Future challenges Essay Example | Topics and Well Written Essays - 1000 words

Future challenges - Essay Example Information is quite crucial to an exporter or an importer. Information gives the status of shipments, the problems that may cause the shipment to delay etc. New competition looks at the consumer’s lead time, making the execution of orders to be within the required time. The new competition will improve the various management processes involving the customer. This is the relationship between a company and its consumers with information on products’ availability. A successful organization has to lay focus on building customer relationships for example positive treatments towards the customer, determining customer satisfaction in order to achieve company goals. Consumer demand will increase and be different in future after them gaining confidence in the company. Creation of a good relationship with the customers will be the determining factor for growth and expansion of the company. Competition has built a fragile environment for businesses operation. Therefore, need to maintain customers will be of importance to supply chain management. Due to intense competition, there will be requests by the customers to have a wide range of goods for example fresh products of good quality. Competition will impact the suppliers on cost consideration to the consumer. Due to the new competition, companies will provide good services, short lead time and good order execution. A good management of the all the function in the organization from engineering, manufacturing, procurement, marketing, and finance will ensure the reinventing of the supply chain. The authority of all the functions in the company to coordinate the activities well with autonomy will act as a way to reinvent the system (Harland 1996). The overall performance of the companies will emerge from the good coordination from all the functions to produce quality services. New competition will bring about reduced prices to favour the consumers. This will come up from the attempts by competing companies

Company Introduction, Market Segmentation, and Product Positioning Essay Example for Free

Company Introduction, Market Segmentation, and Product Positioning Essay The key to successful product implementation in today’s national enterprise system is the effective marketing of a new product with the company’s line of existing products. As stated by Lacobucci (2012), marketing is defined as an exchange between a company and its customers. The customer wants something from the company or firm and vice versa. In previous times, a company would manufacture a product they thought the customer would want or need. The customer purchased that product because of a pending need, which basically meant that marketing used to be product oriented. However, marketing today is more that an advertisement for goods and services in an attempt to attract new business. We live in a customer orientated and empowered marketing environment. We realize the importance and ramifications of having an exchange with our customers and developing a relationship with them. It is this exchange of information between our company and our existing as well as future customers that secures our position in our target market. Our company is a regional tool distributor located in the northeastern section of the United States. Our customer base consists of several major retailers, nationally known in the retail and wholesale tool industry. We used the brand label Blue Steel Tools for marketing and distribution of our products to discuss the implementation of an effective plan to market a new product line, the Illuminated Power Wrench. This paper will analyze market, identify our market segment for sales distribution and discuss the reasoning for the segment. Discussing the target market and why the targeted customers were specifically selected. We will do the SWOT analysis; describe the unique market position and the expected service provided in meeting the needs of the target audience. 1. Identify the marketing segment for the product and provide a rationale for this segment. The definition of a market segment as stated by Lacobucci (2012) is a group of customers that shares similar inclinations towards our brand. To define market segment further for our needs, it is an identifiable group of individuals, professionals or organizations that share one or more characteristics or needs in an otherwise homogenous market. In our case, our product will have a very wide market of consumers and small business owners and employees. Therefore we will need to reduce the market segments to larger chunks. Market segments generally respond in a predictable manner to a marketing or promotion offer. The market segment for the new product will vary widely due to the versatility of our product usage. Our main segment approach will focus on the wholesale distribution to retail repair supply stores who carry lines of tools for resale to the private and business consumer. These market segments will include businesses such as Lowes and Home Depot, retail tool distributors such as Harbor Freight Tools, automobile parts stores such as Advance Auto Parts and tool catalogue companies such as great Northern to name a few. As we analyze this segment we ask the question if this segment is viable and can we profit from using it. Other considerations are accessibility and measurability. This segment is small enough to manage our sales and distribution, but large enough to reach the ultimate user of our product. This market segment possesses the potential and versatility to sell and distribute our product to the target consumer market with a widely diversified audience in the retail industry. The bases for this segmentation include similar demographics, geographical locations, and psychological make-up of customers and behaviors of users/purchasers. In other words, the customer base for our segments meets the desired user of our end product. Anyone who builds or repairs something whether they are a novice or professional is a potential customer. Therefore, by using this method of market segmentation for product distribution, we will successfully sub-divide a large homogenous market into clear identifiable and manageable segments that have similar needs, wants or demand characteristics indicated by Lacobucci (2012). 2. Discuss the target market and provide rationale for this target market. The target market defined is the particular market segment at which a marketing campaign is focused. As stated earlier, this product has been designed for the retail tool industry. We have targeted segments in the industry that will be the most successful in reaching the consumer and generating a demand for our product through steady sales. Lacobucci stated the first perspective in assessing segments target is to have a view of the segments themselves and the primary concern is the segment be profitable. This in turn will become a profitability issue for our company as we continue to hold a place in the small tool market and generate profits with continued sales. The second perspective examined was if the market or segment fit with who we are. In this case the answer is yes. The ultimate target for this product is the consumer. The greater exposure we have, the higher propensity for sales growth. The illuminated ratchet screw driver is a quality tool for use by not only the novice home self repair person; it will also meet the needs of the professional repair person, no matter what the industry. The illumination system in the handle of the wrench will appeal to the vehicle mechanic working in the close quarters of an engine compartment, the electrician repairing the circuit breaker box, the computer repair technician working in between electronic circuitry as well as to the basic consumer performing handy maintenance projects. This tool will come with the standard wrench lugs and have availability to accessories such as wrench tips to enhance its versatility to meet the needs of a wider target audience. The wider target audience is customers of our targeted market segments. Therefore the target market is our pathway to the ultimate user of the product is consumer sales. The strategic sales objective of these retail establishments coincides with our strategic vision of reaching the ultimate user of our products, satisfying their needs and increasing the likelihood of additional product sales. 3. Perform a SWOT (strengths, weakness, opportunities and treats) for the company. As we move forward in the marketing of our product, we need to our own corporate strengths. Lacobucci (2012) suggests the use of a SWOT analysis in identifying our strengths, weaknesses, opportunities and threats. The strengths and weaknesses characterize our company in relation to competitors where the opportunities and threats characterize the broader environment such as the tool industry, suppliers, the government and etc. Our strengths are in our track record in t he tool industry. We have provided quality products at competitive prices. Another perceived strength is in the management of our company. The senior management of Steel City Tools has provided a strategic vision with clearly defined attainable goals for market position and sales. However a perceived threat is in the foreign market. A number of tool company’s efforts have been over shadowed with a cheaper duplication of products from foreign markets. The US has been plagued with a reduction in the manufacturing industry due to globalized markets, elimination of trade barriers and outsourcing. The end result is our market segment (distributor) could purchase a similar product cheaper and increase their gross margin and not purchase our product for resale. Another threat we are not prepared to react to is loss of a major distributing customer. With more and more businesses merging, we could lose a distribution source with no warning. One of our weaknesses is we have focused on sales east of the Mississippi, thus limiting market expansion. However, this could be turned around as a future opportunity for market expansion. An easy way to expand our market is to establish a retail division and use infomercials through the cable television network to accept mail order/telephone order select product sales such as our new illuminated power wrench. However, a marketing effort of this nature would require careful consideration must be given to the geographical area so as not to alienate our primary segment customers. A move of this nature would require additional capital investment and careful analysis of this type of expansion would be necessary to minimize risk of project failure. The SWOT is useful in clarifying our marketing questions. The key is to address our shortcomings so as not to give the competition an upper hand and not raise concerns with our customers and capitalize on our strengths for continued success. 4. Create the market position for your product and service. Explain your rationale. Product positioning, according to the Encyclopedia of Business, involves the tailoring the entire marketing program to include product features, distribution, price, quality and service to meet the needs of the consumer within the specific market segment. In this manner, the product positioning is part of the overall market segmentation. Product position takes place in our distributors store, or target market segment and tells us how we can strive most effectively in that market segment against our competition which are also present on display. The key is to understand the consumer perceptions of the product and the marketing behind it. Quality, reliability, affordability, unique features, benefits to the customer is just a few attributes of product positioning. According to Lacobucci (2012) positioning is often about modifying the four P’s of marketing (position, price, place and promotion). In the case of our company, our reputation is a reflection of the position to provide a quality product at a competitive price while leading the market in innovation. Our company performance is attributed to the quality of our employment staff. Our employees are at the core to our success. We have established core values for our company’s work force by creating a positive work culture with recognition of the whole person concept. The strategic leadership from the top on down to the employee fosters productivity with reward and recognition to enhance their performance in support of the company operations to include our marketing efforts. Thus the positive and proactive personality of our company in meeting its marketing objectives is a direct reflection of the quality of every member of the Blue Steel Tool Team. As we continue to grow and develop products for sale, we position our products at a distribution sales point or market segment with the greatest customer exposure for maximum market penetration. We will service our product to the satisfaction and benefit of the customer so as not to jeopardize customer confidence as well as the business relationship with our market segment. The product we create and the service we provide are a direct reflection of not only our company, but that of our distributors. Our products are designed to meet the working needs of our professional as well as consumer clientele with a level of quality that meet or exceed expectations at the best value. References Lacobucci, D. (2012) Marketing Management: 2012 custom edition. Mason OH Market Segment Defined Retrieved from http://www. businessdictionary. com/definition/market-segment. html Morley R. (2006), Trumpet Print Edition: The Death of American Manufacturing, February 2006 Retrieved from http://www. thetrumpet. com/index. php? page=articleid=1955 Reference for Business Product Positioning: Encyclopedia of Business, 2nd ed. Retrieved from http://www. referenceforbusiness. com/small/Op-Qu/Product-Positioning. html Target Market Defined retrieved from http://www. businessdictionary. com/definition/target-market. html

Always Be Closing :: Essays Papers

Always Be Closing Preceding the Play, David Mamet includes the phrase "Always Be Closing," and he titles it a "Practical Sales Maxim." In this essay, I will discuss how this philosophy not only applied to the sales attempts of the characters, but how it encompassed their entire approach to life. In the first dialogue of the play, Shelly Levene is speaking to John Williamson. He tells John, "All I am saying, that your wasting leads†¦All that I'm saying, things get set, I know they do, you get a mindset†¦A guy gets a reputation†¦All I'm saying, put a closer on the job†¦wait a second, put a proven man on the job." Shelly is talking about the fact that the good leads always go to the closers. Shelly does not think this is a fair practice. He believes that everyone could be a closer if only they could get the good leads. In the end of this dialogue he misstates himself and says, "put a closer on the job." This statement, which he quickly corrects, shows that Shelly is trying to make his past achievements relevant to the present. He used to be a closer but he is not anymore. For Shelly Levene, the phrase, "Always be closing", is a reminder of what he used to be. He was on top "eight months out of twelve, for three years in a row." He was immersed in his work, and he was the best. Then his streak ended and he fell from his throne. His driving force now is the idea that he can regain his place at the top. If only he could get the good leads, which ironically he cannot, because he isn't a closer. Although it was never stated as such, I got the idea that there was a problem with his daughter. He kept referring to her, but nothing was ever established as to the role she played in his life. I believe Shelly Levene was willing to sacrifice whatever relationship he had with his daughter in order to continue his quest to be great again. Richard Roma is in the place that Shelly Levene used to occupy. He is on top because he closes the deal. He is, now, involved in a sales promotion to win a Cadillac. He not only will win the Cadillac, he will also win the coveted Glengarry leads.

Management and Acceptance Theory

PRINCIPLES AND PRACTICES OF MANAGEMENT SUBJECT CODE –B-101 PART ONE Multiple Choice Questions with Single Response: Q1. A Plan is a trip laid to capture the ___________________ a. Future b. Past c. Policy d. Procedure Q2. It is the function of employing suitable person for the enterprise: a. Organizing b. Staffing c. Directing d. Controlling Q3. _________________ means â€Å"group of activities & employees into departments. † a. Orientation b. Standardization c. Process d. Departmentation Q4. This theory states that authority is the power that is accepted by others: a. Acceptance theory b. Competence theory c. Formal authority theory d. Informal authority theory Q5. It means dispersal of decision-making power to the lower levels of the organization: a. Decentralization b. Centralization c. Deispersion d. Delegation Q6. This chart is the basic document of the organizational structure: a. Functional chart b. Posts chart c. Master chart d. Departmental chart Q7. Communications which flow from superiors to subordinates with the help of scalar chain is known as: a. Informal communication b. Downward communication c. Upward communication d. Oral communication Q8. Needs for belongingness, friendship, love, affection, attention & social acceptance are: a. Physiological needs b. Safety needs c. Ego needs d. Social needs Q9. A management function which ensures â€Å"jobs to be filled with the right people, with the right knowledge, skill & attitudes†: a. Staffing defined b. Job analysis c. Manpower planning d. Recruitment Q10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life: a. Selection b. Raining c. Reward d. Counseling PART TWO Short Notes Type Questions: Q1. Differentiate between ‘Administration’ and ‘Management’. Q2. What were the common drawbacks in classical and Neo classical theories of management? Q3. Write a short note on â€Å"Line Organization†. Q4. Write a short note on ‘Acceptance theory’. Answer 2: Classical theories of management relate to the earliest theories of management, that really led to recognition of management as and independent discipline of work and study. These included the ideas of pioneers like Fredrick W. Taylor, Frank Gilbreth. Max Weber, and Henry Fayol. These theories came into being beginning from late nineteenth century and were considered the core of management theory till about 1930's. Neo-classical theories of management developed during 1920's and later. These can be broadly divides in two groups – theories related to human aspects of management, and quantitative management techniques. Each of the theories under classical and neo-classical groups have their own values and limitations. But when we come to the common drawbacks of these theories, i can think of only one. All these theories concentrated on some limited aspect of management, and treated is as if it is the sole or most important aspect of management. Also, as would be natural to any developing discipline of management. Thus while people like Taylor concentrated too much on physical aspects of work, people connected with Hawthorne Studies, erroneously believed that they have discovered truths about shop-floor practices of workmen till then totally unknown to others, and concluded that the key to management lies only in promoting appropriate group behavior. Answer 3: Line organization is the most oldest and simplest method of administrative organization. According to this type of organization, the authority flows from top to bottom in a concern. The line of command is carried out from top to bottom. This is the reason for calling this organization as scalar organization which means scalar chain of command is a part and parcel of this type of administrative organization. In this type of organization, the line of command flows on an even basis without any gaps in communication and co- ordination taking place. Features of Line Organization 1. It is the simplest form of organization. 2. Line of authority flows from top to bottom. 3. Specialized and supportive services do not take place in these organizations. 4. Unified control by the line officers can be maintained since they can independently take decisions in their areas and spheres. This kind of organization always helps in bringing efficiency in communication and bringing stability to a concern. Merits of line Organization: 1. Simplest- It is the most simple and oldest method of administration. 2. Unity of Command: In these organizations, superioir-subordiante relationship is maintained and scalar chain of command flows from top to bottom. 3. Better Discipline: The control is unified and concentrates on one person and therefore, he can independently make decision of his own. Unified control ensures better discipline. 4. Flexibility: There is a co-ordination between the top most authority and bottom line authority. 5. Prompt decision: Due to the factors of fixed responsibility and unity of command, the officials can take prompt decision. Demerits of Line Organization: 1. Over reliance: The line executive’s decisions are implemented to the bottom. This results in over-relying on the line officials. 2. Lack of specialization: A line organization flows from a scalar chain from top to bottom and there is no scope for specialized functions. 3. Inadequate communication: The policies and strategies which are framed by the top authority are carried out in the same way. This leaves no scope for communication from the other end. The complaints and suggestions of lower authority are not communicated back to the top authority. So there is one way communications. 4. Lack of co- ordination: Whatever decisions are taken by the line officials, in certain situations wrong decisions, are carried down and implemented in the same way. Therefore, the degree of effective co-ordination is less. 5. Authority leadership: The line officials have tendency to misuse their authority positions. This leads to autocratic leadership and monopoly in the concern. Answer4: The â€Å"acceptance theory† is a philosophy which argues that â€Å"authority does not depend as much on ‘persons of authority' who give orders as on the willingness of those who receive the orders to comply with them. This idea combines both the traditional approach to management of a â€Å"top- down† structure where subordinates are to comply with the decisions of management. Yet, it is also embracing a more modern understanding of management, where this compliance is not blind and done without some level of questioning. If one were to buy the â€Å"acceptance theory† of management, then one also has to accept that subordinates do possess some level of intrinsic power that requires explanation, articulation, and clear definition of company policies and initiatives. In the â€Å"acceptance theory† model of management, the company's superiors must have a rapport with their subordinates so that this communication is evident, for their understanding and willingness to accept decisions, comply with policy, and fulfill management vision is essential. To accept â€Å"acceptance theory,† management must â€Å"accept† the premise that their workers have to be â€Å"accepted† as beings with their own sense of autonomy, freedom, and reasonability, as opposed to drones who will blindly follow where the company leads.

Which Strategies for Conflict Resolution Would You Employ?

Cathal McCabe PO4107 Id# 085475 Word count: 3290 Which strategies for conflict resolution would you employ in cases of violent ethnic conflict? Explain why giving examples of success and or failure. 3,534 in Northern Ireland. Approximately 140,000 in Former Yugoslavia. Approximately 800,000 in Rwanda. The list goes on. Violent ethnic conflict is simply a harsh reality of life that has cost millions of innocent civilians their lives.We have witnessed its atrocities first hand in our lifetimes, and have sometimes felt powerless as individuals to curtail it. We can employ successful strategies for conflict resolution but the question really is how do we implement them successfully? There are strategies working, but the key now is to identify the successful strategies and be quicker to implement them in the future. In July 2010 Stefan Wolff declared that casualties from ethnic conflict have decreased by two-thirds in just over a decade – 12,000 killed in ethnic wars of 1997/1998, today this figure stands at just over 4,000 (Wolff, 2010).Ethnic conflict is unlikely to ever go away, but the death toll has reduced somewhat. Is reducing the death toll the best success we can hope for in resolving conflict? Will ethnic conflict ever go way or can we only moderate the violence? Have we eventually learned that war is not the answer or have we simply become more efficient at peacekeeping? Are these deaths simply down to ethnic pride or is there another reason which spurs man on to kill his own people? This essay will attempt to determine the true meaning and motives for ethnic conflict.It will then examine what the â€Å"strategies† for resolving ethnic conflict are, and examine the application of these strategies as the causes and resolutions to various conflicts throughout the globe. It will draw a helpful analysis of the cases of Rwanda as a failure and Northern Ireland as a success and what we can learn from it. Ultimately it will try and discover what th e best strategies for conflict resolution are in order to minimise the trail of destruction left behind by violent ethnic conflict†¦US President John Adams once asked â€Å"Do I have to study politics and war so that my sons may have the liberty to study mathematics and philosophy†? We must first look into the reasoning of ethnic conflict before we can achieve peace and freedom. The theories behind the motives for violent ethnic conflict are rooted in the origins of nationalism. Connor Walker describes the nation state as â€Å"a state that self-identifies as deriving its political legitimacy from serving as a sovereign entity for a nation as a sovereign territorial unit† (Walker, 2004, P. 2). Theorists argue that this is an evolution from the simple meaning of the word â€Å"nation† (a community that share a common ancestry) per se. Ethnic conflict may simply be a process of evolution as nations look to establish themselves and represent a community of bel onged people -the citizens. Perhaps there must be a common bond for a nation to remain at peace. Anthony Smith notes that ‘not only must nations be founded upon ethnic cores if they are to endure’ (Smith, 1986, p. 207).Therefore if a nation is colonised or artificially planted with a different tribe, a friction is likely to occur. This of course is the starting point of ethnic war. Ethnic violence ensues. By studying the origins of their motives we can understand their ailment better and it’s then easier to cure. The very first rule in employing successful strategies is having a deep understanding of the motives of the conflict. Engaging in conflict resolution without knowing the full purposes of the conflict is political recklessness.We must sympathise before we can strategize (Hutchinson, Breuilly, and Smith, 1994, P. 104). Nationalism and ethnic identity are the core tenets of ethnic conflict hence the phrase â€Å"ethno-nationalism†. Extreme nationalis ts will harbour a need for identity and this involves being amongst their own citizens. It is these very people, extreme nationalists, who are the principle actors in ethnic conflict; it’s essentially a mass crusade driven by unsatisfied nationalists (Hastings, 1997, p. 27).Ethnic conflict therefore is in lay man’s terms is the struggle for man to be amongst his own people in a community. Furthermore they are likely to want this community to be the chief and sole power in a nation as in the case of the Hutu and Tutsi tribes in Rwanda. The one question that remains to be answered however is why experts believe that ethnic conflict has become more prevalent since the Cold war? Academics like Samuel Huntington predicted a proliferation of conflicts fuelled by tribalism, resource scarcity and overpopulation (Huntington, 1993, P. 2). The reality is that this period witnessed a rise in ethnically-informed secessionist movements – mainly in the former communist states like in Former Yugoslavia, Azerbaijan and Georgia. Wallensteen and Sollenberg hold that â€Å"the displacements of capitalist states were accompanied by a decline in total warfare, ethnic wars and the number of refugees and displaced persons† (Wallensteen and Sollenberg, 1995, P. 350). Ethnic conflict certainly seems to be a â€Å"new phrase† but the reality is that unrest and disillusionment always occurred in states.It’s also a certainty that it’s in man’s natural instinct to defend himself and what he loves until he is secure and established – much like his state. Each case of violent ethnic conflict is different, but the motives remain largely the same. Those who plan strategies for ethnic conflict should be well briefed on the case. Understanding is crucial; otherwise the results are severe†¦ There are common themes in the raison d'etre of ethnic nationalist violence – lack of belonging, lack of understanding and a lack of t rue leadership. Edward Everett once said that â€Å"education is a better safeguard of liberty than a standing army†.It’s the very people who commit the atrocities that don’t have these basic needs. The case of Rwanda provides us with the perfect breeding ground for violent ethnic conflict – uneducated peoples led by a brainwashed Government. In April 1994 two tribes strived for these basic needs as a longstanding ethnic struggle culminated with 20% of an entire population being wiped out by genocide. This case provides us with all the ingredients of mismanagement of conflict strategy which only coerced further violence – approximately 800,000 deaths in just over 100 days.It was managed so badly that it prompted former UN Secretary General Kofi Annan to declare in 2000 that â€Å"the international community failed Rwanda and that must always leave us with a bitter sense of regret† (Doyle, BBC, 2004). In this case the minority Tutsi tribe wer e overthrown by the Hutu tribe in the rebellion of 1959-62. The Tutsi tribe looked to seize back power when the RPF (Rwandan Patriotic Front – a Tutsi dominated rebel group) invaded Rwanda from the Ugandan border. The small East African country was in crisis until an eventual ceasefire in 1993 with assistance from neighbours Tanzania.This however came to an abrupt end in April 1994 when leader Habyarimana was assassinated by the RPF leader Paul Kagame (Hintjens, 2008, P. 5-7). The Hutu’s responded with mass slaughter (genocide) of the Tutsi’s and their own people who they believed to be collaborationists. The ceasefire in 1993 provided Rwanda with an opportunity to resolve the conflict peacefully but as we will see the Government provided weak strategies to consolidate the peace. The only solace we can take from 1994 is what we can learn from it in order to strategize better in the future.All the elements are present to encourage violent ethnic conflict; the str ategies employed only incited more violence. In Rwanda there was a lack of education at all levels, from the people on the ground right up to brainwashed Government officials who were obsessed by power and sought to accomplish it all costs. Education comes from liberal thinking, being open to a variety of sources and having the resources in place to attain this (Dewey, 1994, P2). None of this was possible in a country of authoritarian rule with little choice or democracy for voters.The then incumbent Prime Minister Jean Kambanda revealed in his testimony before the International Criminal Tribunal that genocide was openly discussed at cabinet meetings, and that the people believed that Rwanda’s problems would be over without the Tutsi (Doyle, BBC 2004). The people were blinded by myths; they believed that peace pacifists were collaborating with the other side. A large part of this comes down to how the media was run. The Hutu’s controlled the radio and the many who coul d not read bought into their propaganda campaign (Melvern, 2006, P. 7).For those who could read would read the Hutu run journal â€Å"Kangura†, and its â€Å"ten commandments†, one of which being â€Å"the Hutu should have no mercy on the Tutsi’s† (Melvern, 2004, P. 49). The ancestral divide in Rwanda called for conflict resolving strategies to be put in place. Instead the authorities increased the divide by insisting on â€Å"tribal ID’s† and encouraging identification myths about the other tribe such as skin colour etc. The Government for their part organised two militia groups to assist the killings – the Interahamwe and Impuzamugambi (Melvern, 2006, pp. 4-27). We can still see the effects of poor leadership today as Libya has been torn apart under the Gaddafi regime. Ethnic conflict like this highlights the importance of citizens to fight for democracy, to fight for freedom, and fight for choice. The leader of a country has a monu mental bearing on the outcomes of a nation. We must fight for our freedom to choose. This involves participating in democracy to help maintain it (Diamond, 2009, P. 12). Strategy starts on the ground with the citizens; afterwards power is vested in the Government.Unfortunately in Rwanda a corrupt power influenced the media, which in turn corrupted an unwitting population. Sometimes history and circumstances can be unfortunate on a country like Rwanda and the people may have little choice. A country in trouble may often require outside assistance to attain peace. This is a major factor why Rwanda failed and Kofi Annan’s words pay testament to this. In their hour of need Tanzania, other neighbouring countries and the UN were helpless. Rwanda was ultimately left with nothing but warmongering strategies and this is why it failed.A case like Rwanda needs outside help, and hopefully we have learned to be more responsive. Unfortunately the circumstances were ideal for genocide in Rw anda which probably afforded the outside forces with little chance. Ultimately there was no democracy in the strategy in Rwanda. The natives and outside forces were powerless to strategize effectively and the result is a lesson we must take to future conflicts. The Northern Irish story began in 1609 with the Ulster plantations, but it’s â€Å"The Troubles† which are commonly understood as beginning in the sixties (McGarry, O’Leary, 1995, P. 18).The violence was led by the armed campaigns of the IRA (Irish Republican Army) and UVF (Ulster Volunteer Force). Alongside the violence, there was a political deadlock between the major political parties in Northern Ireland over the future status of Northern Ireland and the prospective form of government. On learning from the case of Rwanda we now can now examine successful strategies for conflict resolution. . In May 2007 two men from contrasting backgrounds (Martin McGuinness and Ian Paisley) met at Stormont and finally shook hands, sealing a horrible conflict that sentenced 3,534 people to early deaths.However 4 years later on June 20th of this year and the violence threatened to escalate again†¦ Attaining peace may be a greater challenge than ever in two communities of disenfranchised people. Assuming that fair democracy is being practiced the responsibility now rests with the powers that be – the Government. The role of the leader is central, a leader is the figurehead for an interest group and his/her attitude towards a conflict will be examined carefully (Ackerman, 2002, p. 32). In 1997 Ireland and Britain elected new Governments. Both leaders Bertie Ahern and Tony Blair made the Northern question a priority.Tony Blair’s first reaction in the North was to hand down the gauntlet to the IRA who refused to abide by a ceasefire at the time (incidentally a year before the Omagh bombings). Tony Blair stated â€Å"my message to Sinn Fein is clear. The settlement train is leaving. I want you on that train. But it is leaving anyway and I will not allow it to wait for you†. The impetus that the new leaders brought to the table was a positive strategy; they brought a renewed energy and innovation reinvigorating the campaign. The primary strategy for solving conflict is peace-talks and negotiation.This involves compromises, consensus-building and some level of mutual trust. The party leader must earn this and their personality is a key factor in an attempt to reach an agreement. A peace agreement or accord is a formal commitment between hostile parties to end a war. In the North a simple ceasefire wasn’t enough, a state with its own Government had to be established (Bew, 1994, p. 32). Regardless of the political decisions made, negotiators have to prepare for â€Å"spoilers† (groups that have an interest in sabotaging the process) and public rejection of settlements.When the public has experienced significant trauma, it may not be ready to ma ke compromises or accept a negotiated solution, as happened repeatedly in the North. It is the task of the leadership to generate support for peace. The personality of the parties involved is a very significant in making peace talks a successful strategy. Peace talks are the primary means of conflict resolution so it could be said that appointing the right negotiation team is a fundamental strategy to success, which thankfully it was in May 2007.Leaders have a role to play outside of peace talks too. The â€Å"ambassadorial† role in everyday society involves sharing with people who have suffered. Diplomacy is at the heart of conflict resolution strategy. It shows that a Government cares and is still in control in a society that still abides by law and order. In August 1998, Mary McAleese walked the streets of Omagh consoling the victims, while her husband Martin visited familes of UVF militants. This showed that they were not isolated but that the World cared, Ireland cared a nd there was an urgency to end the conflict.This was above strategy, it made strategy essential. Peace had to be achieved, and the leaders were relentless until it was achieved. Dr. Matt Cannon explained the need for a multi-level approach at a lecture in October. This involves all levels of the community coming together, the Government uniting and external sources showing interest in resolving conflict (Cannon, 2011). All tiers are uniting to create a powerful peace-building team. In Guatemala and Northern Ireland, civil society forums were established to promote wider societal involvement in the peace process.The terms â€Å"third side† or â€Å"track three† are sometimes used to describe the effort of engaging and uniting individuals at the community level to generate â€Å"people’s power,† public opinion and coalitions in support of peace. In Northern Ireland the communities have come together to rally against the violence and promote peace which is a massive help to the process. One practical example was the replacement of sectarian murals with peace-walls. A common memory and identity is now being created in Northern Ireland. A segregated community is being replaced by a common identity.Both sides are remembering each other’s losses and giving up something for the common good. There is now evidence of shared features such as memorials, museums and holidays which are also finally being reflected by a common Government. Dennis Murray worked for most of his career as Northern Ireland correspondent for the BBC. This September BBC filmed a documentary covering his reporting of the Troubles. The documentary finished with Murray’s parting thought – â€Å"we can’t build a new future without unravelling the past.The story of conflict in Northern Ireland will never finish† (From Our Ireland correspondent, 2011). The case of the Troubles is as close as we may ever come to conflict resolution and it†™s equally fascinating to analyse the strategies employed in this quest. The strategy that now needs to be employed in the North is maintaining peace. There may be no textbook strategy to resolving conflict; it is an ongoing effort to maintain peace in Northern Ireland. Each case is different. Peacemaking in Northern Ireland is a model for resolving ethnic conflict resolution throughout the World.The one factor that appears to be in Northern Ireland’s favour as opposed to Rwanda however is that Northern Ireland was a developed country with a better environment to carry out a conflict resolution. The first virtues in successful conflict resolution are patience and persistence. In Northern Ireland there was a persistence to achieve an end to violence and achieve peace by successful political means. The security forces in Northern Ireland enforced the law. This strategy of law enforcement brought the paramilitaries to realisation that they could not win (Ruane and Todd, 1996, P. 17).There was no overnight solution to ending the violence. The British Government admitted that the IRA could not be eliminated militarily. Utimately ethnic violence is a force. It requires a strong team to defeat it. International interest strengthens a peacebuilding team massively. Bill Clinton’s regime shared an interest in the Troubles and appointed George Mitchell as special envoy. He was presented with the Liberty Medal in 1998, where he stated: â€Å"I believe there’s no such thing as a conflict that can’t be ended. They’re created and sustained by human beings. They can be ended by human beings.No matter how ancient the conflict, no matter how hateful, no matter how hurtful, peace can prevail† (Mitchell, 1998). Northern Ireland now had a combat team, this is where Rwanda failed where external sources were powerless. A case of violent ethnic conflict that becomes unmanageable is referred to the UN. The United Nations was established to r eplace the flawed League of Nations in 1945 in order to maintain international peace and promote cooperation. Peacekeeping is a primary mission on the UN with the aim of helping countries torn by conflict and creating the conditions for lasting peace.It is the last resort following peacemaking and peacebuilding (Bellamy, Williams and Griffin, 2004, P. 5). The United Nations Charter gives the United Nations Security Council the power and responsibility to take collective action to maintain international peace and security. For this reason, the international community usually looks to the Security Council to authorise peacekeeping operations. The role of peacekeepers is to help uphold any agreements made during peacetalks. Peacekeeping provided ways to achieve self-sustaining peace.Another viewpoint raises the problem that the peacekeeping may soften the troops and erode their combat ability, as the mission profile of a peacekeeping contingent is totally different from the profile of a unit fighting an all-out war. Before peacekeepers should be deployed theUN has a role in providing assistance in the development of human rights an democracy in the various countries and preventing these countries from becoming a breeding ground for ethnic conflict like Rwanda was (Jasper, 2001, P89). The UN also has a role to encourage more women to become involved in conflict resolution.The lack of involvement for women has a negative impact on resolving conflict and in society. In this essay we have seen what works as successful strategies for conflict resolution. First of all we must be vigilant and defend democracy – preventing conflict from occuring in the first place. We must also uphold law and order as a combat to violence. We must participate in peace and democracy and elect the right leaders and believe in their charismea and diplomacy to solve conflict. 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