Pop Music Acts With the Most Eighties Billboard Hits

HDTV Implications for High Definition Television Essay

HDTV: Implications for High Definition Television HDTV (High Definition Television) has many positive attributes and is the television set of the future, but the primary concern is how this revolutionary standard can coexist and eventually replace the existing color TV system. This vital problem associated with HDTV is similar to the obstacle that color TV encountered in 1954 - which was enabling the color signal to be read simultaneously with the monochrome signal, without interference. There is an estimated 600 million television sets dispersed throughout the world and about 70 percent of them are color. (Kuhn, 2001: 1). A significant and precarious matter is whether the modern criterion of HDTV should be attuned with†¦show more content†¦As a result of having the screen contain an enormous amount of perception (above all peripherally) vitally enhances the feel of actually being in the film. After the impact of HDTV on the film industry, desire enhanced gradually to create an HDTV structure for lucrative broadcasting. (Kuhn, 2002: 1). The Federal Communications Commission has given its approval to a standardized high definition digital TV. The standard enables digital pipelines that are able to concurrently broadcast one or two HDTV shows, around six Standard – Definition TV programs, tremendous audio signals, and abundant amounts of data. Though, the apparent picture is far from success because broadcasters, electronics companies, and computer outfits linger in confusion over the most superlative solution of how to launch the new era of television technology. (Lazarus, 2002: 1). Another problem that arises is that government and medical officials are concerned that digital transmissions have the ability to interrupt vital medical monitoring equipment in the proximity of hospitals. (Lewis, 1998: 1). In the early 1990’s, optimism for HDTV was increasing globally. Europe and Japan had developed concise satellite broadcasting of high definition signals; however in the UnitedSho w MoreRelated HD TV over IP Networks Essay example2818 Words   |  12 Pages HDTV over IP Networks Table of Contents Introductionnbsp;nbsp;nbsp;nbsp;nbsp;1 About CBNnbsp;nbsp;nbsp;nbsp;nbsp;1 HDTV Integrationnbsp;nbsp;nbsp;nbsp;nbsp;2 Area Researchednbsp;nbsp;nbsp;nbsp;nbsp;3 Technology Involvednbsp;nbsp;nbsp;nbsp;nbsp;5 System Architecturenbsp;nbsp;nbsp;nbsp;nbsp;5 Implementationnbsp;nbsp;nbsp;nbsp;nbsp;6 Future Trendsnbsp;nbsp;nbsp;nbsp;nbsp;8 Future Productsnbsp;nbsp;nbsp;nbsp;nbsp;8 Companies Involvednbsp;nbsp;nbsp;nbsp;nbsp;10Read MoreBusiness Government4117 Words   |  17 PagesBusiness, Government, and Society MGT 430 Term Research Paper Television Media Yolanda Scott Sunday, December 13th, 2009 Table of Contents History of the Television†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Pages 3-6 Stakeholders of the Industry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...Pages 6-8 Role of the Industry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Pages 8-13 Ethics of the Industry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..Page 14 Rating of the Industry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.Page 14-15 Accomplishments†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreAnalyzing Netflix7929 Words   |  32 Pagesthe pioneer and market leader in the US in streaming and offers shows and movies by video on demand. 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Leadership Theory Free Essays

A manager who is also a leader may be defined as someone who oversees tasks, is accountable for meeting goals, pays attention to profit objectives, and has a â€Å"vision† of where the company is going and why. Decisions reflect an understanding of larger long-term goals. Early research in the field includes the Michigan Leadership Studies (Likert, 1961), which involved interviews with managers and subordinates to determine effective leadership behaviors. We will write a custom essay sample on Leadership Theory or any similar topic only for you Order Now The studies isolated and identified at least two major supervisor orientations. They were job-centered or task-oriented behavior and employee-centered or relations-based managerial behavior. Researchers assumed the two types of managerial orientations were exclusive and represented two ends of a continuum with managers being one or the other but not both. About the same time, researchers at Ohio State University were conducting similar leadership studies. The research, which included data from military and industrial institutions, focused on relations-based decision making. The studies identified at least two typologies that were called consideration behavior and initiating-structure behavior. In the former, the manager considers the needs and ideas of subordinates before making decisions. In the latter, the manager clearly defines the duties of subordinates and communicates their functions to them. These were similar to the Michigan typologies, however the Ohio State researchers suggested that managers were not necessarily one kind of leader. Rather, they concluded that a manager could possess more than one orientation and successful managers could and did alternate styles as circumstances changed. The research described previously was helpful in identifying and confirming certain leadership behaviors. However, it was not complex enough to account for different organizational settings or individual deviations, nor did it explain how employees interpreted apparent inconsistencies when they witnessed managers adopting alternate styles of management as circumstances changed. The human relations school trains the foreman to become a leader, implicitly following the traditional model of one-dimensional leadership, widely accepted in political science and the study of history. It is assumed that there is one leader, and that he fulfills the various elite roles, including those that would be defined as instrumental and as expressive by Parsons and Bales (1953). The foreman is trained to direct the production activity of his team, control the pace and quality of its work, advise on technical matters, and represent management in general to the workers. At the same time he is trained to be close to his workers, their friend, a person to whom they can turn for advice and support in personal matters, and so on. If the propositions presented above concerning the dual-elite structure of collectivities are valid, it follows that in order for the human relations line of training to be effective, a foreman would have to be recruited from the limited group of human beings who can effectively fulfill both roles. The rarity of this ability is reflected in the term chosen by Borgatta, Bales, and Couch (1954) to refer to such people: â€Å"great men.† But there is no reason to believe that foremen are really recruited to any significant degree from this rare and highly sought-after group, nor does the human relations tradition recognize the need for such highly selective recruitment. Halpin (1954) showed that the same problem exists when bomber commanders attempt to follow a human relations policy with regard to their men. The subordinates value â€Å"consideration,† whereas those higher in rank than the commanders emphasize â€Å"initiating structure.† The terms consideration and initiating structure, central to the various Ohio leadership studies, come close to the concepts expressive and instrumental as they are used here. The studies stress individualism rather than collectivism. This impacts how workers and managers regard their own relationships as well as those between the company and the individual. If organizational culture is seen as opposed to individualization or as something that impedes or diverts the individual, then supervisor-subordinate conflict is sure to occur in companies where Western values are prevalent. Such conflict affects morale and, in turn, employee production. All media managers must fit their personalities to an existing culture when they join a company. The cultural context, therefore, bears important consideration in all discussions of leadership behavior. As media companies expand into international arenas, it makes sense to understand the various dimensions for cultural analysis. That is, symbols, language, task definitions, and acceptable behaviors vary between workers, countries and even media. A good manager will balance personal style or preference with complex situational variables. Culture is a construct that underlies behavior and beliefs within a company and the society in which it operates. It guides, explains, and predicts processes and products of a media company. Organizational culture can be â€Å"observed† through categorizing and noting patterns of behavior, styles of dress, backgrounds of those hired and promoted, and so forth. Culture also can be defined in terms of shared values or assumptions workers hold about the world and human nature. Such common belief systems result in predictable behaviors and confirming rituals. How to cite Leadership Theory, Essays Leadership Theory Free Essays BA365 Leadership Theory Mid Term Paper For this paper I decide to look at four of the leadership theories. The ones I chose are Trait, Contingency, Situational, and Behavioral. I will talk about the definitions of those four theories. We will write a custom essay sample on Leadership Theory or any similar topic only for you Order Now Also I will discuss the overviews of the four theories including positives and negativities of each. Leadership Theories There is a wide and ever growing variety of theories to explain the concept and practice of leadership; to me leadership is a dynamic and complex process. Per our text book leadership is an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes. (Daft, 2011) The theories that I will talk about simplify leadership into different theories. The first I will talk about is the Trait Theory. Trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. (Cherry, 2012) Also Trait theories often identify particular personality or behavioral characteristics shared by leaders. Cherry, 2012) Per our text book traits are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self confidence, and appearance. (Daft, 2011) Contingency Theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. (Cherry, 2012) Success with this theory depends upon a number of variables and qualities of the fol lowers and aspects of the situation. (Cherry, 2012) Situational Theories propose that leaders choose the best course of action based upon situational variables. Cherry, 2012) Per our book the Hersey and Blanchard’s extension of the leadership grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior. (Daft, 2011) Behavioral theories leadership is based upon the belief that great leaders are made, not born. This leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. Cherry, 2012) Trait Theory The trait model of leadership is based on the characteristics of many leaders both successful and unsuccessful and is used to predict leadership effectiveness. (Daft, 2011) The resulting lists of traits are then compared to those of potential leaders to assess th eir likelihood of success or failure. Scholars taking the trait approach attempted to identify physiological, demographic, personality, intellective, task-related, and social characteristics with leader emergence and leader effectiveness. â€Å"Trait Theory of Leadership†, 2012) Among the core traits identified are: achievement drive, leadership motivation, honesty and integrity, self-confidence, cognitive ability, knowledge of business, emotional maturity, charisma, creativity and flexibility. (â€Å"Trait Theory of Leadership†, 2012) Strengths of Trait Theory include: it’s naturally pleasing, and it gives a detailed knowledge and understanding of the leader element in the leadership process. (â€Å"Trait Theory of Leadership†, 2012) There are some limitations of the Trait Theory. They include: subjective judgment in determining who is regarded as a good or successful leader and the list of possible traits tends to be very long. (â€Å"Trait Theory of Leadership†, 2012) Contingency Theory In contingency theory of leadership, the success of the leader is a function of various contingencies in the form of subordinate, task, and/or group variables. (Daft, 2011) Fiedler’s contingency theory is the earliest and most extensively researched. Fiedler’s approach departs from trait and behavioral models by asserting that group performance is contingent on the leader’s psychological orientation and on three contextual variables: group atmosphere, task structure, and leader’s power position. (â€Å"Contingency Theory of Leadership†, 2012) Fielder came up with his approach to leadership after realizing that leaders could function well if they changed their styles to suit the situation at hand. (Smith, 2012) According to Fiedler, leadership style may be defined as the way leaders and employees interact with one another. Smith, 2012) It should be noted that Fielder’s theory does not cover all the possible factors affecting leadership. Some leaders may be more effective if they undergo training or gain experience on the job. Such factors have not been accounted for by the contingency theory. (Smith, 2012) Fielder was trying to say that leaders are not just successful or unsuccessful. Leaders can either be effective in certain situations and not all of them. Therefore, all individuals can become leaders if they choose the most appropriate situation to apply their leadership styles. Smith, 2012) Additionally, it is possible to make a leader more effective by altering the following; position power, task structure and leader member relationships. Situational Theory The Situational Leadership Theory was developed by Paul Hersey and Ken Blanchard. The model shows that leadership of employees must be adapted to the skills and job maturity of the individual employee. (â€Å"What is the Situational†, 2010) The situational leadership style includes four leadership’s styles. They include telling, selling, participating and delegating. Also the situational theory includes four maturity levels. They include: M1, M2, M3 and M4. Telling is characterized by a strong leader categorizing roles for the employees, and who conducts his leadership with one-way communication. This leadership style is very autocratic, and is based upon followers being told what to do. (â€Å"What is the Situational†, 2010) Selling is characterized by a strong leader providing direction, but there is more communication with followers. Leaders are trying to sell their messages to the followers, so that the followers understand the importance of their duties, and understand why different processes are important for the organization. (â€Å"What is the Situational†, 2010) Participating is characterized by two-way communication and shared decision making. Leaders include followers in job related aspects and in how task are to be accomplished. (â€Å"What is the Situational†, 2010) And Delegating is characterized by a leader leaving much of the decision making power to the followers. Leaders are still monitoring progress, but are not as heavily involved in decision making processes. (â€Å"What is the Situational†, 2010) The maturity level M1 is followers with this level of maturity lack knowledge, skills, or confidence to work on their own. They often need to be directed and supervised before they take on tasks. (â€Å"What is the Situational†, 2010) Maturity level M2 is followers in this category are still unable to take independent responsibility for tasks, but they are generally willing to work at the task. â€Å"What is the Situational†, 2010) Maturity level M3 are followers in this category are very experienced and able to perform the task at hand satisfactorily. And they do not have the confidence to take on sole responsibility for task accomplishment. (â€Å"What is the Situational†, 2010) With Maturity level M4, followers are experienced, and believe that they are able to perform well. They are not only able and willing to per form their tasks, but are also willing to take on independent responsibility for the accomplishment of tasks. By using the situational leadership model, leaders honor the different needs of individuals, leaders may increase the learning curve of followers, and get a more skilled and motivated workforce in return. (â€Å"What is the Situational†, 2010) Behavioral Theory Behavioral approach does not focus on the internal states or mental qualities of the leaders. Based on this theory, a person can learn to be a leader through observation and teaching. This theory believed that the environment is a big factor of how a leader behaves. Most behaviorists assume that in order to understand the behavior of the leaders must be observed. Every behavior can be observed and monitored through the responses in every stimulus. The behavioral theory also assumes that the qualities of a leader are developed, and everyone starts with a clean slate. It is believed that the qualities of a leader are formed based also on the environmental factors. (â€Å"Behavioral Approach†, 2012) Conclusion So in conclusion I discussed in this paper four of the Leadership theories that we have learned about in this class. I went through and defined Trait, Contingency, Situational, and Behavioral theories. I also discussed the overviews of the four theories including positives and negativities of each theory. References Behavioral Approach. (2012). Retrieved September 20, 2012 from http://qualities-of-a-leader. com/behavioral-approach/ Cherry, K (2012). Leadership Theories – 8 Major Leadership Theories. Retrieved September 20, 2012 from http://psychology. about. com/od/leadership/p/leadtheories. htm Contingency Theory of Leadership (2012). Retrieved September 20, 2012 from http://www. utwente. nl/cw/theorieenoverzicht/Theory%20clusters/Organizational%20Communication/Contingency_Theories. doc/ Daft, R. L. (2011). The Leadership How to cite Leadership Theory, Essay examples

Logistics Management Productivity and Performance Management

Question: Discuss about theLogistics Management for Productivity and Performance Management. Answer: Introduction With the continuous change in the technology, Zara has been able to set its standards for the product improvement and the availability. The focus has been on the increase of the different promotional activities through the system of online marketing which holds a higher market share. The major strategy of Zara is involvement of adapting the different designs and the manufacturing of the items with the product distribution in stores. this will help in monitoring the sales and the customer trends with their preferences. (Ulgen et al., 2015). The operations theme of Zara is directed to the product development, manufacturing and the supply chain process. The company retail giant delivery through a controlled and integrated process. The different store managers try to take the feedback from the customers about the shop and their shopping so that they can improve according to the feedback. Analysis of the Issues of Zara There have been issues related to the marketing strategy of the communication and technology. The issues are related to the qualifying illiberal democracy where Zara has been playing a major role in handling the product quality with innovation. (Christopher, 2016). The company has a well-planned customised marketing campaign which is set as per the current requirements. The new marketing search captures the innovation with improved quality and the value added products for the customers. (Dadzie, 2015). The adoption of the technology lowers the costs for the different products as per the analysis. Being a globalised firm, Inditex development strategy is the major shareholder for the different markets. This is for the largest countries with an appealing customer base. Zara is based on providing the alternative look to the fashion industry business model to maintain the production process of the in-house rather than the lower cost countries. (Meredith, 1993). The strategy is based on the fact where Zara allows for selling more items at a higher price as this leads to the scarcity of the company. The major issue is the inventory optimisation model which relates to determining the quantity through the retail stores via shipments. (Choe et al., 2015). Reasons for Success Zara entails for the speedy delivery of the products with the vertical integration and the deployment of the Just-in-Time operations for the advanced processes for the success. There has been collaboration of the different products which make the market stable depending upon the strategic use of the organisational resources. (Frohlich et al., 2002). The Comparison of Dell and Zara Logistic Management Dell and Zara has been the corporation where one manufacturers the computers and the other apparels. The supply chain management of Dell includes the customer, Dell and the suppliers. The customers are able to place the order with the Dell procurer to handle the supplier and the parts with immediate assembly and supply. Zara has been able to design, source, manufacture the distribution to the outlets. (Errasti et al., 2015). With Dell, there is integrated supply chain horizontally where Zara has vertical supply chain. There has been isolation from the process of production where the third party works for the finished goods and the delivery. Zara has a complete control on the different phases of the garment production. The company is able to control over the tradings from the crafting to the manufacturing and the delivery. the total control is based on responding to the changing fashions as per the preferences of the customers. (Christopher, 2016). This is able to control the permits where Zara has an issue of delivering new designs in the short period of time. the horizontal supply chain controls the minimum responsibility and coordinate with the smaller procedures. The suppliers of Zara have a vertical integrated supply chain management where it exercises control over the supply. The demand is met and the manufacturing is achieved successfully. Dell is able to handle the supply chain where the suppliers deliver the services with the adequate speed and the accuracy. Dell stress on the high speed delivery of the products where the suppliers 95% are directed near to the manufacturing units. (Errasti et al., 2015). The production philosophy of Dell is to make-to-order strategy. such a strategy has been based on the shorter time san where the orders are made as per the requirement at a reasonable price. There have been competencies for the different partnership firms where the information technology is leverages like Internet and the incorporation of the value chain. Zara has been working on introducing the different designs and the products. They are believed to launch the limited products in the limited showrooms. The major strategy is to make the product exclusion for selling the stock. (Deshmukh et al., 2016). This will help in the lowering of the quantity which equal to the limited supply and compulsion purchase. Zara does not believe in advertising as they want to maintain their brand image. The targets are the product and the expectations of the products. The products have been limited where the customers need to check on the new arrivals. (Christopher et al., 2004). The storage with the indirect distribution channel includes the retailers, suppliers and the assimilators with the end customers. The B2B model has been for the suppliers to order the products online. The production of Zara has been shipped in the different logistics. For the overseas distributions, the inventories are carried out to a larger area which will direct that more stocks from the offers with the commercial managers who takes the orders and pass on to the logistics. (Christopher, 2016). There have been stores which are graded as per the sales with the order accuracy. This will rank to the marketing production. There has been no piling of the stocks. When the product is not being sold in the stores, then the company stops the production for that particular product. Comparison of Myer with Zara. Myer has been able to make no efforts for the segmentation of the markets with the demographic lines and the psychographic customer lines. Zara has been segmenting the market with a particular lifestyle line. (Walters, 2006). This will brand the fashion industry to offer the money. Myer My Store concept has been ambiguous where the target is for the hold of general market. the target group for Zara is mainly between 20-25 years of age. Myer positions has a departmental store with certain extensive products collections which uses the sales strategies of discounts to attract more customers. (Christopher, 2016). Zara has motivated the launching of the fashion products with the temptation of promotional demonstrations and other adequate services. Competitive Advantage The competitive advantage of Zara is that they have a fast production and the distribution strategy which allows in offering the best and the latest fashions. The company is able to produce and distribute the new fashions in the assigned time which helps in changing over the entire merchandise on the display for the time of 3 to 4 weeks. This also increase the customer visit frequency. The pricing model has been the main advantage where the price of the styles is based on its location. With the different markets, there have been different hard financial times where the access is affordable with adequate quality and the fashionable clothing. (Rivera et al., 2016). They have been able to ensure the product development, strategic partnership and the advertising with marketing. The entire setup leads to the sustainability of the product and the profitability of the company. (Mangan et al., 2008). Considering the Just-in-time policy, the monitoring of the inventory patterns with the involvement of holding costs, production times and the reduced defects. This will lead to the proper manufacturing of the units with the lean thinking across the supply chain management with operations of business. The new products of development and innovation has been able to set a strength with the suppliers. The persistent improvement and collaboration contribute to the learning of the organisation with the different customer oriented approach to establish the associated between the manufacturer and the retailer. (Fernie et al., 2015). The learning is based on handling the training and the cooperative ethos strategy of Zara where the brand value is important and the value chain analysis help in depicting the best brand value. HM is able to set the highest ranked number 89 in the company list of 500. There have been different calculations of the brand value which are used through the technique of the discounted cash flow value. Zara has been able to provide the vertical integration to the company which owns different levels of the supply chain. This has been able to optimise the products locally. The centralised decision making process is based on reducing the overall supply chain management with the information centralised to allow the permeability in the different layers of the supply chain. (Christopher, 2016). The strategy is based on holding the designs, sourcing, manufacturing, distribution process and the retailing for the different factors of success, which includes the short cycle time, small batches per pr oduct with the extensive variety of the products for different seasons and heavy information investments. The company has a centralised logistics where it focusses on the order fulfilment to stores. (Fernie et al., 2014). Zara outlet is able to send the orders based on the specific days and the timings. There has been involvement of the design to the procurement, production, distribution and the retail. The solid distribution network enables the company to deliver its products to the different European stores within the time of 24 hours and to other outlets of American and Asian setup. (Pearlson et al., 2016). Explain Similarities Between Zara Dells and Myers The major priority of Zara has been to work on the parent group Inditex which focus on the customers with the demand centric supply chain management. Zara has been the globalised multi-national company and a biggest apparel retailer. The major formula of success for this is that it has been able to bring a speed of delivery, vertical integration and the Just-in-time deployment with the advancement of the different logistics process. The collaboration leads to the development. Zara shop managers where the products are kept and changed with new designs. (Christopher, 2016). Considering the formula for success for Dell, it has been the best company to provide the storage at a lower inventory costs with no extra costs to be spent on the warehouses. Hence, the distribution and the success for the Dell is better since Zara has to store their garments and keep on circulating them for selling their products. Myer has been the company which has no better segment in the market with the demographic lines and the psychographic lines. This is based on the use of the products with the segmentation for the demographic lines and the lifestyle lines. (Christopher, 2016). The company focus on handling the different stores with no satisfactory service. Hence, there are no similarities in the company till the time they are not able to provide a better output to the customer. If the company is able to set its brand image, then they need to work on the strategic logistic management. This focus on the supply chain management which should include the upstream and the downstream customers. The relationship is mainly to deliver and handle the best service at a lower cost. (Pearlson et al., 2016). This also works on separating the different entities between the supply chain management and the logistics. The logistics meet the different demands of the customer by supply the low costs needs. This will maintain the physical goods and the information along with providing a better end customer value. The PESTEL analysis and the Five Force model is able to determine the internal and the external environment. There has been detailed analysis to reach the top of the success with the change in the globalised economic condition. Conclusion With the conclusion, the supply chain works for the hold of the Zaras management which is able to provide the internal value chain setup. This directs for the customer centric services with the leading speed and the customised technology, logistics, vertical integration and the economic scale development. (Choi et al., 2015). There have been key inputs which will hold the collaboration and inventive capacity with knowledge management and the educative development. The mindset of Zara has been customer centric services which help in adding the value to the customer services with the gain of competitive advantage. Reference Christopher, M., 2016.Logistics supply chain management. Pearson Higher Ed. lgen, V.S. and Forslund, H., 2015. Logistics performance management in textiles supply chains: best-practice and barriers.International Journal of Productivity and Performance Management,64(1), pp.52-75. Dadzie, K.Q., 2015. Dynamic Transformations and Marketing Channels in African Markets.Journal of Marketing Channels,22(2), pp.81-82. Choi, T.M. and Cheng, T.E., 2015.Sustainable Fashion Supply Chain Management. 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