Explain why the open war Essay

World War 1 had begun in August with both sides certain that their sudden attacks with cavalry and infantry would create a war of rapid movement, which would bring them a swift victory. The ending of this possibility and build up towards a stationary war of fixed entrenchment was not only due to the failure of the Schlieffen Plan and Plan XVII, but the problems in communications, problems faced through tactics and strategies and the role of the commanders throughout the planning and progression of the war. The possibility of further outflanking movements was gone. The initially hastily constructed trenches of the allied forcers took on a more permanent look as two massive armies consisting of over 4 million men faced each other over 800 kilometres of continuous trench lines from the coast of Belgium to the Swiss border. For the next four years, the rival commanders struggled and blundered in an attempt to find a way to break the stalemate, which had emerged by the end of 1914. In order to break the stalemate there were two major offensives remembered from 1916, which both failed but were attempts none the less. Both sides had become aware that it was easier to hold a defensive position than it was to launch an offensive. However, this did not stop them, launching repeated disastrous offensives, relying on weight of men, artillery and supplies to crumble the opposition through attrition and each side endeavored to weaken the other. The generals decided only a ‘big push’ would be able to break through the enemy lines and restart the war of rapid movement. This was not achieved until the attrition of 1915-18 finally weakened the German lines in mid-1918. The Schlieffen Plan, originally devised by Alfred von Schlieffen, the then German Army Chief of Staff, in 1905, was the German Plan which would they would implement to avoid a war on two fronts. Schlieffen argued that France had to be defeated as soon as possible in the event of a great European War. If that were to happen, Schlieffen realised that Russia and France would be unwilling to continue fighting. In addition, Schlieffen estimated that it would take Russia six weeks to mobilise her forces in preparation for war against them. Thus, he reasoned that Germany would have six weeks in which to defeat France and surrender. On August 2nd 1914 the Schlieffen Plan was put into effect and the German Army began its advance upon France through Belgium. The delicate plan was upset with the early arrival of the British Expeditionary Force under Sir John French, significant resistance by the Belgian Army, resistance of the Belgians and the early arrival of Russian Forces. The German implementations and strategies relied too heavily on the Schlieffen Plan itself. The plan greatly depended on speed and movement, the strict deadline of 42 days was impractical, this unreasonable goal was pushed further away from the Germans. General von Moltke did not follow through the original Schlieffen Plan; instead, he had shifted the numbers of the planned armies and therefore altered the balance for the plan to work. All these events led up to the Battle of the Marne, the first major battle on the Western Front. The French Allied victory at this battle marked the failure of the Schlieffen Plan, and the death of any German hope for a quick decisive victory. The German forces were not only to blame for the reason of stationary war during 1914, the problems with the French Plan XVII also contributed to the fact.

Strategic Management Case Study Example | Topics and Well Written Essays - 2250 words - 1

Strategic Management - Case Study Example The marketing projection is done by taking into consideration the entire products of Fujifilm and its market growth in the past years. The operational estimation is conducted by considering the set marketing plan. The outer and inner environment of the company and the competitors’ strength, as well as weakness, facilitates to estimate the operational prediction. The financial analysis is done by examining the marketing and operations of the company and their performance along with income statement of the previous years. The paper also covers the process of implementation of major objectives in order to achieve success. Finally, the paper is completed with a brief conclusion. The sales projection relates to the estimation of potential sales of a company at a certain time period. The sales projection of Fujifilm’s products and services can be prepared for the coming five years. The marketing projection of Fujifilm for successive five years from the present scenario is based on several factors. There may be external or internal factors that affect sales projection (Sane Jose State University, â€Å"Process for Sales Projection†). The marketing and sales of the product of Fujifilm have helped to increase its market share and proper planning will enhance its growth in the coming years. The various factors that are responsible for Fujifilm’s future projection are seasonability aspect prevalent in business, comparative situation of the economy, fashions of new products, changing population and productivity, income of consumer, present market share, innovative product lines, inventory shortage, recent trend in sales and price changes among others (Sane Jose State University, â€Å"Process for Sales Projection†). The various marketing products of Fujifilm are ‘electronics products’, ‘highly functional materials’, ‘medical imaging’, ‘life science’, ‘graphic arts’, ‘optical devices’ and ‘documents’. These products are expanding globally and are in huge demand in the market. To maintain its demand in future, the company needs to develop various marketing techniques. The market share of LCD FUJITAC in a global market is 80% and for WV film it acquires 100%.

TMA 01 Essay Example | Topics and Well Written Essays - 1500 words

TMA 01 - Essay Example It is a high performing organization with growing international business opportunities and it operates by both global and domestic markets by more than 32 % market share and it has more than 2000 stores only in UK. To analyze the business environment of Tesco, I here use SWOT analysis to examine factors that influence Tesco PLC’s business environment. SWOT analysis is an important part of strategic management and planning. It provides a keen observation in to both internal and external environment of a firm. Environmental factors internal to the firm can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). Tesco’s strengths are its resources and potential that can be used as means for establishing and developing competitive advantages. Tesco has a strong brand name that serves to be great market strength and it enjoys the marketing advantages. The brand loyalty of Tesco created through advertisements and customer oriented activities seems to be a strong defender for any sorts of competition from other firms within the industry. The reputation that Tesco has been able to create among their customers, results in a market of its own and it seems to be an asset as it attracts more customers further yet. A general weakness of Tesco is its lack of access to the best distribution channels as it faces difficulty to access best manufactures due to the distance and other problems. As compared to other large retailers and groceries within the UK market, Tesco should focus more on online shopping. Online shopping is becoming as the most convenient shopping method for most of the public as it needs less time for shopping and relatively less to be paid. Tesco can attract more customers through online shopping and any sort of advanced loyalty card strategies. Like other business firms, Tesco as well feels difficult to get access in to manufactures that are completely free from