Enhancing Learning for Visually Impaired Students: Effective Interventions

by Herman Bailey | May 19, 2023 | Essays | 0 comments

Introduction

Bishop et al (1996) illustrates the definition of Visual impairment as elaborated by IDEA as an impairment in vision which, even after correction, severely affect educational performance of a child. The term generalizes both blindness and partial sight. Ability to see gives us unlimited access to learning of the surrounding world such as the faces of the people and the expression subtleties, how different things resemble and their sizes and the physical environment we are living including the coming hazards.

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A child with a visual impairment calls for immediate attention from the parents, professionals and the community. This is because much of the daily learning occurs through vision. Holbrook (1996) observes that loss of vision in a child if undetected, a child will delay in developing many important skills. Furthermore, the visually impaired children can virtually do all tasks and activities that children with good sight take for granted. According to Bishop et al (1996), the visually impaired children just need to learn to do the tasks and the activities using different materials or tools in a different way. In addition, the backbone of their learning should be listening, touching, tasting, smelling and moving among others. Therefore, the assistance from the family members, parents, caregivers, friends and the educators will be indispensable in the process.

The paper will discuss several goals and objectives of a 12 year old schooling girl child with severe congenital visual impairment and show how they will be implemented in the classroom. Furthermore, it will design and evaluate two individualized education goals that will meet the student need. Visual impairment and its associated disabilities will then be discussed in detail, highlight the salient complications and the financial effects and assistance in the education system. Lastly, the paper will discuss treatment and rehabilitation options  and the appropriate educational interventions to address the situation.

Two individualized educational goals for a 12 year old schooling girl with severe congenital visual impairment

From the expert’s evaluation of the 12 year old girl, they found out that she had difficulty disengaging from her parents. She experiences distressed emotional condition and tantrum behavior when she is separated from her parents. Furthermore, she has difficulty in calming herself.

1. Annual Goal: the student will increase her reading skills in the areas of word recognition to achieve her comprehension as measured by work samples.

Objectives

1. Apply background knowledge and her prior experience in stories interpretation
2. Discriminate between fiction and fact

• Be able to recognize that the different parts-the beginning, middle and conclusion

1. Be able to predict what comes next in a storyline
2. Should make predictions and tell stories that were earlier read.
3. Should be able to retell stories that were read aloud for example setting, identification of characters, problems and events sequence

2. Annual Goal: The student will increase her skills of reading in the phonemics area to be able to comprehend as measured by running records.

Objectives

1. Demonstrate letter awareness by identifying letters
2. Read or write words of high frequency

• Use redial, beginning and ending cues of letters in prediction of unknown words

1. Be able to locate specific phrases, words, sight word and patterns of words in a familiar text
2. Read books of predictable pattern
3. Read self written and dictated texts

• Demonstrate basic understanding in all consonants, diagraphs, most blends and beginning vowels in understanding basic patterns and families.

Analysis of severe congenital visual impairment and its associated specific disabilities

According to Holbrook (1996), severe congenital visual impairment is a medical condition that is gotten from birth and has severe effect on development, growth, economic and social opportunities. The condition should therefore be detected at the earliest possible moment to commence an immediate treatment for prevention of deep amblyopia. Bishop et al (1996) observes that despite the fact that it is very difficult to measure the visual acuity of an infant, but it is still possible.

The causes of the severe congenital visual impairment can be prenatal, perinatal and postnatal. Holbrook (1996) points out that the congenital anomalies such as microphthalmos, anophthalmos, congenital cataract, coloboma, neuro-ophthalmos and infantile glaucoma lesions are the present causes at birth. On the other hand, cortical visual impairment, retinopathy of prematurity and ophthalmia neonatorium are gotten during the prenatal time (Bishop et al, 1996).

Salient complications as a result of visual impairments in students

According to Holbrook (1996), the salient complication of visual impairments in children include the following:

• Loss of concentration and attention
• Poor handwriting
• Dat dreaming
• Clumsiness
• Upset stomach
• Headaches
• Blurring during and after reading
• Get lost when reading
• Lack of retention in learning and reading
• Problems in respecting personal territory of other children
• Difficulties in solving problems

Bishop et al (1996) points out that the vulnerable areas to education and develepoment due to vision loss include :

• iNterpersonal communicatio skills
• Concept development
• Mobilty and orientation skills
• Academic development

Financial effects and assistance in the education system

There is need for the visually impaired students to learn same academic skills and subjects as their sighted peers although in adapted ways. Moreover, they must learn wide set of skills that are entirely vision related. According to Holbrook (1996), they include learning how to:

1. Safely move independently
2. Use designed assistive technologies for the visually impaired children

• Apply their residual vision which they possess efficiently and effectively

1. If determined by the IEP, read and write in Braille

            Although the financial effects are much, the educational assistance to the students should be made available at all times. Bishop et al (1996) lists some of the assistive technologies to the visually impaired students. They include the monocular, magnifier, computer accommodations i.e. the screen reader and soft ware’s for enlarging texts in a computer, slant board, note taking device, close circuit TV, calculator and taking book player.

Moreover, Holbrook (1996) adds that instructional accommodation use should be employed. These include:

1. Note taking by peer partner
2. Preferential seating

• Good lighting

1. Print material contrast
2. Large print texts
3. Large print handouts

• Text reading system
• Books on CD

Rehabilitation and treatment

Rehabilitation and treatments does not fall in the education scope and are therefore left to the professional optometrists. Equipping the child with spectacle with mounted reading lenses is an example of educational rehabilitation method. Closed circuit TV system video magnifier is another rehabilitation device that magnifies image and enhance contrast (Holbrook, 1996).Other educational interventions for visually impaired students  include use of enlarged prints on tests and handouts, recorded lessons and use of Braille (Bishop et al, 1996).

According to Bishop et al (1996), few surgical and medical options are available for treating of congenital anomalies; many affected children can still benefit from rehabilitation and low vision aids. Holbrook (1996) adds that congenital cataracts surgery should be done within the first four months after birth of a child. Primary posterior capsulotomy and anterior virectomy are required and then aphakic glasses made of implantation of secondary intraocular lens should be done at a later date.

Bishop et al (1996) suggest that infantile glaucoma treatment should be surgery followed by medication of anti-glaucoma. On the other hand Holbrook (1996) explains that retinopathy of prematurity is as a result of retinal vasculature proliferation in response to premature infant relative exposure. Therefore, first few weeks screening after birth can help in prevention of blindness. By chemotherapy, retinoblastoma can be managed. However, Bishop et al (1996) adds that enucleation will still be required

Appropriate educational interventions to address the situation

            Students suffering from visual impairments do have distinct and unique educational requirements that are most met effectively through application of team approach of the parents, professional and the students. In order of the team to meet the unique needs of the students, the students must have books, specialized services and appropriate materials such the Braille as well as technology and specialized equipments for the assurance of equal access to the specialized and core curricula (Holbrook, 1996). This will enable them compete their peers effectively in school and society.

Bishop et al (1996) points out that there must be support services and wide range of program options so that the team of Individualized Education Program can chose the best placement in the environment that is least restrictive for every visually impaired individual.

Another educational intervention to address this problem is that there must be adequate preparation programs for the personnel to train the staff in provision of specialized services that address the non-academic and academic unique needs of the visually impaired students (Holbrook, 1996). Furthermore, ongoing development opportunities for specialized personnel should be in place for the staff working with the visually impaired students in addition to specialized education for parents.

Conclusion

Visually impaired students need a system of education that addresses all needs of the students, brings independence and is evaluated by each individual success in the community and school. Vision is very fundamental in the process of learning and is the basis upon education strategies is based. Visually impaired students can succeed in systems of education where appropriate services and instructions provided in a fully developed program by qualified staff to cater for unique educational needs of the students.

 References

Bishop, V. E., & Bishop, V. E. (1996). Teaching visually impaired children. Springfield, Ill:        Charles C Thomas.

Holbrook, M. C. (1996). Children with visual impairments: A parents’ guide. Bethesda, Md:        Woodbine House.

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.

Shifting to Circular Economy: Renault’s Transition and Challenges

by Herman Bailey | May 19, 2023 | Essays | 0 comments

Introduction

A circular economy according to World Economic Forum (2015) is an industrial system that is regenerative or restorative by design and intention. It replaces the concept of end-of-life with restoration and shifts towards the usage of renewable energy. Additionally. The circular economy eliminates the use of chemicals that are toxic, which return to the biosphere and impair their reuse, and aims at wastes elimination through the superior design of products, materials, and models of business (World Economic Forum 2015). The traditional linear production is an alternative to the Circular economy which keeps the resources for a longer time possible in use, extracts the maximum value of resources while it is in use, and then regenerates product after recovering materials at end of each product service life. From the onset of the industrial revolution which marked the beginning of the modern practices in industrial production, the manufacturing paradigm has been majorly dominated by the linear production model. In this model, the raw materials are extracted from the natural resources in different countries and then transported to the manufacturing plants in different countries in Europe, China, and the United States, and then processed into different products (Santiago 2014). The final processed products are then shipped to different destinations where they are used and later discarded and finally replaced by newer products. However, rising resource prices recently have resulted in economic pressure on the linear production model. Moreover, fewer new deposits of resources are being discovered and manufacturers are facing augmented cost pressure in obtaining their basic raw materials (Santiago 2014). See appendix 1 for the rising cost of resources

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a) The current linear situation

Because of the aforementioned trends in commodity price increase and depletion of resources, several companies need to start adopting a regenerative manufacturing model where products and their components are reused several times. The essay chose French automaker Renault which has strong linear characteristics.

Renault Company is a French multinational manufacturer of vehicles established in 1899 and produces a wide range of vans and cars (Renault 2015). In the past, the company manufactured auctorial vehicles, buses/coaches, tanks, tractors, and trucks. In 2013, it was the 11^th biggest automobile manufacturer globally by volume of production and Renault-Nissan Alliance being the further largest group of the automobile. In 2013 alone, Renault-Nissan Alliance sold 8.3 million cars globally, which is equivalent to selling 1 car in every 10 cars manufactured globally (Renault 2015).

In manufacturing their automobiles, Renault Company operates in a linear model of production. The raw materials used include virgin steel which forms the bulk and petroleum based products (vinyl and plastics). Given that resources are continuously being depleted and fossil fuel prices continue to rise, Renault Company has adopted the usage of lightweight materials from petroleum to make their automobiles fuel-efficient and more pronounced (Renault 2015).

During the manufacturing process, the assembly plant which is the final phase in the manufacturing process is supplied with components by more than 4000 suppliers from outside, including suppliers owned by the company, and are brought by railroad or by trucks for assembly (Renault 2015).

In the assembly line, most of the work is done by robots than humans. Completed assembled vehicles are then painted using different paints before interior assembly made by wiring, interior lights, dash panels, seats, headliners, door and trim panels, speakers, radios, and glass. Once complete, the automobile proceeds to receive final trim components like gasoline, anti-freeze, tires, and battery. Eventually, it is checked, the engine is started and audited before released to the market (Renault 2015).

The automobiles manufacture by Renault like other vehicles uses fossil fuel as impact on the natural environment. They mostly use green energy, are made of steel, and release toxic gases into the atmosphere. The end products of these products if not recycled leak back to the system. If only in 2013 the number of vehicles manufactured by Renault- Nissan was 8.3 million, therefore the quantity of emitted toxic gases released waste materials and stalled vehicles that need recycling are enormous. This calls for a circular economy as a model of production. Moreover, it creates several externalities such as health treatment from harmful gases released into the atmosphere, the need to incur extra costs of buying fuel, servicing the vehicle, and paying for the insurance (Renault 2015).

b) The re-designed circular model

Because of the volatile resources market and worries of resource depletion, the need for a new economic model for Renault’s automobile company is eminent. Renault Company needs to find ways of reusing their products and components. The regenerative design or the circular economy which restores global climate change. Previously solar energy, material, and labor inputs is the best option for their business.

Renault company plant located in Choisy-le-Roi, near Paris needs to remanufacture transmissions, automotive engines, injection pumps, and other vehicle components to the market. By remanufacturing, the company will use almost 90% less water, 80% less energy, and also generate about 70% less detergent and oil wastes compared to what new production produces. This will also deliver higher margins of operations as a whole (Santiago 2014).

Renault company can also maximize the number of their products consecutive cycles (cycles of repair, reuse, and remanufacture) the time their automobiles and their components spend in each of them. If appropriately designed, each additional cycle eliminates a certain measure of the net energy, material, and costs of labor of creating a new component or product. For example, Renault can lease their batteries for electric cars for easy recovery so they can be recycled or re-engineered for additional duty. By keeping close control, it will help Renault Company in ensuring the quality of the products and providing an opportunity of strengthening their ties with their customers.

More broadly, the company needs to redesign certain components of their products to make them easier to be reused again or dissembled. Another good target for the company is the components for re-use of closed-loop by converting components and materials from vehicles that are worn out into inputs for the new vehicles. To realize and operationalize these efforts, Renault Company can form a joint venture with a waste management company and steel recycler company to bring on board their expertise into the design of their products. Jointly, these steps will help Renault company to save some production costs by maintaining tighter control of their raw materials throughout the life cycles of their vehicles (Hanh, Markus and Martin 2014).

Renault Company also needs to work with their suppliers in identifying circular benefits that distribute value across the company’s supply chain. For instance, Renault company needs to help their provider of cutting the fluids (lubricants and coolants used in the machine) to shift to a performance-based model from sales. By changing the nature and terms of their relationships, Renault Company will motivate their suppliers to redesign their surrounding processes and fluid for greater efficiency. The ultimate result will be a higher percentage reduction in the waste discharge volume. The new arrangement will ultimately benefit both companies since the suppliers of Renault company will move up the supply chain to gain more profits, will the total ownership costs of Renault for cutting fluids will also fall how by a higher percentage (Ellen Macarthur Foundation 2012).

A “take back” system can also be adopted by the company for its products. Their clients and exchange used vehicles either for charity donation or cash. The company then refurbishes the collected used vehicles and components and resells or recycles them and recovers raw materials that can be used in making new vehicles. This can result in saving the cost of materials up to 10% (Webster, Blériot & Johnson 2013).

c) The transitional phase between the current linear situation and the re-designed circular model

Given the circular economy potential in replacing the untapped value through arbitrage of resources, many challenges might hinder the company from taking off faster. The essay identified three barriers that can slow down or hinder the realization of the potential.

Geographic dispersion

According to World Economic Forum (2015), the major barrier for corporate decision-makers is found around them in the extensive manufacturing and supply footprints the companies have created in the linear economy to thrive. This challenge is also evident in the simple products. For example, the automobiles manufactured by Renault Company contain more than a hundred components derived from different raw materials sourced in many countries. Therefore, closing component and product loops for most of their products are difficult, even though it is an attractive arbitrage opportunity.

Furthermore, having good standards for reusable materials needs global support which in most instances is not present. Policymakers and investors need to support the ideas for it to be successful, which is lacking. Ellen MacArthur Foundation (2012) indicated that whether companies try creating closed global loops or geographically open cascades, there is always a risk that an effective and efficient collection, recycling process, and reuse will break down. Particularly this is true in the developing countries, where recycling and collection of end-use materials that are valuable falls frequently to the informal sector. Therefore, or Renault company to attempt creating closed global loops will be ineffective especially in developing countries (Santiago 2014).

To address the challenge of geographic dispersion, Renault Company’s senior executives will have to start thinking hard on the possible mechanisms of adopting reverse –network activities. That is moving from the products to the components and finally to the materials. However, this option will face my thorny trade-offs. The company will also need to consider refurbishing in the region of usage or manufacture of their parts and then sell them in the global markets. It is very cost-effective to establish post usage loops with the company’s suppliers and business partners as opposed to manufacturing new components using virgin materials (Hanh, Markus, and Martin 2014).

Similarly, skills in reverse logistics such as collection, sorting, refurbishing, and manufacturing will be critical in addressing the critical issue of geographic dispersion. Renault Company will have to adopt the “take back” system which will optimize the supply and demand of the manufactured automobiles. The take-back system will require sophisticated capabilities in reverse-network management such as tracking the condition and location of used automobiles and their components in addition to storing information on bill-of-materials (Ellen MacArthur Foundation 2012).

Complex materials

Another challenge involves the proliferation and complexity of modern formulations of products, which are rarely made public or labeled and therefore difficult to identify even for the manufacturers themselves. For instance, companies have broadened their spectrum of materials they use in complex and creative ways. Additionally, the proliferation of materials also comes about as a result of management inattention or sheer habit. For example, companies often add materials to innovate or add costs and later fail to revisit their decisions (Webster, Blériot & Johnson 2013). These problems which are also existent in the automobile components industry have increased exponentially the complexity of the material, which can make it hard for Renault company to collect and classify them on the required scale to demonstrate returns to attract investors or even create arbitrage opportunities. Additionally, Renault Company has no cost-efficient way of using physical or chemical processes in extracting embedded raw materials to reuse them without degrading the products.

To counter the challenges, Renault company needs to invest in infrared and laser technologies in quickly sorting some components made of plastics. Moreover, there will be a need for cooperation of companies in the pre-competitive sphere (World Economic Forum 2015).

Status quo

The final challenge that Renault Company might face from changing from a linear production model to a circular economy is the difficulty of breaking the ingrained habits. Many aspects of the current operations of the company are a reflection of the decisions that were made a long time ago.

The industrial landscape is dotted with misaligned incentives, and this makes it hard in creating, capturing and redistributing value. For instance, Santiago Miret (2014) pointed out that the customers are used to evaluation of product expense only at the sale point, even if it is costlier. Leasing models in many industries are unheard of, though they have benefit potential to both companies and customers. Renault Company can lease their high-end automobiles to big companies and this can lower the costs of use for their customers over five years by one-third. Moreover, during this time, the Renault Company who are the manufacturers would roughly earn one-third more in profits since they will be able to lease their fleets of automobiles multiple times before refurbishing them.

The habits that are ingrained within a company also thwart changes. The senior executives of a company will worry about the higher capital levels that are needed to change products and the friction of shifting away from the familiar sales to approaches that are user-based. Renault Company will also need to create a control plan of monitoring sales of their new products to create confidence that it can guarantee strong coverage across various segments of customers.

Hanh, Markus, and Stuchtey (2014) also pointed out that there exist misaligned incentives between companies. It is always tricky dividing the gains accrued from optimized designs of more circular processes and products given the different motivations that are involved. Establishing a closed-loop model for the automobile industry to return the used Renault automobiles and their components back to the manufacturers will be effective. However, in some markets, the share of used Renault automobiles and their components completing the circle back to the manufacturer is not achievable. The reason is that the vehicle dealers prefer to dispose of the used vehicles themselves by selling them as second-hand vehicles to maximize their sales than to promote new products. Therefore, to address such challenges, the companies need to develop profit-sharing models across their value chains.

Conclusion

In conclusion, the essay discussed the circular economy from a linear model of production. The essay used Renault Company as a case to highlight how its linear production can be shifted to a circular economy. Furthermore, the possible challenges that might be faced during the transition have been discussed and they include geographical dispersion, the complexity of products, and the status quo. A transition that is effective from a linear model of production to a circular economy often entails a substantial shift from the industrial status quo and requires collaboration from different parties to be successful. Additionally, investors and policymakers need to support the idea to drive changes on a large scale. Furthermore, research and development in new methods of manufacturing processing have to be incentivized to address the potential technical challenges. Transition to a circular economy that is successful would enable significant innovations across different industries, and this will result in exciting developments in the sector of manufacturing

References

Ellen MacArthur Foundation (Cowes, Isle Of Wight) 2012. Towards the circular economy. Isle of Wight, Ellen MacArthur Foundation.

Hanh Nguyen, Markus Zils, and Martin Stuchtey 2014. Remaking the industrial economy | McKinsey & Company. 2015. [ONLINE]

Renault 2015. [ONLINE] Available at: http://group.renault.com/en/. [Accessed 17 April 2015].

Santiago Miret 2014. The future of manufacturing: From linear to a circular « The Berkeley Blog. 2015. [ONLINE] Available at http://blogs.berkeley.edu/2014/02/24/the-future-of-manufacturing-from-linear-to-circular-2/. [Accessed 17 April 2015].

Webster, K., Blériot, J., & Johnson, C 2013. A new dynamic: effective business in a circular economy.

World Economic Forum (WEF) 2015.Towards the circular economy – Reports – World Economic Forum. 2015. [ONLINE] Available at: http://reports.weforum.org/toward-the-circular-economy-accelerating-the-scale-up-across-global-supply-chains/from-linear-to-circular-accelerating-a-proven-concept/. [Accessed 17 April 2015].

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.

Strategic Solutions for D2Hawkeye’s Financial Crisis

by Herman Bailey | May 19, 2023 | Essays | 0 comments

Include a background statement to introduce what you will write about. Summarize the scenario, but do not restate the scenario. Identify key points, the stakeholders, setting, and situation.

The case study is about the decision-making of the chief executive officer of D2Hawkeye, Chris Kryder in 2009 January where he was to make a tough decision of selling his company or retaining it. Because of the great financial depression in 2008 and the company being declared bankrupt during the previous years, D2Hawkeye has performed dismally and Chris is contemplating selling the company to Atlantic Analytics, which had made an offer of accruing the firm. D2Hawkeye deals with developing and providing medical analytics in the United States. The main issue in the case is are that D2Hawkeye is the leading company offering medical analytics in the united states but Atlantic Analytics has offered a lower price for the sale. Another tough decision Chris is considering is to sell part of D2Hawkeye to a private equity partner. The key stakeholders of the company include the six partners who started the company, angel investors, and 270 employees.

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Discuss the specific issue and secondary issues and how they relate. Support your analysis and explain your reasoning.

The main problem issue in the case study is how to grow the medical IT enterprise, D2Hawkeye in the face of financial problems. The secondary issues in the case study include the sale offered by Atlantic Analytics with a lower price, the option of selling the company to a private equity partner. The major issue and the other secondary issues relate in many different ways. The two secondary issues related to the first major issue in that they try to offer solutions to the major issue which is affecting D2Hawkeye Company. D2Hawkeye Company is a company that has growth potential and has numerous opportunities in the market to explore. However, its dream for expansion is hindered by financial incapacity. The company, therefore, needs a financial injection to boost its growth and this is offered from two available options, sale to Atlantic Analytics or sell part of the company to an equity partner.

Decide how to “solve” or manage the issue. Consider who should be involved: what their responsibilities might be, strengths and weaknesses, and so on.

It is evident from the case study that D2Hawkeye needs financial injection either internally or externally. in deciding on how to solve or manage the issue, the essay proposes that D2Hawkeye be acquired by another company in the industry or form a merger with its competitors other than selling it to another company. According to Nina (2012p.56), a merger occurs when one organization is combined and disappears into another organization. computer literacy. This will facilitate the introduction of the ICT curriculum in the college that is can be comprehended by the Dubbo teaching staff. The Acquisition, on the other hand, is a term used in describing an ownership transfer. This could be in form of the purchase of the business assets, stock, and a merger of the organization buying the business (Chakravorty et al 2012p.119). During the negotiation for merger and acquisition, bother management and employees of D2Hawkeye and the acquiring or partner company should be involved. The responsibilities of the management of both companies include negotiation for agreeable terms between the companies. Moreover, the input of the improve its customer service to its clients. The associates or the employees is also paramount for them not to feel insecure about losing their jobs after merger and acquisition.

The strengths of merger and acquisition as a solution to the problem issue facing D2Hawkeye according to the American Management Association (2003p.27), include:

• Acquisition of a larger competitive advantage while the companies that are rigid to changes are left behind. This eventually can lead to drastic losses in profit and market share of an existing market
• Entry into new markets
• Elimination of competitors
• analysis shows that the project was entirely beneficial. The major areas of expenditure for the project were on transport, Acquisition of assets and expertise
• Transfer of skills
• Efficiencies increase
• Saving of costs
• Consolidation of power and control over markets and governments

However, the disadvantages of mergers and acquisition as observed by Gleich et al (2010) include:

• Loss of the skilled employees by the corporation except those in the leadership position and this is costly
• Employees retrenchment leads to loss of motivation and this could result to lose in productivity and revenue reduction
• Improper or rushed new structures of the new organization
• Improper management due to increased costs
• Duplication if the merger is on companies that have been producing similar products
• Resistance to any change initiatives in the future.

Identify at least two alternative solutions and analyze their strengths and weaknesses (or describe why they would or would not be effective).

Other alternative solutions to the problem issues facing D2Hawkeye would be for the company to form strategic alliances or to acquire loans from financial institutions. A strategic alliance according to Mockler (1999) is an agreement formed between two or more parties for them to pursue agreed objectives that are needed while the organizations remain independent.

Beamish (1998p.84) pointed out some of the strengths and weaknesses of strategic alliance. The strengths include:

• Instant market access, or the speeding of entry into a new market
• The exploitation of new opportunities in the market to strengthen the position of the corporation
• Sales increase
• Gaining new technology and skills
• Development of new products with more profits
• Sharing of resources and fixed costs
• Enlarging the distribution channels of the corporation
• Broadening of the corporations political and business contact base
• Gaining greater knowledge of international culture and customs
• Enhancement of the corporate image in the global marketplace

However, the weaknesses include:

• Less equity stake or weaker involvement of the management
• Less efficient communication
• Due to the partners present, there is the fear of market insulation
• Poor allocation of the resources
• Loss of control over important issues like operating costs, product quality, and effecting the rate of premiums. For instance, an insurance firm that operates with many employees (Beamish, 1998p.84)).

On the other end, Bates et al (2003pp 25) pointed out that the loan capital implications are the incurred interest rates that are high. The banks upon giving out loans to business entities always impose high-interest rates, and this eventually results in an increased companies cost of operation. Moreover, the financial institutions require collaterals for the loans to be given out. This impedes the business especially those which does not have any securities.

Select the best alternative and explain how you will measure effectiveness.

The best solution which is ideal for this case study is to merge and acquire. To evaluate the proposed solution of merging or being acquired if it is effective, the following should be used as criteria. Evaluation should be done yearly to ascertain whether the following have been achieved.

• Whether the company has acquired a larger market share of the existing market
• Whether the company has entered into new markets
• Whether its competitors have been eliminated
• Whether the company has acquired new assets and expertise
• Whether there has been a transfer of skills between the companies
• Whether efficiency has increased
• Whether they have saved costs
• Whether the company has consolidated power and control over markets

References

American Management Association. (2003). ideal future state. Obstacles are not just Corporate growth through merger and acquisition. New York, American Management Association

Bates, M. E., & Basch, R. (2003) Building & running a successful research business: a guide for the independent information professional. Medford, N.J: CyberAge Books.

Chakravorty. J. N., Sardar. P., Mahavidyalaya. C., (2012). Why do Mergers and Acquisitions quite often Fail?. New York, Nova Science Publishers. Vol. 5 (5)

Gleich, R., Kierans, G., & Hasselbach, T. (2010). Value in due diligence contemporary strategies for merger and acquisition success. Farnham, Surrey [U.K.], Gower. Accessed from http://public.eblib.com/EBLPublic/PublicView.do?ptiID=581312.

Mockler, R. J. (1999). Multinational strategic alliances. Chichester, Wiley.

Nina. T.D. (2012). Determinants of the Strengths and Weaknesses of Acquiring Firms in Mergers and Acquisitions Nina. T.D. (2012:A Stakeholder Perspective. International Journal of Management Vol. 29 No. 2 Part 1 June 2012

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.