Gillette Fusion Case Study

Gillette Fusion Case Study Introduction Gillette holds leadership market share which is 70% within the razors market (PG 2008). The companys success has been created by regular product innovations and prestigious campaigns in order to boost the sales. However, one product namely Fusion, which is the first five bladed razor has captured 55% of all new razor sales in the US just four weeks after launch (Datamonitor, 2008). What is more, Fusion was expected to be Procter and Gambles fastest ever product to reach a US$1 billion in sales (Datamonitor, 2008). This paper will focus on why it is so important to move customers to Fusion and how to attain and promote this migration. Why Gillette is so desperate to move all customers to Fusion The Boston Consulting Group matrix provides a framework for allocating resources among different products. This technique is useful for multi-divisional and multi-product companies such as Gillette since it allows them to compare different products and decide where to invest the money. As can be seen above single blade razor is a dog which means that this product has a low market share and low growth rate and it do not generate large amount of cash. However, dogs can turn out to be a cash trap since Gillettes money can be tied up there with no potential for the future increase. Furthermore, Mach 2 double blade razor is between being a dog and question mark but due to market saturation and product advancements Mach 2 soon will be a dog with low market share and growth. Mach 3 triple blade razor on the other hand, is between a question mark position which is low market share but high market growth rate and a star. Star can generate large sums of money because of its strong market share but at the same time can consume a lot of resources due to high growth rate. Mach 3 has the potential to gain market share and become a star however, Gillette found out that when Mach 3 did not become a market leader there was a possibility that it would become a dog with a little market growth. As a result, Gillette focused all its attention on Fusion which is between being a star and a cash cow that gives greater return on assets than the market growth rate. Consequently, Gillette analysed the BCG matrix and decided that the company needs to persuade all the customers to buy Fusion in order to achieve a status of cash cow for this product and bring continued profit with relatively little investment in the future. Furthermore, according to Armstrong and Kotler (2008) the best way for Gillette to achieve that position was to introduce new product in this case Fusion that outdate the existing ones Mach 3 Mach 2 and single blade razors. Therefore, Gillette is using positive cannibalization practice. This means that the company is focusing its marketing resources on switching its own customers from Mach 3 to more profitable Fusion line instead of trying to gain more market share from competitors (Ritson, 2009). In the long run this is more effective strategy as it is cheaper for Gillette to market to existing customers and easier to covert them than anyone else (Holland 2008). The marketing plan Marketing mix is a part of marketing plan that involves different techniques to influence perception favorably towards the product (Keller Kotler, 2006). The main parts of marketing mix are four Ps which are known as Product, Price, Place and Promotion: Product: Gillette Fusion is the first shaving system for men that combines revolutionary blade technologies on the front and on the back (Gillett, 2008). Price: The next part of the marketing plan is the pricing strategy as this will indicate what kid of ROI (Return on Investment) the company will have (Dewhurts Burns, 1989). However, the charge has to be competitive but still allow the company to make a reasonable profit (Barrow et all 2005). In this case reasonable will depend on the customer. Gillette charges 40% price premium over Mach 3 and to persuade its customers to switch for a Fusion the company needs better communication. This means by educating existing consumers on product advancements and improved shaving performance, only then higher price can be justified. Place- Distribution as shown below Instead of selling directly to the consumer Gillette sells through an intermediary such as a wholesaler and retailer who resell companys products Fusion razors. Promotion Marketing communication which is a different term for promotion constitutes part of the marketing mix. It is not a single entity but rather, involves a wide range of activities that aim to convey marketing messages to target audiences (Pickton Broderick, 2001). Those activities can be classified into four overlapping heading. To promote the migration from older Gillettes products to Fusion the company can use sales promotion. That means launch an introductory promotional discount joined with a competition with entry via product purchase. This could grab the attention of male consumers and encourage existing to switch. Another idea to convince existing consumers to use Gillette fusion is to advertise it for different parts of the body and not only for the face. The advertisement can be supported by online campaign (interactive videos) which will encourage the clients to use Gillette razors to shave for example their armpits. Finally, new form of public relations should be used to spread the word via blog. Gillette could create a shortlist of influential bloggers that are male between 18 and 35 years of age. Then, the company would send them a gift pack including Fusion razor, shaving gel and aftershave with some background details of the product. Further, Gillette could influence them to use it for a short period of time and write about their experiences on their blogs. As a result, this could promote migration of companys existing customer base to Fusion from the older razor products. Conclusion After detail analysis it can be concluded that Gillette wants to migrate companys existing customer base to use Fusion. Since Fusion is perceived as a cash cow which brings continuous profits with relatively little investment in the future. Furthermore, the best way to attaining a massive migration to Fusion will be by sales promotion, online advertising and writing blogs. Consequently, massive migration to Fusion will be achieved. References: Armstrong, G. and Kotler, P. (2008) Principles of marketing 13th ed., New Jersey, Pearson Prentice Hall Aaker, D. A. (1995) Strategic Market Management, 4th ed. John Wiley Sons, New York. Barksdale H. C. and Harris C. E (1982). Portfolio analysis and the plc Long Range Planning, 15(6): 74- 83. Barrow.C.Barrow.P.,Brown,R.,(2005) The Business Plan Workbook, 5th Ed, Cambrian Printers, Wales. Burns.P. (2007) Entrepreneurship and Small Business, 2nd Ed, Palgraive Macmilla, New York. Datamonitor, (2008) Gillette Fusion case study: developing a US$1 billion brand available from http://www.market-research-report.com/datamonitor/CSCM0171.htm (accessed 2 December) Dewhurts.J.Burns.P.,(1989) Small Business Planning Finance and Control , 2nd Ed, Macmillan Education, London. Gillette (2008) P G Annual Report available form http://www.scribd.com/doc/5892225/PG-2008-Annual-Report (accessed on 2 December). Holland A. (2008) Sherpa Blog: Quick, Easy Step to Increase Repeat Buyers (Profits) Real-Life Marketing Story available from http://www.marketingsherpa.com/article.php?ident=30687 (accessed 3 November). Keller K.L. Kotler,P (2006) Marketing Management, 12th Ed, Pearson Education, New Jersey. Kotler P. Armstrong G. Saunders J. and Wong V. (1999) Principles of Marketing, 2nd European edn, London: Prentice Hall Europe. P G (2008) Annual Report overview 2008 available form http://www.pg.com/annualreport2008/financials/mda-overview.shtml (accessed 3 December) Pickton D. W. and Broderick A. (2001) Integrated Marketing Communications, London, Financial Times Prentice Hall. ch. 1. Ritson M. (2009) 5 Reasons Gillette Is The Best A Brand Can Get available from http://www.brandingstrategyinsider.com/2009/06/5-reasons-gillette-is-the-best-a-brand-can-get.html (accessed 3 December) Shimp T . A (1997). Advertising and Promotion and Supplemental Aspects of Integrated Marketing Communications, 4th ed, Fort Worth: Dryden Press.

Steel Toed Stilettos

Man is the subject; woman is the object. This is the major premise of the gender binary hierarchy. Man is dominant and the woman submissive, active and passive, rational and emotional, strong and weak. Hegemonic masculinity is the ‘maintenance of practices that institutionalize men's dominance over women' (Connell, 1997, p. 24). Emphasized femininity is compliance and the overall subordination of women to men (Connell). This will be an analysis of female strippers and those people in their environment, with special concern regarding the objectification of women, and the misleading emphasized femininity ascribed to dancers. Men are the customers thought of when designing a strip club; there are scantily clad women, sports or pornography on television sets, even pool tables and arcade games. He is the subject. The women are objectified, the use of a pseudonym, or stage name, distances the customers, and the dancers, from the strippers' lives outside the club. However, there are more parties involved than the customer and the dancer. The parties involved extend from the dancers to their agents, the club owners/managers, the municipal government as well as club support staff, photographers, promotional people, and others not discussed here. The agents, rarely female, must find a new club for the woman to work in every week and for this, they receive a fifteen percent commission. Agents have contracts with the dancers as well as the clubs. When and if any dancers complain about dirty working conditions and unfair labour practices, the agents quickly attempt to stop the denouncing. If a dancer wanted to sue a club for breach of contract, for instance, and the agents did not persuade her to stop, the treatment upon her return would be a sign that she was done in the strip clubs. The agent would blackball her from all clubs represented by his agency; in Alberta, ninety-eight percent of the clubs are under contract to one agency effectively ensuring the women's compliance and increasing the unlikelihood that someone might speak up. In addition to the club and dancer contracts they hold, they advocate breast implants and bleached blonde hair and pole dancing. If women do receive implants, show prices increase and instead of being a dancer, she can be a ‘walker'. Many feature performers simply walk around the stage and do not dance, an opportunity provided for them by their physical attributes. A classmate remarked in a discussion, â€Å"obviously the girls know how to dance, it's a basic job requirement. † The reality is breast implants can take centre stage and relegate a lack of rhythm to a dark corner backstage. The mainstream and the sex industry reward women who have breast implants. Those dancers with large breasts will receive more money per show than her colleague with the smaller cup size will receive if all other factors are equal. The municipal governments, specifically the City of Edmonton and the City of Calgary, require that all exotic dancers pass a security clearance to control for any drug or prostitution charges also, dancers must pay an annual fee of one hundred fifty dollars for a license. The city has increased their scrutiny in regards to one's security clearance in the past two years resulting in fewer women able to work in the city and others fearing that their past transgressions exposed to everyone making them ineligible for employment. A near rejection of one Edmonton dancer's license renewal illustrates the unintended effects of the security clearance; she was required to meet the police vice and discuss a charge on her record. There was a real possibility that she would not pass if she were unable to explain her charges. It was shoplifting, no conviction, just a charge, and occurred seven years prior. Why is it necessary for a stripper to gain security clearance? Are strippers inherently more dangerous? What kinds of threats do naked women pose? Fear of the criminality possessed by these women must not be the reason for these seemingly unnecessary procedures. If it was a predominately male profession, it is highly doubtful that the same processes would be in place. The fee of one hundred fifty dollars is significantly higher than bars or restaurants, but fortunately far below the annual three thousand dollars paid by escorts. Does the city equate strippers and escorts? The singling out of these two professions may suggest an equivocation. Why are retail workers not forced to have a license? One answer is that the government wants a share of the money these women work hard to receive. The documenting of the tips dancers receive and the money escorts receive is not necessarily reliable. These people may not fully declare their income on their taxes and the government is unable to verify the amounts. These licensing fees are in place to regulate the dancers but there is little regulation. This is another instance of the domination attempts on these females. The club owner/manager is male for the vast majority. These men tell the agents what kind of dancers they are seeking. The owner's preferences can result in the agents offering only certain women work; he may want only Caucasian women, waifs, or pop music blondes. The club owner holds absolutely the power to hire and fire. After first meeting a dancer or after her first show of the week, or at any time during the week, the manager can fire her, sometimes without pay. A woman's weight, breast size, muscle tone (be it too muscular or not enough), attractiveness, attitude, behaviour, past, are all reasons for dismissal. The fact that a woman could work an entire week, and be expecting a paycheque of eight hundred dollars only to be fired hours before she is to be paid seems unfair, oppressive, exploitive, etc. There is also the possibility that instead of receiving a paycheque, one could receive a bill. The attached hotel may be the only option in the town, deducted from the cheque, as well as telephone calls, bar tabs, restaurant bills, these alone could dramatically reduce a cheque and then there are fines. There are no fine regulations and can vary widely between clubs. Fines are also absolute, there is no appeal process, no possibility that the Stripper Protection Agency will raid the club and arrest the fine-happy manager. If a manager hates a dancer, he could allow her to dance the week only to surprise her with a page of fines for infractions she did not commit. Fines are in place to ensure job effectiveness, productivity and presence; they also lessen payrolls. Sanctions imposed for tardiness are generally one hundred dollars for every minute late for a show, no excuses. Missed shows range from two hundred fifty dollars to five hundred dollars plus the cost of the show. It is wholly within the manager's power to decide to double a dancer's fines. For example, during an interview with a dancer named Octavia, she told of when she was late for a show because her suitcase would not open, after a lengthy struggle the manager opened it by ripping the suitcase and then proceeded to fine her three hundred dollars for being late. She told the other dancers what had happened and they were outraged and informed the manager of such. He then doubled her fine because she had a ‘big mouth' and the other dancers were approaching him and scolding him for fining Octavia. It is a system that favors the club, adversarial to the dancer and easy to identify situations in which women could work a week for nothing, maybe less. Fired without pay and an excessive fine system are only two of the way women are overpowered, another is the unwillingness and the refusal to accept any reason to miss a show. These claims, legitimate or not, are for the vast majority of the time never taken seriously. The managers have ‘seen & heard it all before' and suspect a late night of alcohol and drugs are the cause of this day's ailment. The male aspects of the strip trade include the agents who have a monopoly on clubs and workers, almost all control over a dancer's placement, much say in the hiring of a dancer, and the power to ostracize a dancer. Spotlighting the municipal government and it is hard to miss its attempts to exploit working women. The club owners have the power, and exercise it, to fire without pay, fine exorbitant amounts of money over minutes, and refuse to believe any ailments that a woman is suffering from is anything more than a hangover. After that lengthy inspection of the males of the strip club culture, the attention focuses on the females, the dancers. In her article, Feminism, Marxism, Method and the State: An Agenda for Theory, Catharine A. MacKinnon (1982) states, â€Å"Socially, femaleness means femininity, which means attractiveness to men, which means sexual attractiveness, which means sexual availability on male terms†. If femaleness means femininity and dancers are female, if the factors of femininity as met it is true. Dancers are attractive to men, sexually attractive in fact. Interpreting sexual availability as a willing participant in sexual activity is valid; however, women can be available in general and not for a specific person. If this is correct then dancers exude femininity. They seem rather feminine, wearing form-fitting dresses, short skirts, and stiletto heels. Their make-up and hair are amazing emphasizing their attractiveness, and being naked is a sufficient condition for sexually attractive. It is appropriate to consider dancers feminine in relation to MacKinnon's article. The men think we do it because we love sex so much, we're sex-driven throbbing mattress kittens. But when we're on stage we're all virgins, and then we lock eyes with that one special guy and he might be the one to change all that . . . and then we lock eyes with the next guy and he might be the one to change all that. Men are so stupid. † Octavia's quote is an example of the have/hold discourse (Hollway, 1984). Wife or mistress, virgin or whore (or sex-driven throbbing mattress kittens) the dichotomy is the same and impossible to achieve. Expected to be the provocative, seductive, pure, inginue and obviously unable to fill the role, the dancer adopts a role not unlike that of a trucker. Rude, crude and crass, these women are tough. They have experienced volumes either in person, a close friend, or another dancer's recollection. Assertive, aggressive, controlled, rational are usually male-specific traits but dancers are often described as such. A power shift has occurred, any previous conceptions about women's subservience to men have vanished. On stage, strippers can make men do anything, falling over themselves to throw money to her, reduced to the basest of urges. After having seen one's oppressor with his pants around his ankles and his clown boxers showing, the power is not as apparent as it had been. If subsequently, the repeat viewing of the oppressor is in compromising, powerless situations, the oppressor ceases to exist, and it is simply another person. In the situation the power shifted to the dancers and the agent, the manager, the city government may exert some power over her; regardless the men at the strip club are waiting for her. Exotic dancers appear to be an ultimately sexual, feminine being. However, it is not always the case; they adopt attitudes perhaps better suited to their trucker or rig-working customers. The misconception that the dancers are waiting for that guy at the club is in light of the fact that many dancers have an utter hatred for males and they despise them while they smile and listen to his stories. The objectification that is present in the strip club may not be the dancers at all it may be the customer who is nothing other than a source for money. The personality traits, usually coded as masculine, embodied by these women, must aid them as they ‘hustle' to sell table dances, and convince the men to play loonie games. The transference of power, as experienced in the strip club, would be an empowering experience for all women. The possibility of it occurring is not absurd. The emphasized femininity some women adhere to is not going to increase the likelihood of this fundamental shift. However, if any change is to occur, solidarity must first be present.

Importance & Impact of Ethical Communication Essay

Abstract Communication is constant, especially in the information age. Savvy professionals know how to communicate quickly, effectively and ethically. The term â€Å"ethical communication† has different meanings depending on the context. A shampoo advertiser and a sports team spokesperson may have dissimilar views on what constitutes as ethical communication. Some communication guidelines are only applicable to certain situations, while others could be understood as ethical in one situation and unethical in another. Every aspect of ethical communication should be considered within the boundaries of the issue at hand. Introduction The Business Dictionary defines ethical standards as follows: Principles that when followed, promote values such as trust, good behavior, fairness, and/or kindness. There is not one consistent set of standards that all companies follow, but each company has the right to develop the standards that are meaningful for their organization. Ethical standards are not always easily enforceable, as they are frequently vaguely defined and somewhat open to interpretation (â€Å"Men and women should be treated equally, † or â€Å"Treat the customer with respect and kindness. ). Others can be more specific, such as â€Å"Do not share the customer’s private information with anyone outside of the company. † Ethical Communication in Business Every business is dependent on effective ethical communication. It’s what makes new policy in government, raises money for nonprofits and strengthens a business. Business communication occurs any time a message is given or received, whether it’s verbal or nonverbal, between two businesses, a business and its employees or a business and the public. The messages sent and received by a business need to follow ethical norms that don’t offend or make individuals feel uncomfortable. Significance Ethical business communication holds great significance on three main fronts: business to business, business to employees and business to the public. An example of the first type is between a business and its suppliers or distributors. The second is organizational communication within the business itself, how the leadership communicates with the employees. Lastly, communication with the public is how the business develops its public image. Maintaining high ethical standards on each front is essential to success in business. Function Ethical business communication’s primary function is to send and receive messages in a neutral, non-offensive manner. Ethical effective communication skills in business strengthen its corporate culture, resulting in a more attractive bottom line. When communication does not adhere to ethical standards, the consequences can include unhappy employees, a poor public image and a decrease in the bottom line. Ethical business communication is intended to care for the emotional and perceptive needs of its employees and customers. Misconceptions A common misconception concerning ethical communication in business is that most unethical communication is obvious and overt. True unethical communication is based on perception. If a person or people group perceive or interpret certain actions or words to be discriminatory or offensive, the communication can be considered unethical. The same is true with interpersonal interactions between employees. If a particular form of communication or gesture is offensive to another employee, it can be categorized as unethical. Purpose The purpose of ethical communication in business is to protect, respect and maintain a good public image. The communication in any business is for the purpose of maintaining order and the proper image with its employees and society. For example, if an accusation was to arise against a particular company, the public relations representative will arrange a press conference to verbally address the issue at hand. The company may also change a policy pertaining to the issue that non-verbally communicates the same message. Consequences There are many consequences to unethical business communication. A business may have an outstanding product or service, but if it doesn’t communicate well with its customers, they will not be satisfied, and this can weaken the business/customer relationship. Everything in business rises and falls on communication. When ethical communication is lacking, moral, corporate image and motivation will lack as well. Each of these elements affects the spirit of the employees, which in turn will reflect to the customer and result in a decrease in revenue. Ethical behavior is a companywide concern, of course; but because communication efforts are the public face of a company, they are subjected to particularly rigorous scrutiny from regulators, legislators, investors, consumer groups, environmental groups, labor organizations, and anyone else affected by business activities. Ethical communication includes all relevant information, is true in every sense, and is not deceptive in any way. In contrast, unethical communication can include falsehoods and misleading information (or can withhold important information). Some examples of unethical communication include: Plagiarism: Plagiarism is presenting someone else’s words or other creative product as your own. Note that plagiarism can also be illegal if it violates a copyright, which is a form of legal protection for the expression of creative ideas. Selective misquoting: Deliberately omitting damaging or unflattering comments to paint a better (but untruthful) picture of you or your company. Misrepresenting numbers: Increasing or decreasing numbers, exaggerating, altering statistics, or omitting numerical data. Distorting visuals: Making a product look bigger or changing the scale of graphs and charts to exaggerate or conceal differences. In contrast, an ethical message is accurate and sincere. It avoids language and images that manipulate, discriminate, or exaggerate. On the surface, such ethical practices appear fairly easy to recognize, but deciding what is ethical can be a considerable challenge in complex business situations. Distinguishing Ethical Dilemmas from Ethical Lapses Every company has responsibilities to its stakeholders, and those various groups often have competing interests. An ethical dilemma involves choosing among alternatives that aren’t clear-cut. Perhaps two conflicting alternatives are both ethical and valid, or perhaps the alternatives lie somewhere in the gray area between clearly right and clearly wrong. Suppose you are the chief executive of a company whose sales are declining and you might be forced to reduce costs by laying off 100 employees. You’ve decided to wait two months before making this tough decision. Here’s your dilemma: Do you tell the workforce now that several hundred jobs could disappear in the near future? Telling them now would give people more time to look for new jobs and adjust their finances—clearly a good thing. However, if you tell them now, vital employees nervous about their future could jump ship, which could drive sales down even more—clearly not a good thing. And what if you tell them now and many people leave but then sales improve enough in the next two months that you can avoid the layoffs? You will have unnecessarily disrupted many careers and families. Situations such as these often have no clear answer. In contrast, an ethical lapse is a clearly unethical (and frequently illegal) choice. In 2004, several insurance companies were accused of misleading military personnel at Fort Benning in Georgia, Camp Pendleton in California, and other bases around the country. Many of these young men and women thought they were signing up for savings programs when in fact they were buying extremely expensive and frequently unnecessary life insurance policies. The policies were often sold during mandatory financial training sessions for the soldiers, who were given no time to read the documents they signed. After the situation was brought to national attention by the New York Times and other news media, at least two of the companies involved, Madison National Life Insurance Company and American Amicable Life Insurance, began issuing full refunds. Ensuring Ethical Communication Ensuring ethical business communication requires three elements: ethical individuals, ethical company leadership, and the appropriate policies and structures to support employees’ efforts to make ethical choices. 39 Moreover, these three elements need to work in harmony. If employees see company executives making unethical decisions and flouting company guidelines, they might conclude that the guidelines are meaningless and emulate their bosses’ unethical behavior. Employers have a responsibility to establish clear guidelines for ethical behavior, including business communication. In a recent global survey by the International Association of Business Communicators, 70 percent of communication professionals said their companies clearly define what is considered ethical and unethical behavior. On a somewhat less positive note, slightly fewer than half said their companies encourage open discussion of ethical issues and dilemmas. Many companies establish an explicit ethics policy by using a written code of ethics to help employees determine what is acceptable. A code is often part of a larger program of employee training and communication channels that allow employees to ask questions and report instances of questionable ethics. For example, United Technologies, a large aerospace and defense company based in Hartford, Connecticut, offers employees, customers, and suppliers a confidential way to report suspected fraud and other ethical concerns. The people who share their concerns through the program then receive a written response that explains how the situation was resolved. 1 To ensure ongoing compliance with their codes of ethics, many companies also conduct ethics audits to monitor ethical progress and to point out any weaknesses that need to be addressed. Principles of Ethical Communication The Business Dictionary defines ethical standards as â€Å"Principles that when followed, promote values such as trust, good behavior, fairness, and/or kindness. † In order to establish good communication with people of other cultures, it is essential to understand their ethical framework. In rder to learn ethical intercultural communication, you must expect people of other cultures to think differently, be willing to learn culturally appropriate behavior and (at least to some extent) practice what their cultures consider ethical. Expect Differences Ethical principles are not the same across cultures. Rather, ethics are culturally informed. â€Å"The right thing to do† is not just instinctive in humans. Many aspects of what is â€Å"good† are taught (consciously and subconsciously) by a person’s culture. So, if you want to establish ethical intercultural communication with people of another background, prepare yourself to see the world differently. Do not expect that what seems good to you will also seem good to them; understand that they may view some things as bad that you view as fine or good. For example, while American culture teaches that individuality is a good thing and that â€Å"standing on your own two feet† is a position you should strive for, many other cultures value the group more than the individual. For example, in most African cultures, being part of a strong family support system is considered much more important and valuable than standing alone as an individual. Exemplify the Universal Although different cultures will have varying expectations and standards as to what is ethical, there are some ethical standards that are universal. So, by striving to abide by ethical standards that are universally received, you can take the first step in communicating and connecting well with people of another culture. According to William Howell in his Ethics of Intercultural Communication, â€Å"Two principles that are universal are that no action is ethical if it harms persons, and the action that benefits persons accumulates ethical quality. † Act in such a way that you do not intentionally bring harm to anyone, and always keep others’ best interests in mind. Learn their Culture To really communicate well interculturally, you must ask the question: â€Å"What makes a ‘good’ person in your culture? † Talk with people in the target culture to discover the traits of an ethical person. What attitudes and actions does a good person possess? Does a good person set aside his personal work to take care of his parents when they are elderly? Does a good person control his anger at all times? Does a good person practice abstinence in certain areas? You will find, as you look into someone else’s culture, that the things that make a â€Å"good† person in your culture are not the same things that comprise a â€Å"good† person in every culture. Empathize Through Action As you learn the ways of another culture, the best way to establish good intercultural communication is to act in a way that is considered ethical in that culture. Do and say the things that will express that you have the best interest of those around you in mind. Enjoy the food people prepare for you. If there are certain respectful gestures associated with greeting people older or more prestigious than yourself (or everyone), use them. Learn at least enough of the language to greet people and ask how they are doing in their native tongue. Wear clothing that is culturally appropriate. Respect family organization and methods of doing education and business. On every level of life and society, share in the way people think and act as much as you are able to. This willingness to adopt the standards of another culture is the best way to establish ethical and intercultural communication. Goals of Ethical Business Communications The purpose of business is to make money. Behaving ethically serves that purpose. People prefer doing business with ethical companies, companies they can trust, so in the long run the ethical company benefits from its behavior. This means that the goal of ethical business communication is to build the trust and credibility of the company. The International Association of Business Communicators maintains that companies that the practice of ethical business communication also increases a team feeling among employees and boosts employee morale. To accomplish these goals, corporate communication must strive to attain certain specific ethical goals. Honesty It is to a company’s benefit to be honest. Honesty is the basis of trust. If others feel that they can believe what a company says, they will trust it. Other factors being equal, people prefer doing business with a company they can trust. Honesty means saying what you believe to be true, but it also means distinguishing fact from opinion. It is easy to disguise opinion as fact. Some television news commentators do it every day, and their credibility suffers for it. They may be considered entertaining, but what they say is taken with a grain of salt. Consultant Michelle Howe advises any company that wants to be trusted to clearly label opinion as such, and to present what it has to say in an unbiased manner. Clarity Distinguishing fact from opinion is part of a larger goal of being clear and easy to understand. Ethical business communication calls for being clearly understood. It means that the company is not seen as attempting to obfuscate or confuse the public and other companies with whom it does business. Timeliness of communication can also help. Within the company, acknowledging problems and keeping relevant people informed with clear and direct communications helps dampen the â€Å"rumor mill† and maintains better employee morale. Commitment In the context of business communications, commitment means allocating the necessary time and resources to discussing issues fully. Communication needs to be thorough, for only when time and resources, such as feedback forms, are dedicated to discussing issues is there a chance for everyone in the organization to have their voice heard. Acknowledging Sources Few things create as much tension as when someone presents another person’s ideas as his own. Employees want credit for their work, so failure to acknowledge them is not only unethical but also bad for morale. Some people believe that concerns about plagiarism are only important in academic ettings, but anytime someone is caught â€Å"borrowing† someone else’s ideas without proper acknowledgment, trustworthiness takes a nosedive. Most people realize it’s important to use quotations when citing direct statements from others, but it’s also good practice and sound business to acknowledge ideas that are not your own. Openness to Other Views Openness is one of the key pillars of ethical communication. In communication, openness m eans being open to diverse ideas and opinions, as well as being ready to offer your own opinions even if you do not think they will be popular. A business environment where people are not free to play the devil’s advocate and say unpopular opinions is not an ethical one, because intolerance of divergent opinions means intolerance of differences and free flow of information is essential to both the public’s and the organization’s long-term well-being. Taking Care with Confidential Information Confidential information is a special class of information that requires special attention. The North Carolina State University business department emphasizes the importance of the ethical business practice of protecting confidential information while complying with public disclosure laws. Any use of confidential information for personal gain is also clearly unethical. IABC Code of Ethics for Professional Communicators Preface Because hundreds of thousands of business communicators worldwide engage in activities that affect the lives of millions of people, and because this power carries with it significant social responsibilities, the International Association of Business Communicators developed the Code of Ethics for Professional Communicators. The Code is based on three different yet interrelated principles of professional communication that apply throughout the world. These principles assume that just societies are governed by a profound respect for human rights and the rule of law; that ethics, the criteria for determining what is right and wrong, can be agreed upon by members of an organization; and, that understanding matters of taste requires sensitivity to cultural norms. These principles are essential: †¢Professional communication is legal. †¢Professional communication is ethical. †¢Professional communication is in good taste. Recognizing these principles, members of IABC will: Engage in communication that is not only legal but also ethical and sensitive to cultural values and beliefs; †¢Engage in truthful, accurate and fair communication that facilitates respect and mutual understanding; †¢adhere to the following articles of the IABC Code of Ethics for Professional Communicators. Because conditions in the world are constantly changing, members of IABC will work to improve their individual competence and to increase the body of knowledge in the field with research and education. Articles 1. Professional communicators uphold the credibility and dignity of their profession by practicing honest, candid and timely communication and by fostering the free flow of essential information in accord with the public interest. 2. Professional communicators disseminate accurate information and promptly correct any erroneous communication for which they may be responsible. 3. Professional communicators understand and support the principles of free speech, freedom of assembly, and access to an open marketplace of ideas and act accordingly. 4. Professional communicators are sensitive to cultural values and beliefs and engage in fair and balanced communication activities that foster and encourage mutual understanding. 5. Professional communicators refrain from taking part in any undertaking which the communicator considers to be unethical. 6. Professional communicators obey laws and public policies governing their professional activities and are sensitive to the spirit of all laws and regulations and, should any law or public policy be violated, for whatever reason, act promptly to correct the situation. 7. Professional communicators give credit for unique expressions borrowed from others and identify the sources and purposes of all information disseminated to the public. 8. Professional communicators protect confidential information and, at the same time, comply with all legal requirements for the disclosure of information affecting the welfare of others. 9. Professional communicators do not use confidential information gained as a result of professional activities for personal benefit and do not represent conflicting or competing interests without written consent of those involved. 0. Professional communicators do not accept undisclosed gifts or payments for professional services from anyone other than a client or employer. 11. Professional communicators do not guarantee results that are beyond the power of the practitioner to deliver. 12. Professional communicators are honest not only with others but also, and most importantly, with themselves as individuals; for a professional commu nicator seeks the truth and speaks that truth first to the self. Enforcement and Communication of the IABC Code of Ethics IABC fosters compliance with its Code by engaging in global communication campaigns rather than through negative sanctions. However, in keeping with the sixth article of the IABC Code, members of IABC who are found guilty by an appropriate governmental agency or judicial body of violating laws and public policies governing their professional activities may have their membership terminated by the IABC executive board following procedures set forth in the association’s bylaws. IABC encourages the widest possible communication about its Code. The IABC Code of Ethics for Professional Communicators is published in several languages and is freely available to all: Permission is hereby granted to any individual or organization wishing to copy and incorporate all or part of the IABC Code into personal and corporate codes, with the understanding that appropriate credit be given to IABC in any publication of such codes. The IABC Code is published on the association’s web site. The association’s bimonthly magazine, Communication World, publishes periodic articles dealing with ethical issues. At least one session at the association’s annual conference is devoted to ethics. The international headquarters of IABC, through its professional development activities, encourages and supports efforts by IABC student chapters, professional chapters, and regions to conduct meetings and workshops devoted to the topic of ethics and the IABC Code. New and renewing members of IABC sign the following statement as part of their application: â€Å"I have reviewed and understand the IABC Code of Ethics for Professional Communicators. As a service to communicators worldwide, inquiries about ethics and questions or comments about the IABC Code may be addressed to members of the IABC Ethics Committee. The IABC Ethics Committee is composed of at least three accredited members of IABC who serve staggered three-year terms. Other IABC members may serve on the committee with the approval of the IABC executive committee. The functions of the Ethics Committee are to assist with professional d evelopment activities dealing with ethics and to offer advice and assistance to individual communicators regarding specific ethical situations.

The Lack Of Insufficient Sex Education For Teenagers

In society, the lack of insufficient sex education for teenagers is a major problem. This ongoing issue has led to the development of a bigger problem such as teen pregnancy, sexual transmitted infection, and emotional problems adolescence have to face when engaging in sexual activity at a young age. According to the Understanding Human Sexuality textbook (2010) sexuality education can occur in many settings such as at home or school, and in personal relationships or from information found on the internet. In this society kids are being introduced to sex at such an early age that it would be beneficial for them to learn about sex education earlier as well, that way they have a lower chance of contracting an STD/STI or having an unwanted†¦show more content†¦Adolescents reported feeling more comfortable talking to their peers when receiving information about sex because they feel it is easier to talk to someone their age and who has had recent experience about the issues they are having (L. Smylie et al., 2008). In certain schools, like in Canada, the school incorporates reproduction, sexuality, and sexual health in the curriculum for grades Five through Ten, but comprehensive sexuality education is left to each school board which can cause inconsistent information (L. Smylie et al., 2008). The majority of these primary schools are teaching the general about sexual orientation, for example describing the process of menstruation, identifying major parts of the reproductive systems, the ability to communicate with the opposite sex and emotionally changes of puberty (L. Smylie et al., 2008). In the secondary schools they have the same concepts as the primary schools but with a little more mature topic that would fit the grade level such as describing methods of preventing pregnancy, sexuality transmitted infections, and understanding the pressure to be sexually active (L. Smylie et al., 2008). Though the information they are covering is in-depth the incons istency shows that schools still have a while to go before sex education is consistent and effective across the board. 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