Dry Piston Vacuum Pump - Free Essay Example

Sample details Pages: 14 Words: 4346 Downloads: 7 Date added: 2017/09/23 Category Advertising Essay Type Narrative essay Did you like this example? Commercializing the Kunst 1600 Dry Piston Vacuum Pump © James A. Narus James C. Anderson * June 2003 * James A. Narus is Professor of Business Marketing, Babcock Graduate School of Management, Wake Forest University. James C. Anderson is the William L. Ford Distinguished Professor of Marketing and Wholesale Distribution, and Professor of Behavioral Science in Management, Kellogg Graduate School of Management, Northwestern University. He is also the Irwin Gross Distinguished ISBM Research Fellow at the Institute for the Study of Business Markets (ISBM), located at Penn State University, and Visiting Research Professor, School of Technology Management, University of Twente, the Netherlands. Please note that we prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. We disguised all of the company names and some of the information on marketplace conditions. Send correspondence t o: James A. Narus Babcock Graduate School of Management Wake Forest University Suite 150, One Morrocroft Centre 6805 Morrison Boulevard Charlotte, NC 28226-3551 USA +1. 704. 365. 6717 (telephone) jim. [emailprotected] wfu. edu (e-mail)  © 2003, James C. Anderson and James A. Narus. All rights reserved. Commercializing the Kunst 1600 Dry Piston Vacuum Pump Evan Stone, a senior product manager at Kunst Vacuum Pumps, was excited as he lifted the prototype of a dry piston vacuum pump out of its shipping carton. Management of Kunst’s new parent company, Atler GmbH, had decided to test its ability to penetrate new market segments within the United States (U. S. ). Whereas Atler marketed the 1600 under its own name as a platform product to the scientific laboratory and health care segments, Kunst would sell it as a derivative product in previously untapped application segments. The division’s vice president, Will Metz, had named Evan to head up a team charged with fin ding new segments for and then commercializing the 1600. Evan looked forward to the challenge. Success would bring recognition from Atler’s senior management. As he placed the steel gray device on his desk, Evan recited to Will all the product information he could recall. The Kunst 1600 Dry Piston Vacuum Pump is a fractional horsepower, injection-molded aluminum pump, with a pumping speed of 1. 6 cubic feet per minute (CFM). The pump weighs 16. 5 pounds. The Kunst 1600 is a reconfigured compressor outfitted with a screen over its input nozzle to catch contaminants. Because it is a compressor, the Kunst 1600 can run longer and cooler than conventional vacuum pumps. This enables the Kunst 1600 to function more efficiently at lower pressure levels than competing products. And, the fact that it is injection-molded means that it has fewer working parts than more traditional models. In contrast to conventional pumps, the Kunst 1600 is oil-free. Kunst will sell the 1600 to its ne twork of wholesalers for $400, with a suggested resale price of $500. † â€Å"Will, this product along with the Kunst reputation for precision, reliability, and durability will make us the ‘Mercedes? ’of vacuum pumps in the U. S. †, Evan confidently predicted. Yet before Evan could begin to market the Kunst 1600, he had to make some critical decisions. First, Evan had to identify and target high potential market segment(s). He planned to do so by determining in which segment(s) the Kunst 1600 stood to deliver the greatest value. Evan speculated that the residential air-conditioning (AC) repair segment would offer the best opportunity. Second, Evan had to develop a value proposition for the Kunst 1600 for each segment targeted. At this point, he wasn’t sure whether to stress the fact that the pump did not require oil changes or that it had a projected lifetime of 6 years. BACKGROUND Based in Minneapolis, Kunst Vacuum Pumps is the recently acquired U. S. Division of Atler GmbH. During the previous fiscal year, Kunst sales soared to a 75-year record of $120 million. The firm manufactures top-end (i. e. 6 or more CFM) vacuum pumps for use in highly demanding laboratory, health care, and industrial applications. For example, in the lab, engineers rely on Kunst pumps in freeze-drying, vacuum oven, and distillation processes. In high tech industries, operations personnel employ Kunst pumps in the production of cathode ray tubes and computer chips. From a technical standpoint, Kunst pumps provide a â€Å"deeper draw† (i. e. , they can evacuate chambers down to almost a perfect vacuum) and are more efficient at lower pressure levels than competing models. Scientists, engineers, and health care professionals highly regard the Kunst brand name. Not surprisingly, Kunst holds a 60% market share in laboratory, health care, and industrial applications. Kunst Vacuum Pumps’ parent firm, Atler GmbH, is headquartered in Frankf urt, Germany. Last year, Atler revenues exceeded â‚ ¬ 5 billion. Founded in 1875, Atler produces diversified lines of high-quality and high-precision measurement instruments, testing equipment, compressors, and monitoring devices for hospitals and scientific laboratories. The firm has a reputation in Europe for its scientific discovery prowess, its reliable and accurate products, and its competent technical service. Atler acquired Kunst the previous year in order to penetrate new segments in the U. S. market. Importantly, Atler management believed that Kunst product lines and market segments were complementary to their own (e. g. , compressors and pumps rely on similar technologies) and that Kunst shared Atler’s commitment to superior craftsmanship. As a test case, they requested that Kunst take a 1. 6 CFM compressor, reconfigure it as a vacuum pump, and market it under the Kunst brand name to previously untapped market segments. If this approach was successful, Atler w ould begin to transfer a broad range of products to Kunst for marketing. On the other hand, failure might cause Atler management to doubt the wisdom of the Kunst acquisition. Evan and Will saw this as a golden opportunity for Kunst to grow sales and profits by penetrating new market segments, such as AC and refrigerator repairs. As contrasted with existing Kunst segments, technicians used vacuum pumps in these applications to â€Å"dehydrate† a refrigerant system during repairs. Rather than â€Å"sucking out† moisture from coils, valves, and motors, a vacuum pump actually lowered the pressure of the system so that water particles would â€Å"boil off† and then be exhausted. The process had three major benefits. First, it eliminated water droplets that could freeze into ice crystals. The accumulation of ice retards the flow of refrigerants, ultimately slowing and stopping the cooling process. Second, moisture over time combines with refrigerants to form hyd rochloric and hydrofluoric acids. These acids quickly corrode copper coils, valves, and motors. Vacuuming vaporizes these acids. In a traditional vacuum pump, system oil traps the acids. When a technician changes the oil, he or she removes these acids. In an oil-free pump like the Kunst 1600, the acid vapors are directly exhausted into the atmosphere. Third, vacuuming indicates whether or not there is a leak in the system. If a technician cannot draw down the pressure of a system, then there is a high probability that there is a crack, often small in size, in a coil or valve. Cracked coils are perhaps the most common cause of AC and refrigeration system failure. In deciding what size of vacuum pump is needed for a given repair job, residential AC and refrigerator repair contractors adhere to an industry heuristic known as the Rule of Seven that links vacuum pump and refrigeration system capacities. The rule specifies that pump â€Å"CFM times seven† yields the maximum r efrigeration system capacity (in tons of air) on which a given vacuum pump should be used. In this way, the rule of seven provides rough demarcations for market segments. For example, experts recommend a 1-1. 5 CFM pump for home and light commercial refrigerator repairs (e. g. , small restaurants, bakeries, and ice cream shops). For residential AC repairs, technicians suggest a 3-4 CFM pump. In his preliminary investigations, though, Evan was unable to find any documented scientific support for the rule. Market research indicates that the annual U. S. sales potential for vacuum pumps in each of these market segments to be as follows: home refrigerator repairs (60,000 units), light commercial refrigerator repairs (40,000 units), and residential AC repairs (125,000 units). About 15 vacuum pump manufacturers actively pursue business in these segments. Most firms are small in size (i. e. , less than $50 million in annual sales) and limit their efforts to one or two market segments. I n recent years, several German and Japanese manufacturers have entered the U. S. arketplace. The leading producers of 1-6 CFM vacuum pumps include AirMaster, Pump Wizard, Toledo Pump and Valve, and Vacuum Technologies. Pictures of the Kunst 1600 and AirMaster vacuum pumps appear in Exhibit 1. Manufacturers use heating, ventilation and AC (HVAC) wholesalers to reach residential AC firms, and AC and refrigeration (AR) wholesalers to sell to refrigerator repair firms. MARKET RESEARCH STUDY In order to prepare for the introduction of the Kunst 1600 and acquaint himself with new applications segments, Evan decided to initiate a market research study. He began by summarizing his initial beliefs about the marketplace. Evan was certain that the research would validate them. †¢I feel confident that the residential AC repair market offers the greatest opportunity for the Kunst 1600. Annual sales have topped 125,000 units and are growing at 15% per year as the population expands, parti cularly to the â€Å"Sun Belt. † Furthermore, I predict that AC contractors stand to gain the greatest value from the Kunst 1600. †¢Although most residential AC contractors use anywhere from 3 to 6 CFM vacuum pumps for repairs, I believe that we can make a convincing argument for the Kunst 1600. Most AC system nozzles and vacuum pump hoses are one-quarter inch in diameter. At that diameter, â€Å"resistance† retards the vacuuming process to the point where a 1. 6 CFM pump takes about the same length of time to evacuate a system as does a 6 CFM pump. †¢The most important benefit that the Kunst 1600 provides in all potential market segments is that technicians will not have to change the oil! All vacuum pump manuals recommend that technicians change the oil after each repair job. Each oil change typically takes a quart. At $8 per quart for specialty oil, that can be quite costly on an annual basis. Furthermore, it takes a technician around 30 minutes to c hange the oil on a 3 CFM pump. Given that the typical AC repair technician is paid a rate of $30 per hour, the labor costs associated with changing oil must be staggering. †¢Changing oil is a messy nuisance for every technician. Each time a repair technician has to clean up this oily mess, he or she uses $. 50 worth of a solvent-based scouring soap and $. 15 of a specialized cloth-fiber based towel. †¢To protect the environment, most U. S. ities require proper disposal and recycling of all oil-based liquids. The average charge for recycling used oil is around $5 per gallon. †¢The Kunst 1600 is made from injection-molded aluminum. It won’t rust like vacuum pumps made of steel. Furthermore, the Kunst 1600 has far fewer internal parts than competitive models. I predict that the Kunst 1600 will take more physical abuse (e. g. , being tossed into trucks and getting rained on) and be far more durable than traditional vacuum pumps. Our research engineers tell me that it should last at least 6 years in the field. Because it is constructed from aluminum, the Kunst 1600 will weigh 5 to 10 pounds less than competing products. Technicians will appreciate the weight savings. †¢Potential customers will be willing to pay a price premium to obtain a vacuum pump with the Kunst brand name on it. In order to gain â€Å"hands on† experience in these markets, Evan decided to test his beliefs with an extensive research study. The study would feature a series of 2 focus groups with AC and refrigerator repair firm owners or managers and field in-depth interviews with several repair technicians in each of three cities. A private marketing research firm would run the focus groups in Philadelphia, Atlanta, and Los Angeles. Evan selected these cities to reflect differing regional repair environments across the U. S. In each of the focus groups, participants would get the opportunity to examine the Kunst 1600 prototype and product literature. Evan plan ned to spend a day with each repair technician making repair calls. On each job site, Evan would encourage the repair technician to run a â€Å"side-by-side† test of the Kunst 1600 and their own pump. If other segments emerged, Evan would repeat the process for each. RESEARCH FINDINGS When the research had been completed, Evan reviewed the major findings with division vice president, Will Metz. â€Å"Will, the most important thing that I discovered is that AC and refrigerator repair is an art that technicians practice rather than a science that engineers meticulously execute. Many repair technicians have never completed rigorous training programs and few states certify technicians. Personal opinions, preferences, and ‘rules of thumb’ dictate how repair work is completed. Let’s review the research findings. † Residential AC Repair Segment The size of the AC repair firms participating in the research study ranged from single owner-operators who worked out of the backs of their pick-up or panel trucks to operations that employed 25 technicians and maintain 15 trucks in the field. On average, participating firms had three trucks. Contractors assigned one vacuum pump per truck and kept one or two extra pumps back at the office in case of pump failure. All residential repair contractors owned vacuum pumps between 3 and 6 CFM in capacity. The 3 CFM models were the most popular. They reported that 3 CFM vacuum pumps sell for around $250 while 6 CFM pumps cost about $320. Participants estimated that a pump typically lasts 5 years. Participants report that AC repair work is highly seasonal, lasting for about 20 weeks between late April and early September. In the Southern U. S. the season is longer and in the Northern states shorter. The typical repair technician completes 10 jobs a day, 5 days a week, for an average of 1000 jobs per season. In the peak of the season, they may work seven days a week. Job revenue and completion time varies widely; however, the average revenue per job is $350 with a net profit before taxes of $70. The typical job takes about an hour to complete. Contractors pay repair technicians an average of $30 per hour. Because technicians had to carry the pumps to unusual locations at job sites, they felt that the lighter the pump the better. They stated that the typical 6 CFM pump weighed around 30 pounds and the typical 3 CFM pump 20 pounds. They thought it was great that the aluminum body of the Kunst 1600 made it lighter than competitive models, however, they wondered if the aluminum would make it more vulnerable to breakage. Others thought that the acids exhausted from the Kunst 1600 would accumulate causing the aluminum housing to corrode rapidly. Focus group and field interviews confirmed that a vacuum pump is used for around 30 minutes in the typical repair job. Technicians maintained pumping time is not â€Å"idle† time in that they use it to complete other repair tasks, load equipment on their trucks, write up customer invoices, and develop a personal relationship with the homeowner. Thus, reducing vacuuming time would not necessarily reduce total job time. Additionally, technicians stated that vacuum pumps rarely failed on the job and if they did, they would radio the office and a manager would drive another pump out to the job site. Lost time due to pump failure was seen as negligible. The focus groups and interviews revealed that owners and technicians were not concerned about vacuuming precision. In the words of one technician, â€Å"As long as the needle on the pressure gauge is close to zero, I feel that I’ve done a reasonable job. † They also asserted that even if a technician failed to draw pressure down to an acceptable level, that the AC system would probably work acceptably for a few more months if not the entire cooling season. When the system broke down again, no one would be able to link the failure to a poor vacuum pumping job. Evan was surprised to learn that most repair firm owners considered vacuum pumps to be â€Å"disposable operating supplies†. Many did not even keep track of pump purchases. As one owner put it, â€Å"At $250 apiece, a vacuum pump is equivalent to the revenue from one repair job. † Another operator put it this way. â€Å"If a pump lasts 5 years and my repair person uses it to complete 5000 jobs, then a 3 CFM vacuum pump costs me around $. 05 per job while a 6 CFM pump costs $. 06. Frankly, I’m more concerned about having to pay $30 per hour for labor. And, I can’t find enough trained repair persons at that wage to keep up with all the jobs I have coming in! † Discussion of oil changes yielded contradictory and confusing results. Owners and technicians alike agreed that vacuum pump instructions called for oil to be changed after every job. However, to a person they stated that changing oil that frequently was unnecessary and that in fact, no one ever did. Instead, they estimated that the average technician changed the oil once a week. Some technicians even claimed to change the oil only once a season. At this point, disagreements between owners and technicians surfaced. Owners contended that it was the responsibility of each technician to check his or her equipment out each day and make sure it was in good operating order. However, they emphatically stated that they would never pay someone $30 per hour to change the oil. Instead, owners felt that the technicians should do the work â€Å"on their own time†. If worse came to worse, owners said they would assign the task to a part-time, maintenance worker ($12. 00 per hour). The contractors agreed that $8 per quart of oil, $. 0 for scouring soap, and $. 15 for towels were reasonable estimates. Repair technicians saw changing the oil as a â€Å"dirty little job†. It took about 30 minutes to complete. Many felt that it was up to the owners to get the oil changed. As one technician put it, â€Å"I show up for work each day on time and do first rate work. It’s up to the owner to provide equipment and tools in good working order. They should have the oil changed for me. † Technicians said that when they did change the oil they used about one quart of oil for 3-6 CFM pumps. They agreed that they used plenty of soap and paper towels cleaning up the mess after an oil change. Most residential AC repair firms contracted with disposal firms to recycle oil. Importantly, the fact that the Kunst 1600 did not require oil and oil changes caught and sustained both owner and technician interest. That is, until either the focus group moderator or Evan informed them that the Kunst 1600 had a 1. 6 CFM rating. Citing the Rule of Seven for support, every participant stated that the Kunst 1600 was â€Å"too small† to handle residential AC repair jobs. The typical technician commented, â€Å"It would take me 2-3 hours to complete a job with a 1. 6 CFM pump. If I wanted to get done in a half hour, I would have to use 3-4 of them simultaneously. † When informed that the quarter inch nozzle on most AC systems would create resistance and equate the time it took a 1. 6 CFM and a 6 CFM pump to evacuate a system, none of the focus group participants were convinced. In the words of one contractor, â€Å"This runs counter to my 25 years of experience, not to mention the Rule of Seven. No one in the industry will believe you. To Evan’s further disappointment, the side-by-side tests of his resistance theory proved to be inconclusive. Study respondents identified Pump Wizard as the top brand in the industry for over 40 years. They volunteered the fact that Pump Wizard had designed its vacuum pumps exclusively for the residential AC repair marketplace. No one expressed any dissatisfaction with any aspect of Pump Wizard vacuum pumps. Participants said that AirMaster and Vacuum Technologies currently offered competitive models of equal quality. All three firms priced their 3 CFM pumps at around $250 and their 6 CFM pumps at $320. When the moderator or Evan showed study participants the prototype of the Kunst 1600, they universally stated, â€Å"Why this doesn’t look like a vacuum pump at all. † In fact, most competing models resembled hand-held vacuum cleaners that most families had around the house. And, when asked what their overall opinion of the Kunst brand was, the vast majority of respondents said that they had never heard of the name. Participants overwhelmingly concluded, â€Å"This pump would be better suited for home and light commercial refrigerator repairs. † Home and Light Commercial Refrigerator Repair Segments Following up on the residential AC participants’ suggestion, Evan repeated the market research procedure for the home and light commercial repair segments. He gathered the following information. An individual owner -operator runs the typical home or light commercial refrigerator repair firm, working out of the back of a pick-up or panel truck. Firms tend to specialize in either home or light commercial repairs. Larger firms that do contract work for appliance retailer chains may have up to 15 repair technicians working for them. A refrigerator repair technician uses a 1 to 1. 5 CFM vacuum pump. Participants in the study thought that a 1 to 1. 5 CFM pump might have a five-year lifetime. On home refrigerator jobs, technicians typically use a 1 CFM vacuum pump for around 15 minutes. Participants did not see any benefit to reducing this meager amount of vacuuming time. Home repairs generate an average of $90 in revenue, with a net profit before taxes of $10. The typical technician completes 7 jobs a day. Work is spread out evenly across the year. Repair firms pay technicians about $15 per hour. Light commercial work might entail fixing a refrigerated dessert carousel at a restaurant or a ref rigerated display case at a bakery or ice cream shop. Each job brings in an average of $200 in revenue, with a net profit before taxes of $30. Technicians do about 5 jobs per day and receive $24 per hour in wages. Light commercial work occurs throughout the year; however, emergency repairs skyrocket during the summer and there are often more jobs available than a given repair firm can handle. A light commercial refrigerator-repair technician typically uses a 1. CFM vacuum pump for 30 minutes. Repair firm owners consider this to be â€Å"idle time† as there are fewer tasks to perform in refrigerator repairs and technicians must complete them sequentially. In this application, Evan’s side-by-side tests revealed an unexpected finding. The Kunst 1600’s ability to work more efficiently at lower pressure levels enabled technicians to reduce vacuuming time by 10 minutes on the typical job. During the 12 hectic weeks of summer, technicians would be able to convert the t ime saved into revenue by completing at least two more jobs per week. Home and light commercial refrigerator-repair technicians change the oil on their vacuum pumps typically once a month. They use one pint or $4 of oil per change. As most of these firms are owner-operated out of the back of a pick-up or panel truck, they find changing oil to be an annoyance. On average it takes a technician 30 minutes to change the oil on a 1 to 1. 5 CFM pump. Technicians change the oil during working hours between jobs. Participants found the $. 50 cost of scouring soap and $. 15 of towels per clean-up to be reasonable estimates. Due to their small size, refrigerator repair firms rarely contract with oil disposal firms and are more likely to pay the $5 per gallon disposal charge at municipal recycling centers. Allegedly, refrigerator repair technicians are more likely to â€Å"toss used oil in deserted dumpsters† than counterparts in other segments. Evan noted that the fines for dumpi ng a gallon of oil average around $150 for the individual plus $2000 for his or her company. According to an environmental action committee study, only about 10% of these violators are caught and successfully prosecuted. Respondents named AirMaster as the number one brand of 1 to 1. 5 CFM pumps. An AirMaster 1 CFM pump costs $150 and weighs 10 pounds and a 1. 5 CFM pump $200 and 15 pounds. None of the refrigerator owners or technicians was familiar with the Kunst brand. Resolving an Inconsistency in the Findings Evan was perplexed by one major inconsistency in market research findings. If respondent predictions of vacuum pump lifetimes were correct, annual sales of vacuum pumps would never be so high. To resolve this discrepancy, Evan interviewed 9 managers from HVAC and AR wholesalers that market vacuum pumps. According to wholesaler managers, most repair firms do not keep track of their vacuum pump purchases and overestimate pump lifetime. On the other hand, wholesaler manag ers claimed that they meticulously tracked customer firm purchases via their electronic point-of-sale systems. They stated that with â€Å"reasonable care† and frequent oil changes a 3-6 CFM vacuum pump used in residential AC repair work might last an average of 2. 5 years. A 1 CFM pump used in home refrigerator repair lasts about 3 years. And, a 1. CFM vacuum pump employed in light commercial refrigerator repairs lasts about 2 years. However, as one wholesaler manager sagely observed, â€Å"Many repair technicians do not take good care of their pumps and change the oil as often as they should. Acid build up corrodes internal parts and physical abuse causes the pumps to fail prematurely. But hey, that’s fine with me – I get to sell more pumps! † CONCLUSION â€Å"Those are the major findings, Will,† Evan said. â€Å"The market research certainly hasn’t supported my initial beliefs, yet there still may be an opportunity for the Kunst 1600. Given what we know now, what segment(s) do you think we should target? † As for devising a value proposition, Evan thought that one contractor’s comment summed up the challenge, â€Å"If you can’t show me how your vacuum pump is going to increase the number of jobs I can do per week or cut my operating costs, I don’t want to hear about it! † As he stared at the minimalist painting of a windmill on his office wall, Evan wondered how he could best convey the superior value of the Kunst 1600 to targeted prospective customers. DISCUSSION QUESTIONS 1. What are the major, quantifiable value and price elements associated with the Kunst 1600? 2. What additional value placeholders, elements not presently quantified, merit consideration in your value model? 3. Construct a customer value model for the Kunst 1600 in the residential AC, home refrigerator, and light commercial refrigerator repair market segments. 4. Using your value model, select a target mar ket segment(s) for commercialization efforts. Justify your choice. 5. Write a value proposition for the Kunst 1600 for the target market(s). Don’t waste time! Our writers will create an original "Dry Piston Vacuum Pump" essay for you Create order

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The human scribes whoRead MoreClassical Greek Sculpture Analysis Essays1215 Words   |  5 Pagesexperts attribute this statue to Polyclitus, an expert Greek sculptor and mathematician, or one of his many disciples. The Riace is from the early Classical Period, made around 445 BCE. It was unexpectedly discovered in the Ionian Sea along with an ancient shipwreck off the coast of southern Italy in 1972. It was restored to its present condition. It once held a lance or spear like weapon in its right hand and a shield strapped to its left forearm. Possessions of weapons such as a shield and spear

The Failure of the 1848 Revolution Free Essays

The revolution of 1848 was one of the noisy and bloody one and spread almost allover the Europe. There were three major reasons for the 1848; economic crisis, the emergence of liberal political activity and the tendency to the right. France was the one of the countries that broke out from the revolutionary fighting. We will write a custom essay sample on The Failure of the 1848 Revolution or any similar topic only for you Order Now This essay will give information about the 1848 revolution and its failure. The 1848 revolution was more wide and vicious than the 1830 revolution as it has includes struggles between old with new and also new with new. The 1848 movements first arose in France as after the 1830 movements, socialism was gaining power; the republic supporters were increase, therefore society affected by polarization. Democratic structure was needed in order to balance the polarization whereas a bedlam was control the society because of the hard work conditions and economic crisis. â€Å"The year 1846 witnessed a severe famine-Europe’s last serious food crisis. Lack of grain drove up food and other prices while wages remained stagnant, thus reducing consumer demand.With consumers buying less and less, profits plummeted, forcing thousands of industrial workers out of their jobs. High unemployment combined with high prices sparked the liberal revolt. † The year1848 was a time period marked by a moderately liberal state which was controlled mainly by the educated elite which greatly put the middle and working classes out of action. Under the severe conditions of the year 1848, the middle class and bourgeoisie demanded; the right to vote, the extension of the political veins and the freedom of speech and thought.However, the king Louis-Philippe had not sympathy. On 18 February 1848, French revolutionists decided to assembly a meeting in France, but, the government was cancelled it one before from its date and as an answer middle class poured to the streets. As a result of non-suppression of the middle class by the military forces, government had no choice but to negotiate, however, even that sacrifice did not enough for the revolutionist and the rebel was expanded. King Louis-Philippe fled to England and the demonstrators proclaimed the Second Republic on February 24th.However, that did not cured the crisis and unemployment even made it worst. Under those circumstances, the search for past and authority was occurred and France was slowly getting close to right again. Through the aspiration of the name Napoleon, his cousin Louis Napoleon came out and won the elections with caused a birth of a kingdom under the guise of republic which may be considered as the result of the 1848 revolution; â€Å"abolishment of monarchy†. Immediately after, objections again arose from â€Å"French Left† which was rapidly suppressed.In a while, in 1852, Louis Napoleon to call himself as emperor and established a two wings assembly which was unnamed dictatorship of Napoleon 3rd. The era of 1848-1852 is a period of arbitrary enforcements, improper personal profits and lust of luxury. That is one of the reasons that the 1848 revolutions was a failure. The 1848 with its main features could be accepted as failure which is related to bloodthirsty of revolutionist; majority of society were pleased the end of the 1848 with achievement of peace.In addition to that, the 1848 was not successful for revolutionist, however, that would accepted as loss of power for the right wing; Metternich was not in charge in Austria, Hungarian rebellions†¦ etc. The revolutions probably failed due to lack of organization. In Austria, for example, the revolts in Prague, Vienna, and Budapest maintained no communication among them, allowing the Austrian army to attend to each in isolation, without a united front. Finally, the return of conservative and reactionary forces was probably due to the middle class.Another reason why the revolutions failed was because moderate liberals of the middle class feared the radicalism of the workers, preventing any type of lasting alliance. Therefore, when radicals took control of the revolutions in Paris and in Eastern Europe, the middle class liberals turned their backs, preferring absolute rule and law and order, to the uncertainty of radical revolution.REFFERENCES -Encyclopedia of Revolutions of 1848, 1 November 2005, http://www. ohio. edu/chastain/introduc. htm -French Revolution of 1848, 17 December 2010, http://en. wikipedia. org/wiki/French_Revolution_of_1848 How to cite The Failure of the 1848 Revolution, Papers

Impact of Change on an Organization case study of DHL Organization

Question: Discuss about the Impact of Change on an Organization case study of DHL . Answer: Introduction As the proverb says, the only constant thing in this world is change applies to every aspect of work. If the organization does not implement change, it will not be able to perform well and it would not be able to compete with the competitors (Langley et al. 2013). It is up to the companies to implement the changes as per the need of the organization and the need of the external market (Paulsen et al. 2013). DHL is one such organization that has implemented the change in the organization and has faced certain issues. The report will take into consideration the changes that have been taken into consideration the changes that have been taken into consideration by the organization. The operations of DHL are present in 220 territories and countries (Dhl.com.au 2017). They have employee strength of 350,000. They are ready to cater to the needs of the customers as far as various logistics needs are concerned. The report will evaluate the issues faced by the organization while they are implementing the changes. It will further assess the reason for the change and the feedback of the employees regarding the change. Finally, the best strategy that will help in managing the changes will be discussed in the report. Identification and introduction of change DHL is famous for its on-time delivery and its reach all over the world. However, recently the company has been facing issues with the records that are being kept over the computer. The moment a package is received, it is updated over the computer from every office. It helps the company to keep a track of the package as well as it becomes easier at the end of the month or in the weekly check up of the business. Even though the records are been kept daily, yet some records were found missing for two weeks consecutively. The records were later retrieved from the hard copy that is being stored after an order is being received and the franchises deliver them to the main office. As the hard copies cannot be dependent and the soft copy records were more easier, the organization thought of carrying out an investigation. The symptoms that showed that something is wrong are the missing records of more than thirty orders. The organization tallied the date of receiving the package along with the employees who were being given the duties of maintaining the order. In addition to this, the computers that were used to keep a record of the data ere also being checked. After a thorough checking and analysis the records, the actual cause of the issues was being found. The main cause of the issue was fault of the employees as well as the fault of the machines. It has been seen that the fifty orders could not be recoded were mainly because they were being handled by the employees who are approaching old age. Due to the changes in the work environment, a number of changes have been brought about by the organization (Cameron and Green 2015). The main changes that have taken place in the organization are with the technology. They have constantly upgraded technology so that work could be done in a faster manner (Hayes 2014). They have to keep a check on the growing competition and to serve the customers well, up gradation of technology was found to be the best way to keep track of the competition. However, while upgrading the technology, they did not keep in mind that the employees need to be trained about the use of the technology (Frankland et al. 2013). Especially, those employees who are aged and might not be well acquainted with the computers neede d to be trained (Goetsch and Davis 2014). Current organizational conditions To make the employees learn about the new technology, DHL has to bring in certain changes in the organization. They have to change the systems into simpler ones so that the employees could easily use it as well as train the employees to use the complicated system (Hornstein 2015). Eventually, they could bring the changes in the organization. The main idea for changing the system and training the employees gradually is to make the employee aware of the technology. Prevention is better than cure is one such idea that has been applied in the organization. Motivational atmosphere The older employees were motivated as they would be saved from making any mistake (Verhulst and Lambrechts 2015). They were getting confused with types of computers and were not able to understand the constant updates in the operations of the computers. They were trying hard to be well acknowledged with the technological operations in the organization, but they were making mistakes that were costing the company huge amount of loss. Especially, after the discovery of the mistakes in the organization, they have started feeling inferior (Hamraz, Caldwell and Clarkson 2013). They were not being able to perform well in the organization (Rock 2014). They served the company for a long period and have helped the organization during the time of emergency. It was the duty of the organization to keep the employees motivated so that they are able to perform well in the organization. As the older employees are working in the organization for long, they used to help the senior management for taking any kind of decision. Change technologically is helpful for DHL but it should also keep in mind different kinds of employees who are present in the organization (Khattak, Latif and Lee 2013). However, they need to bring the change so that employees understand the change and then use the change in the organization (Parker et al. 2013). Resistance to change There is a huge chaos in the workplace as the employees were not ready to degrade or settle for simple system (Della Torre and Solari 2013). Especially the younger employees were resistant to the change because they were always interested in learning something new (Krger 2017). The younger employees were not ready to comply with the issues faced by the older employees. The younger employees were more tech savvy and felt that if the systems are being changes then it will slow down their work. They were not ready to understand the issues that the older employees were facing. They were not even ready to take time to understand the issues of sudden changes in the organization. Hence, it can be said that the younger employees do not understand the idea of teamwork and the way working in a team helps the organization to get proper recognition in the market (Cummings and Worley 2014). The younger employees were concerned about themselves and they are interested for the career development of the individual rather than on the team. This increased the issues among the organization, as the younger employees were not ready to change their course of work (Pan? 2013). There was a clash of interest between the employees based on their age and experience (Holt and Vardaman 2013). Another factor that was making the younger employee go against the change was that their payment might be reduced, as they will under the training (Jacobs, van Witteloostuijn and Christe-Zeyse 2013). In addition to this, the older employees were the ones who have to go for the training. The younger employees have started feeling that they have to take up the jobs of the older employees in the organization. They have to fill up their space while the older employees as they will be under training. According to the younger employees to work more but the payment will be the same (Jansson 2013). Factors providing pressure for change The competition outside the organization and the constant pressure to make the employees at par the requirement of the external market has helped the organization to instigate the change in the organization (Paulsen et al. 2013). The earlier change that was made in the organization was also due to the demand from the external market (Langley et al. 2013). The second change where the systems will be changed and the employees will be trained will also be done for the external environment. However, the internal factors are also important for the organization as far as recent changes are concerned (Cameron and Green 2015). The employees should feel connected with the organization so that they can perform better. In this situation, the older employees were not feeling connected with the organization, which in turn is affecting the work of the organization (Hayes 2014). Due to the mistakes made by the employees, the organization is gaining a bad name in the market. The stakeholders involved and their likely reactions The stakeholders who are involved in the business are the customers and the financial organization (Frankland et al. 2013). The financers are helping the organization with monetary help and hence, they would be looking for proper business of the organization. The financers might be skeptical with DHL for making the process simpler as they might feel that they will gain lesser business from company (Goetsch and Davis 2014). However, when they will see that it will help them in gaining better business with the help of the training, they are likely to support the change. The customers will also be at loss if the records are not being kept properly (Hornstein 2015). Thus, if the customers come to know that the training will help in better delivery of services, they will also support the change. They would not mind the temporary glitch in the services in the company if they were assured of better services in the future (Verhulst and Lambrechts 2015). Implementation of change To implement the change in the organization, it is up to the leaders of the organization as well as the organization as a whole who would decide the way the changes should be brought in an organization (Rock 2014). To implement the changes in a manner so that it calls for maximum amount of cohesion and minimum amount of resistance, Kotters eight-step model of change management could be used in the organization. Figure 1: Kotters eight-step model of change management (Source: Hamraz, Caldwell and Clarkson 2013) Implementing the Kotters eight-step model of change management will be the best strategy that an organization can use while they are bringing a change in the organization. However, the leaders have the most important role to play when it comes to implementing a change or applying a model (Khattak, Latif and Lee 2013). The main issue that DHL was facing was problems between the employees. The earlier change has been done in haste by DHL and it is getting the negative consequences. Hence, it would be intelligent to implement the next change in a systematic manner as explained in the model. The older employees are facing issues to use the computers that have been upgraded to a great deal (Parker et al. 2013). On the contrary, the younger employees are enjoying the upgrading and working as per the requirement of the organization. DHL has not thought of the issues they will face while they were upgrading the systems. They have thought of training the aged employees in the organization and degrade the systems for the time being. They will gradually upgrade them, as the aged employs will get the training. The younger employees were oppose to the idea because they feel they will be responsible for doing the work of other employees while they will be training period (Della Torre and Solari 2013). The younger employees are still not are of the positive side of the decision. The leaders will be responsible for creating urgency, forming a powerful coalition, creating a vision for change, communicating the vision and empowering the action at the initial stage (Krger 2017). The younger employees have to understand the importance of change and they might face even worse consequences if they do not implement the change (Cummings and Worley 2014). Some of the aged employees will retire after some months. If they are not able to understand the operations well, the younger employees will have to rectify the mistakes when the employees will not be there. If the aged employees are not able to understand the functions of the computer well, they will make mistake and it will eventually affect the business of the organization (Pan? 2013). If the organization will not be able to get good business, it will in turn affect the pay scale of the employees (Holt and Vardaman 2013). In addition to this, the aged employees have more ideas regarding the functionalities of the organization than just the computers. Computers are used to make the work faster and easier. The aged employees know the issues tan have been faced by the organization and have an idea about the ways to get out of those issues (Jacobs, van Witteloostuijn and Christe-Zeyse 2013). Hence, ignoring the knowledge of the older employees just because they are having problems in operating the computers will not be right (Jansson 2013). Once the younger employees will be able to look into the matter other way round, the issues of the company will be reduced (Paulsen et al. 2013). They will be able to get quick wins as the problems will be less when the aged employees will learn (Langley et al. 2013). Both the younger and aged employees will be able to build on the change and the together they will be able to make the changes stick for the betterment of the organization (Cameron and Green 2015). Conclusion After going through the case study of DHL and the issues that the company is facing, it can be said that any issue that should be brought in an organization should be done in a steady and systematic manner. The organization has earlier implemented a change, which was done in haste. The computers were upgraded without training the aged employees. As a result, they started making mistakes while keeping a track of the changes. The organization decided to degrade the technology and train the aged employees accordingly. They will then gradually upgrade the systems. The younger employees of the organization were against the idea as they felt that it would slow down their work. In addition to this, they felt that they would have to extra work while other employees will be working. The Kotters eight-step model of change management found to be best suited for the organization to make the younger employees understand the importance of the change. The leaders will have a major role to play to make the employees less resistant to the change. It has been concluded that they should be made to understand that once the aged employees make the mistakes, it would affect the business of the organization. Once the business will be affected, it will affected the pay scale of the employees. In addition to this, the aged employees have more knowledge in solving bigger issues and if the younger employees work with the older employees, they will able to gain knowledge for surviving in the future. 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Change management in evolving web ontologies.Knowledge-Based Systems,37, pp.1-18. Krger, P.P.D.W., 2017. Change Management. Langley, A., Smallman, C., Tsoukas, H. and Van de Ven, A.H., 2013. Process studies of change in organization and management: Unveiling temporality, activity, and flow.Academy of Management Journal,56(1), pp.1-13. Pan?, L., 2013. Social efficacy by responsible change management.Systemic Practice and Action Research,26(6), pp.579-588. Parker, D., Charlton, J., Ribeiro, A. and D. Pathak, R., 2013. Integration of project-based management and change management: Intervention methodology.International Journal of Productivity and Performance Management,62(5), pp.534-544. Paulsen, N., Callan, V.J., Ayoko, O. and Saunders, D., 2013. Transformational leadership and innovation in an RD organization experiencing major change.Journal of Organizational Change Management,26(3), pp.595-610. Rock, D., 2014.Quiet leadership. HarperCollins e-books. Verhulst, E. and Lambrechts, W., 2015. Fostering the incorporation of sustainable development in higher education. Lessons learned from a change management perspective.Journal of Cleaner Production,106, pp.189-204.