Greenhouse Business Challenge and Carbon Footprint Assignment - 1

Greenhouse Business Challenge and Carbon Footprint - Assignment Example For brand protection, the company ensures that all their products are free from any form of toxic material that may cause harm directly to the user or even indirectly by first implicating on the environment and subsequently on the user. These materials are not only toxic to the consumers but also lead to a low lifespan of the products and thus the company shareholders work to ensure that several elements are not present in the products. These elements include lead, polyvinyl chloride, mercury and Brominated Flame Retardant (Jackson, 2012, 7). The best description for the Apple carbon footprint is by identifying the manner in which it is determined. For the company, a comprehensive life cycle analysis is put in place to assist in acknowledging the source of greenhouse emissions. The carbon footprint for Apple has received a lot of response from many people including long life shareholders who have committed themselves to the purchase of Apple products (O’Grady, 2008, 133). Most shareholders are afraid of the contemporary plan of incorporating cloud computing to the new generation i-pad. The processes that will bring around cloud computing will involve the purchase of other gadgets that will lead to increased global warming from them and as an end result in environmental degradation (Wharton, 2012, 8). The best practice that the company has incorporated in the manufacture of their commodities is the minimization of growth impact. The company has done this by ensuring that its commodities cause less harm through improving the environmental performance of its products. This has been done through packaging them in small-sizes, there is also the use of materials that are both energy saving and fit for recycling.  

Regulatory policy and Strategic Assets Essay Example | Topics and Well Written Essays - 1250 words

Regulatory policy and Strategic Assets - Essay Example in case of retailers the suppliers of the different items sold by the retailers whereas the horizontal integration involves the acquisition of the competitors in order to increase the market share of the firm. (Joyce & Woods, 2001) This line of thinking within retail chains therefore indicate that the increased emphasis on the mergers and acquisitions during 1990s was also more driven by the fact that the firms realized that through these carefully selected strategic assets, these firms can actually achieve more efficiency. However, during 1980s the focus was on the use of LBO as a mean of acquiring new firms and utilized the power of debt in order to increase the market penetration and firm value. Further, firms also realized that acquiring their suppliers will basically increase their bargaining position and thus will allow them to compete more easily based on the price based factors because retail chain stores can only compete based on the lower prices. Either way, the process of mergers and acquisitions generally increase the market power of the firms and therefore may lead to the further increase in the concentration of some bigger retail chains in the market while driving away smaller or mid sized players from the market. This is also evident from the fact that large retail chain stores can easily obtain large tracts of lands and can even keep them un-developed just to drive the competition away. One of the most important arguments which can be put forward in this regard is the fact that the barriers to entry in this segment of the business are low. Such low barriers to entry therefore can allow smaller as well as large players to easily enter and exit the market at lowest cost. As such if the retail chains are large supermarkets, they allow them to develop better bargaining position and thus offer better prices to the customers. Further, the degree of competition in the market