that votes be distributed equally, medical care be distributed according to need and wages be paid equitably according to work done” (2010, Para. 2). However, the comparison used by people in an attempt to dig out the information as to whether they are deprived of their justice in terms of fair distribution depends on how and with whom they make comparisons.

Another element of justice: procedural justice focuses on fair treatment. In this regard, Deutsch sets lights that “fair procedures yield good information for use in decision-making processes as well as a voice in the processes for those affected by them, and considerate treatment during the course of implementing the procedures (Morton, 2000, p.45). People deploy ardent need to maintain a positive self-image.

Those who perpetrate injustices, therefore, may fail to recognize their injustice acts. Confirming this, Conflict Research Consortium adds, “The sense of injustice may be activated by challenging social ideologies and stereotypes that rationalize the injustice and by the community -building among the victims” (2010, para.4).

The fourth element of injustice entails reparative justice. This kind of justice serves to advocate for the norm violated. Retributive or rather reparative justice has the capacity to lead to an emotional relief of the community affected by the injustice acts. Deutsch comments that the reasons people engage in acts of wrongdoing face the “influenced of the nature of the transgression, the transgressor, the victim, and the amount of harm suffered by the victim, as well as by the person’s relations to the transgressor and victims (Morton, 2000, p.48).

In some instances, the scope of justice is vital to consider in relation to conflicts. In such instances, some groups of people may perceive acts of fairness as irrelevant. As a way of example, in real practical scenarios, during the time when people perceived the slave trade as a legal business, white slave owners had no regard for the need for fairness and justice extension to the slaves. Furthermore, more examples of the situation in which justice exclusion occurs are evident.

Conflict Research Consortium gives examples of such scenarios, which include “conditions of perceived material hardship and political instability and in the presence of authoritarian social institutions, chauvinist ideologies, and culturally sanctioned violence” (2010, Para.5). Understanding justice incredibly helps in understanding the nature of conflicts, as one major milestone of the conflict resolution process.

References

Conflict Research Consortium. (2010). Article Summary of “Justice and Conflict” By Morton Deutsch. Web.

Morton, D. (2000).Cooperation and Competition: Morton, D, and Peter, T., Eds. The Handbook of Conflict Resolution: Theory and Practice. San Francisco: Jossey-Bas Publishers.

High Competition and Supply Chain Problems

The two key threats that were identified as part of the strategic analysis are high competition and supply chain problems. Both issues could affect the company’s performance, and thus the proposed alternatives are mainly focused on building resilience to these threats. Executing these alternatives effectively would allow the company to grow further and stabilize its position in the market.

Regain Control from Existing Suppliers

As evident from the analysis, high bargaining power of suppliers is among the crucial problems faced by Panera Bread. This is not uncommon for the food industry, as companies operating in this sector rely on suppliers to provide efficient and high-quality service to consumers (Sullivan, n.d.). Paranikas, Whiteford, Tevelson, and Belz (2015) argue that it is crucial for businesses to regain control in order to avoid supply chain issues. As a way of preventing future problems, companies should seek to bring new value to suppliers and change their demand patterns (Paranikas et al., 2015). For instance, it would be useful for Panera Bread Company to purchase all the required products in local bundles instead of relying on each franchise to restock. Moreover, the company could bring new value to the suppliers by drawing a long-term contract with set prices, which would also help it to avoid price increases (Paranikas et al., 2015). This alternative is cost-effective and affordable, and thus will not raise any issues with the company’s stakeholders. Moreover, it also fits the company’s organizational culture by ensuring quality and sustainability of its supply chain.

Find New Suppliers

Finding new suppliers is a second alternative that might be useful for Panera Bread Company. In order to select new suppliers, it is crucial for the business to measure prospective suppliers’ performance and to gain supplier feedback to ensure high quality, timeliness, and sustainability (Eldridge, 2012). Although this alternative could be helpful in building a reliable supply chain in the future, it could be costly and difficult to switch to other suppliers. For example, the transition could cause the company to fail to restock some of the materials, thus resulting in product shortages. This would affect the company’s reputation, and thus such alternative might be negatively perceived by the stakeholders. Changing suppliers would also draw the attention of Panera Bread’s competitors, who might choose to work with its past supplier.

Improve Marketing

When the bargaining power of buyers and the competition are high, effective marketing can help the company to consolidate its position in the market and attract new customers (Dyer, Godfrey, Jensen, & Bryce, 2016). In the case of Panera Bread, it would be useful to develop a promotional strategy that would attract younger populations, such as teenagers and young adults. Achieving popularity among these consumer groups would allow Panera Bread to be more profitable and create a significant competitive advantage. Although developing and applying a new marketing strategy could be costly for the business, it is likely that the stakeholders would welcome such option, as it could yield positive results in a short amount of time. It would also hurt the company’s competitors that are aiming at similar customer groups.

Conclusion

Overall, these alternatives serve to tackle some of the most pressing issues faced by Panera Bread. Although most of these alternatives would require major resources for development and implementation, they will help the company in the long term by improving its profitability. In addition, improving supply chain management and targeting new customer groups would create a significant competitive advantage, increasing Panera Bread Company’s market share.

References

Dyer, J., Godfrey, P., Jensen, R., & Bryce, D. (2016). Strategic management: Concepts and tools for creating real world strategy. Hoboken, NJ: John Wiley & Sons.

Eldridge, B. (2012). Food Safety Magazine. Web.

Paranikas, P., Whiteford, G. P., Tevelson, B., & Belz, D. (2015). Harvard Business Review. Web.

Sullivan, D. (n.d.).Chron. Web.

Market-Driven Company’s Mission and Competition

Mission and Vision Statement

In order to create a market driven company it is important for such an organization to have high market responsiveness, fast developments, low cost, and finally high levels of creativity, innovation and efficiency. These are qualities that are necessary to respond to a wide variety of possible situations that can occur within the complex and constantly shifting business environment that many companies find themselves in at the present.

It is based on this that the mission of the company would be to focus on market responsiveness, fast developments as well as the utilization of proper customer care strategies so as to create a sales environment that would be conducive towards future product patronage. The vision associated with such an organization would focus on implementing proper innovative and efficient practices in all levels of operations so as to not only increase the profits of the company through the creation of good products and effective services but also to lower the overall cost of operations.

It can be expected that through the implementation of such a mission and vision, a company would be able to become sufficiently driven to be able to compete with its various rivals within the market that it currently operates in.

Competition Issues

Aside from the points that were mentioned earlier, a company also needs to take into account their competitors and develop a plan for the company based on their presence. For instance, a company could focus on being reactive wherein it orients its operations based on the actions of its competitors (Cravens, Piercy & Baldauf, 2009). This strategy entails responding to competitor developments in the form of lower prices, the release of new products, or other similar developments. Basically, this market driven strategy follows a “quid pro quo” method of operations wherein a company reacts based on the actions of its competitors (Cravens, Piercy & Baldauf, 2009).

Another method that could be utilized would be a consumer oriented strategy wherein instead of reacting to the actions of its competitors, companies focus more on satisfying their customers. This strategy focuses more on developing better consumer experiences, creating environments that make consumers more amenable towards purchasing products within a particular location and is basically a “customer comes first” strategy.

While either method can be applied in order to create a market driven company, it is important to determine what strategy would be most effective given the type of industry a company is in and what factors would influence its continued growth an expansion.

Satisfying Customers and Getting Demand

When it comes to satisfying customers and increasing the demand for the products or services of a company, Cravens (1998) advocates that companies should focus on the experience that customers have. This particular aspect entails that from the start till the finish of the purchasing process, customers are able to derive a certain amount of enjoyment or even convenience from the act of purchasing a product or utilizing a service (Cravens, 1998).

This can range from an assortment of possible methods such as improving the ambiance of a restaurant, ensuring that the quality of the food remains consistent as well as making the act of purchasing more convenient. Aside from this, it is also important to focus on aspects related to good customer service when it comes to interactions between company employees and customers.

It is not enough that an employee provides a needed product or service, in order to stay ahead of the competition and gain the much sought after patronage of customer, it is important to focus once more on the concept of making their consumption of your product or service an “experience”. This entails treating them respectfully, smiling, and generally relating with the customer in any way that an employee can. It is the little things that an employee does to make the purchasing experience a pleasant one that creates a more satisfied consumer and one that is more likely to patronize your products or services in the future (Cravens, 1998).

One strategy that can be utilized when it comes to generating demand for a product or service is to take into account business cycles and market slumps and adjust prices accordingly. Pricing is a critical element of successful marketing, in good times and in bad and many companies do not focus enough on getting their pricing right with the end result being plummeting consumer demand (Cravens, 1998).

It is based on this and the cyclical cycle of business that companies should consider proper pricing strategies when selling particular hard to move products or during periods where consumer spending is at an all time low (ex: the 2007 financial crisis). This takes the form of taking into account the physical value of the product being sold as well as various non-tangible elements that consumers take into consideration before they will be willing to pay for a product.

Investing in People

One strategy that any market driven company should take into consideration should be to invest into their employees. This comes in the form of training and other forms of employee development. The basis behind this assertion is the fact that adequately trained and knowledgeable employees are better able to serve the interests of the company as compared to employees that have little in the way of sufficient training and expertise.

Implementing Proper Ethics in Marketing

The primary role of a marketer is to present a product in such a way that it appeals to its tended market segment resulting in higher volumes of sales. The inherent problem though with this particular process is that during the stage of conceptualizing the product presentation strategy, the temptation to make its qualities more appealing to buyers results in a greater degree of temptation to make its qualities more “exaggerated” than they actually are so as to make people think that what they are getting is better than what it actually is (Kingsley, Vanden Bergh & Bonardi, 2012).

Despite the ethical dubiousness of such actions, marketers are often under the assumption that what they are doing is correct since for them its all about creating appeal to create higher sales rather than espouse the absolute truth which may not result in any sales at all.

Reference List

Cravens, D. W., Piercy, N. F., & Baldauf, A. (2009). Management framework guiding strategic thinking in rapidly changing markets. Journal Of Marketing Management, 25(1/2), 31-49.

Cravens, D. W. (1998). Implementation Strategies in the Market-Driven Strategy Era. Journal Of The Academy Of Marketing Science, 26(3), 237-241.

Kingsley, A. F., Vanden Bergh, R. G., & Bonardi, J. (2012). Political Markets and Regulatory Uncertainty: Insights and Implications for Integrated Strategy. Academy Of Management Perspectives, 26(3), 52-67.

RAC Motoring Services Company’s Competition Challenge

The competitive position of RAC Motoring Services in terms of its operations-based strengths or weaknesses

The strengths of the RAC Motoring services includes being a trusted brand with a high market end, and visible, high-tech control centers. Also, it uses highly skilled loyal patrols for customer rescues. Weaknesses include slow phone and roadside without a response guarantee. That is in addition to expensive, perceived traditional like a club, and inconsistent quality of services.

The advantages and disadvantages of the current cell-focused service management structure

Advantages include simplicity and convenience for the operations staff to dispatch patrols to customers with set tight location boundaries that reduce patrol travel time and distance. The disadvantage is the existence of adjacent cells with different queue time with random breakdowns. The solution is to provide the patrols with more direct contact lines with the managers at lower costs compared with the current hierarchical approach with new leading patrols with associated responsibilities, making it more effective.

The redesign opportunities of the employment contracts, payment systems, and working practices

By replacing stand-by to reduce overtime payments, reducing dependence on contracts, taking over control of Patrol’s working hours, rewarding patrols for flexibility, pay constant salaries to the patrols irrespective of working hours, complying with the European Working Times Directive (EWTD), and eliminating non-compliance stand-by time. That is in addition to effectively managing the new annualized Roster.

Recommendations for an implementation plan

The overall recommendations included radical design changes with the union that lead to an excellent working team, with honesty being the core value. That reduced labor turnover to 6%, with the scheme saving RAC £6m a year by lowering the use of contractors. That was in addition to the patrols increasing their total earnings by £2m, with individuals, with an increase of Customer Service Index for quality for the next 17 months consecutively. That is because of the RAC patrol’s attendance and quick response time.

References

Chambers, S. (2003). Case 20 RAC Motoring Services. In R. Johnston (Ed.), Cases in Operations Management (3rd ed., pp. 112–115). Prentice Hall.

Philips and Matsushita Companies’ Competition

Philips and Matsushita are technology and electronics companies. Their scope ranges from Radio to Television and other electronics. The former was staterd by Philips and his fathers in Einhdoven Netherlands. They first started making bulbs but grew to international standards soon later. Matsushita in Japan started Matsushita. The two companies have common denominator in their activities. Both also experienced the effects of the world war and the great economic depression (1-8).

Philips however took caution to ensure that it does not suffer the impacts. It decided to take control measures. It took its trust to America and Britain. The Second World War negatively affected its plant operation. The company however adopted several measures to mitigate the effects. It used the strategy of setting up national organisations in its subsidiary branches in other nations. These bodies would operate independently. They also had the responsibilty of obtaining local market and producing market tailored products. This mechanism ensured that Philips penetrated the market and established itself.

The national organisations had expertise who would handle a country’s market. The production divisions retained the role of production and global distribution of the products. The national organisations produced consumer products in line with the market requirements of the specific country. The national organisations would report to the centralised production department at the mother country. The national harmonisation managers made several trips to the mother headquaters. This was to ensure that the activities and progress of the organisations was minitored (4-7).

Matsushita runs parallel activities with Philips. Both companies deal in technology and electronics. More often, they venture into consumers products. The duo has heard intercompany market competition. They also receive competition from other companies in this industry. Mitsushita was earlier an under dog but it overtook Philips at some point. First, it ventured more into expert markets because of low distribution. It was also hard to expand its prodcut line. Secondly, it adopted a divisionalised organisation structure. This kind of organisation creates a condusive working environment for each division. It encourages interdivision competition and hence promotes innovation. Each division would leverage the technology and expertise at its disposal and come up with new sleek products. This ensured that the product’s quality was in tandem with the latest market demands (8-10).

Both companies have made several changes in their business models, management and administration system. There are a large number of technocrats at the helm of these companies. Several chief executive officers have steered the companies. Changes are also noteable in prodcution and marketing systems. Philips chose to use a centralised system of organization structure while Matsushita chose a divisionalised system. These managers have brought up new ways of expending knowledge and improving prifitability. Philips has made several changes on the roles of wokers and job design between the national organisations and the production divisions. Matsushita have made changes in their divisionalised management system. A number of officers have not been able to implement their policies because they did not get moral and financial support. Only a small number have been sucessful in implementing their blue prints (11-13).

There are specific recomendations for Gerald Kleisterlee and Eumo Ohtusubo. The latter should concentrate on shifting the production to countries with relatively low labor cost. He should expand the company’s prodcut line rather than reducing. An expanded product line provides a fall back trap incase of a negative market eventuality. The former should develop his policies with anticipation of risks and uncertainities. This prevents unnecessary closure of the business (6-13).

Competition in the U.S. Cosmetics Industry

Introduction

At the moment, the cosmetics market in the U.S is one of the fastest-growing spheres of business. In 2016, the U.S was called the most valuable beauty and personal care market in the world (“Statistics & Facts”). The annual beauty and personal care market revenue comprises about $84 billion (“Statistics & Facts”). Moreover, it is expected that by 2024 the market will be worth $85 billion (“Size of the global color cosmetic make-up market”). In addition, by the end of 2016, the U.S. cosmetic market was employing about 63,816 people (“Size of the global color cosmetic make-up market”).

LOreal, Unilever, Procter & Gamble Co, and Shiseido Companies are the most potent actors determining the further evolution of the sphere. Among the retailers working in this sphere, Ulta Salon, Cosmetics & Fragrance are the leading brands (“Statistics & Facts”). Furthermore, Maybelline, L’Oréal, and Cover Girl are the brands that enjoy the highest levels of customer recognition (“Statistics & Facts”).

Therefore, regarding Shiseidos potential entry to the U.S. market, it is critical to determine demographics key features, main motivational factors, and ways to reach the market. Specifically, Shiseido’s target customer segment is comprised of individuals (mostly women) older than 26 and characterized by a high level of income. Shiseido envisions itself as a brand that suggests exclusive and expensive products to consumers with the respective spending capacity.

The majority of individuals who belong to the target audience have a luxurious lifestyle. This category possesses an extremely high purchase potential. The brands popularity, outstanding quality of suggested products, and desire to remain attractive are the leading factors that motivate customers to buy Shiseidos products. Under these conditions, the company could carve out a niche of a luxurious and popular brand that suggests high-quality products to all customers who are concerned about their appearance and want to remain attractive. It could help Shiseido reach the market and acquire a stable income.

Competitive Landscape

The high level of rivalry peculiar to the beauty and personal care market demands an improved understanding of the competitive landscape. At the moment, Chanel and LOreal could be considered the leading rivals.

Chanel SWOT analysis

Strengths

As a brand, Chanel is well-known and widely recognized. It is also one of the pioneers in the beauty sphere. Chanel offers a wide array of suggested goods, as well as premium and high-quality products.

Weaknesses

Chanel’s products are pricy. Moreover, the brand has limited opportunities for further growth. Comparatively, high brand switching has been noted in regard to Chanel’s products. As a result, Chanel focuses on the premium category of customers who purchase its products due to its luxurious reputation.

Opportunities

Online sales could boost the company’s chances to evolve. The brand enjoys a powerful reputation and might impact the world of fashion. Innovative products represent another opportunity for the brand to attract new customers.

Threats

The main threat is the tendency towards the emergence of new powerful competitors. Moreover, the current financial crisis resulted in a decreased paying capacity of customers. Numerous cases of forgery that harm the company and its image serve as another serious threat. In general, Chanel is a potent competitor that uses management strategies similar to those of Shiseido and is focused on the same audience

LOreal SWOT analysis

Strengths

The major strength of L’Oreal is the increased innovativeness of the company.

Also, the brand holds leading positions in the cosmetics industry (LOreal). Moreover, this is a recognizable brand that considers customers culture. Finally, L’Oreal occupies a powerful position in the international market.

Weaknesses

Lack of centralization and poor control over its departments and brands in different countries are the main weaknesses of L’Oreal. The rise of rivals that operate in the same spheres adds to the inconveniences faced by the brand.

Opportunities

Potentially, numerous patents registered by the company could help it become a more powerful competitor in the future. Also, products designed for women of all ages might stipulate the companys further growth.

Threats

Since the competition in the beauty industry is very intense, there is a chance that other brands might surpass the company. Moreover, American brands tend to enjoy a higher level of popularity in the U.S. market than foreign ones such as L’Oreal. In conclusion, the analysis demonstrates that LOreal remains a significant competitor that could slow down the speed of Shiseido development and deprive it of potential income.

Shiseido SWOT Analysis – Detail Implications

Strengths

Shiseido sells high-quality products, which makes it a strong competitor. Also, the brand has a high level of customer satisfaction.

Weaknesses

One of the weaknesses is Shiseido’s dependence on technologies. Moreover, the company lacks specialized workers in retail stores. Additionally, Shiseido faces limited opportunities for the expansion of new customer segments because of the focus on customers with a high level of income.

Opportunities

The ability to enter new markets is a significant opportunity for Shiseido. Also, the environmentally friendly nature of the company makes it attractive to consumers.

Threats

The dominance of other brands at the U.S. market represents the main threat for Shiseido, a brand that has entered recently and is non-native in this country. As one could see from the analysis, the current competitive landscape remains complex as both Chanel and LOreal hold influential positions in the world of beauty and cosmetics. For this reason, Shiseido has to take into account all the above-mentioned peculiarities of the market to become successful.

Cosmetic Market Limited Growth

When it comes to growth rates in the U.S. cosmetic market, analysts report that revenues in personal care and beauty industries continue to increase throughout 2016, despite the overall economic slowdown in the country (“Beauty and Personal Care in the US”). Practically, the fluctuations in the state of the U.S. economy tend to reflect directly on the levels of growth and value sales in the beauty industry. This is the case because most of the beauty and personal care products represent the luxury segment or can be regarded as non-essential goods.

Consequently, the sales of beauty products depending on the local economy that, in turn, dictates the spending capacity of the U.S. consumers as well as their readiness to purchase. The economic recession that is known to be happening in the country for the last several years is becoming milder. As a result, many consumers find ways to adjust to it so that they no longer have to constrain their spending. However, growth rates in the U.S cosmetic market remain rather slow and limited.

Cluttered Competition

The U.S. beauty industry is also known for a highly fragmented and cluttered market and very intense competition. The intensity is also dictated by the changeable nature of consumers’ preferences and social trends to which the beauty industry needs to stay responsive. To be more precise, Millennials have grown to represent the most active and highest-spending consumer segment in beauty markets. These young and innovative customers favor unique products that support their individuality, are portable, have an excellent reputation, contain only organic ingredients, and are of high quality (“Beauty and Personal Care in the US”).

Therefore, most beauty brands have to adjust or be outperformed by competitors. In addition, apart from well-known brands with much leverage potential, the U.S. beauty brands have to compete with indie brands that constantly enter the field (“Beauty and Personal Care in the US”). The increased threat of new entries is powered by the opportunities for self-promotion available due to the popularity of social network marketing and advertisement.

Works Cited

Euromonitor International. 2017. Web.

Statista. Web.

L’Oreal. . Web.

Statista. Web.

.” Statista. Web.

Genzyme Company’s Focus on Orphan Drugs and Competition

How does Genzyme’s focus on orphan drugs affect the degree of competition it faces?

Genzyme’s focus on orphan drugs had a positive (for Genzyme) impact on the amount of rivalry that the firm was faced with. More specifically, no other companies were interested in developing orphan drugs, believing that it was needed to create a “blockbuster,” a medication that would result in at least $1 billion, to be successful (Chapter six n.d.). Therefore, Genzyme faced practically no competition in the market.

This also had a profound effect on customers’ bargaining power (Hill & Jones 2010, p. 43), lowering it practically to zero. Clients did not have any choice but to buy the medication from Genzyme, so they were forced to purchase the drug at a price proposed by Genzyme; they would get no treatment at all.

How does focusing on orphan drugs affect the types of resources and capabilities a biotech firm needs to succeed?

Concentrating on the production of orphan drugs has a significant effect on both the resources and capabilities needed for success. For instance, it is required to dedicate a considerable amount of resources to research and development to produce new drugs. Also, rare resources might be needed for production – for example, human placentas were necessary for Ceredase (Chapter six n.d.). As for capabilities, the production facilities probably should not be oriented on mass manufacturing, being focused on the production of several drugs in relatively small amounts instead. That also might often mean that high costs are needed to produce the medications.

Does Genzyme’s focus on orphan drugs make sense?

If “making sense” means achieving success in the market, then retrospectively, it is possible to state that Genzyme’s focus on orphan medications made sense, for they achieved considerable success. On the whole, Genzyme decided to concentrate on the development and production of orphan drugs since they would have virtually no competitors in the market; the niche was free (Chapter six n.d.). Also, as was noted above, Genzyme’s potential customers would have no choice but to purchase that company’s drugs, which would permit setting high prices on the drugs. Therefore, if the developed orphan drugs were effective, at least moderately, the company would supply unique medications for those who would have no choice at all. On the other hand, if the company developed medicines against common diseases, they would need to outperform many other drugs on several criteria. Probably that was a long-term strategic intent of Genzyme – to occupy an empty niche in the market, where the threat of entry would also be very low (Hill & Jones 2010).

What are the advantages and disadvantages of Genzyme’s diversification into other areas of medicine?

It might be possible to assume that Genzyme diversified into other areas of medicine because in market terms, developing drugs for orphan diseases which were not related to enzymes did not differ considerably from doing that for orphan enzyme-related diseases; e.g., Genzyme would still occupy a convenient and safe niche in the market which was described in the answers to the previous questions. An advantage of this is, actually, the diversification of products. It may mean more customers, larger total sales, and also additional products in case other companies started developing competing drugs for the already covered areas (after the passing of the seven years of market exclusivity) (Chapter six n.d.). Possible disadvantages include the need to create new facilities for drug production (the new medications might require different equipment to be produced), the need to start research in a new, yet unknown area, and so on.

What recommendations can be offered Genzyme for the future?

A possible recommendation for Genzyme in the future might be that it should keep focusing on the production of orphan drugs. This is due to the fact that if the firm switches to producing drugs for non-orphan diseases, it will only have the benefits of the usual patent, not the legal protection that orphan drug manufacturers enjoy.

Reference List

Chapter six: defining the organization’s strategic direction n.d., Web.

Hill, CWL, & Jones, GR 2010, Strategic management theory: an integrated approach, 9th edn, South-Western Cengage Learning, Mason, OH.

Cooley Distillery Company’s Competition Struggles

Executive Summary

Cooley is a well-known and long-established large producer of Irish whiskey. However, with the recent emergence of new competitors, who bring with them impressive competitive advantages, Cooley has found itself to have lost its position as a world-renowned organization. Urgent rebranding is needed to develop a new competitive advantage, make the company more efficient, and, thus, regain is foothold within the industry.

It is suggested that the use of the MBO tool as the primary exit strategy and the following rearrangement of the firm’s priorities will help Cooley re-establish itself as a globally renowned brand. Furthermore, it will be recommended that a strong emphasis should be placed on quality improvement processes, as well as the search for a brand image that would help develop a competitive advantage (Joseph, 2016). Finally, the focus on innovativeness and resourcefulness as the key assets of the organization are suggested as the ultimate means of bringing Cooley back into the target market.

Once the identified qualities are in place and used to develop a sustainable approach to costs, management, and marketing, a significant improvement can be expected. Cooley must strive towards unceasing quality improvement and hold this as its corporate philosophy.

Cooley Distillery Individual Case

Cooley Distillery has been operating in the alcoholic beverage (AB) industry for a number of years, gaining impressive recognition. The focus on using traditional recipes and natural ingredients allowed for developing a particularly strong competitive advantage, which, in turn, served as the basis for establishing a strong presence in the Irish market. However, as new companies started appearing and offering innovative products of higher quality, the company started to lose its appeal to its target customers. To reverse this new negative situation, the company should consider an MBO option with the following redesign of the firm’s branding strategy and the introduction of a new model of risk management so that Cooley’s financial assets can be used efficiently.

VRIO Framework: Assessment of Cooley.
Figure 1. VRIO Framework: Assessment of Cooley.

Cooley: Strengths and Weaknesses

Much to its credit, Cooley has a range of advantages that could be harnessed to make the firm more competitive. In particular, one can highlight the fact that the firm has been known for its ability to take risks in the past and adopt innovative approaches to solving various problems. Furthermore, it can be seen that Cooley has been striving to use its available resources in as rational and efficient a manner as possible. As such, it is reasonable to assume that the company’s approach toward resource management is based on sustainable use and cost-efficiency.

Strengths:

  • Resourcefulness
  • Willingness to take risks
  • Innovativeness.

Weaknesses:

  • Poor cost management strategy
  • Poor risk management strategy
  • Lack of strategic thinking.

As the list provided above shows, it is crucial to make sure that the leaders of Cooley Distillery start to focus on introducing the principles of strategic thinking as the foundation for the decision-making processes at the managerial level. Furthermore, a more viable risk management strategy should be introduced into the company’s system. It is on this solid foundation that improvements in the current situation can be built.

A closer look at the external factors that affect Cooley’s performance in the target market will reveal that the company, in fact, still has potential, yet it will need to develop a very strong competitive advantage in order to measure up to the other firms that have been delivering consistently good quality products. As Porter’s Five Forces Analysis carried out below displays, the high purchasing power of buyers means that while Cooley cannot afford to set its prices too high, it also needs to reconsider its current approach toward marketing and HRM. A change in the management approach is required.

Table 1. Cooley: Porter’s Five Forces Analysis

Element Description
Threat of new entrants High

Given the low barriers to entry, there is a consistent threat of new competitors emerging in the AB industry, in general, and whiskey production, in particular.

Threat of substitutes Low

At present, there are few substitute products for whiskey (i.e., brandy, premium liqueur, etc.)

Bargaining power of buyers High

Customers have a plethora of options to choose from given the large number of organizations that produce whiskey.

Bargaining power of suppliers Medium/Low

The product required to produce whiskey (wheat) is relatively easy to grow. However, advanced technology is needed to process it and turn it into high-quality whiskey.

Industry rivalry Moderate/High

Due to the vast opportunities available to companies in the target industry, the competition levels are rather high, with new entries appearing on a regular basis.

Irish Whiskey Category Structure

A closer look at the Irish whiskey category structure shows the number of serious competitors is growing; a strong presence in the target market and a large portfolio are typically listed among the primary strengths of these key rivals. As the table below indicates, Cooley Distillery needs to consider managing the production and marketing-related processes in a more efficient manner in order to achieve any tangible changes.

Table 2. Cooley: Key Competitors

Company’s name Key characteristics (strengths)
Beam, Inc. Large portfolio
Constellation Brands Product quality
Brown Forman Large net income
Remy Cointreau Group
  • Well-known brand
  • Vast portfolio
Bacardi Ltd. Values and traditions
Davide Campari-Milano S. p. A.
  • Numerous brands
  • Global recognition

Based on the category structure provided above, it would be prudent for Cooley Distillery to promote consistent quality improvement as the foundation for its management processes, and emphasis must be placed on the introduction of a new quality management framework that could contribute to a rapid improvement of the selling and distribution of the product. It is strongly recommended that the Six Sigma approach be considered as the best strategy available to follow since it allows for a consistent increase in quality levels (Evans, 2016). Specifically, one should regard the adoption of the DMAIC (Define, Measure, Assess, Improve, Control) model as the basis of any new quality management approach. By using the identified tool, Cooley’s managers will be able to control the quality levels more easily and, thus, more successfully. Furthermore, the basis for consistent improvement of product quality can be built upon once the DMAIC framework is introduced into the company’s’ design (Pyzdek & Keller, 2014).

Financial Opportunities

The fact that the shareholders have little control over the situation can be viewed as another reason for concern. It is strongly recommended that the financial processes conducted in the company should be more tightly supervised. Therefore, it is recommended that the MBO strategy should be used as an exit tool. As a result, opportunities for debt financing can be created. The maturing debts that Cooley Distillery is facing currently will be addressed in a fast and efficient manner, and the financial risks associated with the specified liabilities can be avoided.

One might argue that transitioning from being a part of the company’s management team to the ownership of the firm could create certain problems. Indeed, it is crucial to make sure that managers should be able to develop the relevant leadership skills that will help them lead the organization successfully. This can be addressed directly by reconsidering the existing system of values and corporate philosophy with the following change in the leadership framework, and the introduction of training sessions. Thus, managers will be able to acquire the skills that will help them guide Cooley Distillery to rise again within the AB industry.

As the analysis carried out above has shown, Cooley Distillery has been experiencing a crisis since it has stopped using its strengths to its advantage. In order to make sure that the firm remains competitive in a market where new companies appear to offer innovative products, Cooley will have to redesign its quality management system so that it can be more improvement-oriented (Nanda, 2016). For this purpose, the DMAIC tool, as the means of updating product quality on a regular basis, is recommended.

Furthermore, Cooley Distillery will also need to reconsider its current attitude toward shareholders. The target audience will have to be provided with more opportunities and benefits; only then financial stability will become possible (Chen, 2014).

The principles of strategic management, as well as the elements of transformational and laissez-faire leadership styles, will have to be incorporated into the firm’s new design. The former will serve as the tool for forecasting and avoiding risk, whereas the latter will engender responsibility among staff members, encouraging them to make strategically sound company-related decisions. The transformational leadership style, in its turn, will be necessary to enable the implementation of these changes throughout the company (Nongard, 2014).

References

Chen, J. (2014). Regulating the takeover of Chinese listed companies: Divergence from the West. New York, NY: Springer.

Evans, J. R. (2016). Quality and performance excellence. Boston, MA: Cengage Learning.

Joseph, J. (2016). Financial structures of Swiss SMEs in the manufacturing industry: A mixed research approach. Berlin: GRIN Verlag.

Nanda, V. (2016). Quality management system handbook for product development companies. Chicago, IL: CRC Press.

Nongard, R. (2014). Transformational leadership how to lead from your strengths and maximize your impact. New York, NY: Lulu.com.

Pyzdek, T., & Keller, P. (2014). The Six Sigma Handbook (4th ed.). New York, NY: McGraw-Hill Education.