Showing posts with label Case Study. Show all posts
Showing posts with label Case Study. Show all posts

Case Study- Cola Wars Continue: Coke and Pepsi in the Twenty-First Century



Summary:

"Cola Wars Continue: Coke and Pepsi in the 21st Century” explains the economics of the soft drink industry and its relation with profits, taking into account all stages of the value chain of the soft drink industry. By focusing on the war between Coca-Cola and PepsiCo as market leaders in this industry – with a 90% market share in carbonated beverages – the study analyses the different stages of the value chain (concentrate producers, bottlers, retail channels, suppliers) and the impact of the modern times and globalization on competition and interaction in the industry.

Analysis:

It is quite clear that there was a “war" between Coca-Cola and PepsiCo: not only have they been rivals for ages but they have always followed each other’s moves. In the late 1950s, the beginning of World War II, both companies started to make it clear in their advertising that competition existed between them, creating campaigns that recognized the existence of competitors. However, according to Roger Enrico, former CEO of PepsiCo, the brand would have a tough time being an original and lively competitor if it wasn't for Coke. In fact, this statement proves the existence of a war, but it also proves that both companies actually benefitted from this war.

The warfare must be perceived as a continuing battle without blood. Without Coke, Pepsi would have a tough time being an original and lively competitor. The more successful they are, the sharper we have to be. If the Coca-Cola company didn't exist, we would pray for someone to invent them. And on the other side of the fence, I'm sure the folks at Coke would say that nothing contributes as much to the present-day success of the Coca-Cola Company than...Pepsi.

To understand the profitability of the industry, I used the Porter Framework, where I identified the forces close to the firms affecting their ability to serve customers and make a profit: threat of substitute products, threat of new entrants, bargaining power of suppliers, bargaining power of buyers, and competition from internal rivals.

Porter’s Five Force Analysis


Issues and Recommendation:

The main issue with CSD industry is that the smaller brands are loosing because of the entry barriers. Smaller brand, sometimes even better in taste, can fail miserable due the amount of marketing efforts and investment in distribution channels done by Coke and Pepsi.

Innovation is the key to success but not for the price of losing the current loyal customer. A Positive Innovation always helps in improving the current market. Coke and Pepsi should always try to positively innovate their product through different campaigns and strategies. The move by Coke to introduce new favor in the market was completely a negative innovative strategy. Instead they could have invested more on marketing strategies and increased their distribution channel or provided promotion in sales. Brand name is the most important factor for profitability and that comes for loyal customers following the brand. Consumer might be willing to pay a premium price to get their favorite drink but wont appreciate any change in the most liked product.

The concentrate business is more profitable than the bottling business and bottlers are vulnerable to the decisions taken by the concentrate business. It is not so clear whether the cola wars really took place and that both businesses profited from that. The tools used in this war were ranging from marketing campaigns to the enhancement of the delivery services and the modernization of plants, introducing new flavors and packing.

The effects of this war were on the industry's profitability. The competition for supermarket shelf space led to a decrease in retail prices and as a result of intense competition, bottlers saw an increase in capital requirements followed by a decrease in margins. Sustaining profits in a market which is giving more and more importance to the non-carbonated drinks can be difficult task to achieve, but there are some measures that could help both companies in reaching it: diversification, marketing, focus on core products, emerging markets, innovation, market research etc.

Case Study- EVA Incentive Scheme, The TCS Approach & Experience




Introduction –
                         The case examines the compensation management system at TCS based on the EVA model. With the implementation of EVA based compensation, the salary of employees comprised of two parts - fixed and variable. 
The variable part of the salary was arrived after considering Corporate EVA, Business unit EVA and also individual performance EVA. The new system was implemented successfully and it helped the company identify the non-performers.
 The company also benefited a great deal in retaining talent. However, it also received criticism from several quarters for 'putting golden handcuffs on excellent performers.

Company Background –
                                       TCS started operations in 1968, as a division of Tata Sons Limited, one of Asia's largest business conglomerates, with a wide range of interests in engineering, telecommunications, energy, financial services and chemicals. The initial journey in the IT business was not easy for TCS. 

During the first two decades of its operations, TCS faced many hurdles due to the rigid government licensing system, which made it difficult to import computers. Describing the difficulties in doing business during those times, "It would take us two years in India and almost a year in the US to get all the clearances we needed to import computers. By the time we got the approvals, the model of the computer would have changed.

The EVA Model
                               TCS adopted EVA in 1999, when the company had a staff of around 15000, working at several locations across the world. Through the EVA model, TCS aimed at creating economic value by concentrating on long term continuous improvement.
VA measured operating and financial performance of the organization and the compensation of all employees was linked to it. TCS went in for the EVA as during that time, the company was not a public limited company and hence could not have a stock option plan. There were several people who played an important role in the success of the organization, who needed to be recognized. As there was no wealth sharing mechanism in place, EVA was adopted to focus on continuous improvement rather than short term goals and also to motivate employees

The Benefits
                                The benefits of EVA were realized across all levels in the organization. Employees became aware of their responsibilities and their share in increasing the EVA of the unit and organization. All the units could determine how they had fared against the targets.
The bonus banks also helped in sustaining performance from the individuals, with close relationship between pay and performance. There was an increased sense of belonging among the employees and the employees were motivated to increase their contribution as they were also equally benefited by the increase in EVA.

EVA was not just a performance metric but an integrated management process aimed at achieving long term goals. One of the major benefits of implementing EVA in TCS was increased transparency in the organization. The internal communication within a unit had increased considerably.

The Drawbacks

                                  The EVA-based compensation system received severe criticism during the initial years of its implementation. Industry analysts commented that EVA concentrated mainly on return on investments, due to which the growth of TCS could be restricted. In 2003, TCS caused uproar in the IT industry when it reduced the variable salaries of employees by 10%. This was the initial impact of EVA which was implemented in the company from April 01, 2003.

Case study- Performance management system at Bharti Airtel






Introduction-
                           Bharti Airtel Limited was one of the world's fastest growing telecom companies
That carved for itself a leadership position in the global telecommunications sector. In October
2007, it achieved the distinction of becoming the fastest private telecom company in the world to reach the landmark of 50million customers in a single country, within a short period of 143 months of start of operations. It was India’s leading private sector provider of telecommunications services, covering a wide spectrum comprising mobile, fixed line, broadband and enterprise services. As of December 2007 it was India's largest integrated private telecom service provider with 55.16 million mobile subscribers constituting a market share of 24.09% of the entire mobile telephone industry.

Bharti Airtel was the first telecom company to have an All-India footprint by covering all the 23 telecom circles of India.
It was one of the five largest companies in India in terms of the market capitalization and the flagship organization of Bharti Enterprises, one of India’s leading business groups with diverse interests such as telecom, agro products, insurance and retail. Its brand 'Beetel' was the country’s largest manufacturer and exporter of world class telecom terminals.




Case Analysis


Strengths
                With the key result areas that are used for measuring individual Performance, managers are able to focus their efforts and energies in the right direction and be rewarded for the same. The appraisal is based more on facts than on value judgments or intuitions and gives appraise full opportunity to discuss his point of view. Every employee giving in writing their goals for the next financial year is extremely beneficial since it ensures transparency in the process and builds up the manager’s trust and confidence in the system, thereby increasing his motivation and commitment towards work. A set of Performance factors that are used to evaluate employee’s help in converging the objectives of the individual and the company and helps organization in reaching a position of excellence and sustained growth
Problems
                  The Performance appraisal form of each employee passes through a number of heads and needs to be signed and rechecked by a number of VP‘s, which may create lot of confusion and waste large amount of time. The appraisal comprises of lot of comments and remarks by various heads and VP’s rather than simple grading on the basis of points, which is not so practical and convenient in evaluating. The appraisal system is done yearly and not quarterly. Rewards based on appraisal system are given only occasionally which hampers the motivation of the employees. Employees don’t get feedbacks properly as a result they can’t work properly on it.

I have recommended the following:
                                                            Broader HRD base: One other thing to be noted is that there is only one HRD office for the whole organization, which is not sufficient enough. The company should have a few more of these department controls set up to make it reachable to every employee of the organization.
The appraisal system should be done on half yearly basis that is at least one appraisal system in every 6 months. This helps the employees to keep a track of their own performance also.
The rewards based on appraisal system should be given often and regularly; this gives motivation to the employees. The rewards should be given either in monetary basis or reward basis.
Appraisal should be done by the very next boss (e.g., Sales manager should appraise the business executive who are working under them only). If the VP’s do the appraisal system in many cases it is found that they are not fully aware of the person’s performance.

Case Study- Infosys(A)-Strategic Human Resources Management,







Introduction-
                         After a decade of fast growth, going from 250 employees to 15,000 employees and from $5 million in revenue to $754 million as well as being ranked No. 1 in the Business Today Best Employer survey, Infosys Group felt a rude shock in 2003 when it fell off of the Best Employer List completely. Because of this disaster, the leadership of the company held a meeting in November of 2003 to set a new and aggressive milestone for the company: to ensure that Infosys Group was on the Top Ten lists of both Best Performing Companies as well as Best Employers by 2007. While leadership set this seemingly attainable goal, the HR team knew it would be no easy task as no large organization had ever been able to achieve this distinction because of the need to control costs for financial performance and the spending required for employee satisfaction. The fact that Infosys fell completely from the Best Employers list caused a huge media uproar and commotion in the industry, and the situation was referred to as the “downfall” of the poster child of the Indian software industry.  As Infosys continued its growth, the HR team knew it needed to prevent crises like this from happening in the future, but they did not have a model or path to follow.
Background-
                         In 1981, after working in the public sector and at a start-up software firm in India, Narayana Murthy, along with six others, left their jobs at the software firm and founded Infosys with only $250 borrowed from their spouses. From the start, Murthy and his six colleagues shared a vision of creating wealth in a legal and ethical manner. Youngest cofounder and current CEO Nandan Nilekani stated that they wanted to build a company that “was professionally owned and professionally managed, with good corporate governance, good employee management, and good ethics.”
            The bureaucratic and heavily regulated governmental environment in India in the 1980s made it very difficult for Infosys to get off the ground; taking 12 months and 15 visits to Delhi to get permission from the government to import a computer and one year to get a phone line. The issue of foreign exchange for travel abroad was controlled through the Reserve Bank of India, and all of these constraints meant longer lead times in executing business. By 1986 Infosys still only had one client and by 1989 when the U.S. government put a restriction on the number of B1 visas it issued each year, Infosys was no longer able to visit its customer locations in the U.S. and the company was at a point where it was almost completely dissolved. After one of the cofounders left the company to pursue other opportunities in the U.S., the remaining cofounders discussed dissolving or selling the company, but when Murthy offered to buy out their shares to continue the company, the rest of the cofounders decided to stay in it with him.
            The HR team at Infosys continued to make attempts to make the workplace more fun and meaningful, however even though they instituted a number of programs and events to do so, employee discontent continued to rise. As it continued to grow with each passing year, the diversity and disparity of the employee hierarchy was becoming more apparent and middle and senior managers were not in touch with the rapidly changing realities of the employees at lower-levels. Managers were unable to understand the frustrations of the lower-level employees who were doing less interesting work and found it challenging to take a hands-on approach to management and also struggled with effective delegation as their responsibilities expanded. This ultimately led to a high turnover rate, even though the company was expanding and growing, which meant high employee costs because of the need to build up recruiting efforts. 
           
Problem Analysis
The Problem
           In 1999 Infosys decided to implement a series of changes including building a portfolio of core companies and services and reorienting the way people were measured, compensated, promoted, and rewarded in an effort to improve productivity, cost-competitiveness, and efficiency.  After changes were made including the introduction of a variable pay structure across the entire organization,  flattening the organization by removing eight of its fifteen layers, and a promotion policy that depended on the needs of the organization rather than solely on the individual’s performance and seniority, Infosys remained high on the Best Employer lists in 2001 and 2002. In 2003, however, Infosys fell off of the lists completely, shocking everyone else in the industry as Infosys had always been recognized for its path-breaking HR practice.
Upon analysis of the situation, the Infosys management realized that the changes that had been initiated since 2001 had an unintended impact in de-emphasizing the traditional culture of Infosys, which was a small company and collegial environment where processes and policies were flexible and customized to individual needs. Challenges in managing expectations and communication within the large organization led to employees being doubtful about the impact of the changes as well as being unclear about the rationale behind the changes, which appeared to be benefiting the company at the expense of the employees (Delong & Rengaswamy, 2005).

Possible Solutions-
                                    Even though Infosys has consistently known for its outstanding HR practices and employee satisfaction, it has experienced many ups and downs in the way its employees feel about the work environment. Much of this can be attributed to the growing pains that come with such rapid growth that Infosys experienced. When a company is doubling in size each year and constantly evolving, it is challenging to manage communication with employees, which I feel is one of the biggest causes of the problems with the employee dissatisfaction at Infosys. Communication is a free and simple thing that can cause employees of a company to feel valued and worthy, as well as help them understand where they fit into the company and what their role means the company as a whole. One of the biggest complaints over the course of Infosys’ history was that employees felt as though they were losing the ability to do meaningful work and weren’t clear as to how they fit into the changing policies and practices that were being implemented at the company.
            Another possible solution would be to try to make moves to bring the original small and collegial feel of the company back because it seems as though that is another one of the biggest complaints from the employees over time. While it usually doesn’t hurt, improving employee satisfaction doesn’t always have to be done through spending a lot of money. I think that the solution that Infosys really needs is related to changing the work environment so that the employees feel valued and as though they are doing meaningful work.

Recommended Solution-
                                                 Strategic Human Resources Management is all about balancing human resources so that the company is meeting the needs of its employees and the employees are meeting the needs of the company (WiseGeek). If this is not balanced, either the employees or the company will suffer, or sometimes both. The solution that I recommend for the improvement of employee satisfaction at Infosys is a focus on improving communication within the organization. I believe that if communication is improved and managers work more closely with their employees, the employees will gain a better understanding of their roles within the company, the value they are providing to the company as a whole through the work they do, and how decisions that are made by the management ultimately impact them. I also think that if the managers work more closely with the lower-level employees, they will gain a better understanding of the issues and frustrations that the lower-level employees might be facing which will help them take steps to improve any problems that might be occurring. Companies who work hard to meet the needs of their employees can cultivate a work atmosphere conducive to productivity. Strategic Human Resource Management is the best way to achieve this because by being able to plan for the needs of employees by thinking ahead can help to improve the rate of skilled employees who chose to remain working for a company, which then improves the employee retention rate and can reduce the money companies spend on finding and training new employees (WiseGeek). In the case of Infosys, the greatest employee need is to feel as though they are doing meaningful work and to understand where they fit into the ever-growing organization and how the changes that are made impact them, and that is not something that money or material benefits can help achieve.

Case study - Barista Coffee Company Limited




Abstract:

                      Barista has emerged as a leading coffee chain in India. It was the first to sense the latent need of Indian consumers wanting not just a product but a complete coffee experience. The case describes the key factors contributing to the growth of Barista. It discusses the dilemma faced by the company on adopting the franchise model to further expand its chains of café in the country. Its top management has to take important decisions related to the pricing and product mix.
Introduction to Case:

                                                 Barista Coffee Company Limited operates a chain of espresso bars and cafes. The company offers various beverages, including hot and cold coffees, mocktails, iced and hot teas, drinks, hot chocolates and steamers, ice cream blended coffees, fruit smoothies, and granitas and sparkles. It also provides food products, such as sandwiches, snacks, and desserts. In addition, the company offers various merchandise, which include sippers, mugs, cashew and fig cookie tins, business card holders, coffee makers, jars, steel key chains, plungers, steel coasters, and gift vouchers. Barista Coffee Company Limited was founded in 2000 and is based in Noida, India.
                                                                                      In the case there is a deep discussion about the barista is presented Barista was started to give the youth an altogether a different experience. Outlets were designed for the youngsters in the age group of 15-29. Barista’s focus was to fill up the gap between coffee vending machine and the expensive 5 star coffee shops. Barista had a tie-up with Elle18 and launched lipsticks after the name of its beverages. It tied up with Tata Teleservices for offering Internet to the consumers. The company started franchising the parlors as internal resources were not enough. In April 2003, prices at barista were cut down by 25-30% In October 2003, 10 stores were shut down.

Problem Identification:
                                               In the case the Main Problem which is identifiable & discusses the dilemma faced by the company on adopting the franchise model to further expand its chains of café in the country. Its top management has to take important decisions related to the pricing and product mix.

Proposed Question:
Ques1. Is Barista just another fad or a revolution?
Ques3. Has Barista been a victim of Expansion versus Quality?

Solution:
                     After Analyzing whole of the case it is analyzed that Barista is just another fad and not a revolution. They are confused about their product positioning as well as the target audience. Their brand image is not strong enough to make it as a revolution. People just assume it to be any other coffee serving place.
                Yes, according to me it has failed. Barista’s main focus remain on expansion rather than focus on the core and the basic requirements. It does not focus on correct target market, ad positioning, rather it focuses on expansion. It should concentrate more on quality, advertising, and innovative tastes of coffee. It should do proper research to select the market where the parlor is to be opened.

Learning in the case:

                                               The case gives give the good learning about strategic marketing and it also describes the key factors contributing to the growth of Barista there is also a good learning the important decisions related to the pricing and product mix and how it affects the entire company strategies.


                                                       /---------------------------------\
                                                                         Thank You
                                                       /---------------------------------\

Case Study- GREENBACK






Q. 1 Discuss the various factors which influence the exchange rate of US Dollar?

Answer:
                Exchange rates are determined by supply and demand. For example, if there was greater demand for American goods then there would tend to be an appreciation (increase in value) of the dollar. If markets were worried about the future of the US economy, they would tend to sell dollars, leading to a fall in the value of the dollar.
Note:
·         Appreciation = increase in value of exchange rate
·         Depreciation / devaluation = decrease in value of exchange rate.
       Main Factors that Influence Exchange Rates
1. Inflation-
             If inflation in the UK is relatively lower than elsewhere, then UK exports will become more competitive and there will be an increase in demand for Pound Sterling to buy UK goods. Also foreign goods will be less competitive and so UK citizens will buy less import.
Therefore countries with lower inflation rates tend to see an appreciation in the value of their currency.
2. Interest Rates
                         If UK interest rates rise relative to elsewhere, it will become more attractive to deposit money in the UK. You will get a better rate of return from saving in UK banks; therefore demand for Sterling will rise. Higher interest rates cause an appreciation. This is known as “hot money flows” and is an important short run factor in determining the value of a currency.
3. Speculation
                       If speculators believe the sterling will rise in the future, they will demand more now to be able to make a profit. This increase in demand will cause the value to rise. Therefore movements in the exchange rate do not always reflect economic fundamentals, but are often driven by the sentiments of the financial markets. For example, if markets see news which makes an interest rate increase more likely, the value of the pound will probably rise in anticipation.
4. Change in Competitiveness
                                             If British goods become more attractive and competitive this will also cause the value of the Exchange Rate to rise. This is important for determining the long run value of the Pound. This is similar factor to low inflation.
 5. Relative strength of other currencies.
                                                            In 2010 and 2011, the value of the Japanese Yen and Swiss Franc rose because markets were worried about all the other major economies - US and EU. Therefore, despite low interest rates and low growth in Japan, the Yen kept appreciating.
6. Balance of Payments
                                  A deficit on the current account means that the value of imports (of goods and services) is greater than the value of exports. If this is financed by a surplus on the financial / capital account then this is OK. But a country who struggles to attract enough capital inflows to finance a current account deficit, will see a depreciation in the currency. (For example current account deficit in US of 7% of GDP was one reason for depreciation of dollar in 2006-07)
7. Government Debt.
                              Under some circumstances, the value of government debt can influence the exchange rate. If markets fear a government may default on its debt, then investors will sell their bonds causing a fall in the value of the exchange rate. For example, Iceland debt problems in 2008, caused a rapid fall in the value of the Icelandic currency.
For example, if markets feared the US would default on its debt, foreign investors would sell their holdings of US bonds. This would cause a fall in the value of the dollar.
8. Government Intervention
                                          Some governments attempt to influence the value of their currency. For example, China has sought to keep its currency undervalued to make Chinese exports more competitive. They can do this by buying US dollar assets which increases the value of the US dollar to Chinese Yuan.

Many reasons influence the exchange rate of US dollar:

There are many factors that influence the exchange rate of US dollar. Generally speaking, there are mainly four reasons:
1.      The health condition and the rate of return for investment of the US economy.
2.      The balance of international payment in the US.
3.      The level of interest rates in the US compared with those in other countries.
4.      The rate of inflation.
                                Meanwhile, there are also many other temporary pounding factors
from without, such as wars, oil price, scandals from large companies as well as psychological factors etc, which are believed to have connections with former four factors.
                         Judging from the estimation by various parties, evident enough, many economists       take the balance of international payments as the decisive factor for the trend of the US dollar. Although this kind of view is not unreasonable, it is partial. If considered from history, people will find out that the balance of international payment featuring trade deficit and current account deficit has been dominating the US economy since 1970s. But the track of the US dollar's circulation does not show a plummet drop.
The exchange rate of US dollar used to be high for two times since the US implemented the floating exchange rate: one occurred during Reagan's reign while the other was in Clinton's rule. So far as Reagan's reign is concerned, the federal budget deficit, trade deficit and current account deficit were high, but the exchange rate of US dollar was also high. It is simply because the high deficit triggered the high interest rate and high interest rate consequently resulted in high exchange rate. The trade deficit is not the result of the change of exchange rate but rather its reason.


Q. 2 Do you think dollar can depreciate sharply against other major currencies? Discuss.

Answer:  
             The year of 2004 was the third consecutive year for the depreciation of US dollar against the Euro-dollar. When entering 2005, the exchange rate of US dollar once showed a tendency of rise, however, it was still unstable.

On 30 Dec. 2005, the rate of exchange of one Euro-dollar was equivalent to 1.3623 US dollar, telling the lowest level of the US dollar against Euro in history. The US dollar began to rise to one euro against USD 1.3122 in the latter 20 days of January 2005, and kept on rising to one euro against 1.2957 US dollars in the first 15 days of February. However, the US dollar devalued sharply on Feb. 22 to one euro against 1.3260 US dollars, the lowest point since last August. It is reported that there were many reasons accountable for the depreciation of US dollars: one was that the price of oil has climbed to USD 51 per barrel; the other was the diversification for currency reserve by South Korea. People were worried that the sell of US dollar could have chain reactions upon other major powers.

Different predictions could be heard on the issue of the future trend of the US dollar. According to the experts with Merrill Lynch, one of the world's leading financial management and advisory companies, the year of 2005 is the fourth consecutive year to see the weakening of the US dollars. The overvalued US dollar and the tight policy pursued by the US Federal Reserve are the due cause for the sluggish US dollar while other experts believed that the undercurrent that manipulated the depreciation of US dollar was quite likely being reversed. It's impossible to see the US dollar to drop furthermore. If the global economic growth slows down, the US dollar is hopefully to appreciate.


Q. 3 How falling dollar is affecting the Asian countries? How they can combat the situation?

Answer: 
           A weak U.S. dollar is the result of devaluation of American currency with regards to its purchasing power when held against foreign currencies. Supply and demand determine the currency value within the global market and it is the positive or negative shifts in supply and demand that unveil the strength of the U.S. dollar when compared to foreign currencies.

The weak dollar is important because it affects not only the American economy but the international economies as well. The economy of the United States is the largest in the world and the most open, which is why most foreign countries flock to invest in it.

Today, value of currency in the United States is considered weak. This means that in relation to our global economic counterparts, the value of the U.S. dollar has fallen and is worth less and offers less purchasing power than the other major currencies. The weak dollar acts as a dual-edged mechanism presenting both monetary advantages and disadvantages. The advantage of a weak U.S. dollar is that it contributes greatly to the domestic economy. It is "…easier to sell goods in foreign markets…" ("Strong Dollar, Weak Dollar,") is less competitive, American tourism increases and foreign investments peak.
The disadvantages are that foreign imported goods become expensive, American cost of living is propelled, international travel for Americans becomes expensive and foreign investment in the American market stagnates
Asian economies are also feeling affects of the decreasing U.S. dollar. Countries in Asia are the largest holders of U.S. debt. Japan has U.S. treasury holdings of $720 billion and China is currently holding $174 billion. Profits seen from selling their goods in the U.S. have been invested into treasury bonds. As the value of the dollar has continued to decline, so has the value of their investments. In an attempt not to influence a worldwide recession, analysts believe that countries in Asia have little choice but to maintain their current holdings in the U.S. treasury bonds they have. It is feared that if these countries were to cash out of their investments and take their losses, they would in turn cripple their own economies.
A falling dollar will affect the price of foreign products. When the U.S. dollar looses value relative to foreign currencies, foreign products become more expensive for the U.S. buyer. As seen in 2002, the dollar had fallen by 32 percent against the Euro. This devaluation of the U.S. dollar caused the prices of European goods to increase nearly three times over the past several years (Francis). Because foreign goods become more expensive within the U.S. market, many Americans will turn to the more affordable American-made goods and services.

The decline in value of the U.S. dollar has subsequently hurt the foreign job market and economies of many European and Asian countries. Many foreign leaders have pressed President Bush to decrease the U.S. trade deficit; this would promote a stronger dollar and help to stimulate their economies. Although, the weak U.S. dollar has helped to pull the U.S. economy out of recession and increase the production of goods and services, boosting the demand for jobs, the call for a strong dollar continues to be echoed.
Currency fluctuations can also affect foreign investment in American companies and products. When the U.S. dollar is strong against foreign currencies it encourages U.S. companies to pursue overseas investments yielding higher returns or to expand businesses to foreign countries due to lower costs. In contrast, when the U.S. dollar is weak foreign companies are attracted to the U.S. market. They are motivated to move production facilities to the U.S. because the operating cost are more desirable. The Los Angeles entertainment industry, for example, has seen a remarkable increase in foreign business wanting to film within the U.S. because of more affordable on-the-ground costs, stuntmen and production costs.
Similarly, Toyota has built seven manufacturing facilities within the United States hiring more than 100,000 people. In this case, the weak dollar has helped the American economy by providing jobs and having a positive effect on the American unemployment rate.
The down side of a weak U.S. dollar is that imports of critical goods increase. Steel is a much needed commodity for US auto makers. When the U.S. dollar weakens steel costs increase and this cost increase is then passed to the consumer through an increase in automobile prices.
Ultimately, the weak dollar indicates a need for attention for both present day problems and for future concerns of the economy as a whole.
 Pressure to revalue Chinese Yuan and Other currencies.
Falling in dollar is also pressure to revalue Chinese Yuan other Currencies.
· China and other Asian countries such as Thailand have a fixed exchange rate against the dollar. Thus at the moment they are benefiting from a competitive exchange rate increasing exports and creating more jobs.
· However arguably the Chinese economy would benefit from a moderate appreciation. This is because growth is very fast and it is approaching full capacity and therefore could cause an increase in inflationary pressures. An increase in the value of the currency would help reduce this.