Isobars - A Weather Guide Definition

Isobars are lines of equal atmospheric pressure drawn on a meteorological map. Each line passes through a pressure of a given value, provided certain rules are followed. Isobar Rules The rules for drawing isobars are: Isobar lines may never cross or touch.Isobar lines may only pass through pressures of 1000 or - 4. In other words, allowable lines are 992, 996, 1000, 1004, 1008, and so on.The atmospheric pressure is given in millibars (mb). One millibar 0.02953 inches of mercury.Pressure lines are usually corrected for sea level so any differences in pressure due to altitude are ignored. The picture shows an advanced weather map with isobar lines drawn on it. Notice that it is easy to locate high- and low-pressure zones as a result of the lines on the maps. Also remember that winds flow from high to low areas, so this gives meteorologists a chance to predict local wind patterns as well. Try drawing your own weather maps at Jetstream - The Online Meteorology School.

Sport Psychology Analysis of Psychological Skills...

The ultimate quest for sport psychologists is to establish what psychological factors produce the winning formula or to try to establish a profile of the successful athlete. Within the psychological framework attempts, to determine the ideal athletic personality have only been marginally successful (Morgan 1980, in White, 1993). One of the categories observed in order to understand and move towards the ideal athletic personality is that of Psychological Skills Training (PST), It is contended that mental skills training is a significant part of sport psychology and is of particular importance to athletes and coaches (Rushall, 1995, p0.3). Programs have been developed to help athletes develop their psychological skills. Many†¦show more content†¦They were also more focused on their individual performances than that of their team and were in general highly motivated to do well in sport. Coaches and Sport Psychologists would therefore want to provide the pre-elite athletes the knowledge and exposure to these psychological skills so that the latter would exhibit a more elite profile and increase their chances of success. (Mahoney et al 1987 in White, 1993). Waldron and McCann state that elite athletes have the following characteristics: mentally relaxed, physically relaxed, confident, focused on the present, highly energized, extraordinary awareness, in control and in the cocoon. Beginners should aspire and aim to gain these characteristics through mental skills training. Phase four Conceptualization is where the consultant interprets the results from phase three and considers it relative to phase five, the consultant must determine which skills and attributes are most needed based on the information provided and what the best techniques are to further develop those skills and attributes (Hardy et al, 2000). Phase five Psychological Skills Training, closely linked with the work of Vealey (1988), illustrates the skills and attributes that the athlete or teams might want to improve. A division is made within this phase between skills/attributes (e.g. self awareness, arousalShow MoreRelatedProject Mgmt296381 Words   |  1186 PagesCross Reference of Project Management Body of Knowledge (PMBOK) Concepts to Text Topics Chapter 1 Modern Project Management Chapter 8 Scheduling resources and cost 1.2 Project defined 1.3 Project management defined 1.4 Projects and programs (.2) 2.1 The project life cycle (.2.3) App. G.1 The project manager App. G.7 Political and social environments F.1 Integration of project management processes [3.1] 6.5.2 Setting a schedule baseline [8.1.4] 6.5.3.1 Setting a resource schedule 6.5.2.4 Resource

Sas Institute Term Paper Essay Example For Students

Sas Institute Term Paper Essay Executive Summary: SAS is a recognized company that creates business analyst software for all types of businesses. The acronym SAS stands for â€Å"statistical analysis system. † It was created at North Carolina State University as a project to analyze agricultural research. SAS’s founder decided to transform this research project into a viable company of its own, where he could provide business consulting services to large and small businesses alike. Shortly after becoming a company they were able to run software applications across all platforms of the business by using multivendor architecture for which it is known today for. SAS’s internal culture has remained the same since it first started, which has made them successful enough to spread their products and services across the globe in just a few years. SAS’s mission and vision statement run parallel to each other. Their mission is to deliver proven solutions that drive innovation and improve performance. The company’s vision is to transform the way the world works, by giving people THE POWER TO KNOW. Like any other company created, they have values that are incorporated in all company relationships, from long-standing engagements to the strong and focused employee community. Those values include being approachable, customer-driven, swift and agile, innovative, and trustworthy. The values, mission, and vision statement, create a positive internal corporate culture across the firm. SAS believes in a healthy workplace environment along with a healthy work-life balance. By providing such a workplace, focusing on people and relationships has led SAS to be more productive, have highly satisfied customers, and more dedicated employees. Also along with SAS’s corporate culture, they are committed to Corporate Social Responsibility which is embedded into their environment. SAS is successful because they provide their employees with great benefits which keep them motivated to provide great work for their customers. Reasons for this are: one, they are an innovative company, and two, they care about their employees. By keeping your employees motivated and happy, they stay innovative and they work harder to achieve what their customers are looking for in business analyst software. However, though SAS’s employees play a large part in its prosperity, their success is not due to only their employees. We propose that SAS is successful because of a perfect balance between employees, economic value added applications available to their customers, and a strong sense of corporate culture among stakeholders. These combined are the reason they are as successful as they are. SAS has a strong competitive advantage over its rivals. First, SAS is a private corporation, meaning that it can guard itself to a certain degree. For example, private corporations are not required to publish an earnings report to shareholders, because there are no shareholders. All of the company’s financial information is internal. Secondly, SAS has incredible resource capital for design and development of additional products. That combined with innovative employees is a significant competitive advantage. We will briefly discuss the elements of Porter’s 5 forces, and then go into further detail of each force later on. SAS’s threat of new entrants into their industry is moderate, and rivalry can be considered moderate as well. Substitute products/services are also moderate because firms using SAS’s software have options other than computer software to aid business decision making. Bargaining of power of buyers is low and bargaining power of buyers we consider high. Next we will consider factors of the resource based model. This model incorporates both tangible and intangible resources, and the capacity the firm has to implement these capabilities. The resources SAS has acquired give them a significant advantage over competing rivals, and their capability to implement these resources to grow the firm is significant as well. The use of cross-functional teams is something SAS is capable of using to capitalize on the use of their resources, as well as the ability to hold seminars for customers on how to better utilize their products. Furthermore, SAS has a specialized team of consultants that their customers use to enable them to be fully trained on the use of their products. SAS concentrates on a focus differentiation business level strategy. The company concentrates its efforts on creating value for other firms by improving the profitability of their customers. At the same time, SAS receives a premium for their products and services because of the huge economic added value that it provides to its customers. This allows SAS to succeed using a differentiation strategy. We will focus on this business level strategy later on. Porter’s 5 Forces At its core, Porter’s 5 forces describes a firms overall ability to compete in a market. We discuss our analysis of the 5 forces and how they affect SAS Corporation and its stakeholders. Please examine Figure 1. 1 to view a diagram that depicts the 5 forces. The model is based on the research findings of Michael E. Porter, a Harvard Business School Professor. The model was recently updated in the late 1990’s and early 2000’s to depict what it is today. As you can see from the diagram, the dominating factor that the forces are based upon is the rivalry faced again existing competitors. When competition is high amongst competitors, the forces that revolve around the competition tend to intensify. Porter’s 5 Forces Model Threat of Substitute Products and Services Low for SAS Bargaining Power of Suppliers High for SAS Bargaining Power of Buyer Low to Moderate for SAS Threat of New Entrants Moderate for SAS Rivalry Among Existing Competitors Moderate for SAS Figure 1. 1 First we will discuss the center force that drives competition: Rivalry Among Existing Competitors. In any industry (except for a monopoly), there is competition. If there’s not, investment will flow towards that industry until the market equalizes. SAS along with its competing firms are rivals in a monopolistically competitive market. The characteristics of a monopolistically competitive market include: profits in the short run, many firms competing, market power utilization, and zero profits in the long run. Though there are many competing firms in the market, SAS has differentiated itself from its rivals using product differentiation. This allows SAS to obtain a premium for their software applications, because customers are willing to pay the extra money for such a product that creates value for their organization. Next we will discuss the threat of substitutes and how they come into play with SAS’s product mix. The following could be considered substitutes for business analyst software: consultants, internal management controls, and internet resources. However, SAS’s customers probably do not utilize these substitutes because they find more cost savings in SAS’s software applications. This is why we have labeled SAS’s threat of substitutes low. The next force we will discuss is the bargaining power of suppliers. Most of SAS’s supply is generated internally from the knowledge and expertise of their employees. The only suppliers they rely on are boxing materials for their products, and the physical compact disks used to hold the software programs. Because these suppliers have little negotiating power, and SAS is regarded highly in its industry, the suppliers are probably the ones bargaining with SAS for their business. This allows SAS to leverage itself in regards to its suppliers, giving themselves the upper hand. For these reasons, we describe SAS’s bargaining power with its suppliers as being high. A key to a firm’s volatility of sales numbers depends greatly on the bargaining power of buyers. Buyers are a key stakeholder group that keeps firms afloat; they are the lifeline of the organization. The elasticity of a product has much to do with bargaining power. The demands for SAS’s products are not extremely sensible to price increases, meaning that they are inelastic for the most part. This gives their customers little bargaining power. This relates to the principle we mentioned regarding the value-added benefit SAS’s customers receive from their products. This benefit is high, and for that reason, bargaining power from the buyer’s perspective is low. They are willing to pay huge sums of money for products that benefit the sales numbers of their organization. Since SAS has achieved economies of scale in the business they’ve built, the treat of new entrants to the industry are only moderate. Though similar firms with similar products exist, the barriers to entry for new firms are extremely high due to SAS’s competitive advantage it has in its workforce. High barriers of entry suggest that a huge risk is taken on by companies who attempt to come into to play the market. SAS Resource Based Model Theory We can categorize SAS as using the resource-base model by the foundation of how the company assumes each of its individual components create the SAS company. The uniqueness of each in the organization, their resources and capabilities, contributes to the whole. Utilizing each component leads to the firms strategy of striving for above average returns. In order to fully understand this basis of how SAS uses the resource-based model we will discuss in more detail each of the components that creates the process of utilizing the theory. RESOURCES Are Liberal Arts Colleges Worth It? EssayNon-substitutable The CEO and founder, Jim Goodnight supports the informal flat structure. He is closely involved with all hiring and position tracking activities within SAS. Mr. Goodnight wants his employees to run their own areas, and his leadership style supports a decentralized decision-making processes. Mr. Goodnight interferes as little as possible with departmental functions, but his number of direct reports implies otherwise. Moreover, SAS relies heavily on Jim Goodnight’s individual abilities. If the company ever requires a new CEO, its organizational structure would be difficult for someone other than Mr. Goodnight to imitate. Business-Level Strategy: In determining the type of business-level strategy SAS has, it appears they follow a focus differentiation strategy to gained success. They mostly focus on computer market solutions and research for companies that need information to help them develop their competitive advantages, help plan their next year’s sales, or help them figure out if their strategies are working. SAS is also differentiated by the technology they use to produce such results. In determining the relationships with their customers, the reach, richness, and affiliation of what they do will be related upon. SAS’s reach is great. They have many connections with customers to satisfy their needs. SAS transforms the companies’ raw data into essential intelligence needed for them to conduct their business, and they do this by delivering the technical solutions and services the companies need. SAS’s richness is very in-depth with the knowledge of their industry. Their consultants are the best in the field, and their immense knowledge and real world experiences help manage the results of their projects with their clients. SAS’s affiliation with their customers is vast. Their consultants take the time to meet and sit with the client, and listen to what exactly they are looking for and needing to get done. Their consultants take the time to learn about their clients company’s business challenges, and goals to help them establish a strategic advancement for the company. By doing in-depth learning of their client and client’s needs, this enables the consultants to deliver the right SAS technology and tailor their services to solve companies’ unique business requirements. SAS has of course focuses on the computer market solutions. To help them make sure that they are able to reach to everyone, they have split the market into segments. Here is a chart of their segments they have split the computer market solutions into and with a few companies they have categorized to go under those segments. Industry| Companies| Banking| Bank of AmericaViseca Card ServicesVUBAnd more†¦| Capital markets| GE MoneyHua Nan FinancialHolding Company IDS GmbHAnd more†¦| Communications| Telekomunikacja PolskaVerizonVodafone GlobalInformation SystemsAnd more†¦| Education| ACTBryant UniversityKennesaw State UniversityAnd more†¦| Government| Rhode Island Department or RevenueState of Wisconsin Department of RevenueThe HagueAnd more†¦| Health Care| Clinton Health Access InitiativeExcellus BlueCross BlueShieldHorizon Blue Cross Blue Shield of New JerseyAnd more†¦| Insurance| EurovidaFCCI Insurance GroupMax New York LifeAnd more†¦| Life Sciences| AstraZencaLillyLivzon Parmeceutical GroupAnd more†¦| Manufacturing| AstraZenecaGE Consumer IndustrialTransitions OpticalAnd more†¦| Retail| Chico’sRedcats USAShopper’s StopAnd more†¦| Services| Dun BradstreetFairmontVenetianAnd more†¦| Utilities| ConocoPhillips NorwayEDF EnergyLubrizolAnd more†¦| In determining what needs to satisfy for their customers, SAS has implemented many solutions for companies to choose from. These solutions help the companies to succeed, change, or even find a new competitive advantage. Here is a chart of solutions they implement and some services they due under them. Solutions| Services| Business Analytics| | Compliance| General, Anti-Money Laundering, Basel II| Corporate| General, DataFlux| Customer Intelligence| General, Credit Scoring, Cross-Sell/Up-Sell, Customer Analytics, Customer Retention, Customer segmentation, Interaction Management, Marketing Automation, Marketing Optimization, Marketing Performance Management| Data-Driven Decision Making| | Drug Discovery and Development| | Enrollment Management| | Financial Intelligence| General, Activity-Based Management, Capital Allocation and Management, Financial Reporting/Planning| Fraud Prevention and Detection| General, Claims Fraud| Health and Condition Management| | Human Capital Intelligence| General, Human Capital Management, Predictive Workforce Analytics, talent Scorecard, Workforce Budgeting/Planning| Information Management| | IT Management| General, Charge Management, Resource Management, Service Level Management| Merchandise Intelligence| General, Merchandise Planning, Revenue Optimization| OnDemand Solutions| | Partners| | Performance Management| | Profitability Management| Customer Profitability| Ratemaking| | Risk Management| General, Asset/Liability and management, Credit Risk Management, Firm-wide Risk, Liquidity Management, Operational Risk Management| Service Intelligence| General, Service Parts Optimization, Warranty Analysis| Strategy Management| | Supplier Intelligence| General, Sourcing Data Quality, Spend Analysis| Supply Chain Intelligence| General, Demand Management, Quality Lifecycle Analysis| Sustainability| | Web Analytics| | SAS’s core competencies are what make this company successful. It didn’t take SAS long to figure out what was necessary to satisfy their customer’s needs. As discussed earlier in resource base model, it is plain to see that SAS’s employees are a key ingredient to their overall accomplishments. Without their knowledge and dedication to their job, SAS would not be what it is today. Another key success to the company is their top management. Without them giving their employees the atmosphere they have now, their employees would not have been motivated to do their job, able to come up with the software their clients are expecting. Recommendations: Since its birth in the 1980’s, SAS has been a 100 percent privately owned entity. There are no public shareholders and SAS has no future plans of going public. That statement is assumed, however, as if there would be no benefit to the company to publish this sort of information in the event that there were plans of going public. Being private is a competitive advantage SAS holds against its rivals as most other large software consulting firms are public entities. Staying as a private company is a key to SAS’s continued prosperity, and this is our first recommendation. There are many advantages to being a privately held company; the main one is the benefit of not having to report to shareholders. Though SAS has a Board of Directors, many of its key decisions revolve around the judgment of the CEO, Jim Goodnight. Furthermore, unavailability of company resources are a mystery to the public and competitors alike. Our second recommendation has to do with future succession planning of SAS Corporation. Though Mr. Goodnight probably has this subject under control, there is no public information about his succession plans. We recommend that the company bring in a team of outside consultants, including succession experts and attorneys, who have experience in succession planning. These attorneys and consultants should review Mr. Goodnight’s succession plan to make sure that SAS has a bright future ahead of them in the event of the unexpected death of the CEO. The livelihood of SAS’s stakeholders, including customers, employees, and the community, to name a few, rests in the hands of Mr. Goodnight’s succession plan. Our next recommendation suggests that SAS strive to keep its corporate culture intact. The happiness of their employees has much to do with Mr. Goodnight’s business decisions over the years. In order to sustain their happiness, SAS should continually keep their employees in mind and continue to establish incentives to attract and maintain the highest quality workers. Though it is expensive to implement new amenities and value added incentives for employees, it is vital that SAS continues to be generous to its employees In the beginning we mentioned that SAS’s success is based on how the company’s products add value to deficient markets by allowing customers to potentially increase their profits by up to 67 percent by implementing and utilizing their business enhancement software. With that said, we recommend that SAS continue to set aside up to 20 percent of their profits to the research and development department. This is vital to furthering value added resources available to its customers. SAS is able to receive a premium for their software packages because of the lack of equivalent substitutes available. With the service that comes along with the application purchase, customers feel that the benefits ultimately outweigh the costs in regards to improving their firm’s success. Ceteris Paribus, benefits that outweigh costs, is ultimately all that matters when it comes to customer’s perspectives of a product, not matter what that product may be. Our last recommendation has to do with the following saying: â€Å"Don’t fix it if it aint broke. † This is referring to SAS’s ability to utilize its resources to create acquisitions and mergers. SAS should avoid large acquisitions and mergers at all cost, that is unless the project is more than 90 percent likely to add significant benefit to the company. Going by this rule, the company would reduce its level of risk and â€Å"economy proof† itself. However, the company should continue to advance and enhance their current partnerships, and continue to move forward with new and valuable partnerships.

Promotional Tools and Situational Factors Management

Questiion: Discuss about the Promotional Tools and Situational Factors Management. Answer: Introduction: This report critically analyzes the various marketing strategies of Open Family Australia along with providing them with proper recommendation to the organization. There are different Promotional Marketing Mix strategies that will benefit Open Family Australia to concentrate on their potential market segment in Australia. Open Family Australia is a nonprofit making organization that deals with changing the living standard and lifestyle of homeless individuals of Australia. The organization also provides intensive care towards youth those who suffer from drugs and alcoholic problems. The primary goal of the organization is to provide homeless deserted individuals to overcome their situation of poverty and make their future-enriching maneuver to them. Open Family Australia started incorporation in Melbourne 1978. In the year 2005 November, the organization became the Registered Australian Body collaborating with Australian Securities and Investment Commission (ASIC). Open Family Austra lia microenvironment consists of people those are within the age group of 12 and 26, and are generally isolated from the society. The clients base of Open Family Australia includes 65% of clients that are below the age of 18 years. The groups of client are alienated in the ratio of 60% male and 40% female clients respectively (King 2017). The clients of Open Family Australia are isolated from the society due to conflicts in the family and breakdowns. The organizations take these critical issues and address them respectively to enlighten their clients with better standard of living and healthier environment. Open Family Australia macro environment consists of the government, distinct socio-economic groups and the various political facet of Australia. According to the researcher, the number of clients represented by Open Family Australia is the isolated and homeless youth populations of Australia, so the researcher needs to concentrate on areas where there are huge youth potentials. There is also environmental impact on Open Family Australia, the organization needs to regulate and maintain their operations in the alignment of Environment Protection Act and must try to keep the environment and the society pollution free. According to the researcher, as Open Family Australia clients are mostly homeless youths their target market segment should be consumer shopping malls, railways stations, public entertainment places and lodging houses (King 2017). Promotional Marketing Mix Strategies: It is necessary for each organization to have an effective promotional strategy to make progress in their company operations. The brand value of any product and services are ascertained by how well they are communicated in the market place (Kotler et al. 2015). According to the researcher, the various promotional mix strategies of Open Family Australia are as follows: Advertising: Advertising is one of the most effective tools of promotion. It is a paid form of communication, which creates awareness of products and services are increased in front of the customers. According to the researcher, Open Family Australia must provide focus on advertising on those places where there is a huge gathering of youth individuals (Kutay and Ozturk 2013). Such as advertising close to railway stations, public entertainment parks, shopping malls and boarding houses with tools like brochures, hoardings and media will ascertain enough brand awareness and recognition for Open Family Australia. The advertisement must provide enough attraction towards the homeless individuals and it must convey them sense of trust that will enable the clients to move towards Open Family Australia. The vision of the organizations must be thoroughly communicated in the advertisement that will gather potential clients for Open Family Australia. An effective advertising campaign will provide the isolated individuals to accumulate more information about the organization and its various services (Ashraf, Rizwan and Khan 2014). Public Relations: Public Relations are all the relations that the organization enforces sound relationship with the media and the social communities. Public relation not only creates good relationship opportunities but also lowers the negative situations prevailing in the market place. According to the researcher, Open Family Australia needs to make positive relationship with the society through ways of asking for donations from people and corporate houses, searching adequate sponsors and target potential investors to make their organization successful. Open Family Australia needs to merge their company with other renowned organizations to create a competitive advantage in them and expansion of their operations across Australia effectively. The organizations should take proper initiatives to deliver healthy meals to homeless young individuals. Moreover, with proper food packs and nutritional meals, the organization will be able to ascertain an emotional attachment with their clients and that will lead towards a successful campaign of public relations. The organization must also provide the isolated youths with free groceries and information regarding nutritional benefits to them (Meo et al. 2014). Sales Promotion: Sales promotion is one of the tools of promotional marketing mix that is used to create short-term boost in Sale and provide added remuneration in their product and services. According to the researcher, Open Family Australia provides different types of services to their clients respectively so their promotional strategies should focus on adding new features and experiences according to the youths customer requirements and desires. The organizations can take proper initiatives in giving rewards to their clients respectively, generating sense of accomplishment towards them and providing them a healthy environment to live and create better standard of living for them (Ashraf, Rizwan and Khan 2014). Personal Selling: Personal Selling is a method by which the organization address individual clients are give them services accordingly. Open Family Australia is non-monetary base organization that means the organization motive is not monetary benefits but to provide good quality of services to their respective clients. The organization can offer individual attention to their clients by congregating them individually and discussing their problems, sharing their griefs and giving them mental hold up. Moreover, Open Family Australia should consider in using social media platforms to magnetize new clients and imitate higher level of interaction with them by using the tool of personal selling (Salvi 2013). Direct Mailing: Direct mailing or direct mail includes sending letters and emails to youth service providers and isolated individuals respectively. According to the researcher, Open Family Australia needs to target all the youth homeless individuals, send them mails concentrating on delivering the organizations message, and create interest among them accordingly. The organization must put their entire focus on the youth centric areas while sending mails to their clients (Tuten and Solomen 2014). Internet Marketing: Internet marketing is one of the modern methods of promotional strategies opted by organizations to reach a large audience in quick time. According to the researcher, Internet Marketing is one of the most effective tools for Open Family Australia as their client base is youth centric and most of the youth groups are concerned with online activities. The organizations focus should be on advertising their vision and goals virtually with sound digital presence to acquire more clients for Open Family Australia. Moreover, the youth population of Australia is very much active in the digital world so it will be beneficiary for the company to gather clients (Tuten and Solomen 2014). Therefore, with the help of marketing in the internet and creating websites that can be accessed easily Open Family Australia will gain several numbers of clients for them eventually. The websites must portray all the information about the organizations objectives and goals and how the organiz ations safeguards and protects their isolated clients accordingly (Pauser, Wagner and Ebstar 2016). Social Media: Social Media marketing is a promotional strategy through which the organization promotes their brand in different social media platforms that helps the brand to gain appreciation and recognition in the social media market platform. Moreover, the effect of globalization has initiated most of the companies to advertise their products and services digitally to attain large number of customers towards them. Open Family Australia, must communicate their advertisements on social media platforms like Google Plus, Facebook and Twitter to keep their clients aware of their offerings and their charitable maneuver (Ashraf, Rizwan and Khan 2014). The organization must implement to use Flash Sale promotional strategies in the social media to gather potential clients for them (Banerjee, Saha and Yadav 2013). Sponsorship: In order to sustain an organization in the long run and to increase their business operations it is necessary to find valuable sponsors. Sponsorship is like investing in the organization for a motive of social cause. Open Family Australia, must promote them in the market to gather sponsors, sponsorship will help the organization to create awareness of the organization and generate brand value respectively. According to the researcher, Open Family Australia should ask for corporate donations in their websites, which will provide them enough amounts of funds to run their organization smoothly and create a better working environment around them (Pauser, Wagner and Ebstar 2016). Justification of the Recommendation: According to the researcher, Open Family Australia must increase their brand awareness with the useful tools like Internet Marketing, Social Media Marketing and Advertising. Social media is one of the most influential factors in promotional mix as most of the youth centric population has a very strong dominance in social media platforms. The organizations must focus in providing more messages in the social media as it will help Open Family Australia is acquire respective clients. Moreover, Open Family Australia being a charitable organization they should portray their organization missions and visions must be properly stated in their messages that will provide to the clients the clear understanding of the organizational goals. Internet marketing strategies of Open Family Australia is to create a social app through which the organization can monitor and address the needs of their clients individually and in an efficient way to provide better quality of services to them. Open Family Australia, needs to create more number of successful advertisements that are more socially accepted in the society. A sound advertisement will create an emotional bonding and provide sense of trust and integrity within their clients minds and more number of homeless isolated youths will be attracted towards Open Family Australia. Moreover, the organization Open Family Australia is a progressive organization with a motive to provide social service so it is mandatory for them to gather information from youth centric service providers and make proper promotional strategies to them. The objective of Open Family Australia is to ascertain their clients with expertise in improving their skills and provide them mental support to overcome different hurdles of life and make a better future for them. Open Family Australia make enables their clients to select their own challenges; the organizations also provide very little number of rules and regulations and initiate better level of engagement and interactions with their clients (Shank and Lyberger 2014). Therefore, this provides Open Family Australia to achieve a competitive position in front of its competitors. Recommendation with Implications: According to the researcher, Open Family Australia must increase their brand awareness with the useful tools like Internet Marketing, Social Media Marketing and Advertising. Social media is one of the most influential factors in promotional mix as most of the youth centric population has a very strong dominance in social media platforms. The organizations must focus in providing more messages in the social media as it will help Open Family Australia is acquire respective clients. This report consists of critically analyzing the various promotional tools with the help of which Open Family Australia will be able to identify their target market. The primary objective of Open Family Australia is to provide valuable services to homeless isolated youth by providing them long term support and creates a better future for them. The researcher has identified the target market segment that consists of youth population. The opportunities prevailing in the organization are to create more number of volunteers towards their organization and should target corporate clients under their brand name to prosper in the business. The threat towards Open Family Australia is high level of competition from their competitors and the challenges are very time consuming for the organization. Moreover, to overcome all this challenges Open Family Australia needs to implement promotional strategies that will benefit the organization in acquiring potentials clients in the future. The internal environment of Open Family Australia requires development that will provide them in getting a competitive advantage over other rival firms. The only drawbacks of the organization are that there is a huge distance between the level of understanding between the clients and the volunteers. Therefore, it is necessary to solve this issue and recruit more volunteers keeping in mind the same age group of clients. References: Ashraf, M.G., Rizwan, M. and Khan, M.A., 2014. The promotional tools and situational factors impact on consumer buying behaviour and sales promotion.Journal of Public Administration and Governance,4(2), pp.179-201. Banerjee, S., Saha, S. and Yadav, P., 2013. Brand personality creation through advertisingA study on food beverages brands.ZENITH International Journal of Multidisciplinary Research,3(2), pp.216-230. BOX, B.I.A., 2015. The internet marketing. Hollensen, S., 2015.Marketing management: A relationship approach. Pearson Education. King, M. (2017). Our History - Open Family Australia. [online] Openfamily.org.au. Available at: https://www.openfamily.org.au/who-we-are/our-history.html [Accessed 10 Jan. 2017]. King, M. (2017). Our Structure - Open Family Australia. [online] Openfamily.org.au. Available at: https://www.openfamily.org.au/who-we-are/our-structure.html [Accessed 10 Jan. 2017]. Kotler, P., Burton, S., Deans, K., Brown, L. and Armstrong, G., 2015.Marketing. Pearson Higher Education AU.