Market Segments

CUSTOMER-DRIVEN MARKETING STRATEGY: CREATING VALUE FOR TARGET CUSTOMERS PREVIEWING THE CONCEPTS – CHAPTER OBJECTIVES define the four major steps in designing a customer-driven marketing strategy: market segmentation, market targeting, differentiation, and positioning list and discuss the major bases for segmenting consumer and business markets explain how companies identify attractive market segments and choose a market targeting strategy discuss how companies differentiate and position their products for maximum competitive advantageJUST THE BASICS This chapter looks further into key customer-driven marketing strategy decisions—how to divide up markets into meaningful customer groups (segmentation), choose which customer groups to serve (targeting), create market offerings that best serve targeted customers (differentiation), and positioning the offerings in the minds of consumers (positioning). Then, the chapters that follow explore the tactical marketing tools the Four Ps—by which marketers bring these strategies to life. INTRODUCTIONBest Buy: Embracing the Angels and Ditching the Demons. Best Buy set out to identify its best customers and win their loyalty by serving them better. At the same time, it identifies less attractive customers and began to send them packing. To better differentiate itself in a crowded marketplace, Best Buy needed to stake out is own turn – to identify its best customers and serve them in ways that no discount on online competitor could. Rather than trying to make all customers happy all of the time, Best Buy segmented its market and sharpened it’s positioning.This resulted in what they term â€Å"customer centricity. How has this worked for Best Buy? Very well. They have designed a customer-driven marketing strategy that builds the right relationships with the right customers. Market segmentation involves dividing a market into smaller groups of buyers with distinct needs, characteristics , or behaviors that might require separate marketing strategies or mixes. Market targeting (or targeting) consists of evaluating each market segment’s attractiveness and selecting one or more market segments to enter.Differentiation involves actually differentiating the firm’s market offering to create superior customer value. Positioning consists of arranging for a market offering to occupy a clear, distinctive, and desirable place relative to competing products in the minds of target consumers. MARKET SEGMENTATION Through market segmentation, companies divide large, heterogeneous markets into smaller segments that can be reached more efficiently and effectively with products and services that match their unique needs. Segmenting Consumer Markets Geographic SegmentationGeographic segmentation calls for dividing the market into different geographical units such as nations, regions, states, counties, cities, or even neighborhoods. Demographic Segmentation Demographic se gmentation divides the market into groups based on variables such as age, gender, family size, family life cycle, income, occupation, education, religion, race, generation, and nationality. Demographic factors are the most popular bases for segmenting customer groups. Age and LifeCycle Stage is offering different products or using different marketing approaches for different age and lifecycle groups.Gender segmentation has long been used in clothing, cosmetics, toiletries, and magazines. Income segmentation has long been used by the marketers of products and services such as automobiles, clothing, cosmetics, financial services, and travel. Psychographic Segmentation Psychographic segmentation divides buyers into different groups based on social class, lifestyle, or personality characteristics. Marketers use personality variables to segment markets. Behavioral Segmentation Behavioral segmentation divides buyers into groups based on their knowledge, attitudes, uses, or responses to a product.Occasion segmentation is grouping buyers according to occasions when they get the idea to buy, actually make their purchase, or use the purchased item. Benefit segmentation is grouping buyers according to the different benefits that they seek from the product. User Status is segmenting markets into nonusers, ex-users, potential users, first-time users, and regular users of a product. Usage Rate is grouping markets into light, medium, and heavy product users. Loyalty Status is dividing buyers into groups according to their degree of loyalty. Using Multiple Segmentation BasesMarketers rarely limit their segmentation analysis to only one or a few variables. PRIZM NE (one of the leading segmentation systems) classifies every American household based on a host of demographic factors. Segmenting Business Markets Consumer and business marketers use many of the same variables to segment their markets. Business marketers also use some additional variables, such as customer operating characteristics, purchasing approaches, situational factors, and personal characteristics. Many marketers believe that buying behavior and benefits provide the best basis for segmenting business markets.Segmenting International Markets Companies can segment international markets using one or a combination of several variables. * Geographic factors: Nations close to one another will have many common traits and behaviors. * Economic factors: Countries may be grouped by population income levels or by their overall level of economic development. * Political and legal factors: Type and stability of government, receptivity to foreign firms, monetary regulations, and the amount of bureaucracy. * Cultural factors: Grouping markets according to common languages, religions, values and attitudes, customs, and behavioral patterns.Intermarket segmentation is segmenting of consumers who have similar needs and buying behavior even though they are located in different countries. Requirements for Ef fective Segmentation To be useful, market segments must be: Measurable: The size, purchasing power, and profiles of the segments can be measured. Accessible: The market segments can be effectively reached and served. Substantial: The market segments are large or profitable enough to serve. Differentiable: The segments are conceptually distinguishable and respond differently to different marketing mix elements and programs.Actionable: Effective programs can be designed for attracting and serving the segments. MARKET TARGETING Evaluating Market Segments In evaluating different market segments, a firm must look at three factors: 1. Segment size and growth, 2. Segment structural attractiveness, and 3. Company objectives and resources. The largest, fastest-growing segments are not always the most attractive ones for every company. The company also needs to examine major structural factors that affect long-run segment attractiveness. * A segment is less attractive if it already contains m any strong and aggressive competitors. The existence of many actual or potential substitute products may limit prices and the profits. * The relative power of buyers also affects segment attractiveness. * A segment may be less attractive if it contains powerful suppliers who can control prices. Selecting Target Market Segments A target market consists of a set of buyers who share common needs or characteristics that the company decides to serve. Undifferentiated Marketing Using an undifferentiated marketing (or mass-marketing) strategy, a firm might decide to ignore market segment differences and target the whole market with one offer.This mass-marketing strategy focuses on what is common in the needs of consumers rather than on what is different. Differentiated Marketing Using a differentiated marketing (or segmented marketing) strategy, a firm decides to target several market segments and designs separate offers for each. Concentrated Marketing Using a concentrated marketing (or n iche marketing) strategy, instead of going after a small share of a large market, the firm goes after a large share of one or a few smaller segments or niches. It can market more effectively by fine-tuning its products, prices, and programs to the needs of carefully defined segments.It can market more efficiently, targeting its products or services, channels, and communications programs toward only consumers that it can serve best and most profitably. Micromarketing Micromarketing is the practice of tailoring products and marketing programs to suit the tastes of specific individuals and locations. Micromarketing includes local marketing and individual marketing. Local marketing involves tailoring brands and promotions to the needs and wants of local customer groups—cities, neighborhoods, and even specific stores. Local marketing has drawbacks. It can drive up manufacturing and marketing costs by reducing economies of scale. * It can create logistics problems. * The brand†™s overall image might be diluted if the product and message vary too much in different localities. Individual marketing is the tailoring of products and marketing programs to the needs and preferences of individual customers. Individual marketing has also been labeled one-to-one marketing, mass customization, and markets-of-one marketing. Choosing a Targeting Strategy Which strategy is best depends on: * Company resources. * Product variability. Product’s life-cycle stage. * Market variability. * Competitors’ marketing strategies. Socially Responsible Target Marketing Target marketing sometimes generates controversy and concern. Issues usually involve the targeting of vulnerable or disadvantaged consumers with controversial or potentially harmful products. Problems arise when marketing adult products to kids, whether intentionally or unintentionally. The growth of the Internet and other carefully targeted direct media has raised concerns about potential targeting ab uses. The issue is not so much who is targeted, but how and for what.Controversies arise when marketers attempt to profit when they unfairly target vulnerable segments or target them with questionable products or tactics. Socially responsible marketing calls for segmentation and targeting that serve not just the interests of the company, but also the interests of those targeted. DIFFERENTIATION AND POSITIONING Value proposition: How a company will create differentiated value for targeted segments and what positions it wants to occupy in those segments. A product’s position is the way the product is defined by consumers on important attributes. Positioning MapsPerceptual positioning map show consumer perceptions of their brands versus competing products on important buying dimensions. Choosing a Differentiation and Positioning Strategy The differentiation and positioning task consists of three steps: 1. Identifying a set of differentiating competitive advantages upon which to build a position, 2. Choosing the right competitive advantages, and 3. Selecting an overall positioning strategy. 1. Identifying Possible Value Differences and Competitive Advantages To the extent that a company can differentiate and position itself as providing superior customer value, it gains competitive advantage.It can differentiate along the lines of product, services, channels, people, or image. 2. Choosing the Right Competitive Advantages How Many Differences to Promote Ad man Rosser Reeves believes a company should develop a unique selling proposition (USP) for each brand and stick to it. Other marketers think that companies should position themselves on more than one differentiator. Which Differences to Promote A difference is worth establishing to the extent that it satisfies the following criteria: Important: The difference delivers a highly valued benefit to target buyers.Distinctive: Competitors do not offer the difference, or the company can offer it in a more distinc tive way. * Superior: The difference is superior to other ways that customers might obtain the same benefit. Communicable: The difference is communicable and visible to buyers. Preemptive: Competitors cannot easily copy the difference. Affordable: Buyers can afford to pay for the difference. Profitable: The company can introduce the difference profitably. 3. Selecting an Overall Positioning Strategy The full positioning of a brand is called the brand’s value proposition.More for More positioning involves providing the most upscale product or service and charging a higher price to cover the higher costs. More for the Same positioning involves introducing a brand offering comparable quality but at a lower price. The Same for Less positioning can be a powerful value proposition—everyone likes a good deal. Less for Much Less positioning is offering products that offer less and therefore cost less. â€Å"Less-for-much-less† positioning involves meeting consumers†™ lower performance or quality requirements at a much lower price. More for Less positioning is the winning value proposition.In the long run, companies will find it very difficult to sustain such best-of-both positioning. Developing a Positioning Statement Company and brand positioning should be summed up in a positioning statement. The statement should follow the form: To (target segment and need) our (brand) is (concept) that (point of difference). Communicating and Delivering the Chosen Position Once it has chosen a position, the company must take strong steps to deliver and communicate the desired position to target consumers. All the company’s marketing mix efforts must support the positioning strategy.Discussing the Issues 1. List and briefly describe the four major steps in designing a customer-driven marketing strategy. 2. Discuss the behavioral variables used to segment buyers and provide an example of each. 3. Explain how companies segment international markets. 4. Name and describe the characteristics of useful market segments. 5. In the context of marketing, what is a product’s â€Å"position†? How do marketers know what it is? Under the Hood: Marketing Technology When you think of hybrid or electric automobiles, you probably think don’t think â€Å"sports car. But the Fisker Karma is about to shatter that stereotype. It’s been called the hybrid with â€Å"sex appeal† and is often compared to a Mercedes-Benz roadster. During the haughty Rolex Monterey Historic Automobile Races, it was seen cruising around Monterey, California with the likes of Ferraris and Lamborghinis. In the increasingly crowded field of new-generation electric vehicles, Fisker Automotive wants to carve out a niche as a high-performance eco-car with lots of style. The creator, Henrik Fisker, was formerly head of design at Aston Martin.The Fisker Karma goes from 0 to 60 in six seconds, can go 125 miles per hour, and can travel 50 miles on electric power and 300 miles on combined electric and gasoline power. All this performance and style does not come cheaply, however. Prices range from $87,900 to $106,000. The company already has orders from 1,400 buyers. If this is above your means, don’t worry—the company is promising a lower-priced, mass-market version for the rest of us in a few years. 1. On what basis is Fisker Automotive segmenting the automobile market? Is the company using a single segmentation approach or a combined approach?Explain. 2. What market targeting strategy is Fisker pursuing with this automobile? How is the company differentiating its automobile and which value proposition is it using? Staying on the Road: Marketing Ethics In 2009 Anheuser-Busch launched the Bud Light â€Å"Fan Can,† a promotion that included 27 different color combinations of its cans in college team colors. For example, students at Louisiana State University could purchase purple-and-gold cans of Bud Li ght. Anheuser-Busch timed the campaign, called â€Å"Team Pride,† to coincide with students returning to campus and with the kickoff of the football season.Several schools, such as Wisconsin, Michigan, Iowa State, University of Colorado, and others, objected strenuously. As a result, Anheuser-Busch halted the program in those markets. The promotion also caught the attention of the Federal Trade Commission. Both the FTC and college officials are concerned about the high rate of underage and binge drinking on college campuses. Some school officials also were concerned about trademark infringements, and about the appearance that they support Budweiser’s activities.As criticism brewed around the country, A-B released a statement claiming that it did not mean to encourage underage drinking—it just wanted to create more fun for sports fans. Although the company halted the promotion in areas where college officials objected, controversy surrounding the promotion appear ed in newspapers and on television nationwide. 1. What type of market targeting strategy is Anheuser-Busch using with the Team Pride promotion? 2. Was this a wise promotion? Explain. Rough Road Ahead: Marketing and the Economy Vanilla Bikes Portland-based Vanilla Bicycles sells hand-built bikes with price tags ranging from $4,000 to $12,000.Now, after only nine years in business, owner Sacha White has stopped taking orders – not because business had dried up but because he has a five-year waiting list. White and his crew of three make only 40 to 50 bikes a year. Frames are made from exotic metals, are welded with silver alloy, and weigh as little as 30 ounces. No two Vanilla bikes are the same. Each is custom fitted to the client and features intricate metal carvings and an artisan paint job. Amazingly, almost all of these high-end velocipedes are sold to middle-class customers. Still, orders have not ebbed with the economic downturn.In fact, Vanilla could ramp up production significantly and still sell everything it makes. However, White claims that would compromise the special nature of what customers consider to be works of art. Vanilla bikes are so special that when Portland bike couriers describe something as cool, they routinely say, â€Å"That’s soooo Vanilla. † 1. Based on the segmentation variables discussed in the chapter, construct a profile for Vanilla Bicycle’s probable target market. 2. Given that most luxury products suffer in an economic downturn, why has Vanilla still succeeded?

Edvard Grieg

Edvard Grieg  (15 June 1843  Ã¢â‚¬â€œ 4 September 1907) was a  Norwegian  composer  and  pianist. He is best known for his  Piano Concerto in A minor, for  his incidental music  to  Henrik Ibsen's  play  Peer Gynt  (which includes  Morning Mood  and  In the Hall of the Mountain King), and for his collection of  pianominiatures  Lyric Pieces. [1] ————————————————- Biography Edvard Hagerup Grieg was born in  Bergen,  Norway  on June 15, 1843. His parents were Hiemlik Grieg (1806–1875), a merchant and the American vice consul in Bergen, and Gesine Carrie Hagerupel (1814–1875), a music teacher and daughter of  Edvard Hagerup. The family name, originally spelled  Greig, hasScottish  origins. After the  Battle of Culloden  in 1746, however, Grieg's great-grandfather traveled widely, settling in Norway about 1770, and establishing business interests in Bergen. Edvard Grieg was raised in a musical home. His mother was his first  piano  teacher and taught him to play at the age of 6. Grieg studied in several schools, including Tank's School,. [2]  He often brought in samples of his music to class. In the summer of 1858, Grieg met the eminent Norwegian  violinist  Ole Bull, who was a family friend; Bull's brother was married to Grieg's aunt. Bull recognized the 15-year-old boy's talent and persuaded his parents to send him to the  Leipzig Conservatory, then directed by  Ignaz Moscheles. Grieg enrolled in the  conservatory, concentrating on the piano, and enjoyed the many concerts and recitals given in  Leipzig. He disliked the discipline of the conservatory course of study, but he achieved very good grades in most areas. An exception was the  organ, which was mandatory for piano students. In the spring of 1860, he survived a life-threatening  lung disease. The following year he made his debut as a concert pianist, in  Karlshamn,  Sweden. In 1862, he finished his studies in Leipzig and held his first concert in his home town, where his programme included  Beethoven's  Pathetique  sonata. (Grieg's own recording of his  Piano Sonata, made late in his life, confirms that he was an excellent pianist). In 1863, Grieg went to  Copenhagen,  Denmark, and stayed there for three years. He met the Danish composers  J. P. E. Hartmann  and  Niels Gade. He also met his fellow Norwegian composer  Rikard Nordraak  (composer of the  Norwegian national anthem), who became a good friend and source of great inspiration. Nordraak died in 1866, and Grieg composed a  funeral march  in his honor. On 11 June 1867, Grieg married his first cousin,  Nina Hagerup. The next year, their only child, Alexandra, was born. She died in 1869 from  meningitis. In the summer of 1868, Grieg wrote his Piano Concerto in A minor while on holiday in Denmark. Edmund Neupert  gave the concerto its premiere performance on 3 April 1869 in the Casino Theater in Copenhagen. Grieg himself was unable to be there due to conducting commitments in Christiania (as  Oslo  was then named). [3] In 1868,  Franz Liszt, who had not yet met Grieg, wrote a testimonial for him to the Norwegian Ministry of Education, which led to Grieg obtaining a travel grant. The two men met in  Rome  in 1870. On Grieg's first visit, they went over Grieg's Violin Sonata No. 1, which pleased Liszt greatly. On his second visit, in April, Grieg brought with him the manuscript of his Piano Concerto, which Liszt proceeded to sightread (including the orchestral arrangement). Liszt's rendition greatly impressed his audience, although Grieg gently pointed out to him that he played the first movement too quickly. Liszt also gave Grieg some advice on  orchestration, (for example, to give the melody of the second theme in the first movement to a solo trumpet). In 1874–76, Grieg composed  incidental music  for the premiere of  Henrik Ibsen's play  Peer Gynt, at the request of the author. Many of the pieces from this work became very popular in the orchestral suites or piano and piano-duet arrangements. Grieg had close ties with the (Bergen Philharmonic Orchestra) (Harmonien), and later became Music Director of the orchestra from 1880–1882. In 1888, Grieg met  Tchaikovsky  in  Leipzig. Grieg was struck by the sadness in Tchaikovsky. [4]  Tchaikovsky thought very highly of Grieg's music, praising its beauty, originality and warmth. [5] ————————————————- Latter years Edvard Grieg Museum Troldhaugen Grieg's later life brought him fame. The Norwegian government awarded him a pension. In the spring 1903, Grieg made nine 78-rpm  gramophone recordings  of his piano music in Paris; all of these historic discs have been reissued on both LPs and CDs and, despite limited fidelity, show his artistry as a pianist. Grieg also made live-recording  player piano  music rolls for the  Welte-Mignon  reproducing system, all of which survive today and can be heard. In 1906, he met the composer and pianist  Percy Grainger  in London. Grainger was a great admirer of Grieg's music and a strong empathy was quickly established. In a 1907 interview, Grieg stated: â€Å"I have written Norwegian Peasant Dances that no one in my country can play, and here comes this Australian who plays them as they ought to be played! He is a genius that we Scandinavians cannot do other than love. †[6] Edvard Grieg died in the autumn of 1907, aged 64, after a long period of illness. His final words were â€Å"Well, if it must be so. † The funeral drew between 30,000 and 40,000 people out on the streets of his home town to honor him. Following his wish, his own  Funeral March in Memory of Rikard Nordraak  was played in an orchestration by his friend  Johan Halvorsen, who had married Grieg's niece. In addition, the  Funeral March  movement from  Chopin's  Piano Sonata No. 2  was played. His and his wife's ashes are entombed in a mountain crypt near his house,  Troldhaugen. ————————————————- Music Grieg is renowned as a  nationalist composer, drawing inspiration from  Norwegian folk music. Early works include a  symphony  (which he later suppressed) and apiano sonata. He also wrote three  sonatas for violin and piano  and a  cello sonata. His many short pieces for piano — often based on Norwegian folk tunes and dances — led some to call him the â€Å"Chopin  of the North†. 7] The  Piano Concerto  is his most popular work. Its champions have included the pianist and composer  Percy Grainger, a personal friend of Grieg who played the concerto frequently during his long career. An arrangement of part of the work made an iconic television comedy appearance in the 1971  Morecambe and Wise Show, conducted by  Andre Previn. Some of the  Lyric Pieces  (for piano) are also well-known, as is the  incidental music  to  Henrik Ibsen's  play  Peer Gynt, a play that Grieg found to be an arduous work to score properly. In a 1874 letter to his friend Frants Beyer, Grieg expressed his unhappiness with what is now considered one of his most popular compositions from  Peer Gynt,  In the Hall of the Mountain King: â€Å"I have also written something for the scene in the hall of the mountain King – something that I literally can't bear listening to because it absolutely reeks of cow-pies, exaggerated Norwegian nationalism, and trollish self-satisfaction! But I have a hunch that the irony will be discernible. â€Å"[8] Grieg's popular  Holberg Suite  was originally written for the piano, and later arranged by the composer for  string  orchestra. Grieg wrote songs, in which he set lyrics by poets  Heinrich Heine,  Johann Wolfgang von Goethe,  Henrik Ibsen,  Hans Christian Andersen,Rudyard Kipling  and others. Russian composer  Nikolai Myaskovsky  used a theme by Grieg for the variations with which he closed his Third String Quartet. ————————————————- List of selected works Main article:  List of compositions by Edvard Grieg * Piano Sonata in E minor, Op. 7 * Violin Sonata No. 1 in F major, Op. 8 * Concert  Overture  In Autumn, Op. 11 * Violin Sonata No. 2 in G major, Op. 13 * Piano Concerto in A minor, Op. 6 * Incidental music  to  Bjornstjerne Bjornson's play  Sigurd Jorsalfar, Op. 22 * Incidental music to Henrik Ibsen's play  Peer Gynt, Op. 23 * Ballade in the Form of Variations  on a Norwegian Folk Song  in G minor, Op. 24 * String Quartet  in G minor, Op. 27 * Album for Male Cho rus, Op. 30 * Two Elegiac Melodies for Strings, Op. 34 * Four  Norwegian Dances  for piano four hands, Op. 35 (later orchestrated) * Cello Sonata in A minor, Op. 36 * Holberg Suite  for piano, later arr. for string orchestra, Op. 40 * Violin Sonata No. 3 in C minor, Op. 45 * Peer Gynt  Suite  No. 1, Op. 6 * Lyric Suite for Orchestra, Op. 54 (orchestration of four  Lyric Pieces) * Peer Gynt  Suite  No. 2, Op. 55 * Suite from  Sigurd Jorsalfar, Op. 56 * Four  Symphonic Dances  for piano, later arr. for orchestra, Op. 64 * Haugtussa  Song Cycle after  Arne Garborg, Op. 67 * Slatter  (Peasant Dances) for piano, Op. 72 * Sixty-six  Lyric Pieces  for piano in ten books, Opp. 12, 38, 43, 47, 54, 57, 62, 65, 68 and 71, including:  Arietta,  To the Spring,  Little Bird,  Butterfly,  Notturno,  Wedding Day at Troldhaugen,  At Your Feet,  Longing For Home,  March of the Dwarfs,  Poeme erotique  and  Gone.

A Plan in the Business of Entrepreneurship

The clothing industry has been experiencing profitable growth in recent years. It has been seen that small and medium enterprises have been experiencing remarkable growth in the clothing industry. In this context, the researcher will discuss a business a plan for opening a clothing retail store in Singapore. The co-owners will operate the business in an effective manner. The venture will be named as Models boutique having a wide range of traditional and modern clothing for women. The stylish product collection and the affordable pricing will be the highlighted areas of the business. The organization will accumulate funds from equity investment, specific grants and owner’s investment. The primary competitive advantage is the absence of such clothing retail in the specific location. Moreover, the co-owners of the company have worked in the clothing industry for 20 years. Hence, the experience will facilitate them to establish a successful business in the domestic market. Singapore has 5.54 million population, and 49% of them are female (Akhtaruzzaman and Hasanuzzaman 2012). Hence, it indicates the growth opportunity for the Models boutique. The strong part of the business is that the organization will provide a huge discount on every product for market promotion. Moreover, Models boutique will include a huge range of new clothing collection for attracting teenagers and middle age women. Models boutique is a small retail venture, which will sell the stylish clothing to women in the society. Models boutiques will be located in Singapore. The initial objective of the organization is to open a boutique and expand its business to the large demographic areas. The aim of the boutique is to become the leader among small businesses. Models boutique will include the potential franchise for the expansion of the business. The vision of the organization is to obtain profitable outcome from the business. The mission of Models Boutique suggests that the company will establish a brand value in the domestic market within five years of time span. The prime motive of the organization is to engage a huge number of women in their business to enhance the profitability in an effective manner. By discussing the products and services, it can be assessed that the fashion industry is youth focused (Asuyama et al. 2013). We will tailor our inventory to meet customer’s requirement. Models boutique will include both traditional and modern clothes for women in the society. We will focus on the style, color, and fits of the products in order to satisfy our clients. Singapore has experienced $3.5 billion retail sales in 2015. There are roughly 5.54 million populations in Singapore (Davies 2012). 49.6% of them are women. Hence, it indicates the huge market potentiality for the clothing business. Models boutique will initially approach local customers. However, we will augment our accomplishment after building a strong brand image in the market. The industry size has been expanding as the population increases. The Huge market chain will facilitate to engage a huge number of customers in the business (Foerster et al. 2014). The structure of the business includes both macro and micro environments. Customers, shareholders, suppliers will be the key components of the business structure. The industry and market trends suggest that the clothing business will touch a new height within 2-3 years. The segmentation of market will be based on the demographic, social and cultural aspects. We will segregate the market as per the income level of families. At th e initial stage, we may face challenges to adopting the customer’s behavior towards our products and services. In the fashion industry, buyers behavior change frequently based on the current market trends (Gupta and Hodges 2012).   By analyzing the competitors, it can be assessed that the Models Boutique has some tough competition in the market. Huge growth in the clothing industry has increased the market competition for Models boutique. The strength of the company is that the Model boutique will focus on the pricing model for engaging women in the society. On the other hand, the major weakness of the company is that Model boutique does not have a strong financial background like other branded clothing store located in Singapore.   The target customers are women of all ages. In the initial stage, Models boutique will focus on targeting middle-class families. However, the wide range of the collection will attract women from all communities. Models boutique will try to build a strong customer’s base in the business for obtaining profitable outcome of the business. The company will consider demographic, social and cultural aspects for segmenting the market in an effective manner (Hwang, Fang Tan and Sathish 2013). The target of the company is to attract the teenage and middle-age women in the society. The unique selling point of the products is that customers will get both traditional and modern clothes with huge discounts. Moreover, the organization will engage tailoring services for providing best fittings to the customers. The model boutique will be able to attract women by the unique design of the products. It will also provide ethnic wear for women. The model boutique will consider the cultural value of the customers.   The organization will beat its competitors by a wide range of traditional and modern clothing collection along with a huge discount on each product.   The market strategy consists of several factors including pricing strategy, competitive reaction, launching strategy, sales plans, brand improvement, product and marketing development and growth potentials (Kochhan et al. 2014). Models boutique will be launched with a grand opening. The opening event will include the media coverage, print advertisement, and client’s direct-mail campaign. At the launching event, Models boutique will engage a famous face from the fashion industry for the brand enhancement. The primary sales tactics will be enhanced through several promotional activities including social media promotion, online promotion, printing promotion and digital media promotion (Kohpaiboon, Kulthanavit and Jongwanich 2012). Models boutique has a target of brand development within a year. The organization will include several survey methods for accumulating feedbacks from the customers. Consequently, it will facilitate in the brand development program. The products and marketing development will be executed in a systematic manner. Models boutique will implement new strategies for products and market development based on current market statistics. Finally, the pricing model will be implemented in the business considering economic condition of the society (Nattrass and Seekings 2013). However, the organization will be focused on the reasonable pricing strategy for enhancing brand promotion in the domestic market. Our goal is to keep the financial budget not exceeding 5% of the annual gross sales. Moreover, Models boutique will collaborate with local companies and various fashion malls. The operation plan includes the key operative activities, partnerships, business controls, IP issues, and scalability (Oh, Teo and Sambamurthy 2012). Models boutique will execute the business six days in a week from 9 am to 7 pm. The shop will be extended during the holiday seasons and special occasions. The trade store will include two floors of a building. In the business, two full-time co-owner and 5 employees will be hired for executing the business in an effective manner. Models boutique will protect the merchandise from the home manufacturers with a showroom in the city. Moreover, the organization will include whole-seller merchandise for the business. On the other hand, Models boutique will effort together with its sales regional representative. The company will also organize fashion shows in order to enhance the promotional activities. A cost inventory level will be set in the business in order to control cost, track inventory, and management stock levels. Models boutique will be very strict to avoid the intellectual property issues (Park and Noh 2012). The company will employ a team for handling brand logo, store design, and others. A standard bar code will be employed in the inventory system. Moreover, it includes the related software. Staffs will execute the annual inventory audits in the business.   They will hire external auditors for the enhancement of the process. Entire accounting and finances will be executed through Peachtree software. By discussing the organizational structure, it can be assessed that Models boutique will involve small staffs as the business venture is small. In this context, co-owners will take the leadership role within the business. Moreover, they will be liable for meeting efforts, buying merchandise, managing inventory, daily operations and other administrative works (Staritz and Morris 2013). Small sales staffs will facilitate co-owners with assisting customers, protecting sells, and common upholding of stock in the business. Both key owners will handle daily responsibilities in the business. One of the co-owners will handle several operations including inventory management, staffs supervising and bookkeeping. On the other hand, other co-owner will execute the process of merchandise buying for the stores. Moreover, he will be responsible for upholding the intense alertness of trends within the business. Owners will also manage the public relations in order to enhance the business effectiveness in the market. Models boutique will involve total 5 sales staffs. However, the management believes that the particular business operations do not require any high-qualified employee. Consequently, it makes easier for the recruitment system. The organization will provide a bonus to employees in every year.   The prime resource for the business is workforce. However, Models boutique does not engage the huge workforce. Initially, the organization will open its stores in a building including two floors. However, it will be expensive to open a store at the heart of Singapore (Yusuf and Nabeshima 2012). Hence, Models boutique will spend a large amount of capital on business premises. On the other hand, it will engage a team to decorate store properly so that it can attract customers in an effective manner. At the initial stage, five employees will be hired for the store, and they will be provided wages on an hourly basis. Models boutique will employ enhanced software and technology in the business for enhancing its effectiveness. It will engage whole sellers for managing the production of the business in an effective manner. Models boutique requires $282,000 to start-up their venture in the market. The founders of the business contribute $50,000 to the start-up cost. Models boutique is currently seeking for funds from business loans and outside investors. At this moment, the Models boutique has total $50,000 in equity capital and added $12,000 for a specific grant. Co-owners have invested $25,000 each into Models boutique. Hence, Models boutique needs investors for accumulating $170,000 in equity investment and $50,000 in loans. Funds will be utilized in several sections including construction management, computer equipment, sales counter, and overall decoration. The financial projection includes segments as follows: Models boutique is expecting to collect annual sales of $285,000 in the 1 st financial year, $375,000 in 2 nd FY and $525,000 in 3 rd FY.   This collection will be based on marketing plans, products offering, store size, and locations. The average cost of goods sold will be 40% that indicates a gross margin of 60%. It can be assessed that the minimum fixed costs are $15,500 per month. Hence, the organization needs to produce sales of $25,833 per month to break even. Ii indicates that Models boutique will be in a profitable position on a monthly basis before the end of the 1 st FY. In the third year, Models boutique will receive net income of $105,000. Hence, the income statement indicates company’s profitability states in the business. Models boutique will accumulate instant payment from clients in the market. Hence, the cash flow statement will be significantly similar to the income statement. The cash flow statement evidently indicates Models boutique’s ability to covers all bills timely. Models boutique will launch its business with $200,000 in equity capital and $50,000 in loans. Supplier’s term in inventory and the credit amount will appear on the balance sheet as short-term liabilities. The balance sheet will not include the jewelry consignment from vendors. It will be expensed as sold. Models boutique may face some challenges in launching the business in the market. There are some risks for the business. The primary risk for the business is that Models boutique may not be able to attract customers with their business policy, as there is huge competition in the market. The threat from new companies may affect the business. Hence, Models boutique needs to focus on the risk monitoring process in order to identify the potential risks in the market. At the initial stage, the organization will take time for building a good relationship with the suppliers, vendors, and others stakeholders. It indicates a barrier for the market entry (Nattrass and Seekings 2013). By analyzing the critical success factors, it can be assessed that Models boutique will focus on their cost effective pricing model to build huge customer’s base in the market. On the other hand, the healthy relationship with suppliers and other stakeholders will facilitate the company in enhancing business opportunity in the domestic market. Models boutique needs to incorporate the sell in the market. The key milestone for the organization indicates its growth in the domestic market. A strategic approach to the business facilitates organization in enhancing the productivity in an effective manner. In a growing market, the company needs to progress the business by overcoming several challenges. For achieving the key milestone, the business needs to consider several aspects including prototype completion, formalization of partnership, securing key customers and obtaining finance (Gupta and Hodges 2012). The business will hold a customer’s base in order to experience profitable outcome from the business. the organization will uphold healthy relationship with the suppliers and shareholders of the business to progress the business in an effective manner, With the involvement of collaborative approaches, the organization will be able to expand its business in large demographic areas.  Ã‚   Akhtaruzzaman, M. and Hasanuzzaman, S., 2012. Exploring Prospect of the Clothing and Textile Industry: Is Bangladesh Following a Right Growth Strategy?.  World Journal of Social Sciences,  2(4), pp.150-161. Asuyama, Y., Chhun, D., Fukunishi, T., Neou, S. and Yamagata, T., 2013. Firm dynamics in the Cambodian garment industry: firm turnover, productivity growth and wage profile under trade liberalization.  Journal of the Asia Pacific Economy,  18(1), pp.51-70. Davies, K., 2012. The composition of Singaporean shopping centres.  The International Review of Retail, Distribution and Consumer Research,  22(3), pp.261-275. Foerster, S., Linnainmaa, J.T., Melzer, B.T. and Previtero, A., 2014.  Retail Financial Advice: Does One Size Fit All?  (No. w20712). National Bureau of Economic Research. Gupta, M. and Hodges, N., 2012. Corporate social responsibility in the apparel industry: An exploration of Indian consumers' perceptions and expectations.  Journal of Fashion Marketing and Management: An International Journal,  16(2), pp.216-233 Hwang, B.G., Fang Tan, H. and Sathish, S., 2013. Capital project performance measurement and benchmarking in Singapore.  Engineering, Construction and Architectural Management,  20(2), pp.143-159 Kochhan, R., Lim, J., Knackfuß, S., Gleyzes, D. and Lienkamp, M., 2014. Total cost of ownership and willingness-to-pay for private mobility in Singapore. In  Sustainable Automotive Technologies 2013  (pp. 251-261). Springer International Publishing Kohpaiboon, A., Kulthanavit, P. and Jongwanich, J., 2012. Structural adjustment and international migration: an analysis of the Thai clothing industry.  Oxford Development Studies,  40(2), pp.231-260. Kohpaiboon, A., Kulthanavit, P. and Jongwanich, J., 2012. Structural adjustment and international migration: an analysis of the Thai clothing industry.  Oxford Development Studies,  40(2), pp.231-260. Nattrass, N. and Seekings, J., 2013. Job destruction in the South African clothing industry: How an unholy alliance of organised labour, the state and some firms is undermining labour-intensive growth.  CSSR Working Paper, (323). Oh, L.B., Teo, H.H. and Sambamurthy, V., 2012. The effects of retail channel integration through the use of information technologies on firm performance.  Journal of Operations Management,  30(5), pp.368-381. Park, H.H. and Noh, M.J., 2012. The influence of innovativeness and price sensitivity on purchase intention of smart wear.  Journal of the Korean Society of Clothing and Textiles,  36(2), pp.218-230. Plieth, H., Bullinger, A.C. and Hansen, E.G., 2012. Sustainable entrepreneurship in the apparel industry.  Journal of Corporate Citizenship,2012(45), pp.123-138. Staritz, C. and Morris, M., 2013. Local embeddedness, upgrading and skill development: global value chains and foreign direct investment in Lesotho's apparel industry. Yusuf, S. and Nabeshima, K., 2012.  Some small countries do it better: rapid growth and its causes in Singapore, Finland, and Ireland. World Bank Publications.

Systems support for a new baxter manufacturing company plant in Mexico Case Study

Systems support for a new baxter manufacturing company plant in Mexico - Case Study Example The problem with language resulted in the employees working in the American system being incapable of providing support to the system. This would have necessitated the availing of local individuals to provide support to the Mexican plant from there, but since the qualified support staff could not be gotten in Mexico, the alternative was rejected. The second option available to Collins was contracting an Application System Provider (ASP). This provided a better option since the company would not have to invest heavily on computer infrastructure and their support systems. With this approach, the company would have to purchases the application software, but the database support would be provided by the contracted ASP Company (Brown et al., 2012). There were fundamental difficulties in getting providers who could be able to offer this support and when Collins was able to get one, time was running out. Although the provider was capable of providing the system in Spanish, as well as offer customer services in the language, the costs of undertaking this option were relatively high as compared to the other alternatives. While the system could be effective in meeting the specified needs, it was rejected on the basis of the cost of purchasing, maintaining and training employees on its usage. The third and last available option was utilizing a piecemeal solution, which would involve acquisition of software running on the computer within the Mexican plant, and that would be networked through a Local Area Network. This was found as the only viable solution because it was quick and easy to implement, and could easily overcome the language barrier which existed within the company (Davenport, 2013). The solution would provide the essential support to the organizational functions at the beginning before an ERP would be implemented on the entire organization. Collins faced fundamental issues in

Historiography on General Robert E. Lee Essay Example | Topics and Well Written Essays - 2000 words

Historiography on General Robert E. Lee - Essay Example Both men became idols after their deaths made them martyrs for the Confederacy. Books published in those first years after the war treated Lee favorably but found fault with his actions at Gettysburg and Malvern Hill - and sometimes Antietam, Fredericksburg and the Severn Day's battle. While Jackson, Longstreet, Joseph E. Johnston, Albert Sidney Johnston and others received generally favorable treatment, Richard Ewell and Jubal Early were universally criticized for their timidity on the first day at Gettysburg. These early books included James Dabney McCabe Jr.'s Life and campaigns of Gen. Robert E. Lee (1866), William Swinton's The Twelve Decisive Battle of the War (1867), and Campaigns of the Army of the Potomac (1882), John Esten Cooke's A Life of Gen. Robert E Lee (1871), and Edward A. Pollard's Lee and His Lieutenants (1867). In an 1866 book, The Lost Cause, Pollard concluded that Lee's influence on the Confederacy's general affairs was negative (Bruce 1866 pp.133). After his death on October 12, 1870, however, Lee became a southern and then a national deity or idol. Previously second to Jackson in the literature and hearts of the South, Lee was elevated to the flawless southern embodiment of The Lost Cause. No criticism of him went unchallenged, and the South's other leading generals were seen as a threat to Lee's exaltation, and thus became fair game for censure and condemnation. One of the major reasons for Lee's elevation to god-like status was that former Confederate officers associated with Lee could promote themselves through idolization of Lee. Wartime incompetents Jubal Early and William Nelson Pendleton were among the leaders of the pro-Lee and anti-Longstreet cabal. (Piston, 1998, pp. 47-51). "When the Civil War ended, Early and Pendleton were generally viewed as failures. For Early and Pendleton, the worship of Lee seems to have given meaning to otherwise empty lives." Ok to add the above in since I'm not using footnotes/endnotes Al so, what pages (if any) should I reference Ok to add it in! Just reference it in the same style as throughout the paper. Early had faltered at Gettysburg, lost the Shenandoah Valley and his corps, had been relieved of command by Lee, and fled the country for a few years after the war. Through his pro-Lee efforts, he hoped to cover up his own disastrous record and spread the blame elsewhere. He became the power and brains behind the anti-Longstreet movement with his famous January 19, 1872 Lee Birthday Speech at Washington and Lee University. (Gallagher, 1996, pp. 37-73) In that speech, which was widely distributed as a "Lost Cause" pamphlet, Early created the myth that Lee had ordered Longstreet to attack at dawn on the second day at Gettysburg. (Piston, 1987, p. 118) Early proved to be a better propagandist than general and dominated the pro-Lee cult for three decades as an author and as president of three Lee-worshiping organizations, the Lee Monument Association, the Association of the Army of Northern Virginian, and the Southern Historical Society. (Gallagher, 1996, pp. 90-91). (Need to add this t o Works Cited page). Pendleton furthered the myth that Lee ordered Longstreet to attack at dawn in his 1873 Lee Birthday speech, which contradicted his 1863 after-action report to Lee.1 (Piston, 1987, pp. ) Below you give numerous pages do I list all of

McCardell Enterprises Essay Example | Topics and Well Written Essays - 750 words

McCardell Enterprises - Essay Example He knows Mccardell’s Enterprise intensions of wanting to acquire the Johnston International and depending on how I play my cards he might end up letting out the secrets which will have negative legal implications to the company. If Mr. Jones, in one way or another, manages to share this information with Johnston International of which McCardell Enterprise tends to acquire, it might be legally perceived to be corporate or industrial espionage which will compromise McCardell’s Enterprise legal position Industrial or economic espionage takes place in two major forms. The main purpose of espionage is to collect knowledge about an organization. It may sometime involve the acquisition of intellectual property, such as information on the manufacturing procedure, techniques, ideas processes, formulas and recipes. Or it could include operational information or sequestration of proprietary, such as that on customer datasets, marketing, pricing, sales, research and development, prospective bids,policies, marketing strategies or planning and the change in compositions and locations of production. In this regard, I think that Mr. Jones might be an espionage agent who is spying for McCardell’s Competitors like J.E. Smith & Sons (Nasheri, 2005). He could be another spying agent working for a different company who wants to find out the amount of details that my department knows about the companies that we intend to acquire. It will therefore be important for me to share this information with the CEO in order to determine his position on this issue (John, 2009). One of the most efficient method to collect information and data, which Mr. Jones might be employing, is by infiltrating the ranks of your enemy. The spying agent can bring back all manner and sorts of vital information that concerns the strength and size of the competitor (Walker, 2011).

History - Renassiance Essay Example | Topics and Well Written Essays - 750 words

History - Renassiance - Essay Example Despite Senate sanction, the triumvirate was in realty a military junta and the Senate was completely cut off from power. In the proscription that followed, political rivals, including 300 Senators, were executed and their property seized. Julius Caesar was officially deified, further strengthening Octavian’s position as the divi filius, or son of God. The forces of Brutus and Cassius, Caesar’s assassins, were defeated by Octavian and Antony at Philippi in 42 B.C. This can be viewed as the end of any hope of resurrecting the Roman Republic. The final blow against the forces of the old Republic was struck when Octavian’s general, Agrippa, defeated Sextus Pompeius in 36 B.C. at the Battle of Naulochus. Octavian used Antony’s Egyptian connection with Cleopatra to manipulate Roman public opinion against him, culminating in Antony’s defeat at Actium in 31 B.C. Octavian shrewdly adopted the role of defender of the Republic. He brilliantly portrayed Actium as a triumph for the Senate and the Republic, rather than his defeat of a hated rival. He was now in absolute control of Rome. Octavian maintained the elaborate fiction of restoring the Roman Republic by retaining the traditional practices such as consuls, senate and tribunes. By remaining Consul from 31 – 23 B.C., holding the tribunician authority and controlling all the important provinces, Octavian firmly kept the reins of power in his own hands. At the same time, he avoided all external trappings of dictatorship or monarchy. He announced the end of the civil wars with the Pax Romana, executed an ambitious building program and strengthened the economy. In 27 B.C. Octavian brilliantly orchestrated the First Settlement, under which he apparently surrendered his powers to the Senate and was ‘persuaded’ to take them back! He was bestowed the title of ‘Augustus,’ or revered, but claimed to be content to

Michael Foucault Essay Example | Topics and Well Written Essays - 2000 words

Michael Foucault - Essay Example His research is often described as postmodernist and post-structuralism (Wikipedia Encyclopedia). Foucault focused on the dangers posed by psychoanalysis in the development of a disciplinary society (Milchman, Rosenberg 2003). One of the main reasons that Foucault emphasized on the subject of psychoanalysis is because it is a topic on which modern thought processes are based. The way we see our selves, our surroundings and the reality around us are all based on psychoanalysis. During the 1950's and 1960's many renowned scientists of the time designated homosexuality as pathological and ill. On the other hand, the adoption of heterosexual behavior (even for the homosexuals) was deemed as correct and righteous. Foucault was highly concerned about the cruelty imposed by various institutions on patients who were not deemed as proper in the face of the society in general. Hence, this justifies his reasons for providing sufficient warnings about the dangers of psychoanalysis. The Foucault methodology does not imply how a person should be but rather focuses on the reasons behind certain behavioral patterns of the patient. Until recently gays did not have any rights in the western society; and neither did children, the old, the mentally ill and the criminals. Foucault has laid the groundwork in his studies to provide these subjugated and oppressed members of the society with proper and due rights. It has been mentioned in a paper by Pryce (1999) that psychoanalysis may be used to obtain information of a "confessional nature" from a patient. This information may be about a topic that the patient is unable to discuss (such as sexual abuse). Three basic steps are used for the process of receiving such information. The direct citation from the paper is given as follows; "First, the medical consultation and examination includes asking the client questions concerning the particulars of sexual activities, orientation and risk behaviors and then physically examining the client. These are often illustrated using preprinted, small diagram of disembodied genitalia or rectum where the physician indicates the site of a lesion by inscribing an X'. Second, during specimen collections and treatments conducted by nurses there is a professional incitement to confess feelings and disclosure of psychosocial dimensions of sexuality. Third, the role of the health advisor and/or psychologist may include that of counselor utilizing some techniques and methods derived from formal counseling and psychology, whereby the client speaks the sin by naming it." Sexuality and Foucault's Work In accordance to Foucault's work sexuality can be viewed in two different ways. The eastern society (e.g. India) sees sexuality as an art form (e.g. Kamasutra), whereas the other type society thinks of sexuality as something to be shameful of and to hide from the public eye. However, in the case of Western society has resulted in the ideology of "confession." This includes the confessions about one's sexuality and sexual origins. Confession is an everyday part of the

Critical care orientation and the importance of developing clinical Research Proposal

Critical care orientation and the importance of developing clinical reasoning - Research Proposal Example It is important not to distill the critical thought process as it pertains to clinical endeavors with simple, smart sounding labels, like wisdom or 'know-how'. II. DEFINITION OF CLINICAL REASONING Clinical reasoning must be more than a simple application of theory, because patients are individuals – and the therapist/nurse must adapt a treatment plan towards the individual, personal needs of each patient. Clinical reasoning under the perspective of certain researchers becomes a largely tacit phenomenon (Matingly, 1991). Our understanding of critical thinking as it pertains to the clinical setting has matured over the course of the decades. There are several key items for critical thinking for the professional to consider. The American Philosophical Association (APA) has defined critical thinking as: '...purposeful, self-regulatory judgment that uses cognitive tools such as interpretation, analysis, evaluation, inference, and explanation of the evidential, conceptual, methodolo gical, criteriological, or contextual considerations on which judgment is based' (APA, 1990). But there are other professional bodies that have also required a critical thinking mandate be added to curriculum, in many fields – not just nursing. ... 1995). In the dimension of nursing and clinical responsibility, critical thinking is the foundation of quality care, as well as professional standards of accountability. The professional must consciously cultivate the characteristics of efficient clinical mindset. This includes the ability to place events within the proper overall context, self-confidence in the nurse's ability to perform the necessary job functions, as well as a certain flexibility. The nurse must also cultivate creativity when time, resources, or both are limited, as well as a certain intellectual curiosity, leading to a state of mind that is always willing to learn more and adapt novel technologies and clinical modalities when and where they will prove effective in the practice of the individual medical professional. This dovetails with the ability for critical reflection on one's self, and on one's job performance. The nurse must be analytical in regards to new information, and the requirements with a willingness to seek out and verify potentially useful discoveries; vetting innovations for their clinical utility, as well as, ultimately, a long-suffering perseverance against adversity. More recently a comprehensive definition was also provided by the National League for Nursing Accreditation Commission: The deliberate nonlinear process of collecting, interpreting, analyzing, drawing conclusions about, presenting, and evaluating information that is both factually and belief based. This is demonstrated in nursing by clinical judgment, which includes ethical, diagnostic, and therapeutic dimensions and research (NLNAC, 2007, p. 8). How then are we able to determine what thinking processes meet the critical thinking standard

Yeats’ poetry Essay Example for Free

Yeats’ poetry Essay Yeats’ poetry has survived over a century due to his depiction of various human states both in himself and those in the world around him. A personal and depressive depiction of humans is seen used in â€Å"The wild swans at Coole,† where Yeats reflects on the final rejection from Maud Gonne whom he was in love with. A juxtaposed human state is seen in â€Å"The Second Coming,† where Yeats depicts the chaotic and destructive nature of humans as a result of an external spiritual/religious force being removed. Both poems depict different representations of what is to be human, however both depictions are still very relevant in today’s society. In â€Å"The Wild Swans at Coole,† Yeats uses oxymoronic metaphors of the season â€Å"autumn beauty,† to represent the depressive state he was feeling. While â€Å"autumn,† has connotations of decay, Yeats views the season as â€Å"beautiful,† to emphasise the self-pity he is experiencing. Sexual tension and frustration is also conveyed through metaphors; â€Å"woodland paths are dry,† refers to the bleak and dry season of autumn but also to Yeats’ lack of sexual action as a result of chasing after Maud for such a long time. This sexual desire is emphasised through symbolism of the â€Å"swans,† as when these creatures’ wings open, they bare a remarkable resemblance to the male genitalia. Visual imagery of the â€Å"October twilight,† furthers the emphasis on Yeats’ depression and sadness as October in Ireland sees the arrival of grey skies which depicts Yeats’ conscience to his aging self. The grey skies that come in October metaphorically represent grey hair that Yeats’ is/will shortly grow as a result of his aging. As â€Å"twilight,† is the point between day and night, Yeats’ sees his youth disappearing with the day. Yeats is reminded later in the poem of his inevitable aging by the swan’s wings as they create a â€Å"bell-beat of their wings,† above his head. The use of alliteration with â€Å"bell beat,† places emphasis to the idea of a bell going off in his head and reminding him of his old age. Yeats uses â€Å"The Wild Swans at Coole,† to represent multiple phases in which every human will encounter. He makes it clear that rejection of love can cause a person to reflect on their depressive state as well as the sexual frustrations, which re a natural occurrence in human beings. By using metaphors Yeats is also able to convey the inevitable aging process that all humans take part in. In â€Å"The second Coming,† Yeats utilises striking metaphors to convey a different idea of what it is to be human. The word â€Å"turn,† is emphasised in the line â€Å"turning and turning the widening gyre,† due to the trochaic pentameter used. This beat is broke n however by the word â€Å"gyre,† which draws the readers attention to the chaos and lack of structure in the current gyre. This represents what Yeats believed about time being divided into two-thousand year periods (called gyres) in which the opposite of one gyre would occur in the other. The chaos and lack of structure in the line represents the violent and chaotic escapades that many people were a part of during that time. (The Nazi rule in Germany and violent struggle between England and Ireland. ) Personification of a falcon; â€Å"the falcon cannot hear the falconer,† depicts humans turning away from god or some external moral structure and this causing the violence and destruction that was occurring. Yeats depicts humans, as needing some form of spiritual structure in their lives or â€Å"mere anarchy,† will be loosed upon the world. Personification can be seen used on the word â€Å"anarchy,† to depict it as being some form of beast, which is released from its cage as people turn away from religion/spiritualism. Violent personification is used as the â€Å"ceremony of innocence is drowned. † This again furthers the idea that when religious/spiritual values are questioned, the good things that come from these values are lost. Through the use of the extended metaphor of â€Å"gyres,† Yeats is able to show that humans need an external moral guide (in religion or other spiritualistic ways) otherwise chaos and violence will occur as there is no moral structure to be followed. In â€Å"The Wild Swans at Coole,† Yeats portrays the natural human instinct to be with another human through the use of syntactical variation as seen in the line â€Å"nine-and-fifty swans. † By having the odd number â€Å"nine,† at the beginning of the sentence, the reader knows that one swan is without a partner. Yeats feels attached to this swan as he too is without a partner and this brings back his depressive and lonely state and how a person cannot feel completed unless they have someone to share their life with. Jealousy of the swans’ youthfulness and vitality becomes apparent through verbs â€Å"mount†¦wheeling†¦scatter,† which are juxtaposed when Yeats realises that â€Å"my heart is sore. † This juxtaposition shows Yeats wishing he too could wheel or mount or scatter, however his old age and anxiety makes it difficult for him to find the energy to do so. Yeats also makes it apparent that â€Å"all’s changed,† now that the â€Å"nineteenth autumn,† has come upon him since the first time he visited Coole park. Juxtaposed to Yeats’ changed state are the swans that are â€Å"unwearied still,† as the â€Å"paddle in the cold. † The swans appear unaffected by the cold water as they paddle side-by-side or â€Å"lover by lover. † This bring the idea that Yeats feels he would be able to conquer the hard times in his life better if he had a partner to help him along the way. This statement also brings back his idea that humans need a lifelong partner to live happily. In the second stanza of â€Å"The Second Coming,† Yeats proclaims, â€Å"surely some revelation is at hand. † Anaphora is used on the word â€Å"surely,† as it is repeated in the lone below and this combined with the rhetorical question Yeats poses, emphasises the idea that some god/divine spirit must/will reveal itself Yeats’ exasperation to the situation shows that he believes that the only way for the chaos to be over is if a spiritual guide reveals itself which Yeats believed was â€Å"somewhere in the sands of the desert. † The use of sibilance emphasises the greatness of the creature that has a â€Å"lion body and head of a man. The â€Å"sands of the desert,† is a metaphor for the sands in an hourglass, which shows the lack of time before the second coming takes place. Alliteration â€Å"darkness drops again,† stresses the metaphor of the gyre ending as the second gyre begins. The word â€Å"again,† suggests that this has happened before when the previous gyre ended and also proclaims that this pattern of chaos and destruction will occur in the future as the current gyre ends. In the chaos, Yeats makes it apparent that those who choose not to be a part of the violence will suffer as â€Å"the best lack al conviction. He makes it clear that in times of chaos you must either eat or be eaten. In Yeats’ poetry we can see different representations of what it is to be human. Although portraying very different phases of being human, â€Å"The Wild Swans at Coole,† and â€Å"The Second Coming,† both show representations of what being human entails. The stages of humanity that Yeats makes reference to in each poem are ones that are still relevant today (depression, loneliness, chaos, violence. ) It is because of these representations that Yeats’ poems are and will always be relevant to our lives.

Stages Of A Typical Performance Management System Management Essay

Stages Of A Typical Performance Management System Management Essay Performance can be defined as the end result of an activity. A performance management system therefore is defined as a process of establishing performance standards and evaluating performance in order to arrive at objective human resource decisions as well as to provide documentation to support those decisions. (Stephen P. Robbins, 2005, p. 296) A good performance management system is essential for Interact to be able to manage the dwindling individual performance. To develop a good system Interact will need to consider the three main aspects of managing individual performance, these include: planning performance, delivering and monitoring and formal assessment and reward. These are well illustrated in the performance cycle as illustrated by figure 1 below Figure 1 Stages of a typical performance management system Source: (Derek Torrington, p. 263) The first key aspect of managing individual performance is the planning performance stage. This is where a manager at interact sits down with his subject and they collaboratively set individual objectives originally obtained from team objectives and the agreed job description. These objectives are designed in a way that they also offer potential development as well as fulfilling the general organisations general objectives. They should also include measures of how they can be assessed. One common approach managers use in setting these objectives is with the SMART acronym. This suggests that the objectives set should be Specific, Measurable, Appropriate, Relevant and Timed. A good example of a good objective for an employee working in the component development department could be: To develop a new mobile phone component by March 2010 (started in January 2010) It is important that managers do not forget to plan for the support, development and resources necessary for the employee to be able to accomplish the objectives. The second key aspect is the delivering and monitoring performance stage. As the interact employee sets about to achieve the performance agreed, the manger should ensure that he is available at all times so that the employee can consult him/her at any moment when needed. There may be some unpredicted hindrances towards the achievement of performance and in some instances targets may have to be revised. Ongoing coaching is important whereby the manager can guide the employees through discussion and providing constructive feedback. Continuous informal reviews held between the employee and his manager should be carried out so as to ensure that work is going as agreed and whether the agreed performance will be attainable by the agreed dates. Objectives signed off as complete and recognition of work done so far help to act as motivation for the employee in the future for other objectives yet to be completed. The last key aspect of the performance cycle is the formal assessment and reward stage. This stage involves regular reviews of the development of the objectives and to motivate the employee. Annual reviews are also necessary in this stage whereby what has been achieved is compared with what had been set to be achieved which may affect pay and salary increments. Interact managers should take note that employees see reviews as fair only if the targets set are achievable and judgements were seen to be consistent throughout the organisation. Different styles of appraising employees could be adopted in order to make the best assessment but a popular and widely used approach is the problem solving style which is one of the styles developed by the American psychologist, Norman Maier. This approach suggests that The appraiser starts the interview by encouraging the employee to identify and discuss problem areas and then consider solutions. The employee therefore plays an active part in analysing problems and suggesting solutions, and then evaluation of performance emergence from the discussion at the appraisal interview, instead of being imposed by the appraiser upon the employee. (Anderson, 1993, p. 102). However, it should be taken note that this style works best if the employees are ready for it and the mangers are willing to behave in this way which is not always the case. After the reviews have been conducted and achievement of tasks has been high, reward is necessary. Most management systems include pay in the reward package but ongoing research has shown that element of pay had very little effect in the motivation of employees. Other forms of reward other than monetary such as promotion and offering of individual development opportunities are found to be more motivating to employees. In order for the successful implementation of a performance management system, line managers who are closer to the employees need to be included in the Human Resource team when designing the system. Training of the line managers is essential before and during the introduction of the system. Task 2 Learning can be defined as the process of acquiring knowledge. Learning and development is an essential part in keeping the performance of Interacts employees up to standard. Currently, there have been issues and complains from the employees about the quality of training being offered, and the lack of enough training to keep the component developers up to date with emerging technologies. This is a serious problem for interact being the fact that it is operating in an industry that requires a high degree of innovation and creativity. It indicates the need for an effective people development strategy. A good approach that could be used to establish an effective people development strategy would be the systematic training cycle. This cycle includes for steps that are; identifying training needs, designing development activity, carrying out development and evaluating development. This can be illustrated by the diagram below. Environment Business strategy People development strategy Figure 2 A systematic model of learning and training Source: (Derek Torrington, p. 391) Considering figure 2, the first step in the model is identifying training and learning needs. Before any activity can commence, interact managers should take note that identifying these needs should not be the sole role of the human resource team but should be a process that involves the employees too. Employees about to receive training should not be considered as subjects but as participants of the scheme. Interact managers should also take note that modern day effective training requires not only a focus on development of technical skills alone but also personal skills, attitudes and self-management therefore broadening the needs scope. One approach that interact managers could use to identify the training and learning needs is the problem centred approach. This approach analyses whether there are any performance problems and analyses whether they are caused by lack of skill and if so, which. The gap between expected performance and actual performance is the one that helps to bring about the training need. For example, an identified problem with interact is that the component developers are not up to date with new technological development therefore the training need would be to continuously keep the developers up to date. After training needs have been identified, the next step will be designing the development activity. There various methods of learning and development that Interact managers could use such as; education and training courses (off job), manager coaching and teaching, self development groups and open and distance learning. (On job). The next step is carrying out the development activity. For education and training courses, Interact managers could use the consultancy courses. They could range from one day to several weeks in some cases. These have the advantage that they enable employees from various organisations to meet and share their experiences. In order to be very effective, they should concentrate on specific skills of knowledge, such as being introduced to new technological developments. Management should take note that these courses are usually expensive despite the fact that they are of short duration. There is a big challenge that Interact managers should be prepared to face and that is the ensuring of the transfer of what the employees have learnt back to the organisation. To counteract this problem, managers could set goals for implementing new skills once the employees return from training. In case the Interact management decide to use on job training methods take manager coaching and teaching as an example, the line manager will act as a mentor or coach for the trainees involved. He will provide feedback, counselling, encouragement discussion and sincere feedback. Management should however take note that not all line managers can provide effective coaching, as it requires good interpersonal skills and commitment from the manager to accept the coaching role. Interact management could also support the use of self development groups whereby informal groups formed by employees come together and discuss organisational issues, personal development and individual work problems. The group should however be headed by an experienced leader who plays the role of a facilitator and to some extent, a source of information. This group leader could drop off as the group matures. Such a method of learning and development requires a high level of commitment from the group members and a close follow up on the side of management. The final step in the learning cycle is the evaluating development stage. While evaluating development, changes in skills, knowledge, behaviour and attitudes need to be considered. However, research has proved that it is actually very difficult to asses some aspects of learning or training that have been carried out such as changes in attitudes and behaviour. A post course questionnaire could be issued out to the trainees but this usually tends to evaluate the course and not the training. Evaluation could also be carried out by setting up goals basing on what the individuals have learnt during training and the extent to which the employees meet these goals would indicate how effective the training had been. It is recommended that managers should keep on evaluating the trainees continuously from the beginning as they attend the training courses and not to pin the evaluation process at the end of the course. Task 3 Leadership can be defined as the Process in which an individual influences other group members towards the attainment of group or organisational goals. (Shackleton, 1995, p. 2) There is a close link between leadership and motivation and performance implying that the leadership style being used may have either positive or negative impacts on these. Due to the recession, Interact adopted a rather autocratic approach and have become more task focused. An autocratic leader is a leader who tends to centralise authority, dictate work methods, make unilateral decisions and limit employee participation. (Stephen p. Robbins, 2005, p. 593) The advantage of such a style is that it leads to quick decision making and work getting done on time. However, there are various negative impacts Interact could face as result of applying such a leadership style. To start with, according to Vrooms expectancy theory which says that An individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. (Stephen p. Robbins, 2005, p. 405), we can see that expectancy has an impact on motivation. Therefore not expecting employees to perform unless they are directed to will only cause them to behave in that way leading to demotivation and poor performance. Also using Maslows hierarchy of needs, the need for affiliation could be a motivational factor. Therefore not involving employees in the decision making process and centralising authority only makes the employees feel alienated and thus end up feeling demotivated. The autocratic style of leadership also fails to recognise that social needs are a motivational factor for employees. Maslow recognised the need for affiliation as an important attribute in human motivation therefore making decisions or planning activities while excluding those who are going to be affected may demotivate them. Autocratic leadership also makes the employees feel that the organisation does not trust them enough to make wise decisions for the good of the organisation. This demotivates them and makes them feel like they are not a part of the organisation or not responsible enough. As a result of being very task oriented, such as style does not have much concern for the needs of their subordinates. This is clearly indicated by the lack of a sound human resource function and the fact that the Interact management has so far refused to meet with the group of employee representatives who are trying to voice employee concerns. This has led to feelings of resentment, alienation and a drop in performance levels. In conclusion, the autocratic style of leadership has a rather more negative impact than positive effects, but this is not to say that Interact should not apply it, rather they could blend it in with other styles of leadership. Using the managerial grid designed by Blake and Mouton, THE MANAGERIAL GRID High concern for people Low concern for production Country Club management High concern for people High concern for production Team management Low concern for people Low concern for production Impoverished management Low concern for people High concern for production Authority-compliance management High People Low Production High The managerial grid Source: (Derek Torrington, p. 304) Most managers agree that the best leadership style would be the team management which has both high concerns for people and production but there is a new approach that suggests that the best style is to use all these four styles together basing on different times and different situations. Task 4 The complaints voiced by employees over the need to work harder and longer to keep their jobs and increased levels of stress are a sign that the quality of the working life at Interact is deteriorating. Work-life balance is very important as it keeps the employees happy and contented with their jobs therefore reducing absenteeism and turnover. There are a number of practices that management at Interact could implement so as to improve the situation. To begin with, offering the employees flexible working hours would greatly help employees who need more time outside the job. Allowing female workers to have their maternity leaves also enables to keep the employees happy with their current jobs. The Interact management can also train their line managers to deal with employee stress. The line managers should encourage the employees to talk and voice out what is truly getting them stressed up. An increased level of stress at work is a total wake up call that Interact needs to change its style of leadership and control. Not allowing employees to freely raise their voices over the different issues in the organisation and refusing to recognise their representative group only makes them feel unappreciated and demoralised. Interact could also reorganise their working practices such that the workers could get work done without having to spend extra long hours to work while maintaining the same quality of performance. The amount of days employees can get in their leaves should be adequate giving employees enough time to rest and relax so that they can return to work revitalised. For those workers who may not be able to get to work but and yet their jobs do not demand their physical presence at the premises, interact could offer them alternatives of working at home. This will help to boost performance while at the same time saving valuable time lost when the work is not done at all. In case workers are having to work overtime, Interact should devise a payment scheme that covers these extra hours in a manner that is of mutual benefit with the employees. Interact could even go to the extent of ensuring that maternity pay is reasonable and comfortable for the employees. This will make them return to work much more happily and boost their attachment to the company. For those in areas where the work demands them to do the same routine job everyday, Interact management could introduce rotation where other employees doing other routine work could be set up to be exchanging activities so as to prevent them from getting bored. However there are some limitations that Interact should take note about work-life balance policies. For example, some policies such as maternity pay only target the female employees therefore bringing about a feeling of neglect with the other employees. Another problem is the fact that some policies may actually be put in place and yet employees may not take them up and use them. Task 5 Absenteeism can be defined as the To tackle this problem, Managers at Interact need to set up a procedure to solve the absenteeism problem. The process could involve the following steps; Identify the absence problem Locate the absence problem Identify and prioritize the cause of absence Evaluate the current control method Design the absence control program Implement the absence control program Monitor the effectiveness of the program The first step of solving the absenteeism problem is assessing it. Interact could do this by collecting statistical data about thee current absence levels. This can be done by gathering information on how many people did not come in to work for a certain period of time. After the pattern has been identified, the next step is to locate the absence problem. This is done by using collected data to find out which specific departments had the highest levels of absentees for the period. The next step is to identify the cause of absence in the departments selected. An autocratic leadership style of the line managers in Interact, longer working hours, low levels of responsibility and decision making could result into dissatisfaction with the job situation therefore leading to a rise in absence levels. Evaluating the current absence control method is what follows after the causes of absence have been identified. During evaluation, Interact should be able to see the weaknesses of the current control program and why it is failing to work effectively. After evaluation, Interact should design a new control program that tackles the problem. There are a few recommendations of measures that could be put in place to help reduce the problem, First of all, I would recommend to Interact that they should try and maintain continuous contact with the employees who are absent from work. This is known to greatly reduce the length of absence and shows the employee that the organisation in concerned about the well being of its people. One visit a month by the line manager of the employee could be effective. Another useful activity that interact could do to manage absence is to include attendance levels in the performance review at the end of the year. Having high levels of absence during the year would be considered as underperformance in the review. I would also recommend that the line managers undergo training so as to ensure that the absence procedures are effectively carried out. Proper training on how to handle employees who are frequently absent could greatly reduce the absence levels. A deep understanding of the causes of absence would enable Interact to be able to tackle the absenteeism problem. Known causes of absenteeism at Interact include, employees working longer hours and increased levels of stress. When trying to identify the problems, management should not only consider what the absentees have filed as the reason for their absence as research has shown that they tend to write excuses that appear valid to the organisation. Interact should build a culture of trust with its employees such that they can get them to explain the real causes of absence and thus they can respond to them effectively. The last step after the absence control program has been designed is to implement it while continuously monitoring it by collecting statistical data to observe whether the absence levels are falling or not. If it is not effective then Interact have to find out why, make the necessary corrections and continue with it Task 6 Employee turnover is the rate at which employees voluntarily leave their jobs. At interact, the level of employee turnover has been relatively high. Collecting information on staff turnover is quite difficult to collect though one best approach could be by using exit interviews. However, there are some major reasons why staff could be leaving interact. Push factors One reason why Interact employees could be leaving their jobs is because of Push factors. This concept suggests poor working conditions, people development strategy, dissatisfaction with company policies, negative effects of autocratic leadership style, job insecurity among others to be the cause of forcing people to leave the organisation. In other words, Interact is pushing away its employees by failing to provide a good organisational and working environment to keep the employees satisfied. Interact could control this cause by making the organisation more employee friendly. Another reason why employees could be leaving Interact is because of pull factors. This concept implies that rival employers in the telephone component manufacturing industry are pulling Interact employees towards them. This could be because they are paying higher salaries, offering better benefit packages, training opportunities or they have more attractive working environments. The best way Interact could reduce turnover caused by this way is by first of all analysing what other organisations in the industry are offering that is making them more attractive and therefore making sure they can level up. Another approach is by identifying unique selling points offered by Interact that other organisations dont have and communicating them to staff. Employees could also be leaving Interact as a result of functional turnover. This is a situation where employee resignations are accepted by both Interact and the employee involved. This could be because of failure of the employee to conform with the organisational culture or as a result of continuous poor performance. The best way to handle turnover caused in this way is by improving the recruitment process so as to avoid such people in the first place. Outside factors could also be making employees leave Interact. These are reasons that have nothing to do with the job. They could be leaving because their partners are leaving the city, personal desire for self employment. In this situation, there is nothing much that Interact could do to stop these kinds of employees from leaving the organisation as it is beyond their control. The rate of employee turnover at Interact could be greatly reduced by putting in place certain strategies so as to manage the turnover rates. Firstly one tool that Interact could use is pay. Research has shown that organisations offering higher salaries appear more attractive than those with less. However, pay alone may not be enough to keep the employees from leaving. It should be combined with other benefits such as holidays, healthcare offers and staff discounts. The best approach in offering such benefits is by letting the employees pick benefits that they prefer as different employees may be interested in different packages. Another tool that Interact could use to help reduce turnover rates is putting in place family friendly Human Resource practices. Considering the fact that many people leave work due to family and personal reasons giving employees more time to spend with their families through holiday packages, flexible working hours and a well paid maternity leave may greatly help to reduce the rates. Improving the quality of line management may also help to reduce the turnover rates as these managers play a critical role in employee relations. To ensure that the selected line managers are effective, they should be selected basing on their supervisory capabilities, undergo training and appraised on their supervisory skills. Finally induction is also known to help in reducing early staff turnover rates as it helps to fit the employee into the organisation and defines his/her role in it. Organisational induction could be done by the Human resource department and may include a presentation on health and safety regulations and fire evacuation procedures. This type of induction could last a few days. The other type of induction is the job-based induction. This usually takes longer and is mostly carried out by the immediate line manager and in the background, fellow employees and includes activities like getting to know the organisation culture, how work is done and what is expected of him/her. Managing employee expectations from the beginning could also play a crucial role in reducing the turnover rates. This is done by letting the employee know exactly what to expect from his job right at the start of his/her career so that they are more prepared when they face the challenges. Challenges could include time pressures etc

The World Of Hair :: essays research papers

In The World of Hair Throughout time, the world of hair, and now the well-known field of cosmetology have raisin and fell. I can remember the time when black women were wearing Afros and Caucasian women short cuts and now things have evolving into all these long flowing hairstyles and not to mention the current health these days on our hair. Seems like the days on juices and berries were hairs happiest time. Now going thur how we manage our hair is tricky but here are some great ways of staying on top of every strand. Knowing that mornings or the worst time for all of us here is the rule to keeping a well-groomed and healthy crop on hair. If you have short hair of any type than this is the beast stagy for it, a good shower wash before you start that steamy shower. And wash twice to insure that there will be no oil build up because old can slow a hairstyle down or even stop a style right in its tracks. Next you would want to apply and good protein based conditioner such as, cholesterol and allow it to remain on the hair form root to tip of the duration of your shower and when you rinse than your hair rinses this method saves time and work. Now that your hair is all-clean and you need and quick method of drying it; and before we get the drying part lets stop and think bout how we want to where our hair, now seeing as we have a short bobbed length with about 8 inches of hair to work with we need to apply a styling aid and that would be in the form of a lotion or cream. I prefer the lotion myself, so apply the setting lotion to the hair this will act as a fixative that will lock the style in place. Next we are ready to blow with a handheld blow dryer; this process will take twenty to twenty-five min. After blowing the hair dry we are ready to style the hair. Now that we have decided that we want some bounce and curl in our hair for the day here is how we will get the results needed for a day at the office and an evening on the town. You will need a medium to large curling iron (a heat motivated instrument) and a light styling spray.

Catholics and Evolution :: essays research papers

Catholics and Evolution One of the most important questions for every educated Catholic of today is: What is to be thought of the theory of evolution? Is it to be rejected as unfounded and inimical to Christianity, or is it to be accepted as an established theory altogether compatible with the principles of a Christian conception of the universe? We must carefully distinguish between the different meanings of the words theory of evolution in order to give a clear and correct answer to this question. We must distinguish (1) between the theory of evolution as a scientific hypothesis and as a philosophical speculation; (2) between the theory of evolution as based on theistic principles and as based on a materialistic and atheistic foundation; (3) between the theory of evolution and Darwinism; (4) between the theory of evolution as applied to the vegetable and animal kingdoms and as applied to man. (1) Scientific Hypothesis vs. Philosophical Speculation As a scientific hypothesis, the theory of evolution seeks to determine the historical succession of the various species of plants and of animals on our earth, and, with the aid of palà ¦ontology and other sciences, such as comparative morphology, embryology, and bionomy, to show how in the course of the different geological epochs they gradually evolve from their beginnings by purely natural causes of specific development. The theory of evolution, then, as a scientific hypothesis, does not consider the present species of plants and of animals as forms directly created by God, but as the final result of an evolution from other species existing in former geological periods. Hence it is called "the theory of evolution", or "the theory of descent", since it implies the descent of the present from extinct species. This theory is opposed to the theory of constancy, which assumes the immutability of organic species. The scientific theory of evolution, therefore, do es not concern itself with the origin of life. It merely inquires into the genetic relations of systematic species, genera, and families, and endeavours to arrange them according to natural series of descent (genetic trees). How far is the theory of evolution based on observed facts? It is understood to be still only an hypothesis. The formation of new species is directly observed in but a few cases, and only with reference to such forms as are closely related to each other; for instance, the systematic species of the plant-genus Å’nothera, and of the beetle-genus Dimarda.