Evaluation of Healthcare Practice

Evaluation of Healthcare Practice Lauren Lovett   In this portfolio the author will talk about the work practice organisation in terms of status and size in relation to the Irish economy and the world economy if it is applicable. The author will also summarize the work practice organisations structure, main aims and overall objectives. They will determine the organisations culture and values as demonstrated by the management practice and staff client engagement. The author will touch on the key factors that impact on the work practice organisation and give a review on the impact of relevant government policy on the work practice organisation. Another thing the author will do is to assess id social or ethical issues have affected the work practice organisation or may impact in the future, they will also comment on any impact to the work practice organisation in relation to economic and population shifts. Health safety and welfare as well as employment and equality were also covered. The author also explained the internal and the external policies. Portfolio The work place that the author done their experience in was in Saggart, Co. Dublin, the facility itself was very beautiful and well kept. There were 62 beds in the nursing home and two double rooms for couples. The nursing home is a private residential setting and it deals mainly with end of life care and the social understanding of clients, It is a highly recommended nursing home. This nursing home differs from other nursing homes because it is private, meaning that it is more expensive but the quality of care in the authors opinion is more evident as it is a small enough facility. The nursing home is a two story building that includes two dining rooms. There are 42 bedrooms downstairs and the rest of the bedrooms are upstairs, the bedrooms that are upstairs are mainly to accommodate people who have life limiting illnesses. Each bedroom in the nursing home has its own private bathroom so that the clients can feel at home, the bedrooms are quite big and they consist of a bed, bedside table, locker and a wardrobe. The clients also have safes in their bedroom if they would like to put anything in just so that they can feel safer in the environment.   In comparison to other private nursing homes the author feels as though it is an amazing facility as it is only a year open. From research the author has found there to be many problems with other private nursing homes according to the HIQA reports, the author also got information from their peers regarding the quality of care that was being delivered in the nursing homes that they were doing their work practic e in and the author feels as though the nursing home they have been doing their work practice in has a lot more to offer. The private sector is not a very large part o the community in Ireland and people would be much more inclined to go public regarding their healthcare as it is cheaper and the finances are managed by the government instead of just one person or a number of people controlling all of the finances. The author thinks that the public would benefit more from the private sector, although more expensive. There are many different reasons from this but the main one being the quality of care that is given, and being able to be a part of an organisation that can make their own decisions regarding the welfare of their company. The nursing homes support scheme is a way that the funding can be helped for people who need long term care in a nursing home and it allows them to go private and the government will fund the cost, although it is not an easy list to get on the author thinks that it is a great improvement. To be a HCA you need the equivalent of a QQI level 5 in healthcare, this entails having 8 modules completed successfully as well as having manual handling, first aid, end of life care and patient handling courses completed. Most nursing homes/ hospitals may ask that more qualifications be acquired, for example training in dementia. Portfolio The nursing home the author completed their work experience in had their own personalised mission statement. The ethos at Millbrook manor nursing home is to provide our residents with the highest level of quality of life that is achievable. The nursing home makes it very clear that respect and dignity are the most important things that they have to offer and they make it clear that each client will be treated as a member of their own family would be. The nursing home is committed to working closely with each and every resident, and ensuring that their individual needs are met. The ideal situation would be to create an environment that feels just like home within a safe environment. They focus on promoting the independence of their residence, personally, medically, psychologically, socially and spiritually by continuing to lead their own everyday life within their own capabilities. Our values What we do is important. We respect, support and strive to improve the communities we serve. We are honest, fair and ethical in everything we do. We recognise and appreciate the individual in all of our residents and staff. We accept responsibility for our actions. We make life and work meaningful and enjoyable for all. Portfolio Evaluate the impact of globalisation and new technology and science on the work practice organisation. Globalisation in the nursing home is a massive thing, there are many different cultures that are mixed into the one community and although some residents are traditional and do not agree with this there has never been a problem regarding the social acceptance or treatment as both residents and staff and mixed cultures. The service that is provided in the nursing home is provided in other places around the world that would accommodate for Irish people Technology is progressing very fast within the healthcare community, in nursing homes there is now a system app called V-care which allows the staff to click into profiles of each client and tick in boxes to ensure that they have been assisted. This has also helped with the time frame that healthcare professionals have to keep to within work, it has helped with deadlines and it also allows other carers to see if a person has been assisted or not. In the nursing home that the author was completing their work experience in they did not hear of any new scientific advancement. The impact that the recent recession has not really impacted the nursing home at all in relation to funds as it is not on a public sector, there are also schemes in place to allow for the clients to be able to afford a bedroom in the nursing home, despite the recession it was agreed that these funds would not be cut at all. The government, although reluctant to fund any schemes that may involve the private healthcare sector. There are multi nationalities as part of the staff as well as the clients, Most of the staff in the work place are from another culture or have different religious view than some of the patients, this does not seem to cause any problems as the staff respect the wishes of the patients and vice versa. Discrimination is not a problem within the work place as everybody respects each other and the main purpose of the nursing home is to show respect and promote social interaction, this helps with a lot of patients who may not enjoy company of others as it is required that they be up and not in bed all day, this does not help the patients in any way. Portfolio The point of health and safety is to ensure that; Secures improve the safety, health and welfare of people at work. The requirements for the control of safety are met and reached within the work place. The people in charge (management) ensure that everything possible is done to achieve solutions and that the regulations are met. The roles and responsibilities of employers and employees are regarded as proper. Safety statements are statements that are to be filled out, they must list all of the control measure that are to be taken and how to avoid hazards, the people who are responsible for implementing and maintaining these measures must be named. It must also contain plans to deal with emergencies or serious/imminent risk cases, the HCA must also list the names of each of the safety representatives. Conclusion In this portfolio the author has talked about the work practice organisation in terms of status and size in relation to the Irish economy. The author has also summarised the work practice organisations structure, main aims and their overall objectives. They will determine the organisations culture and values as demonstrated by the management practice and staff client engagement. The author has touched on the key factors that impact on the work practice organisation and gave a review on the impact of relevant government policy on the work practice organisation. Another thing the author has done is assess if the social or ethical issues have affected the work practice organisation or may impact in the future, they have also commented on any impact to the work practice organisation in relation to economic and population shifts. Health safety and welfare at work as well as employment equality were also covered. The author has also explained the internal and the external policies.

The Ipremier Dos Attack

The Ipremier Dos Attack Online websites and business face several security threats from hackers that are aiming to vandalize the website or steal information or at times notify the company about its internet security weaknesses. These threats include malicious code, bots and bot nets, phishing and DDoS or Distributed Denial of Service (Laudon K., Traver C., (2010)). Ipremier, an online business, faced one of these threats, the DDoS attack. iPremier is a successful online retailer of luxury, rare and vintage goods (Austin, R., (July 26, 2007)). The DDos attack begins by the hacker distributing bots on several computers and making these computers botnets (Laudon K., Traver C., (2010)). A botnet is a computer that is controlled by a hacker to perform activates such as participating in a DDoS attack (Laudon K., Traver C., (2010)). The hacker uses these botnets or controlled computers to flood a server with unwanted requests which slows or shutdown the server operations (Laudon K., Traver C., (2010)). This can b e costly to an online business because the customers wont be able to access the website. It can also affect the firms reputation if the website doesnt work for long. However, these attacks can notify or clarify for a company its weakness points in its internet security and infrastructure. The CIO Bob Turley was in New York when an employee called to inform him that the website is not working and that they have been receiving numerous emails that say Ha (Austin, R., (July 26, 2007)). The CIO called Joanne the technical operations team leader to discuss the current situation but she was still on her way to Qdata where the company servers are located and did not know what was going on (Austin, R., (July 26, 2007)). She suspected that the actions were caused by a hacker and that the sender of the e mail was unknown and hard to track (Austin, R., (July 26, 2007)). Unfortunately, their emergency plan was out dated and they couldnt remember where the document is placed (Austin, R., (July 26, 2007)). A suggestion was made to call the police or FBI but they were concerned about negative publicity (Austin, R., (July 26, 2007)). After a while the CIO called the CTO to take his opinion on the matter (Austin, R., (July 26, 2007)). The CTO refused the idea of pulling the plug becau se information on the attack might be lost (Austin, R., (July 26, 2007)). The CEO mentioned that the detailed logging was not enabled so the logs wont provide them with much information (Austin, R., (July 26, 2007)). The legal counselor called as well to provide legal advice on the matter and told the CIO to pull the plug to protect credit card information (Austin, R., (July 26, 2007)). After Joanne arrived at Qdata she wasnt able to access the NOC for security reasons (Austin, R., (July 26, 2007)). The CEO called a senior in Qdata and Joanne was allowed access to the NOC (Austin, R., (July 26, 2007)). He discovered that the attack is directed at their firewall and it is being directed from multiple IP addresses (Austin, R., (July 26, 2007)). She tried to shutdown traffic from the IP addresses but it didnt work because when one IP address shuts down another one operates and so on (Austin, R., (July 26, 2007)). The main concern was that customer information was not jeopardized or sto len (Austin, R., (July 26, 2007)). At 5:46 AM the attack stopped and Joanne suggested that they do a thorough audit to be sure that customer information has not been stolen and to know the points of weakness (Austin, R., (July 26, 2007)). During the attack it was obvious that the employees were shocked by the security threat. They did not know what to do, they never faced a security threat before and they do not have an emergency plan. The employees communicated through phone calls and no one knew what needs to be done or what was happening. Also, there wasnt a proper emergency communication with Qdata which led to banning the technical team leader from entering the NOC. The team reacted well to the situation despite that they did not have any structured plan to face the problem. They were trying to solve the problem through intuition and experience because there wasnt any plan. They tried hard and the top managers were awakened at the middle of the night to solve the crisis. However, when looking at the overall situation there hasnt been any systematic process in solving the problem and instead they relied on intuition and experience. If I was bob truly, the CIO, the first person I would have contacted is the CTO and I would have cancelled the meeting in New York and went to the company if possible. If it was not possible to find a flight, I would have instructed Leon to get the emergency plan and work on it. Although it is outdated, I would try to modify it as much as I can to match the current situation which can be useful. Also, I would stay in close contact with the CTO and Qdata to solve the problem faster. Some service providers do not respond to customers quickly and require the customer to call them over and over until they perform the request. In addition, after the attack is over I would have called for an emergency meeting to assess the current situation, the companys technological infrastructure, know what information have been or could have been jeopardized and discuss the modifications on the emergency plan. After the attack the company should be worried about the customer information and specially credit card and transaction information. Another thing is that the attack might have gone far and installed a bot on one of the servers. If this happens the servers might be used for another attack and the ipremier will be held responsible. Also, the infrastructure and security is not effective against threats so using Qdata as the website host must be changed. Moreover, I have to be sure that there hasnt been any leak because if the customers know that the website was hacked they may never deal with the company again. They may not understand that these things happen and security threats happen almost all the time, several people are not familiar with the term Cyber War. The company should create a backup customer and transaction database that is disconnected from the internet to prevent it from being attacked from the outside. It is an online business, so the customers and their transaction information should be well protected from any attack. I would recommend that not all the website and its information to be outsourced. The server, website design, and website related information can be outsourced but the customer and transaction information should be handled internally for more control. They have to find another host other than Qdata with more abilities and more technological advancement to handle their operations and protect them from further attacks. Also, I must have a full understanding of the situation so that if there is any leak to the press I can answer their questions and find a way to assure the customers that their data is safe. In conclusion, ipremier is an example for every online business. They did not expect that an attack may happen and were very confused when it actually happened. What online businesses should learn from ipremier is that an emergency plan is critical for any business. Also, they should know that there isnt one perfect security system that can protect them from all kinds of attacks. They should keep in mind that since man created these security systems then he is able to break through it. what who Where architecture Infrastructure architecture Infrastructure architecture Infrastructure Hardware Do we need a new security system? What kind of hardware do we need for the new security system? Who knows the most about the companys technological infrastructure? Who will handle the operation of the new security system? Does the new security system require a relocation of our servers? What hardware components need to be changed to install the new security system? Software What parts of our companys software will be affected? Do we need any new software for the new security system? Who will be affected by installing a new security system? Who needs to be trained in order to accommodate with the new system? Does the geographical location of our company affect the installation of the new system? Will the new security system have the functionality we need? Network Does the new security system require a minimum bandwidth? Can the current network handle the operations of the new security system? Who will have access to the security system network? Will any body need access from outside the companys physical boundaries? What are the security threats in the companys current technological architecture? Where will the company locate the necessary components of the new security system? Data Will the current data formats be compatible with the new security system? Which formats need to be changed? Who will have access to the data provided by the system? Who will be responsible for backup and to whom is the access limited? Where does the current architecture face problems in regards to data flow? Does the company need to change its current storage devices for the new security system? Resources:- Austin, R., (July 26, 2007). The iPremier Company (A): Denial of Service Attack. Harvard Business School. Laudon K., Traver C., (2010). E-commerce 2010 (6 Ed.), chapter 5. Pearson Education.

Essay --

Introductory paragraph Nigeria has the largest population of any African country and it is the 6th in the world. Population Growth is the change in population overtime. Nigeria is also the most densely populated country in Africa, that means, nearly one in six Africans is a Nigerian. Nigeria’s population is unevenly distributed across the country and the world. In July 2001, Nigeria’s population was estimated at more than 123 million people about 345 people per square mile. The population growth rate is influenced by the interplay of the three main demographic processes of fertility, mortality and migration. The population growth of Nigeria can be analysed through the Antiquity of the population of Nigeria, the Current population, the Trends and the Future Predictions of the population of Nigeria. History The population growth of people in Nigeria started from the antiquity of Slavery, Tribes and Culture. Slavery was common in Nigeria long before the Europeans arrived. Slavery also known as â€Å"slave trade† started in Badagry, the second largest commercial town in Lagos, Nigeria. In the early 1500’s, people were being transported from Nigeria through Badagry, to North and South America. Slaves were brought from all corners and crannies of Nigeria mostly from raided villages and captives of war, who were also brought to Badagry for auctioning. Some of the main slavery countries from Europe that engaged in the slavery of Nigerians were England, Portugal, Spain and the Netherlands. The slave trade became a major source of income for the Europeans. It is reported that Badagry conveyed no fewer than 550,000 Africans slaves to America during the period of the American Independence in 1787. The exact number of people taken from Nigeria ... ...lation but also its composition† (2001). Migration could cause a numerical decrease and increase in the population of Nigeria. At the same time, people also move into Nigeria to explore the natural resources such as Zinc, Gold, Tin, Ignite, Oil and Gas etcetera. Nigeria is also free from natural disasters like hurricane, typhoon and so on. Nigeria has a lot tourist attractions, and offers job opportunities to people. This makes people move into Nigeria, and therefore brings an increase in the population growth of Nigeria. The current population of Nigeria is 173,611,131. The Migration, Immigration and Causes are some of the things that influences the population growth of Nigeria. Figure 1/Nigerian Current Population. Source: www.tradingeconomics.com As seen from the table, Nigeria’s current population is 13.61 million. Nigeria has a growing population.

Events in History from 1820-1850 Essay -- American History

The period from 1820 to 1850 was a time where several important and diversified events in American history occurred. This period was a period of extreme reform. There were many conflicts during this period in which brought about great change. Such conflicts include the Gibbons vs. Ogden, Erie Canal, American Temperance Society, David Walker’s Appeal, Anti-slavery society, Sack of Lawrence, and the Dred Scott Decision. All of these events had one goal, to make the society a better, improved place for everyone, both in the North and South. Inside three people’s lives: free black man, slave women and a middle class white woman, none of them actually had the freedom and rights as opposed to today. If a middle class white woman was married, her life was controlled by her husband. She had no property rights and could not vote. The free black man could own property and vote in many states outside the South. The slave woman had no rights at all. Her "master" could rape her and she could do nothing about it. The economies of each region (North and South) at the time where really only similar in the way they were expanding and growing stronger. One way the two regions differed in economics was in the base of the economy. For example, the South’s economy was based on cotton farming, while the North’s economy was based on manufacturing. Because the South did not manufacture goods, they were forced to purchase finished products from the North- thus adding to the North’s economy. With the South’s money they would acquire cotton from the southern states. Also, in the South, there were little job opportunities for whites since slaves had the jobs in the field, unlike the North where jobs were abundant in factories for the unskilled workers. Many... ...made today. The period between 1820 and 1850 was an interlude of great reform. The conflicts discussed in this phase were crucial in the developments, such as the development of the political party Democrats lead by Andrew Jackson in 1832 and the Whig Party in 1836 showing resistance to Andrew Jackson’s ideas. Though the era did include of opposition in both the parties, but their ultimate goal was to make the society a better, improved place for the citizens, which did eventually occur. Works Cited †¢ Boyer, Paul S. "Chapter 14: From Compromise to Secession." The Enduring Vision: a History of the American People. Boston, MA: Wadsworth Cengage Learning, 2009. 412-42. Print. †¢ Harding, Vincent. 1981, There Is A River: The Black Struggle for Freedom in America. Vintage Books †¢ Nichols, Alice. "Bleeding Kansas." New York: Oxford University Press, 1954.

Ford Motor Company Marketing Strategy Essay example -- BTEC Business M

Ford Motor Company Marketing Strategy Ford Motor Company is one of the world’s largest producers of cars and trucks and one of the largest providers of automotive financial services marketing vehicles under the eight brands shown below. The Company is a publicly traded company listed on the New York Stock Exchange. During 2002, the company made 6.7 million vehicles and employed 328,000 people worldwide. Business partners include 25,000 dealers and more than 10,000 suppliers. Ford motor company offers a wealth of variety to the automotive consumer. As they start their second century of business, they are now in a position to appeal to the widest range of potential customers. Each of their automotive brands has a unique personality and holds a distinct place in the ford motor company family. Vehicle Brands   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Ford   Ã‚  Ã‚  Ã‚  Ã‚  Lincoln   Ã‚  Ã‚  Ã‚  Ã‚  Mercury   Ã‚  Ã‚  Ã‚  Ã‚  Mazda   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Volvo   Ã‚  Ã‚  Ã‚  Ã‚  Jaguar   Ã‚  Ã‚  Ã‚  Ã‚  Land Rover   Ã‚  Ã‚  Ã‚  Ã‚  Aston Martin AUTOMOTIVE SERVICE BRANDS Introduction The marketing orientation has become common in companies that make things for individual customers. It remains rare in heavy industry that produces steel, coal, oil, and paper, where the immediate consumers are other businesses. The transition from the production orientation to the marketing orientation is still going on. It is the most important but least understood revolution in human history, marking a decisive power-shift from institutions to individuals. In the production orientation, human enterprise asked first what we could make, and second whether anyone will want it. In the marketing orientation, we ask first what we want, and second how we can invent the means to fill that want. Production made people technology’s servants. Marketing makes us technology’s masters. The marketing revolution promises a golden age when social institutions and markets are systematically organized to maximize human happiness. One of marketing’s strongest features is its empiricism. What science did for perception, marketing does for production. It tests intuition and insight against empirical fact. Henry Ford thought he knew what people wanted from a car: cheap, reliable, and black. Ford sold millions of model-Ts in the 1920s with this mass marketing strategy. Then General Motors came along, segmenting the ma... ...icient/lower cost operator those competitors  Ã‚  Ã‚  Ã‚  Ã‚  12  Ã‚  Ã‚  Ã‚  Ã‚  10 10  Ã‚  Ã‚  Ã‚  Ã‚  Level of investment compared with operators (facilities, databases, technology, advertising, R&D and people developments)  Ã‚  Ã‚  Ã‚  Ã‚  8  Ã‚  Ã‚  Ã‚  Ã‚  8 Total score  Ã‚  Ã‚  Ã‚  Ã‚  100  Ã‚  Ã‚  Ã‚  Ã‚  90 Conclusion Ford Motor Company started the last century with a single man envisioning products that would meet the needs of people in a world on the verge of high-gear industrialization. Today, Ford Motor Company is a family of automotive brands consisting of: Ford, Lincoln, Mercury, Mazda, Jaguar, Land Rover, Aston Martin, and Volvo. The company is beginning its second century of existence with a worldwide organization that retains and expands Henry Ford's heritage by developing products that serve the varying and ever-changing needs of people in the global community. References 1  Ã‚  Ã‚  Ã‚  Ã‚  www. ford .com 2  Ã‚  Ã‚  Ã‚  Ã‚  www.prenhall.com 3  Ã‚  Ã‚  Ã‚  Ã‚  Financial report Ford motor company 2002.2003 and 2004 4  Ã‚  Ã‚  Ã‚  Ã‚  Letter from Bill Ford - Published by Ford Company 5  Ã‚  Ã‚  Ã‚  Ã‚  Marketing management -Philip Kotler 6  Ã‚  Ã‚  Ã‚  Ã‚  Strategic Management - Thompson,Strickland 7  Ã‚  Ã‚  Ã‚  Ã‚  Marketing Management MRKT 601 course notes 8  Ã‚  Ã‚  Ã‚  Ã‚  Marketing Management MRKT 601 course discussions

Levi’s Swot Analysis

TABLE OF CONTENTS 1. EXECUTIVE SUMMARY—————————————————————- 2. CURRENT SITUATION—————————————————————— 2-1-Strategic Posture 2. 2. Current Performance 3. CORPORATE GOVERNANCE——————————————————– 3-1-Board of Directors 3-2-Top Management 4. EXTERNAL ENVIRONMENT ANALYSIS—————————————— 4-1-Societal Environment 4-2-Task Environment 5. INTERNAL ENVIRONMENT ANALYSIS————————————— — 5-1-Corporate Structure -2-Corporate Culture 5-3-Corporate Resources 6. ANALYSIS OF STRATEGIC FACTORS —————————————— 7. STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY — 7-1-Review of Mission and Objective 7-2-Strategic Alternatives and Recommended Strategy 8. CONCLUSION—————————————————————————- BIBLIOGRAPHY————————————————————————- 1. EXECUTIVE SUMMARY 2. CURRENT SITUATION Levi Strauss & Co. s a privately held American clothing company known worldwide for its Levi's brand of denim jeans. The core Levi's was founded in 1873 in San Fr ancisco, specializing in riveted denim jeans and different lines of casual and street fashion. Levi Strauss received a U. S. Patent to make the first riveted men's work pants out of denim: the first blue jeans. The company briefly experimented (in the 1970s) with a public stock listing, but remains owned and controlled by descendants and relatives of Levi Strauss' four nephews. Levi Strauss & Co. s a worldwide corporation organized into three geographic divisions: Levi Strauss Americas (LSA), based in the San Francisco headquarters; Levi Strauss Europe, Middle East and Africa, based in Brussels; and Asia Pacific Division, based in Singapore. The company employs a staff of approximately 11. 400 people worldwide. 2. 1 STRATEGIC POSTURE Vision and Core Values Levi’s believes that business can drive profits through principles, and that core values as a company and as individuals give the company a competitive advantage. Empathy — walking in other people’s shoes Empathy begins with paying close attention to the world around. Levi’s listens and responds to the needs of customers, employees and other stakeholders. Originality — being authentic and innovative The pioneering spirit that started in 1873 with the very first pair of blue jeans still permeates all aspects of the business. Through innovative products and practices, the company breaks the mold. Integrity — doing the right thing Integrity means doing right by the employees, brands, company and society as a whole. Ethical conduct and social responsibility characterize company’s way of doing business. Courage — standing up for believes It takes courage to be great. Courage is the willingness to tell the truth and to challenge hierarchy, accepted practice and conventional wisdom. It means standing by Levi’s convictions and acting on beliefs. Levi’s is the embodiment of the energy and events of time, inspiring people from all walks of life with a pioneering spirit. Generations have worn Levi’s jeans, turning them into a symbol of freedom and self-expression in he face of adversity, challenge and social change. Customers forged a new territory called the American West. They fought in wars for peace. They instigated counterculture revolutions. They tore down the Berlin Wall. Reverent, irreverent — they took a stand. 2. 2. CURRENT PERFORMANCE For its first 100 years, Levi Strauss & Company was a private company. Relatives of founder Levi Strauss owned nearly all the stock, and company employees owned most of the remaining shares. In 1971, the company went public to finance growth and diversification. However, in 1985, the company again went private, which it remains today. In September 2004, Levi Strauss announced plans to sell its Dockers casual-clothing brand to Vestar Capital Partners (a private equity fund) and an apparel industry executive for about $800 million. Selling the Dockers brand would have allowed the company to reduce its heavy debt and refocus attention on turning around the Levi brand. However, the company soon changed its mind and chose instead to reinvest in and revitalize the popular Dockers brand. Recently the company produces only for men under Dockers brand. Its products are sold in more than 110 countries worldwide through a combination of chain retailers, department stores, online sites, and franchised and company-owned stores. As of August 28, 2011, the company operated 499 stores within 31 countries. Levi Strauss & Co. ’s reported fiscal 2010 net revenues were $4. 4 billion. Regional net revenues for the quarter were as follows: The reported net revenues increase in Europe was due to currency; net revenues were down on a constant-currency basis. Gains from the expansion of the company-operated retail network and the continued success of the Levi’s Curve ID collection for women were more than offset by declines in the wholesale business. Revenue growth in Asia Pacific, primarily driven by the Levi’s brand and continued expansion of the company’s brand-dedicated retail network in China and India, offset the revenue decline in Japan. Cash Flow and Balance Sheet As of August 28, 2011, cash and cash equivalents were approximately $231 million, and $337 million was available under the company’s revolving credit facility. Cash provided by operating activities during the nine-month period in 2011 was $17 million, compared with $96 million for the same period in 2010; the decline reflected higher inventories, due primarily to the increased cost of cotton, increased selling, general and administration expenses and increased pension plan contributions. Net debt was $1. 75 billion as compared to $1. 6 billion at the end of 2010. 3. CORPORATE GOVERNANCE 3. 1Board of Directors Fernando Aguirre, a director since July 2010, is currently Chairman of the Board, President and Chief Executive Officer of Chiquita Brands International, Inc. a position he has held since 2004. From 2002 to 2004, Mr. Aguirre served as President, Special Projects for The Procter & Gamble Company (P&G), a manufacturer and distributor of consumer products. From 1980 to 2002, he served P&G in various capacities, including in an executive capacity with P&G's Global Snacks and U. S. Food Products business. Mr. Aguirre is also a director of C oca-Cola Enterprises, Inc. Chip Bergh, a director since September 2011, is the President and Chief Executive Officer. He joined the company in September 2011. Prior to joining Levi Strauss & Co. , Mr. Bergh was Group President, Global Male Grooming, for The Proctor & Gamble Company (P), a manufacturer and distributor of consumer products. During his 28-year career at P, he served in a number of leadership positions. Mr. Bergh previously served on the Board of Directors for VF Corporation and on the Economic Board, Singapore, and was a member or the US-ASEAN Business Council, Singapore. Vanessa J. Castagna, a director since 2007, led Mervyns LLC department stores as its executive chairwoman of the board from 2005 until early 2007. Prior to Mervyns LLC, Ms. Castagna served as chairman and hief executive officer of JC Penney Stores, Catalog and Internet from 2002 through 2004. She joined JC Penney in 1999 as chief operating officer, and was both president and Chief Operating Officer of JC Penney Stores, Catalog and Internet in 2001. Ms. Castagna is currently a director of SpeedFC and Carter’s Inc. Robert A. Eckert, a director since May 2010, is currently Chairman of the Board and Chief Executive Officer of Mattel, Inc. , a position he has held since May 2000. He previously worked for Kraft Foods, Inc. for 23 years, most recently as President and Chief Executive Officer from October 1997 until May 2000. From 1995 to 1997, Mr. Eckert was Group Vice President of Kraft Foods, Inc. and from 1993 to 1995, Mr. Eckert was President of the Oscar Mayer foods division of Kraft Foods, Inc. Robert D. Haas, a director since 1980, was named Chairman Emeritus in February 2008. He served as Chairman of the Board from 1989 until February 2008. Mr. Haas joined Levi’s in 1973 and served in a variety of marketing, planning and operating positions including serving as our Chief Executive Officer from 1984 to 1999. Peter E. Haas Jr. , a director since 1985, is a director or trustee of each of the Levi Strauss Foundation, Red Tab Foundation, Joanne and Peter Haas Jr. Fund, Walter and Elise Haas Fund and the Novato Youth Center Honorary Board. Mr. Haas was one of the managers from 1972 to 1989. He was Director of Product Integrity of The Jeans Company, one of the former operating units, from 1984 to 1989. He served as Director of Materials Management for Levi Strauss USA in 1982 and Vice President and General Manager in the Menswear Division in 1980. Leon J. Level, a director since 2005, is a former Chief Financial Officer and director of Computer Sciences Corporation, a leading global information technology services company. Mr. Level held ascending and varied financial management and executive positions at Computer Sciences Corporation from 1989 to 2006 and previously at Unisys Corporation (Corporate Vice President, Treasurer and Chairman of Unisys Finance Corporation), Burroughs Corporation (Vice President, Treasurer), The Bendix Corporation (Executive Director and Assistant Corporate Controller) and Deloitte, Haskins & Sells (now Deloitte & Touche). Mr. Level is also currently a director of UTi Worldwide Inc. Stephen C. Neal, a director since 2007, became Chairman of the Board in September 2011. Mr. Neal is currently the chairman of the law firm Cooley LLP. He was also chief executive officer of the firm until January 1, 2008. In addition to his extensive experience as a trial lawyer on a broad range of corporate issues, Mr. Neal has represented and advised numerous boards of directors, special committees of boards and individual directors on corporate governance and other legal matters. Prior to joining Cooley LLP in 1995 and becoming CEO in 2001, Mr. Neal was a partner of the law firm Kirkland & Ellis. Patricia Salas Pineda, a director since 1991, is currently Group Vice President, National Philanthropy and the Toyota USA Foundation for Toyota Motor North America, Inc. an affiliate of one of the world’s largest automotive firms. Ms. Pineda joined Toyota Motor North America, Inc. in September 2004 as Group Vice President of Corporate Communications and General Counsel. Prior to that, Ms. Pineda was Vice President of Legal, Human Resources and Government Relations and Corporate Secretary of New United Motor Manufacturing, Inc. wi th which she was associated since 1984. She is currently a director of the Congressional Hispanic Caucus Institute and a mem ber of the board of advisors of Catalyst. 3. 2 Top Management in Turkey Hakan Atalay is the general manager of Levi’s Turkey since 2008. He graduated from Textile Engineering Department from Istanbul Technical University and he also has a graduate degree from the Management Department of Marmara University. He has a 16 years of experience in retail, sales and product management in local and multinational companies like Mexx Turkey, Network and Unitim. Lately he was the country sales director of Nike Turkey. He is now responsible for the management of Levi’s and Dockers brand operations and for the development of strategic vision of those brands in Turkey. Kayhan Ongun is the sales director of Levi’s Turkey since 2010. He graduated from Management Engineering Department from Istanbul Technical University and he has a Management of Business Administration degree from Rowan University. He worked at various sales positions in Michelin and Nike Turkey. Lately he was Football Sales Manager in Nike Turkey. Korhan Oz is the finance manager of Levi’s Turkey. Korhan Oz is a graduate of Istanbul University Department of Economics. He has in particular substantial experience in finance. He worked as Country Financial Controller at Ernst Audit, Intergen and Nokia and then worked as Executive Vice President for Financial Affairs at Krea Group. Orhan Ors is the Information Technology Director of Levi’s Turkey. He has been working for Levi’s for 22 years. Ozan Duman is the Human Resources Director of Levi’s Turkey since 2011. Lately, he was HR Manager of Kimberly Clark Turkey. Ipek Bekiroglu is the Marketing Manager of Levi’s Turkey since 2006. Lately, she was working as a Brand Manager in Carslberg Turkey. 4. EXTERNAL ENVIRONMENT ANALYSIS: OPPORTUNITIES AND THREATS 4. SOCIETAL ENVIRONMENT Socio-cultural Turkey has the youngest population in Europe with 31M under 25 and the population growth rate is 1. 35%. Life style changes heavily affect trends in casual apparel design and market. Being thin and skinny creates a trend in the market where skinny and tight jeans dominate the market. Economic There is a shortage in cotton supply in the world combined with high cotton prices due to several important factors: First, global stocks of cotton were drawn down sharply as less cotton was grown and shipped through the global supply chain due to competition from other crops. Second, climate changes and bad weather undermined global cotton production. Thirdly, government actions further aggravated the situation where India, one of the world’s largest cotton producers, slapped export quotas on raw cotton. And finally, demand for textiles and apparel rose. Retail landscape is evolving with the opening of many new malls and locations. In addition street store rents are increasing, so brands are investing on shopping malls in primary and secondary cities. In line with this development, traditional outlet stores on the highway breakpoints have been converted to outlet malls. Extended seasonal sale months, attractive promotions are offered throughout the year. There is high investment cost on one hand; as the average shop size is growing, rents are getting higher. On the other hand however, shopping malls have made significant discounts in their rents or currency rates have been fixed due to global crisis. Technological E-commerce is getting more popular with private shopping concept. (Trend-Yol, Markafoni and Limango are the main players in Turkish Market. ) Social media has a narrow effect right now but it is increasingly becoming a part of ompanies’ marketing strategies. Political legal There is continuous financial instability in Turkey that strongly affects the spending power of Turkish people. Income difference between regions is dramatic in Turkey which affects the spending power. However, lower income classes’ and regions’ spending is increasing. Environmental standards and regulations against hazardous jeans production are in creasingly applied by many countries and companies (The blue dust that stems while sanding jeans is a heavy irritant to the lungs). In the European Union, the Registration, Evaluation, Authorization and Restriction of Chemicals (REACH) regulations enacted 1 June 2007 require clothing manufacturers and importers to identify and quantify the chemicals used in their products. These regulations may even require manufacturers to inform consumers about potentially hazardous chemicals that may be present in their products. Actual end products are governed by stipulations of the European Equipment and Product Safety Act, which regulates the use of heavy metals, carcinogenic dyes, and other toxics used in textile manufacture. Additional consumer protection is offered by the European Union’s Oko-Tex Standard 100, a testing and certification program established in 1992. The standard gives the textile and clothing industry uniform guidance for the potential harm of substances in raw materials as well as finished products, and every stage in between—these include regulated substances as well as substances that are believed to be harmful to health but are not yet regulated (such as pesticides). The standard also governs elements such as colorfastness and pH value. Along with these standards, Levi Strauss and Co. Turkey does not produce jeans with sanding. 4. 2TASK ENVIRONMENT Rivalry among existing firms There is a heavy weight of local players in Turkish casual apparel market. Local retailers like Mavi, LC Waikiki, Colin’s, LTB (Little Big) have their own denim production facilities so that they can sell with reasonable prices. This fact that the competitors have low entry prices makes â€Å"price† the main differentiator. International and local brands are investing in key cities and key locations. (Zara, Mango, Adidas, Nike, Mavi, Colin’s). In addition, local competition is investing on O stores which are bigger than 200 sqm. Mavi was acquired by Turkven (private equity fund) with 35% share in 2008. The company has aggressive revenue targets and invests heavily in ATL communication. The company is focusing on head to toe look and as a result of this approach, their women and tops share increased. Colin’s is re-vamping the brand identity launched a new logo. The company focuses on O (owner and operator) model. In accordance with this approach, they re-fit O stores in major shopping malls. Lee is losing ground, they have no presence in stand alone stores, and they focus on department stores. LTB is re-fitting their O stores in premium shopping malls. Diesel has not been aggressive in communication for a long period. Jack & Jones is entering department stores. Grey market is an important factor that has a huge impact in the competition. The high number of grey market producers impacts the competition between the existing firms as especially the local denim producers try to differentiate themselves by price. Threat of new entrance New brands entered the market (H- 5 stores in 5 months) whereas local brands have elevated their retail environment to attract the young consumer. A will be opening their first store in Turkey in 2012. EFAS TABLE External FactorsWeightRatingWeighted ScoreComment SROpportunities O1Turkey’s young population 0. 103. 00. 3 O2E-commerce and social media; new distribution channel0. 053. 00. 15 O3Malls; increasing number of shopping malls0. 105. 00. 5 O4Seasonal sale months extension, attractive promotions0. 04. 00. 4 O5Life style changes; new products0. 104. 00. 4 O6Environmental standards and regulations0. 052. 00. 1 Threats T1Financial instability0. 105. 00. 5 T2Grey market0. 103. 00. 3 T3High operational costs (O)0. 104. 00. 4 T4Marketing investments of the local brands0. 054. 00. 2 T5Increasing number of new competitors0. 053. 00. 15 T6Low cotton supply and high cotton prices0. 105. 00. 5 Total1. 003. 9 5. INTERNAL ENVIRONMENT ANALYSIS: STRENGTHS AND WEAKN ESSES 5. 1CORPORATE STRUCTURE The worldwide leadership team, which includes the CEO and ten executives, sets the company’s overall direction and is responsible for all major strategic, financial and operational decisions. Many of the senior-most leaders have risen through the company ranks over the past two or three decades. But to maintain the lead in the fast-changing fashion industry Levi’s leadership team also includes executives who bring leading-edge expertise and new ideas from other consumer companies and other industries. Levi Strauss Co. as a corporation has operations divided under three main regions: Asia Pacific, Europe and America. The company has headquarters in Singapore, Brussels and San Francisco. Every region is under the management of a Vice President. Country General Managers are directly reporting to their respective Regional Vice Presidents. In Turkey, human resources, information technology and finance departments are directly reporting to their respective region and they are indirectly reporting to Turkish General Manager. However, sales and marketing departments are directly reporting to Turkish General Manager and they are indirectly reporting to their respective region. Retail Operations and Sales Manager and Wholesale Sales Manager are directly reporting to Sales Director. Retail Operations and Sales Manager manages four District Managers and Wholesale Sales Manager manages three Account Managers in Turkey. 5. 2CORPORATE CULTURE Levi Strauss & Company as a multinational company embodies its vision that has four main values at the core: empathy – walking in other’s shoes; originality – being authentic and innovative; integrity – doing the right thing; and courage – standing up for what they believe. In addition to guiding the strategic decisions and actions, the company’s values also guide its social responsibility in various ways – through the grants provided by the Levi Strauss Foundation, through the support provided to communities in which it has a business presence, through its employee community-involvement program, and through its ethical code of conduct for its business partners. The company’s strategic move to outsourcing has presented its own challenges because of Levi Strauss’ strong commitment to socially responsible business practices. In 1991, Levi Strauss became the first multinational company to establish a comprehensive ethical code of conduct for its alliance partners in manufacturing and finishing. This code, titled the Global Sourcing and Operating Guidelines, establishes business practices such as fair employment, worker health and safety, and environmental standards. The company remains committed to ensuring compliance with its â€Å"Code of Conduct† at all facilities and works onsite with its contractors to develop responsible business practices and continuous improvement. Trained inspectors closely audit and monitor the contractors and if it is determined that a business partner is not complying with the terms, Levi Strauss requires that the partner implements a corrective action plan within a specified time period. If a contractor fails to take corrective actions, the business relationship is terminated. By nature, the company is externally focused and determined to stay that way. This means constantly scanning developments that affect the business, and acting on that information to surprise their customers. The above are part of Levi Strauss’ global corporate citizenship culture. To make these to also diffuse to Turkish Levis’ employees working environment, the top management team is making radical moves. 5. 3CORPORATE RESOURCES STRENGTHS Levi Strauss and Co. is a member of Better Cotton Initiative. Better Cotton is a different way to grow cotton that decreases the negative environmental impacts and has the potential to improve the livelihood of the 300 million people involved in cotton farming worldwide. At its heart, the Better Cotton Initiative aims to make all cotton grown around the world more sustainable by reducing water and chemical use (including pesticides and fertilizers), protecting the health of the soil and promoting important labor standards including bans on child labor. The Better Cotton Initiative also focuses on training and empowering farmers to improve their long term financial profitability. This is a conscious effort made by all partners of the Better Cotton Initiative to help prevent prices for Better Cotton from rising dramatically in the short term. This is an advantage on behalf of Levi? s Turkey as the competitors in Turkish market are not involved in this initiative. Levi’s always had been described as a fashion innovator, as the company created the jeans market. The company continues to recognize the importance of the right products to its future success. One of Levi Strauss’s critical strategic goals is to â€Å"innovate and lead from the core,† and it continues to introduce product innovations. For instance, since 2001, the Advanced Innovation Team for the Dockers line has introduced several groundbreaking product innovations. For instance, in 2004 and 2005, the team developed three new and exclusive product innovations. The first was the Never-Iron Cotton that dramatically minimizes wrinkling. Another was the Thermal Adapt Khaki pants that adjust to body temperature. And the third was Dockers Shirts with Perspiration Guard, a special finish that wicks away moisture from the body and eliminates the appearance of perspiration marks. This is a strength that differentiates Levi? s from its competitors. In addition to this, the company recently decided to make a tradeoff and it stopped producing for women under Dockers brand. This is another wise strategic move on behalf of the company. And furthermore- in line with the above tradeoff- Levi’s was one of the first companies to tap into the mass customization trend by offering made-to-order jeans. In 1999, the company announced that it would begin offering customized versions of its classic denims to fit every woman’s body type, but this move was not successful at that time. In 2011, the company re-launched the same project under the name of â€Å"Curve ID† for women and now it proved to be a great success to regenerate growth on women? s product line. This is another important advantage that makes the brand stronger than the other brands. Youth panel- as a method of consumer-driven brand innovation- is a qualitative consumer panel focused on the consumer typologies that the company believes exercise greatest influence on the dynamics of change within the casual apparel market. The panel has been built up in most fashion significant European cities and comprises between 50 and 100 of the most fashion-forward youth. It is convened twice a year to fit into the line development calendar. This tool is strength for Levi? as it provides the best indication the business has of how much momentum a particular trend has in it, and so serves to guide both general businesses forecasting as well as specific product life cycle management. Every second quarter the brand and design teams dedicate a day to working with the insights coming out of the panel. It helps set the strategic agenda and also enables some very effective and immediate trouble- shooting. WEAKNESSES One of the company’s most valuable assets is its Levi’s brand. However, that venerable Levi’s brand had lost much of its popularity. Although Levi Strauss has one of the best-known names in the world, its market power has declined. An annual ranking of global brands with the most impact showed Levi’s ranked at number 32 in 2001, number 34 in 2002, and number 56 in 2003, and rebounding to number 44 in 2004. The products that baby boomers in the 1960s defined as hip and anti-establishment were now perceived as non-trendy and dull. In the brutally competitive apparel market, that type of image, particularly with younger consumers, has proven to be a disadvantage. As a way to span the consumer market, the company launched several new brands in USA and several other countries. But the same product strategy is not applied in Turkey and the product range is not diversified to cover all customer segments as far as price competition is considered. The company chose to stick with low-tech, in-store posters and other promotions; rather than mass media coverage – television and print ads which the biggest competitors in Turkey extensively use. The company doesn’t invest on brand image and use localized advertisement. But the competitors are using constant brand communications strategy including celebrities, outdoor events. IFAS TABLE Internal FactorsWeightRatingWeighted ScoreComment SRStrengths S1High brand awareness 0. 155. 00. 75 S2Member of Better Cotton Initiative0. 053. 00. 15 S3Advance innovation competence0. 154. 00. 60 S4Profit growth0. 103. 00. 30 S5Product category fragmentation (Curve id-women; Dockers- men)0. 104. 00. 40 Weaknesses W1Inflexible pricing strategy 0. 155. 00. 75 W2Misuse of marketing communications budget0. 154. 00. 60 W3Brand image deterioration 0. 155. 00. 75 Total1. 004. 30 6. ANALYSIS of STRATEGIC FACTORS A. SITUATIONAL ANALYSIS SWOT- SFAS TABLE SRInternal FactorsWeightRatingWeighted ScoreComment S1High brand awareness (global reach and scale)0. 05. 00. 50 S3Advance innovation competence0. 105. 00. 50 S5Product category fragmentation (Curve id-women; Dockers- men)0. 053. 00. 15 S6Financial strength0. 054. 00. 20 W1Inflexible pricing strategy 0. 054. 00. 20 W2Misuse of marketing communications budget0. 053. 00. 15 W3Brand image deterioration 0. 105. 00. 50 O1Turkey’s young population 0. 055. 00. 25 O3Malls; increasing number o f shopping malls0. 104. 00. 40 O4Seasonal sale months extension, attractive promotions0. 054. 00. 20 O5Life style changes; new products0. 053. 00. 15 T2Financial instability0. 055. 00. 25 T3Grey market0. 053. 00. 5 T4High operational costs (O)0. 104. 00. 40 T5Marketing investments of the local brands0. 054. 00. 20 T6Increasing number of new competitors0. 053. 00. 15 Total1. 03. 70 7. STRATEGIC ALTERNATIVES and RECOMMENDED STRATEGY 7. 1 Review of Mission and Objective 7. 2 Strategic Alternatives and Recommended Strategy TOWS MATRIX Internal FactorsStrengths S1. High brand awareness (global reach and scale) S2. Member of Better Cotton Initiative S3. Advance innovation competence S4. Profit growth S6. Financial strengthWeaknesses W1. Inflexible pricing strategy W2. Misuse of marketing communications budget W3. Brand image deterioration External Factors Opportunities O2. E-commerce and social media; new distribution channel O3. Malls; increasing number of shopping malls O4. Seasonal sale months extension, attractive promotions O5. Life style changes; new products1. Levis can continue to growth with new openings in different malls 2. Through high brand awareness, easy to take place in social media and cooperate with e-commerce websites as new distribution channels 3. Levis can adapt its products for different preferences1. New online campaigns to improve the brand image Threats T2. Grey market T5. Increasing number of new competitors T6. Low cotton supply and high cotton prices1. Developing new production technologies in order to use the raw materials effectively 2. Support social responsibility initiatives worldwide 1. Assessment of local competitors in order to redesign the marketing campaigns Recommended Strategy Functional strategy, marketing strategy; positioning should be made according to the target audience. Through social media and online campaigns Levis can improve its brand image and can reach Turkey’s young population. After several researches, it has been found out that the potential age group for both men and women is 14-25 in Turkish casual apparel market. However, it must also be taken into consideration that it is the 18-35 age group that consumes more and that women are the ones who increase the overall sales in general. The private shopping companies are growing very fast in Turkey. Levis can use e-commerce websites as new distribution channels to improve the brand penetration among 24-35 years old, worker segment. Levis is using its global marketing communications campaigns in Turkey, as they are. The company does not try to assess its competitor’s strategies or to adapt the tone of the messages according to local needs and preferences. However the local competitors are really aggressive in communication. Levis has to redesign its communication campaigns and reallocate its marketing budget. 8. CONCLUSION BIBLIOGRAPHY 1)http://www. levistrauss. com/ 2)Company’s 2012 plan 3)Company’s distribution strategy 4)Inspiring the organization to act: a business in denial, International Journal of Market Research Vol. 44 Quarter 2, 2002, the Market Research Society 5)Denim Pazar? nda Marka Konumland? rmalar? n? n Karsilastirilmasi,

Why Hitler’s Actions, the Treaty of Versailles and the Policy Appeasement Contributed to the Outbreak of War in Sept?

The Policy appeasement contributed to the outbreak of war in sept. 1939 because by appeasing Hitler Britain and France gave him the confidence to believe he could ask for anything he wanted. This only reinforced what they’d already shown him, which was they wouldn’t take action if he wanted him broke the treaty, such as when he took over other parts of Europe, such as Sudetenland in 1938 and reoccupying the Rhineland.This made him stronger and more powerful, which made him more likely to start a war because he thought he was more likely to win or for Britain and France not to react in the first place because even though they said that they’d start war if he attacked Poland, he didn’t believe they would. So he invaded and WW2 broke out as promised. Appeasement couldn’t ever of stopped Hitler; it merely suspended war, which made war more likely in sept. 1939 because it gave Britain and France more time to re-arm which meant they were more likely to de clare a war they could actually win.The treaty of Versailles contributed to the outbreak of war in sept. 1939 because they were overly harsh towards Germany which effected every aspect of life in the country which left the population angry and vengeful. This lead to Hitler’s uprising because he promised to abolish the treaty and get Germany back on its feet, which meant in 1933 he had the power to put in motion his plans for Germany that would lead to War. He Joined with Austria, rearmed and reoccupied the Rhineland, this not only went against the treaty it also made Germany stronger and more ready for War.The treaty of Versailles also contributed to war in sept. 1939 because it made Britain and France more likely to follow the above appeasement policy. Many people after WW1 was fully over started to believe the treaty was way too harsh on Germany, this meant Britain and France felt Germany deserved the land. Which in turn made Germany stronger because of the mineral resource s such as Iron and Coal Hitler could use to fuel his military and country as a hole and also meant more men to fight on Germanys side. Which made war more likely as Germany would be stronger and therefore Hitler would be more likely to start a fight.Hitler’s actions lead to War in Sept. 1939 because he was an aggressive dictator with clear aims to abolish the treaty, get Germany an empire and unit German speakers. In other words make Germany great again. He also wanted to re-arm which would allow him to both break the treaty and expand because he knew other countries weren’t just going to let him walk in and take over, he expected a fight, and so he needed arms. This would also achieve his other aim to create Lebensraum that was living space for German people.These aims lead him to invade Czechoslovakia and Poland, which lead to War in sept. 1939 when they’re allies came to help. Without Hitler’s drive to meet his aims the War might not of happened at all . Another way in which Hitler’s actions contributed to war in Sept. 1939 was because his aims appealed to the German public. He promised a new Germany, better, stronger, without the treaty. Germany were in an economic depression they’d do anything to get out of, this meant they were open to Hitler’s aggressive nature, and this helped bring him to power in 1933.If Hitler wasn’t in power he couldn’t of carried out his actions. In conclusion all three contributed to the war but they all worked together. The treaty of Versailles made Germany want revenge, which lead to Hitler’s popularity because he promised to abolish it, which lead to him gaining power, which meant he could carry out his plans, so Britain and France either had to appease him or start a war. In the end they did both, but by appeasing him first they also made war more likely because it encouraged Hitler’s confidence, so he felt more comfortable taking bigger and bigger ri sks.