My Puppy Love

Daisy and Johann were together in one renowned university in Malaysia called University of Science Malaysia.   They were both in their second year college when Johann first met Daisy at the University's Registrar's office during an interview for a scholarship.   Her silent and evading ways caught the attention of the young man.   He tried coming near her to start a conversation, but no amount of effort gave him a chance to get acquainted with her that day.   A week after, he read in the Bulletin Board that Daisy topped the scholarship, and found a valid reason to congratulate her. Waiting for her in the hallway, he grabbed every opportunity to greet her, â€Å"Congratulations Daisy, I saw your name on the Bulletin Board†¦.†Ã‚   He was never allowed to finish his greetings for immediately Daisy rushed into her Chemistry class. Nodding his head sideways, he tried to squeeze himself in the crowd just to get near to Daisy for the second time in their encounter. â€Å"Hello! Have I done wrong?† inquired Johann. Daisy looked at him with a straight and sharp look and said â€Å"We don't even know each other!† â€Å"I understand, I am Johann, and I'm interested to be your friend,† he said stretching his arm to shake hands with Daisy. But she  refused to meet it and instead she said, â€Å"Okay, I hope only until then! Bye.† Daisy hated him so much ever since the first day they met in the registrar's office, she already noticed his being forward.   But at the same time, she couldn't understand what she was feeling inside her.   He preoccupied her thoughts most of the time and whenever it happened it excited a lot. What’s more, she loved see him from a distant every time classes would end.   These thrilling feelings were so disturbing and caused some sleepless nights.   She hoped such feelings would end, so that she could concentrate in her studies and do more to excel. It was late in the afternoon the following day when Daisy noticed somebody following her. She sped up and hurried on her way until at the corner of the building there was no more way of escape.   â€Å"Why such a rush?† said the man she hated most but at the same time the one who brings color to her life these last few days. â€Å"Nothing, ah,†¦I still   have to do some research in the library,† Daisy formally replied. â€Å"Library?! It has been closed since four this afternoon, hah!?!†Ã‚   Johann said sarcastically. â€Å"And for what reason are you following me? You annoy me so much, and I hate it!† she said nervously, being scared also to lose him that very moment. â€Å"I'm sorry; I know I have been trying to get your attention.   Can I walk with you home?† â€Å"What for, I can manage.† â€Å"Yes, of course you can, but you see I was just trying to be a friend.†Ã‚   Daisy didn’t know how to react in such a situation and tried every  reason to again evade his company. Having known of her ways, Johann quickly engaged into a conversation hoping to get her this time.   To his dismay Daisy made her way of escape for the third time. Exhausted when she arrived the dorm, she was sulking and crying.   She hated herself.   She knew she like him, but at the same time she was scared and   just didn’t know what to do and how to act when he was around. The sun began to set when the phone rang.   â€Å"Hello!  Ã‚   Daisy, it's me Johann, let me get things straight,  I found myself in love with you when I first met you. That’s the reason why I become a shadow to you.   I know I irritate you, but please can we just talk so that I may have time to explain?† Daisy  found herself nervous, and speechless.   â€Å"Daisy, are you still there? Okay, can we meet tomorrow? Please, I'll meet you in the hallway after your Chemistry class, and then we'll go somewhere else to talk†. This time Johann made sure he will be the one to hang-up the phone first, and said â€Å"Good-bye, see you†¦Ã¢â‚¬  The night seemed very long, but how she wished it will be longer so that she could meet with Johann.   But no matter what she did, she had to be in her Chemistry class, and Johann was just on time as he promised. This time she decided to meet with him and hope to end everything despite her feelings.   The next time she realized she's already with Johann in the park, and as they exchanged ideas and got to know each other found themselves in a mutual understanding that they were already as boy-girl who are in an exclusive intimate relationship. Since then, Johann would always be around to fetch her from her Chemistry class, and they would always end up working on their assignments together or study each of their lessons hurriedly to be able to still have time discussing their personal lives.   This had been for two to three months, and how they treasured their time together, until one day Daisy opened a long been buried mail in her internet.   It was the news of her scholarship in Oxford some three months from now. When Johann came to her life, she forgot her application for a scholarship and having passed it, she is now called for a decision.   It is either her future career or staying in Malaysia with Johann.   She tried a lot to postpone thinking about it, but she was overtaken by the news in the University announcing her scholarship in Oxford.   Soon after the breaking of the news, Johann did not wait after the Chemistry class would end.   Before it started he was already outside the classroom waiting for her. â€Å"I'm sure it was true†¦Are you going? Ah, yes, I know you are of course†¦Ã¢â‚¬ Ã‚   then he left, not knowing what to say more, and fearful to hear the answer. Johann did not arrived after the Chemistry class, for the first time since they were related Daisy walked her way to the dorm by herself, once more a lone figure.   After a few minutes the phone rang. â€Å"Hello! Daisy, I'm sorry, it was just difficult for me.   I tried to refuse thinking about it, but you see, is it not that if we are really for each other, we will meet again?† â€Å"Thank you for understanding Johann, but I know I will be missing you a lot, and as of today, I cannot yet imagine how will it be far from you., I love you Johann, I just knew it.† â€Å"I love you Daisy, sorry to miss you after your Chemistry Class, can I still go there in your dorm?† â€Å"I'll be waiting†¦Ã¢â‚¬  Daisy hanged up the phone with a smile on her face. She was assured that Johann understood her and that their relationship had a hope in the future.   

Bmx Cycle Solutions

Question # 1 What business is LCI in? What are the key success factors? How operations can contribute? LCI BUSINESS: LCI was founded in 1994 by Mr. Sheikh Ubaidullah, a Former Chairman of Pakistan Cycle Cooperative Society Limited. LCI is located at Ferozpur Road, eighteen miles south of Lahore Pakistan. LCI marketed its bicycles under the brand name of Leader bicycles. LCI was in bad shape and financially bankrupt , all shops run by one supervisors , its production was practically zero when Managing director at Descon Mr. Razaq Dawood acquired LCI in June 1999. He hired new 6 engineers since 1999 in following departments like production planning, production scheduling, inventory control and quality control to set up all the necessary systems and procedures in order to turn LCI around. In May 2002 Five bicycles –manufacturing companies (competitors) existed in market, combined capacity of these companies producing bicycles were 580,000bicyles per annum, and all were running at or near capacity, the competition was very tough. Up to May 2002. LCI was producing 60,000 bicycles/annum, in May 2002, LCI started producing manufacturing its new product named BMX cycles, for betterment in this new product, after a year-long negotiation with Hercules of England, Decscon acquired from them the manufacturing and technology right, in Pakistan, for the very popular BMX cycle, Hercules also agreed to send engineers to Lahore for ten-week periods in order to help in set up the plant, tooling and train the staff. KEY SUCCESS FACTORS: * Senior Management of LCI wanted to introduce the BMX Cycle in market before competitors, and Mr. Mansoor Waraich, Senior Planning Engineer, had a lot of pressure by the top management of LCI to complete this huge production of BMX Cycles. That massive production was carefully planned and all the processes where closely monitored and upgraded. * Mr. Razaq Dawood, Managing Director, of Descon, took over the LCI in very bad shape , and he set up all necessary systems and procedures like production planning, production scheduling, inventory control and quality control in order to turn LCI around , it is also a factor of the success of LCI * Another key success factor was that Descon called Hercules of England engineers to train LCI’s staff. LCI’s staff can also go to England for the same training for a specific period. OPERATIONS CONTRIBUTION: LCI is a Production Company so operations plays very important role. Outsourcing and subcontracting of different raw materials is done for the better result of operations. All the plants structure was designed in a way so that they can minimize the wastage and can maximize the production. Manpower was also assigned according to their expertise and labor was hired on daily wage system. Question # 2 What is your Analysis of the BMX production process? How would you characterize this process? ANALYSIS OF BMX PRODUCTION PROCESS: BMX production process is almost in sequence, all processes depends on each other, if one process is skipped then they cannot complete other part of cycle, in other wards they cannot ignore only a single process, As LCI wanted to introduce BMX in market before competitors and management wanted to produce huge quantity of BMX cycles so LCI purchased different finished parts for BMX cycles from several suppliers, like, seats , pedals, handle bars, frame pads, and tires were directly purchased and installed , but other side , several parts, like sheet metal, metal coils, steel bars and pipes were manufactured from raw materials acquired locally and abroad. Management hired permanent and daily paid labor in all shops to complete tasks efficiently and in timely, this planning was proved very helpful to complete huge production. First process is cutting shop: This shop having 3 machines for cutting metal pipes into different lengths to use prepare bottom bracket shell, frames and handle bar, this shop run under one supervisor and 4 full time employees Second process is Bottom bracket shell shop: This Shop contained three 600 tons processes and 6 presses ranging from 60 to 100 tons, heavy parts of bicycle like BB shell were manufactured in this shop , this shop run under supervision of one supervisor and 4 full time employees. Handle Shop: BMX bicycle handles were manufactured at this shop completely, a specific machine automatically bent the placed pipe in a few seconds into appropriate configuration and cut the handle bars to length and knurled. These Knurled to help retain the handle bar grip. BMX enameling and Phosphating Shop: All parts of bicycle were enameling and phasphating, phaspating treatment enabled the steel surface to retain the enameled paint for a long time and provide a durable finish, all partes were placed on jigs and hang on a conveyer, this conveyer passed through a drying oven at a speed allowing each part to be baked at 1500C for approximately 50 minutes. Rim Shop; Bicycle Rims contained at this shop, One mm thick and 83 mm wide metal coils required to prepare rim and these rims imported from barazil or Japan, then front end coil was welded with back end coils and finally, the rims was bent into a required radius and cut after buffing and polishing. Press Shop: A specific machine at press shop for grinding and buffing the parts of rims and two ends of strips had been welded together Saddle, Brake and Hub Shop: Hubs and saddle for BMX cycle were assembled at this shop, loop clips of were manufactured at LCI , other parts like saddle frames and saddle covers were procured by vender and assembled manually at other end of same shop. Machine Shop: Four production lathes like a grinding machine, a milling machine and four drilling machines are contained at this shop, some parts of BMX cycle check-nut, lock-nut and wheel valve produced in machine shop, this machine was operating 50% of its capacity Electroplating Shop: Some parts of BMX like Hub flanges, steel rims , lamp brackets, spanners and chain wheels electroplate at this shop, this machine have limited equipment capacity so double shift running six days per week for electroplating. BMX Welding line: This shop have 5 welding stations and a mitering machine , different parts of cycle welded and metering machine give a smooth curve at the ends of tubes (pipes) once this machine was set then all tubes automatically mitered the tube. Final Assembly Area: This area have 6 work stations, fitting machine and an assembly track conveyor, all manufactured parts of BMX cycle assemble on these 6 stations, finally all the assemblies and accessory packets were packed in a cardboard carton for delivery. Characteristics, All shops worked very efficiently and all work stations busy to prepare assigned parts on same time so it’s very helpful to produce huge production, management took decisions for daily paid and monthly paid employees, and paid them attractive salary. Question # 3 Given the investment in BMX cycle manufacturing line, what is the payback period? Each bicycle Price = 2400 Gross margin = 8. 3% Profit margin for each bicycle = 2400 x 8. 3% = 199. 2 Production Capacity = 60,000 Profit margin for 60,000 bicycles are = 199. 2 x 60000 = 11952000 Payback on gross margin = 2 Years & 2 Months Question # 4 Assume the enameling plant capacity is 3000 bicycles per month, as senior planning Engineer, what alternatives are available to increase BMX cycle production? As per upper management’s drive to expand operations, a ten year old enameling unit that was purchased for Rs 3 Million in 1999. In order to increase production LCI in addition to subcontracted enameling should start in house production in parallel by utilizing the unit purchased. It may have to invest on up-gradation of the unit as required to meet the current production standards. Company purchased enameling machine but they did not use it, because outsourcing and subcontracting was present in LCI’s tradition so upper management should change it and it’s better to utilize enameling machine, bring it in use, so BMX production will definitely be increased. Question # 5 What is your recommendation and why? Following are the Recommendations and the reasons LCI should do some forecasting for identifying the real need of their product in the market, * They should give advertisement though email, news paper and web TV add etc, * They should do SWOT analysis of their o wn company and their competitors. * They should improve their weaknesses, and they should produce bicycle for elders * They should hire some vender for parts of BMX so it is suggested that they should arrange of those machines at their company, it’s also saving the cost and time. * For sustaining the market position more innovation is required, the designs of bicycles should be upgraded and changed to attract the customers towards the product.

Imperial President

‘More imperiled than imperial. ’ Discuss this view of the US presidency (30 marks) Imperial presidency is a term, popularized by the book, written in 1973, by Arthur Schlesinger, a former aide to JFK, called ‘The Imperial Presidency†. It is used to refer to a presidency characterized by the misuse and abuse of the powers of the presidency.. In particular, it refers to the misuse of power and excessive secrecy in dealing with foreign policy. The founding fathers intended the president not to initiate war but be a commander in chief and could only respond to an attack.They intended Congress to be proactive and initiate military action and that the president is reactive and supervises military action. An imperial president would misuse, abuse and ignore these powers. An imperiled presidency is virtually the opposite and is a term used when the president cannot act effectively due to continuous conflict with Congress. At least one of these two terms have been use d to describe each modern president, sometimes both have been used for the same presidency, showing the phrase can be used very flexibly, and can often be down to personal opinion.Nixon described it as a facade created by liberals and defensive congressman. The Development of the Imperial Presidency is often put down to America’s involvement in WW2 after Pearl Harbor in 1941. Before 1941, America had only been to war 11 times, and was often seen to avoid getting involved in foreign disputes and get on with there own business, but this changed obviously changed when they entered the world war. This saw a seismic shift in the importance of foreign policy, and therefore a seismic shift in what the president could do in times of war.In 1941, when Congress declared war, FDR was allowed to break free of his restraints written in the constitution. The time for the Imperial Presidency had arguably begun. Since then, America has nearly been at a constant state of war and â€Å"the Im perial presidency† continued to develop, through the presidencies of Truman, who when North Korea invaded the south in 1950 sent US troops, Eisenhower, who sent 14000 US troops to Lebanon, and JFK, who launched an attack on the Bay of Pigs in Cuba, all without congressional approval as a result.In 1964, the idea of the â€Å"imperial president† took a major step forward. The President at the time, Johnson, was given the power to take all necessary measures to repel any armed attacks on US armed forces, through the Gulf Agreement, also know as the Tokin Gulf Resolution. The Gulf Agreement was like a turkey voting for Christmas, as it took a sizeable power away from Congress and Schlesinger argued Congress had become a spectator.Johnson used this new power to rage war in Vietnam, and by 1969, the US had 500,000 troops on the ground there. The term Imperial President was used to describe Nixon, Reagan, George Bush Jnr and perhaps Clinton. Nixon, seen as the revolutionary p residency, made full use of his war making powers, by carpet bombing Vietnam, bombing Cambodia without even the knowledge of congress, the so called Secret War in Laos, and didn't even ask the Senate to ratify the Paris Peace accords.Reagan was seen as an Imperial President, due to his involvement in the Iran Contra Affair, in which Regan’s Administration sold weapons to negotiate the release hostages, and then used these funds, without congresses knowledge or approval, to fund anti communist rebels in the Nicaragua. George Bush Junior was seen as an imperial president as he used the fear of terrorism to gain support for the 2001 patriot act and other legislation, and went to war unconstitutional in 2001 in Afghanistan and in 2003 in Iraq.Many people argued Clinton was imperial. This was due to two reasons. First, he wrote a letter that America would follow all parts of a treaty that lost in senate, and took part in military action in Bosnia, Serbia and Haiti and approved air strikes in Iraq, Afghanistan, and Sudan. Schlesinger however argued that he wasn't because he was constrained by Congress. There have been, however, presidents that can be described as Imperil. Following the Watergate Scandal in 1972, Congress had finally had enough of the Imperial Presidents.They believed that Nixon had made illegal use of the CIA for political purpose, and that the white house was overly secretive. They past three major acts over 2 years, which brought power, back to Capitol Hill. In 1972, the Case Act was passed which meant that the president was required to submit executive agreements to congress, which prevents secretive agreements. In 1973, the War Making Act was passed which clarified the war making power of the president, and in 1974, the Congressional Budget and Impoundments Control act was passed which increase Congresses power of the budget.This led to Presidents Ford and Carter, being impotent in dealing with foreign policy issues such as the retaking o f Vietnam by the communist backed North, which led to the South Vietnamese capital, Saigon, which included the US embassy being overrun. Ford argued the congress was now full of 535 commanders-in-chief and this isn’t what the forefathers intended and it didn't work. He wrote that some people used to complain about what they called an ‘imperial presidency’ but now the pendulum has swung too far in the opposite direction.George Bush Jnr Second Term could also been seen as an imperil presidency has he was constrained by the Supreme Court and Congress. Some people say that these terms aren’t useful and do not fully sum up a presidential term. Many people argue it all depends on the situations of the time, and due to America’s involvement in nearly every country in the world, and with one of the most complex foreign policies in the world, which the Algerian Hostage Situation showed can change course in a day, it is impossible to consult on congress on ev ery development concerning its foreign policy.It also cannot be used to describe every president. George Bush Snr was seen as a cooperative presidency as he asked Congress before sending troops to Kuwait, and seeked bipartisan support, but then took the role of commander in chief from there. Obama can be described as neither, as he seeked congressional approval for the START Treaty in 2010, but didn't ask congress about the use of airstrikes in Libya. I believe that in the past 60 years, presidents have been more imperial than imperiled however, when it comes down to foreign policy.Apart from the two failed presidency’s of Carter and Ford, each president has been allowed to control foreign policy effectively and without much congressional interference, but the control peaks and troughs, therefore depending on the time even within a term, a president can change between an imperial president to an imperil president and back again. The history of presidential power over the last 60 or so years tells us that power is a variable, and that presidential power is cyclical and unpredictable. It varies according to the personality of the president, the situations in which they are in office and how well congress supports them.

How can Playstation3 sustain the dominance in the video game console Essay

How can Playstation3 sustain the dominance in the video game console war - Essay Example Successful brands achieve higher customer loyalty- success being in the context of differential advantage. Brand names that have managed to monopolise their differential advantage will create strong brand name images in the minds of their consumers in terms of physical characteristics, name, symbols, and reputation. And loyal customers prove their commitments to a specific brand by spending more money and time and effort in order to obtain the brand of their choice. Successful brand names have differential advantages that result in profit and good market performance. The international games consoles market manifested a growth of 14.1% in 2007 and has attained $14.2 billion. In the next 3 years, this international market is projected to reach $24.6 billion, which represents nearly 75% growth from its value in 2007. In 2007, the market has grown by nearly 20%, registering a volume of 74 million pieces. This number is anticipated to reach 96.6 million pieces, which is about 30% of its value in 2007 (Reuters 2009). Moreover, the US Console Games Forecast 2005: Analysis of Alternate Launch Scenarios projects that the US console market shall have a growth of $11.7 billion next year. Moreover, the report says that the game console industry has become quite competent at product diversification to be able to address the varying wants of their target market. There are products that appeal to the majority and those that are particular to certain audiences. The biggest driver of ambiguity in this industry is when players shall introduce novel products and systems (Softpedia 2005). Sonys Playstation 3 and Microsofts Xbox are selling premium performance, while Nintendos Wii is leveraging on fun games which are more dependent on peculiar, nice controllers and effectual graphics. PS 3 remains to be the most expensive, and is projected as a PC option. Microsoft Xbox 360 packages the

SWOT Analysis and NPV Assignment Example | Topics and Well Written Essays - 750 words

SWOT Analysis and NPV - Assignment Example A SWOT analysis is performed in relation to the same. Strengths: The past and project revenue collection as well as the consistently positive cash flows show availability of funds to spend. With the new markets offering immense potential, there is a high likelihood that the company is destined for even much better performance. The strong growth in assets also gives the company a strong pillar in its endeavor to expand. Weaknesses: Not having previously ventured in any foreign market, there is lacking experience in terms of going global. Additionally, new markets mean new tax regimes which could potentially hamper the company’s revenues. Threats: New market always comes with uncertainty, mainly driven by unfamiliar legal and political landscapes. Additionally, there are many legal constraints and political pitfalls associated with foreign investment. These could potentially impede such an entry. Additionally, investment in a new venture can be suicidal and hence it is advisable to do it through an existing company. From the financial stand point, the company’s intended expansion stands at an advantageous position. The past and projected asset growth, revenues expected cash flow and a favorable NPV all stand in favor of the proposed business

Apple iPhone in UK Case Study Example | Topics and Well Written Essays - 3000 words

Apple iPhone in UK - Case Study Example Apple is expecting a decrease from $489 in 2007 to $365 in 2008 to $314 in 2009. This trend would represent the direction taken by Apple as it established the iphone family, where there is a slow but stable expansion Apple saw in lowering their price with their new amendments once they enter U.K (Macworld, 2008). On the other hand, Apple noted that the unit growth curve is steeper more than the iPods, noting that iPhones sales in two days are bigger than iPod sales. The sales of Iphones in 2007 grew up to 409%, iPhone units profits grew slower at 304% between the financial year 2008 and 2009, although there were some uncertainties as to how fast Apple releases cheaper model units. Apples forecasts to have continuous global rollout especially in U.K. which they think will be twice the target market for iphone yearly until 2010. There were 3.7 million iPhones old from 2007 up to present. Munster's estimates also take into account the continued international rollout of the handset, which he believes will double the addressable market for the device every year for the next two years. With 3.7 million units having been sold through December via 6 carriers (who combined for a subscriber base of 153 million), he estimates the iPhone's penetration into this addressable market to be just 3 percent. The early publicity of the launch of iPhone h... Apple iPhone in U.K. Critics said that it is a suicide for Apple to launch iPhone 3G in the mobile market of U.K. market. Some says that they are purchasing it because of many reasons. According to these critics, Apple will kill their U.S. launch; will alienate their consumers and many other factors. It is also reported that it is so ambitious to launch iPhone in U.K. because Vodafone and T-mobile have their own mobile phones. The Strategic Directions of iPhone 3G in U.K. iPhone's strategic direction is to become the undefeated mobile phone leader all over the globe, not just based on size, but in how it utilizes that size to attain its mission. It has already established its foundation as global leader in mobile phone/PC with an influential combination of abilities and resources that offers an objective for providing strong growth in present fast changing mobile phone industry (Aaker, 2000 and Teece and Shun, 2002). The establishment as the global leader in the mobile phone industry resulted to the strength of the company. The company's efforts to develop such mobile units of the iPhone family and their market research helped them establish this foundation. But it does not stop there. To adhere the company's mission to be a global leader in the mobile phone industry, they would still like to penetrate the mobile phone industry of U.K. Even though they are aware that the competition in U.K. is very steep, the core competencies of Apple are based on i ts drive to help people globally by continuously enhancing, unraveling and discovering new technologies. In analyzing Apple iPhone 3G's penetration to the mobile phone industry in U.K. it is better to use the aid of the strategy clock of Cliff Bowman (Amoruso et al, 2000). It is the most appropriate way

Impact of social media on marketing strategies Dissertation

Impact of social media on marketing strategies - Dissertation Example Thank you very much Daisytan. Contents TABLE OF FIGURE 7 Abstract 8 1.INTRODUCTION 9 1.1.Overview 9 1.2.Background Of The Study 10 1.3.Significance of the study 12 1.4.Research Questions 12 1.5.Aims and Objectives of the Research 13 1.6.Structure of thesis 13 2.Literature Review: 15 2.1.Introduction 15 2.2.The 21st century Paradigm: 15 2.3.Ecommerce and Supply chain 16 2.4.Information Technology: 19 2.5.Unifying the competitive strategy with supply chain strategy: 20 2.6.E-businesses: 21 2.7.Ecommerce and developing countries 23 2.8.Consumer behavior and Ecommerce in Saudi Arabia 26 2.9. Summary 28 3. RESEARCH METHODOLOGY: 29 3.1. Introduction: 29 3.2. Research Overview: 29 3.3. Research Approach 31 3.4. Research Strategy: 32 3.5. Research Philosophy: 32 3.6. Research Method: 33 3.7. Data Collection and Analysis: 34 3.8. Sampling Methods: 34 3.9. Reliability of Research: 35 3.10. Validity of Research: 35 3.11. Summary: 35 4. ANALYSIS 37 4.1. Introduction 37 4.2. Analysis Of Questionn aire 37 Question 37 4.3. Focus group: 55 5. Conclusions: 62 5.1. Summary Of The Findings 62 5.2. Recommendations for the researcher: 66 5.3. Recommendations to Saudi Post: 68 5.4. Recommendation for further Research 70 5.5. Limitations of the research study 70 6. References 72 7. Appendix 80 TABLE OF FIGURE Figure 4. 1: Access to technology 33 Figure 4. 2: Awareness of shopping online 34 Figure 4. 3: Ratio of people how have ever purchased online 35 Figure 4. 4: Preference of shopping online 36 Figure 4. 5: Physically touching of product is important or not 37 Figure 4. 6: Products can be found easily on the internet or not 39 Figure 4. 7: Factors influencing online shopping 42 Figure 4. 8: Is shopping online safe 46 Figure 4. 10: Is it more convenient to shop online 47 Abstract This research study analyses the trend of online shopping in Saudi Arabia. The research study has been aimed at the introduction of e-mall, an online store by Saudi Arabia and this research study analysed th e challenges that the management of Saudi Post would face as they are introducing this online store. The research study has been conducted using the primary as well as secondary data. To conduct this research, online surveys have been conducted and 200 respondents participated in the survey. After the survey, the interested candidates were invited for the focus group session. This research analyses the how successful e-mall can be in Saudi Arabia and the research shows that Saudi Post faces several challenges in order to build trust and convince people of Saudi Arabia to shop online. CHAPTER #1 1. INTRODUCTION 1.1. Overview E-mall is an online store where customers can buy a diverse range of goods online. People can purchase different kinds of products and services from e-mall throughout Saudi Arabia. With the advancement of technology, the trend of purchasing goods and services has been changed and now the buyers are seeking more convenient and suitable ways to buy goods and servic es. The revolution in E-industry has also brought innovations in the mind of buyers and sellers

Project Task-List Essay Example | Topics and Well Written Essays - 500 words - 2

Project Task-List - Essay Example Additionally, the project aims at the creation of a supportive environment and relevant training materials for the training to be conducted. The scope of the project is limited to the organization of the meeting as well as the arrangement and preparation for the travel and accommodation of the people to attend from the various regions. Of course, this involves the process of sourcing for the necessary resources to facilitate the training. The preparation for the meeting requires the decision on the offsite venue and the accessible locations for accommodating the people attending the meeting. The tasks involved in the project are broken down into subtasks in a work breakdown structure to integrate the timing of the project tasks and the available resources. This is shown in the chart presented in table 1 below. Most of the resources in this project are in monetary terms. With the exception of the stationery and the public address system, all other resources required for project demands availability of funds. The approximated values of find requirement are presented in the work breakdown structure in table 1 above. The deliverables required out of the project include a sound training plan for the offsite workshop, indicated or measured by the number of topics prepared and the marks scored by the people attending the meeting in the evaluation. The second deliverable is a report of attendance showing the number of people who attended the training, the accommodations available and the utilized facilities. The final deliverable expected out of this project is the summary of the project plan, showing a descriptive statistics of the resources required, time consumption and starting date of every

Data warehouse, data mart and business intelligence Essay - 1

Data warehouse, data mart and business intelligence - Essay Example ique data structure that allows comparatively rapid and trouble-free performance of big and complex queries over large amounts of data (Business Intelligence Secrets, 2012). Additionally, the data warehouse is built to support the business intelligence tasks and decision support systems of an organization. However, the data warehouse is developed on the basis of relational database that supports queries and reporting instead of traditional business transaction processing. Moreover, it typically holds historical data resulting from transaction data; as well it can gather data from other corporate sources. Also, it divides bossiness analysis workload from corporate operations workload and allows a business to merge data from numerous sources (Oracle Corporation, 2002; Einbinder, Scully, Pates, Schubart, & Reynolds, 2001). There is another concept related to business intelligence known as data mart, it is a business decision support structure that integrates data from different sources and focuses on major processes or tasks of the business. In addition, the data marts encompass exact business related processes and principles like that forecasting sales, determining performance and influence of marketing promotions, assessing the influence of new product launching on business income or calculating and forecasting the working of a new business division or department. In fact, data marts are strictly business related software systems. Though, data marts can capture large amounts of data, even hundreds of gigabytes, but it cannot be larger than the data warehouse, which is also used by similar businesses. On the other hand, data marts are more aligned with specific company motives, system requirements and planning and analysis are performed in an effective manner and as a result implementation, design, i nstallation and testing are less expensive as compared to data warehouses (Demarest, 1993; Firestone, 1997). In addition, they can be developed rapidly and they are

Tel-com-TEK Article Example | Topics and Well Written Essays - 1250 words

Tel-com-TEK - Article Example Atasi Das has an MBA degree from a UK university and has 12 years of experience working in TCT. She won’t be a foreign national in the sense that her parents are first-generation immigrants; she is rooted to Indian culture and speaks Hindi well. She can devote on her job better than other candidates, being unmarried, therefore free from the family responsibilities unlike other candidates. Although her birth country is not India but her parents are Indians and she has many relatives in the North of India. The new assignment might be very challenging for Atasi Das as she has no experience of the Indian work environment. Her earlier assignments in staff and line positions may not help her in the role of managing director of the Indian division, as profile of the managing director is totally different from her previous and current job rankings. Ravi Desai has been in the position of assistant managing director of Southeast Asian markets for production and sales only. Managing the functions singularly of all departments might be challenging for him. Tom Wallace has experience of only technical and sales portfolios of TCT, which might be challenging in taking the overall in charge of the Indian division because of little experience in other areas. Brett Harrison has been in supervisory roles and is fine-tuned to take senior level responsibilities but the rank of managing director might prove to be too high with the related challenges. Jalan Bukit Seng also falls short because of his sigular expertise in assembly operation, which has been outside india. Saumitra Chakraborty although might be the most suitable man for the post of managing director of TCT because of his profile of assistant to the outgoing managing director besides functioning competently in operations, customer relations and to some good extent the employee relations but lacking in direct-line experience might prove a big hurdle to the responsibilities attached with the rank of managing

Intellectual and Cognitive Development Essay Example for Free

Intellectual and Cognitive Development Essay Intellectual and Cognitive Development Explain the sequence and rate of development Age Range 0-3 Months Babies at this age are learning a lot about their parents they are beginning to recognise the sound of their voices, especially Mums voice and smell, they may stop crying when Mums voice is heard. 3-6 Months Objects and toys become very interesting to babies at this time. Toys are explored with fingers and mouth. They are very alert. 6-9 Months Around this time babies will cry when their primary carer leaves the room but then around 8 or 9 moths learn that people and objects do not disappear but continue to exist even when they are out of sight. 1-2 Years At this time in their life they recognise routines throughout the day, babies may get excited when they see a familiar face or toy or when a bib is put on for feeding. They enjoy toys that they put things in to containers and out again, they may pull off hats and socks repeatedly. They also respond well to brothers and sisters. 2-4 Years Children begin to know what they like and play with the same games over and over again. They like pretend play games like drinking from an empty cup or dressing up in clothes of their heros. 4-7 Years This is the age they gain load of confidence and co-ordination. They start school and learn to read, write and count they also do simple maths. -12 Years By this age children are well co-ordinated, the way children think and reason is reflected in their play, they are much more organised and focused. 12-16 Years Children of this age have learnt how to solve problems and have an understanding of reasoning. 16-19 Years Decisions have to be made at this tae of ones life, if to stay in education or to find a job. If leaving your familiar environment you have to embrace new settings, rules and people.

Production vs Operation Management Essay Example for Free

Production vs Operation Management Essay Production management and operations management are management jargon that needs to be simplified for those who are sitting on the fence or those inside an organization unable to comprehend them clearly. Sometimes it becomes confusing to be talking about production management inside operations management but they are separate and distinct entities in the study of management as ultimately, production is a part of the whole cycle of operations. Read on to clarify the doubts. Operations Management The study of set of activities comprising supervision, planning and designing of business operations in the field of manufacturing of goods and services is termed as operations management. The purpose of operations management is to make certain that the operations of a business are efficient and effective and result in minimum of wastage. Operations management tries to cut down resources involved in operations while at the same time making operations more effective and productive. In fact operations management is more concerned on processes than people or products. Operations management in a nutshell is using physical resources in an optimum manner, converting input into output, so as to supply to the market the desired and finished product. Production Management Production management on the other hand focuses specifically on the production of goods and services and is concentrated upon churning output from input. It is a broad sum of activities that go into turning raw material into final, finished product. One may feel that production management is a subset of operations management, but production management in itself is a broad subject that comprises production planning and control, inventory management, and operations control. Production management includes all management activities spanning selection. Designing, operating, controlling and updating production system. In brief: Operations vs Production Management †¢ Both production management and operations management play an important role in an organization in increasing the efficiency and productivity. †¢ While operations management is focused upon administration, planning and execution of operations involved in production of goods and services and trying to minimize the resources at the same time increasing output, production management is more concerned with input/output and churning out products in the shape of desired finished product.

Fundamental concepts of the IASB framework

Fundamental concepts of the IASB framework The International Accounting Standard Board herein referred to as the IASB, sets forth standards that outlined in its Framework for the Preparation and Presentation of Financial Statements. The IASB framework applies to general-purpose financial statements. That is, the primary financial statements (income statement, balance sheet, etc.) and the accompanying notes but not additional financial or nonfinancial information, such as directors reports, management discussion and analysis, etc. The IASB framework because of its more limited scope, discusses objectives in the context of business entities only (IFRSs and US, 2007). The IASB framework starts with a broad focus, by discussing the objectives in terms of information useful to a wide range of users in making economic decisions. It lists a wide variety of present and potential users. The IASB framework narrows that focus to a particular group of users. Reasons given include pragmatic reasons (for example, a focus to avoid being vague or highly abstract) and that meeting the information needs of that particular group of users is likely to meet most of the needs of other users. The objectives of financial statements/reports have significant implications for other parts of the framework. For example, objectives affect the elements, in particular the definitions of liabilities and equity. If the objective of financial reporting is to provide information useful to shareholders in making economic decisions, this points toward defining equity narrowly (for example, common shareholders only). Shareholders are interested in the effect of transactions or events on the value of their shares (for example, dilution). In contrast, if the objective of financial reporting is to provide information to a range of users (for example, shareholders, lenders, suppliers, and various other users), this points toward a focus on reporting the effect of transactions or events on the entity, not on the financial position of one particular group of users. Fundamental Concepts Underlying Assumptions The IASB framework prominently features two underlying assumptions: the accrual basis and the going-concern basis. Accrual accounting and related concepts are reviewed extensively. In contrast, the going-concern basis is disclosed in a footnote only. Qualitative Characteristics The IASB framework discusses qualitative characteristics of financial information in terms of attributes that make the information provided useful to users in making economic decisions. The IASB framework discusses fundamental qualitative characteristics, qualitative characteristics and pervasive constraints, an outline of each follows this paragraph. The IASB framework also discusses constraints, such as cost-benefit considerations, and the trade-off between the various qualitative characteristics, such as relevance, and reliability. The IASB framework states that the exercise of prudence or conservatism does not allow the deliberate understatement of net assets and profits. The Boards have identified two characteristics that it has determined to be fundamental qualitative characteristics. Those are: relevance and faithful representation. The definitions are below: Relevant Financial Reporting information that has predictive value or confirmatory value. Faithful Representation Financial reporting complete and free from material error and neutral. The Boards have identified enhancing qualitative characteristics to be: comparability, verifiability, timelines, and understandability. The pervasive constraints identified by the Board: materiality and costs (Conceptual framework for, Chapter 2 2008). In the IASB framework the assets definition has a central role, in that all other element definitions are based upon the definition of assets. That asset primacy is not because information about assets is the most important financial information. Rather, it is because, for a set of definitions of elements of articulated financial statements to be internally consistent and avoid circularity, it has to start by defining one of the elements and base the rest of the definitions upon that definition. Capital and Capital Maintenance The concepts of capital and capital maintenance concern how an entity defines its capital (that is, its store of wealth) for the purposes of distinguishing between an entitys return on capital and its return of capital. The IASB conceptual framework briefly discusses two concepts of capital (and their associated capital maintenance concepts): financial and physical (or operating capability). It does not specify which of the two concepts should be adopted, other than to say that the selection of the appropriate concept of capital are based upon on the needs of users of financial statements. Pros and Cons of Principles Based-System The inherent characteristic of a principles-based framework is the potential of different interpretations for similar transactions. Proponents of worldwide adoption of IFRS work to ensure assure that similar transactions would obtain the same treatment by companies around the world, resulting in globally comparable financial statements. A principle-based system addresses a broad area of accounting that remains consistent with a clear Conceptual Framework. The major benefit of principles-based accounting is that the guidelines can be applied in a variety of situations/industries that avoids the need for managers to manipulate statements to fit a certain requirement (Toppe, Myring, 2009). In principles-based accounting the guidelines are set but not necessarily dictated for every situation, which is one of the major concerns pertaining to this type of accounting system. This situation implies second-guessing and creates uncertainty and requires extensive disclosures in the financial statements. A lack of precise guidelines could create inconsistencies in the application of standards across organizations. For example sometimes financial information can be inconsistent from one company to the next in the same industry thereby damaging the ability for comparability (Doupnik, Perera, 2009). In a principle-based accounting system, the areas of interpretation or discussion are clarified by the standards-setting board, and provide fewer exceptions than a rules-based system. However, IFRS include positions and guidance are considered as sets of rules instead of sets of principles. Stated below are some of the underlying concepts of IFRS that provide a flavor of impacts on the financial statements and therefore on the conduct of businesses. à ¢Ã¢â€š ¬Ã‚ ¢ Consolidation IFRS favors a control model whereas U.S. GAAP prefers a risks-and-rewards model. Some entities consolidated in accordance with FIN 46(R) may have to be shown separately under IFRS. à ¢Ã¢â€š ¬Ã‚ ¢ Statement of Income Under IFRS, extraordinary items are not segregated in the income statement, while, under US GAAP, they are shown below the net income. à ¢Ã¢â€š ¬Ã‚ ¢ Inventory Under IFRS, LIFO (a historical method of recording the value of inventory, a firm records the last units purchased as the first units sold) cannot be used whereas under U.S. GAAP, companies have the choice between LIFO and FIFO (is a common method for recording the value of inventory). à ¢Ã¢â€š ¬Ã‚ ¢ Earning-per-Share Under IFRS, the earning-per-share calculation does not average the individual interim period calculations, whereas under U.S. GAAP the computation averages the individual interim period incremental shares. à ¢Ã¢â€š ¬Ã‚ ¢ Development costs These costs are capitalized under IFRS if certain criteria are met. Under U.S. GAAP development costs are expensed. FASB The Financial Accounting Standard Board herein referred to as the FASB, sets forth standards that outlined in its collection of Concept Statements. The FASB framework applies to general-purpose external financial reporting. This includes not only the financial statements but also other financial and nonfinancial information. Examples include other financial and nonfinancial information contained in company annual reports, company prospectuses and service performance information in the annual reports of non-business entities (IFRSs and US, 2007). Objectives The FASB framework contains two statements on objectives-one relating to business entities (Concepts Statement 1) and another relating to non-business entities. Measurement Measurement is one of the most underdeveloped areas of the two frameworks. Both the IASB and FASB frameworks contain lists of measurement attributes used in practice. Those lists are broadly consistent, and are composed of historical cost, current cost, gross or net realizable (settlement) value, current market value and present value. Both frameworks indicate that the use of different measurement attributes will continue. However, neither provides guidance on how to choose between the different measurements attributes that exist. In other words, the framework lacks fully developed measurement concepts. Those measurement concepts would need to cover both initial measurement and subsequent measurement. Subsequent measurement includes revaluations, impairment and depreciation. The Boards also will need to consider whether the conceptual framework should include not just measurement concepts but also guidance on the techniques of measurement. For example, the FASB conceptual framework includes Concepts Statement 7, on the use of cash flow information and the present value measurement technique to estimate fair value for the purposes of initial recognition and fresh-start accounting. One cross-cutting measurement issue seems to be the unit of account-whether items are grouped at some level of aggregation rather than measured individually (Leuz, 2003). Display-Presentation and Disclosure The display section of the conceptual framework would cover concepts for determining both in which and how recognized information are presented in the primary financial statements and what information are disclosed in the notes or elsewhere in the financial reports. At present, neither framework explicitly sets out definitive concepts of display. Some discussion of presentation and disclosure in the frameworks (for example, both frameworks contain discussion of how information is reported to meet the objectives of financial reporting, by briefly describing the statements that comprise a full set of financial statements and the roles of notes and supplementary information). However, that commentary needs to be pulled together and developed further, to develop concepts of presentation and disclosure useful to the Boards in setting standards for presentation and disclosure (Benston, Bromwich, Wagenhofer, 2006). Fundamental Concepts Underlying Assumptions The accrual basis and the going-concern basis are not listed as underlying assumptions in the FASB framework. Qualitative Characteristics Both frameworks discuss qualitative characteristics of financial information in terms of attributes that make the information provided useful to users in making economic decisions. Both frameworks have similar qualitative characteristics, for example, understandability, relevance, reliability and comparability. Both discuss constraints, such as cost-benefit considerations, and the trade-off between the various qualitative characteristics, such as relevance and reliability. However, there are some differences between the two frameworks. For example, the FASB Concepts Statements set out the characteristics in a hierarchy, treating understandability as a user-specific quality separate from the others, relevance and reliability as the primary qualities and comparability as a secondary quality. In contrast, the IASB framework treats all four as primary qualitative characteristics. Some improvements could be made to the qualitative characteristics of both frameworks. For example, both include neutrality but also prudence or conservatism. Although both frameworks state that the exercise of prudence or conservatism does not allow the deliberate understatement of net assets and profits, some argue that any concept of prudence or conservatism is inconsistent with the concept of neutrality. Discussions with constituents of both Boards suggest that important qualitative characteristics common to both frameworks may be misunderstood. For example, some constituents seem to equate reliability with auditability or verifiability, overlooking the frameworks meaning of correspondence between the accounting information and the real-world economic conditions or events that it purports to represent. Misunderstandings and other difficulties with reliability seem to cut across several present and potential projects at one or both Boards, including revenue recognition, insurance contracts, and fair value measurement (IASB, 2006). Conceptual Framework Project Exposure Draft Some History The first steps taken were to update existing concepts to reflect changes in markets, practices and the economic environment that have occurred in recent years. It was concluded early in the joint project that major reconsideration to all areas of the IASB and FASB frameworks were not needed. They were largely similar. The focus was directed on improving and reaching a convergence between the existing frameworks of each. The convergence process began with a series of exposure drafts. The exposure drafts relating to the joint conceptual framework project are a product of a shared goal of the International Accounting Standards Board (IASB) and the U.S. Financial Accounting Standards Board (FASB), herein referred to as the Boards. Their shared goal is to develop a common conceptual framework for financial reporting. The exposure drafts are open for public comment. All comments received by FASB are public information and have been posted on their website. The first discussion paper issued in July 2006 eventually became the first in a series of joint publications that ultimately became the first exposure draft. To date there has been many subsequent drafts published on not only the conceptual framework but also on subsequent issues such as Disclosures, Borrowing Costs, Discontinued Operations, Revenue Recognition, Consolidation, Fair Value Management, Liabilities and many others. As part of the IASBs due process, the Boards consult with practitioners by publishing discussion papers and Exposure Drafts on each of the proposed chapters of the common framework. The new framework is anticipated to be a single document rather than a series of Concept Statements as is the current FASB framework. The Current Exposure Draft- Conceptual Framework for Financial Reporting The latest conceptual framework exposure draft published in May 2008 and like its predecessor was open for public comment. It is anticipated that an additional exposure draft on the topic will follow incorporating inputs from various sources and changes needed after future exposure drafts are published on the various topics such as revenue recognition, liabilities, and disclosures among others. Differences between GAAP and IFRS The most common question one could expect to have regarding the new framework is what are the changes? The potential impact and resulting costs on businesses could be huge is there is a large shift away from the current FASB standards. A huge shift appears unlikely as the two are basing their shared framework largely upon the current FASB concept statements, athough there will be some differences. Some of those be addressed in the pages that follow. This list is not by any means an all-inclusive list of the difference, merely a highlight of some of the more notable difference. These differences are subject to change in the future with publication of new exposure drafts concerning the conceptual framework. An an excellent article published by Deloitte that can found at the following link: http://www.pwc.com/en_US/us/issues/ifrs-reporting/assets/ifrs_usgaapsep09.pdf. This article is a more comprehensive list of the differences between IFRS and GAAP that exceeds the scope of this resear ch paper (Conceptual framework for, para.BC1.3 2008), (Current situation and, 2010). Authoritative Status of the Framework Currently FASBs Concept Statements have the same authority as articles and textbook These are surpassed in authority by common accounting practices. The International Financial Reporting Standards (IFRS) requires entities preparing financial statements under its authority to consider the IASB Framework when there is no standard or interpretation that specifically applies to an event, transaction or similar issue. This would give more authority to the material sourced by the preparers of United States financial statements (Conceptual framework for 2008). General Purpose Financial Reporting The focus of the IASB Framework is on the preparation of financial statements. Currently FASB Statement of Concepts focuses on financial reporting. The disparity between the two becomes less when one considers that the primary focus of FASBs conceptual framework is on the financial statements (Conceptual framework for, para.BC1.3 2008). First-time Adoption Full retrospective application of IFRSs in force at the time of adoption. FASV has no specific standard for first-time adopters. The general practice of U.S. GAAP has been full retrospection application unless a specific standard states otherwise (IFRSs and US, 2007). Consolidation IFRS favors a control model whereas U.S. GAAP prefers a risks-and-rewards model. Some entities consolidated in accordance with FIN 46(R) may have to be shown separately under  IFRS (Forgeas, 2008). Statement of Income Under IFRS, extraordinary items are not segregated in the income statement, while, under US GAAP, they are shown below the net income (Forgeas, 2008). Inventory Under IFRS, LIFO (a historical method of recording the value of inventory, a firm records the last units purchased as the first units sold) cannot be used while under U.S. GAAP, companies have the choice between LIFO and FIFO (is a common method for recording the value of inventory) (Forgeas, 2008). Earning-per-Share Under IFRS, the earning-per-share calculation does not average the individual interim period calculations, whereas under U.S. GAAP the computation averages the individual interim period incremental shares (Forgeas, 2008). Development costs These costs are under IFRS if certain criteria are met, while they are expensed under U.S. GAAP (Forgeas, 2008). Similarities between IFRS and GAAP Below is a list of a few of the similarities between IFRS and GAAP. This list, as with the list of differences, is not an all-inclusive list but a selection of a few of the similarities. Entity Perspective The Boards are similar on the topic of users of financial statements. They both agree that the list of potential users is broad and includes investors, lenders, creditors, employees, suppliers, customers, governments and governmental agencies. They address the entity perspective as the corporation possessing a distinct separateness from its sources of capital providers (Conceptual framework for, para.BC1.11 2008). Primary User Group Again the topic of who the primary users of financial statements are is essentially the same of both Boards. IASB Framework, paragraph 10 says: As investors are providers of risk capital to the entity, the provision of financial statements that meet their needs will also meet most of the needs of other users that financial statements can satisfy. FASB Concepts Statement One focuses on the users of financial information being those whom use the information for investment and credit decisions (Conceptual framework for, para.BC1.3 2008).

The Summerhouse by Jude Deveraux :: essays research papers

The Summerhouse The Main Characters: Leslie Headrick: A stubborn housewife and mother of one boy and one girl. Living in Columbus, Ohio. She used to be a dancer. Ellie Abbott: A famous best selling novelist. She grew tired of supporting her husband they had a divorce and he took all her money. Ellie sees a therapist Jeanne who came up with the plan for the three best friends to spend their 40th birthday with each other in a summerhouse (Jeanne’s Summerhouse) in Maine. Madison Appleby: Madison used to be a model but dropped her modeling career to help her high school boyfriend recover from an accident. Plot: Three best friends Leslie, Ellie, and Madison with the same birthday meet each other in a DMV office in New York. There they shared their past secrets and hopes for the future with each other also on that day they shared their 21st birthday with each other. After that they went their separate ways. Nineteen years later Madison and Leslie received an invitation from Ellie. The invitation was for the three of them to spend a long weekend in a summerhouse in a tiny town in Main. During their stay in Maine they bought gifts to celebrate their birthday and souvenirs. In the items they bought they each found a card from a Madame Zoya offering them the chance of a lifetime to relive any three weeks from the past. When they went to the Madame Zoya she took a picture of them and then each of them decided for themselves as they fallow their dreams that got away. Each chooses the life that will truly satisfy the longings the live deep inside their hearts. When they return they have a choice. If they did not like the life they choose they could stick with their old life and still know everything that happened or they could go with their new like and erase everything they know or still know everything that happened. Madison went back to October 9, 1981 because she wanted to pursue her modeling career. Ellie went back three years, seven months, and two weeks ago because she would have like to return earlier so she’d have more time to gather evidence. Leslie went back to April of 1980, the year before she graduated college, because she wanted to meet a boy she hadn’t see in twenty years. After they all spent their three weeks in the past they choose which life they would like and wheatear or not they wanted to remember their old or new life.

Moving Around as a Child Essay example -- Personal Narratives Courage

Moving Around as a Child So far in my life I have moved eight times and been to twelve different schools. I’m not talking about just moving houses. I’m talking about eight times, packing all of my things and moving to a whole different state. In all this I have learned the most important quality that anyone needs to get through all of the hardships and changes in moving. That quality is courage. Courage is as stated in The New International Webster’s Dictionary of the English Language to be â€Å"the capacity to meet danger or difficulty with firmness.† In my mind courage has always meant doing what you had to do, and dealing with it because you had to. I never had a choice in my life whether I wanted to move to a different city or not. I just would get told one day that I had about a month before I had to pack up all of my things, say goodbye to all of my friends, say goodbye to my school, and leave everything I had know for the last year or so and move to a whole different place that I didn’t know. For a young child this can be hard. I learned early on, that I was suppost to â€Å"stay strong,† as my father always said. He would tell me that I had to be courageous, and a trooper through all of this and that it would be a new adventure. That’s how I looked at it, as another challenge to face. Courage has to be found deep within you. It isn’t always easy to find, as I have learned from experience, and every time a hardship or a difficult situation comes up yo...

Concealment in Chesnutt’s The House Behind the Cedars Essay -- House B

Concealment in Chesnutt’s The House Behind the Cedars Who has something to hide? Everyone in The House behind the Cedars has something to hide. With the possible exception of a few minor characters and children (innocents/ innocence), most characters have something to conceal. Taking this into account, this is more than likely Chesnutt’s acknowledgement of human nature before he gets into the varying motives. Is concealment ultimately worthwhile? Who is hurt and who is helped – or is there any difference? Molly, John, Rena (The Absent/ Dead Father) This family is where much of the major concealment starts. Ironically, the family is the same place where secrets are revealed. They start as a secret themselves - hidden away, behind a row of cedars, and inside the house on Front Street. The long dead, white lover of Mis’ Molly, concealed this family from his world, just as he kept his name from his illegitimate children – denying something to each. As a result, Mis’ Molly made many sacrifices. The first sacrifice she made was herself to her lover, which in return brought some security for herself and her family. We are told by the narrator, â€Å"she worshipped the ground upon which her lord walked, was humbly grateful for his protection, and quite as faithful as the forbidden marriage vow could possibly have made her† (105). This passage does not seem to indicate a sacrifice on her part, but ultimately it was also done for her immediate family. When her immediate family began to include children, Misâ €™ Molly had to face that her children were not legitimate, had no family name, and were thrust into a world that would not easily accept them. As this escalates over time, she sacrifices her happiness for the happiness of her child... ...tood hierarchy among classes, racial and economic, that while not publicly acknowledged, is indeed common knowledge. The novel discusses this in regards to Mis’ Molly, her neighbors – darker and poorer. Word Cited Go here for websites with further Charles W. Chesnutt Information http://docsouth.unc.edu/chesnuttcolonel/about.html Biography http://www.virginia.edu/history/courses/courses.old/hius323/chesnutt.html Biography http://www.berea.edu/faculty/browners/chesnutt/biography/biography.html Biography http://www.berea.edu/faculty/browners/chesnutt/biography/familytree.html Family Tree http://www.berea.edu/faculty/browners/chesnutt/classroom/class.html Chesnutt in the Classroom http://authorsdirectory.com/biography_online_book_portrait_picture/c_authors_charles_w_chesnutt.shtml Biography, Lesson Plans, Online Text, Portrait and Pictures, etc.

Hamlet Obituaries Essay

Hamlet peacefully passed away on March 18, 1585. He was born, and raised, in Denmark. He was born on March 19, 1555. Hamlet is survived by his one and only true friend Horatio. Hamlet was loved by his mother, Gertrude, a lot. Sadly She passed away minutes before he had. Hamlet had many hobbies, which included, fencing, forging letters, hanging out with his friend, and talking to ghosts. He studied in Germany. Hamlets funeral will be on March 22, 1547 at 9:00 pm. Ophelia passed away by drowning on March 13, 1585. She was born, and raised in Denmark. She was born on October 21, 1561. Ophelia is survived by her brother, Laertes and her close friend, Hamlet. Ophelia was loved by Polonius, Laertes and Hamlet. Sadly, her father rejected Hamlet so she could never love him. Ophelia never really had any hobbies, but she had a mad love for flowers because they always soothed her like nobody else. She also played the guitar. Ophelia’s funeral will be held on March 15, 1547 at 6:00 pm. Claudius passed away minutes before Hamlet on March 18, 1585. He was born, and raised, in Denmark. He was born July 3, 1534. Claudius is survived by Ophelia and Gertrude. Claudius was loved by the one and only Gertrude because Hamlet knew that he killed Hamlet Sr. Claudius cheated his was to the throne. Claudius also never really had any hobbies, but what he did like when he was younger was fencing and reading, but other than that, he just took care of Denmark. Claudius’s funeral will be held on March 24, 1547 at 7:00 pm. Gertrude had also passed away minutes before Hamlet on March 18, 1585. She was born on January 23, 1537. Gertrude was born, and raised, in Demark. Gertrude is survived by the one and only Hamlet, and also Claudius. She knows that Hamlet told her that Claudius killed Hamlet Sr. Gertrude, like Ophelia and Claudius, never really had any hobbies, except for helping manage Denmark with Claudius because he can’t do it alone. Gertrude’s funeral will be held on March 23, 1547 at 6:30 pm

Persuading the Teacher to let me do my Research Paper on Prison Essay

Abstract   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The United States is currently facing an overcrowding crisis in its prisons today. Increased rate of crime and the refusal by the relevant state authorities to expand the number of correctional facilities has put a strain to the existing prisons. This has been recently been revisited in the national forums with calls from the concerned stakeholders to address the situation before it gets out of hand. Overcrowding according to prison authorities has reached peak levels to an extent that inmates are forced to share cells. The negative impacts of overcrowding are known and they include aggression and a higher likelihood of disease spreading (Paulus, P et al 112).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This situation needs to be arrested. There exist many strategies on the table that can be used to curb overcrowding. These would range from building new facilities, alternative correctional methods and proper designs of the correctional facilities. (www.johnhoward.ab.ca). The purpose of this short essay is to apply all the persuasive and writing schools acquired, use them to convince my instructor on why I should be allowed to tackle the above topic.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In this paper, I shall look at the resources that are they’re touching on this topic, and use them to present a solid case and position regarding the topic. This all is meant to prove to my instructor that this is a topic worthy tackling and that I am the right person. The possible thesis statement for the essay will be: The federal government should allocate adequate resources to alleviate the problem of overcrowding in our prisons. This thesis statement emanates form a personal belief and strong conviction that the situation as it stands in our prisons breeds more problem that it seeks to solve. The government has a key duty to provide essential services to all the citizens of this nation in spite of the status in life. The inmates are no lesser human beings than us ad deserve all the resources possible to make their stay in prison meaningful.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There are two very specific reasons that have aroused my intense interest of covering this specific topic. The first is my background and secondly is my interest in championing for human rights. Having been born and bred in a crime prone environment I have a first hand experience with criminals and a better understanding of why people indulge in crime. The political, social and economical factors that can lead to crime. The prisons are supposed to be correctional facilities and not to excessively punish and waste the potentials possessed by the inmates.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In writing this research paper I intend to utilize a large number of resources. The Internet and the library will provide a good source of information on overcrowding. Goggle scholar for example has lots of articles covering this topic. For example an article by Anne Bolduc â€Å"our crowded prisons† provides useful insights (Pg 45-57). From the library, a book by Stephen D, et al (America’s correctional crisis, Pg 12-56) focuses on the topic. There will be supplemented by other journal articles and materials from the web. This is an interesting topic and I plan to invest a lot of my time to expound more on the existing information. Works Cited Paulus, P, Cox V & McCain, G: Death rates, Psychiatric commitments, blood pressure and perceived crowding as a function of institutional crowding. Environmental psychology and non-verbal behavior, 3, 1978. 107-116 Prison overcrowding. John Howard Society of Alberta, 1996. Retrieved on 21/09/07 from http://www.johnward.ab.ca/pub/c42.htm Anne Bulduc. Our crowded prisons, animals of the American academy of political and social science. 1985, 45-57 Stephen D. Gottfredson, Sean McConville. America’s Correctional Crisis. Prison populations and public policy. Greenwood Press, 1987, 12-56

Shipping the Way We Teach English Successfully Practices

FACULTAD DE HUMANIDADES MASTER'S DEGREE IN METHODOLOGY English Teaching Methodology – PMI 730 Reaction Paper PARTICIPANT: EDILTRUDIS GOMEZ Q. 4-724-19 FACILITATOR: AUGUSTO GUEVARA M. A David, Chiriqui 2012 My Reaction to the videos My Reaction about shipping the way we teach English successfully practices around the world video. I think that is a very good instructional video design for EFL education which basically has two main goals: 1- building pedagogical foundations and 2- improving classroom practice. I feel that this video is promoting a manual contains 14 modules. It seems that it is divided in four categories.Category A – approaching to language teaching foundations. It is made of the following modules1, 2, 3, 4, and 5. Next category B – Focus in language teaching extension which is made of the following modules 6,7,8,9, and 10. Then category C – focus on the learner and category. It is made of the following module11 and 12. Finally category D â⠂¬â€œ focus on teacher professional development. It is made of the following modules13 and 14. In my humble opinion, it is good that all of the modules have videos plus supporting material and previewing activities which can help teacher to guide students.I agree that if we observe other teachers classes in both primary and secondary level, it can give us not only a variety of teaching stiles but also cultures reflected in these examples will provide a helpful aid for both teacher and student. In addition, I believe that there are several factors affecting the results of teaching such as personal reasons, motivations to use this material, fix practice and curriculum, degree flexibility, and creativity, moreover the willing to experiment and try with different ideas and techniques.However, I agree that the fact of taking in consideration the new ideas that it offers to everyone is essential to improve the way we teach. I concur that before applying these examples we have to do it bas ed on some aspects such as ours students? language, level, curriculum and institutional setting teaching style and culture to shape the way of teaching. The second video is about the module I – contextualizing language by organizing the language curriculum to the topics we are dealing with.Consequently, Language is constructed to purpose situations and social needs, a better learning outcome approach instructions integrated skills and pair work. Finally, Think as flexible as possible, Look for the examples of different activities for instance storytelling, dramatization, singing, student presentation projects themes or topics and look for the context and language. In conclusion, I do not have any disagreement with these videos since I do not have any experience in teaching. On the other hand I found them very useful for teaching both videos were excellent and encourage me to use them as soon as I have the possibility

Vsm Group: Examination of Strategic Position and Development of a Competitive Strategy

1. INTRODUCTION Johnson, Scholes and Whittington (2005, p. 9) define strategy as the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competencies with the aim of fulfilling stakeholder expectations. Strategy is therefore the long term direction of an organisation. Strategic Management can be defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organisation to achieve its objectives (David 1999, p. ). Strategic management therefore focuses on the activities of the organisation that contribute to the achievement of organisational success. These activities include management, marketing, financial management, operations management, research and development, and information systems. The strategic position of the VSM will be analysed by applying the analytical models of strategic management to the current situation in the company. The following models will be used to analyse both the internal and external environment of the company, namely, PESTEL, Five Forces Model, and the SWOT analysis The examination of the strategic position of VSM will involve analysing the strategy of the company with emphasis on the environment it operates in, its strategic capabilities, and how expectations affect organisational purposes and strategies. The analysis will conclude with a clear statement of the Key Issues and Critical Success factors. The strategic position of VSM will then be used as a base to develop an appropriate competitive strategy for the company. The development of the strategy will also take into account the organisational cultural issues prevailing in the company. 2. COMPANY OVERVIEW The VSM (Viking Sewing Machines) Group AB engages in the development, production, marketing, and sale of household sewing machines and related accessories, and software (BusinessWeek, 2008. VSM Group AB: Private Company Information, [internet]). The VSM Group currently has two brands, namely, Husqvarna Viking and Pfaff. The company produces several lines of sewing machines, the top being the Designer series and the lowest being the mechanical (non-computerised) Huskystars (Wikipedia 2007 [internet]). The company has manufacturing facilities in Sweden and the Czech Republic and produces top-of-the-line household sewing machines with related accessories and software. Each brand has its own unique and separate product line. According to BusinessWeek (VSM Group AB: Private Company Information, [internet]) the company was founded in 1689 and is headquartered in Huskvarna, Sweden. It has offices in many countries including Austria, Australia, Belgium, Canada, Denmark, France, Finland, Germany, Great Britain, Italy, Japan, Norway, Russia, Switzerland, the Czech Republic, Holland, and the United States of America. As of February 2006 the company was acquired by Singer Sewing Company (BusinessWeek, 2008. VSM Group AB: Private Company Information, [internet]). 3. STRATEGIC POSITION OF THE VSM GROUP The strategic position is concerned with the impact on strategy of the external environment, an organisation’s strategic capability (resources and competences) and the expectations and influence of stakeholders (Johnson et al 2005, p. 17). The strategic position of VSM Group will be examined by utilising the following factors, namely, the influence/impact of macro-environmental issues to the strategy, understanding the company’s strategic capability and how this strengthens the company’s competitive advantage, and thirdly how expectations shape organisational purposes and strategies. The impact of the macro-environment will be analysed using the PESTEL framework, Porter’s Five Forces Model, SWOT analysis and the competitive nature of VSM Group’s home base of Sweden. PESTEL identifies six main types of environmental influences, namely, political, economic, social, technological, environmental and legal. Each influence will be discussed hereunder. 3. 1. PESTEL Political variables †¢ Political stability in Sweden and the United States. †¢ The prevalence of foreign trade regulations in the USA. Economic variables †¢ Decline in demand for sewing machines in past two decades. †¢ Decline in industry profitability. †¢ Low sales in respect of Pfaff within three years of acquisition. †¢ High production costs in the German Pfaff plant. †¢ Investment by Juki and other industry players into the US market. Socio-cultural factors †¢ Not using a consultant for the strategic planning weekend meeting made the strategy process unstructured and was a shift from the company’s way of doing things. †¢ Encouraging participation in the strategy process by middle management through a series of seminars. †¢ The adoption of the strategy document changed workers’ attitudes. The strategy document served as a guide on operational matters. The mission statement was frequently promoted in the company’s public relations. †¢ Focus shift from technical features to customer satisfaction. Technological variables Extended support for business development to encourage retailers to carry the Husqvarna Viking product line exclusively. †¢ Cooperation with Jo-Ann Fabrics & Crafts, a large retailer of fabrics with over a thousand stores throughout the USA, setting up small sewing machine outlets inside their fabric stores. This lead to the introduction of ‘after-ma rket’ services such as training in sewing techniques, software for embroidery construction and ready-made embroidery patterns, spare parts and auxiliary sewing equipment. These after-market services are run by retailers. Customers were willing to pay as much as five to six thousand dollars on a three day course with a sewing expert. †¢ A new accounting system was installed in May 1999. †¢ The marketing and the technical development department also moved into the same office building in January 2000. This ensures that the two departments operate in sync from conception of product ideas to production and ultimately, the marketing of the product. †¢ Introduction of the Designer I model of sewing machine in 1999. The model made use of software to control the machine and contained no less than eight motors to cater for all functions. Customers could download upgrades from the internet site, save it onto the floppy disk that comes with the Designer I package and slide it into the built-in disk drive. This method of upgrading performance was new for sewing machines. †¢ The acquisition of Embroidery Networks Ltd (Emnet) in March 1999. Emnet produced software for PC-controlled professional sewing. With the advent of the internet people could exchange embroidery patterns through the internet or download them at the VSM website. VSM also expanded the number of software engineers from 3 to 17. Environmental variables Manufacture of environmentally friendly sewing machines. †¢ Manufacture of machines which do not consume much electricity. Legal variables †¢ Quality machines which are safe to use. †¢ Flexible labour legislation in Sweden and the USA. †¢ The mission statement pronouncement on the provision of growth opportunities for employees. 3. 2. Five Forces Model Porter identifies five basic f orces that can act on the organisation, namely, (1) the bargaining power of suppliers, (2) the bargaining power of buyers, (3) the threat of potential new entrants, (4) the threat of substitutes, and (5) the extent of competitive rivalry. The objective of the analysis is to investigate how VSM Group needs to form its strategy in order to develop opportunities in its environment and protect itself against competition and other threats. The bargaining power of suppliers The VSM Group restructured its operations when Pfaff in Germany and the Zetina plant in Czech Republic were taken over. Parts were now obtained from local suppliers and those from the Far East. This resulted in the reduction of costs by 50 per cent on key machine components concurrent with large improvements in quality and rejection rates. In this respect the suppliers’ bargaining power can be said to low. The bargaining power of buyers Buyers of VSM Group sewing machines have low bargaining power because the buyers are not concentrated in one geographical area. VSM is an international company and has a wide customer base. The products from VSM are greatly differentiated and therefore cannot be regarded as the same as those from other industry players. The threat of VSM Group buyers switching to other manufacturers is low. The threat of potential new entrants The ease with which new companies can enter the sewing and embroidery industries will increase the intensity of competitiveness among industry companies. High unit costs of production may present barriers to entry because they mean that any new entrant has to come in on a large scale in order to achieve the low cost levels of those already present in the industry. The current high technological advancements and innovation levels in VSM Group, strong customer loyalty to VSM Group, strong brand name, large initial capital requirements, government regulatory frameworks in Sweden and the USA, and superior products create barriers to entry for potential new entrants. The threat of substitutes The threat posed by substitute products by other manufacturers can be countered by continuous investment in technology and ‘after-market’ services by the VSM Group. The extent of competitive rivalry The sewing machine and embroidery industries are more competitive than other industries. The intensity of rivalry in the industry has increased with the coming into the industry of major manufacturing companies from the Far East. The decline in the demand for sewing machines and price cutting by VSM Group also increased rivalry among industry players. The differences in company strategies, origins (Europe and Far East) and culture (European and Japanese) increases rivalry as well. As rivalry among competing firms intensifies, industry profits decline, in some cases to the point where an industry becomes inherently unattractive (David 1999, p. 128). This statement manifests itself in the number of major manufacturers (Singer and Pfaff) who are going bankrupt. 3. 3. Identification of Key Issues: SWOT ANALYSIS A SWOT analysis summarises the key issues from the business environment and the strategic capability of an organisation that are most likely to impact on strategy development (Johnson et al 2005). It analyses the internal strengths and weaknesses, and external opportunities and threats. The following is a SWOT analysis of the VSM Group AB. SWOT analysis of VSM Group AB |Internal Strengths |Internal Weaknesses | |Market dominance in Europe. |Dependence on few product ranges. | |Leadership and management skills. |High production costs. | |Financial and cash resources. |Reliance on retailers for distribution. | |Manufacturing ability. |Lack of industry information. |Innovation processes and results. |Possession of two brands that compete in the same market. | |Reputation. | | |Product and service quality. | | |Differentiated brands. | | |One European currency – Euro. | | |External Opportunities |External Threats | |New markets and segments. |New market entrants. | |Free market economies arising in Asia. |Increased competition. | |Diversification opportunities. |Increased pressure from customers and suppliers. | |New takeover opportunities. |Substitutes. | |International growth. |Low market growth. | |Increased demand for sewing machines. |Economic cycle downturn. | |Competitor weakness. |Technological threat. | |Demographic and social change. |Change in political or economic environment. | |New international barriers to trade. | 3. 4The competitive nature of VSM’s home country What has become known as Porter’s Diamond suggests that there are inherent reasons why some nations are more competitive than others, and why some industries within nations are more competitive than others (Johnson 2005, p. 71). The model will be used to examine how the home base of VSM i. e. Sweden plays an important role in creating competitive advantage on a global scale for VSM. The following four decisive elements are identified: †¢ Availability of strengths in certain fields especially the automation and technological fields. The technological advancements made by the VSM Group in its Swedish operation since the beginning of the millennium gives it a competitive advantage over its rivals and enable it to compete internationally. †¢ High demand in the Sweden for VSM Group sewing machines provides the basis upon which the characteristics of the advantage of the company are shaped and leads to global dominance of the industry by VSM. †¢ Related and supporting industries in the Swedish economy, . e. , the presence of Bernina Fritz Gegauf AG means that the two companies benefit from each other. Bernina enjoyed a solid reputation and their product range resembled that of VSM with their top model accepting embroidery files developed for other brands including VSM. All these factors made Bernina an important quality benchmark for VSM. †¢ Domest ic rivalry with Bernina and the need by both companies to search for competitive advantage helped to provide the two companies with bases for achieving such advantage on a global scale. 3. 5. Foundations of strategic capability According to Johnson et al (2005, p. 17) strategic capability can be defined as the adequacy and suitability of the resources and competences of an organisation for it to survive and prosper. The strategic capability of a company refers to the resources that the organisation has and the way in which these resources are used. Resources and competences VSM’s resources can be considered under the following four broad categories: †¢ Physical resources – manufacturing plants in Sweden, USA and the Czech Republic. †¢ Financial resources – operating cash, budgets. †¢ Human resources – average number of employees (1,689). The intangible resources will refer to the skills and knowledge that the employees possess. †¢ Intellectual capital – the brand name VSM Group AB, business systems and customer databases. Threshold capabilities Threshold capabilities are those essential for the organisation to be able to compete in a given market (Johnson et al 2005). VSM’s threshold resources refer to: internet based developments, the acquired software company Emnet, increased number of engineers, and Pfaff. Unique resources and core competences The design of the VSM sewing machines make them unique resources in hat they give the company competitive advantage and other manufacturers find it difficult to imitate or copy the designs. VSM’s core competences refer to: the ‘Dealer-Partners’ programme, the cooperation with Jo-Ann Fabrics & Crafts, and the accompanying introduction of the ‘after-market’ services. All these strategies give VSM a competitive advantage. 3. 6 . Organisational culture analysis Johnson et al (2005, p. 47) define culture as the basic assumptions and beliefs that are shared by members of an organisation, that operate unconsciously and define in a basic taken-for-granted fashion an organisation’s view of itself and its environment. Every organisation has a culture and it includes values, beliefs, rites, language, metaphors, symbols and rituals. Culture derives from VSM’s past, present, current people, technology and physical resources, aims, objectives and values of those who work in the organisation. These cultural products can be used by strategists at VSM to influence and direct strategy formulation, implementation, and evaluation activities. The following cultural factors specific to VSM have been identified: †¢ The strategy process was changed to include, for the first time, both top and middle management. The involvement of middle managers had a positive effect on operations in that the strategy document was referred to as a guide on operational matters and the mission statement was frequently promoted in VSM’s public relations exercises. The strategy document was also regarded as an ongoing process which could be changed in response to changing situations in the company. †¢ Retailers were transformed into ‘Dealer-Partners’ which included extended business support to retailers to encourage them to deal only with the Husqvarna Viking product line. In the USA, VSM entered into a cooperation agreement with Jo-Ann Fabrics & Crafts to set up small sewing machine outlets inside their fabric stores. This lead to the introduction of ‘after-market’ services such as training in sewing techniques, software for embroidery construction and ready-made embroidery patterns, spare parts and auxiliary sewing equipment. These after-market services are run by retaile rs. Customers were willing to pay as much as five to six thousand dollars on a three day course with a sewing expert. In support of the company’s strategy the top management of the company was changed to accommodate the managers of the national sales companies as well as the marketing vice president. †¢ The operating systems also underwent major changes. A new accounting system was installed in May 1999 to assess accounting information in new ways to keep track of the various activities in the value chain. †¢ The acquisition of Pfaff upset some employees and pleased others. The company now had two brands which were competing for the same market. Former competitors were now brought to the same stable and the company faced a challenge of how to keep them apart on other dimensions than price and quality. †¢ The relocation of the German Karlsruhe operation to the Swedish Huskvarna plant resulted in only a handful of research and development engineers staying on. The company had to re-orientate the German engineers into the Swedish way of doing things since the engineering principles of the two countries were fundamentally different. 4. FORMULATION OF COMPETITIVE STRATEGY Long-term objectives represent the results expected from pursuing certain strategies (David 1999, p. 76). Strategies represent the actions to be taken to accomplish long-term objectives (David 1999, p. 176). Objectives take the generalities of the mission statement and turn them into more specific commitments: usually this will cover what is to be done and when the objective is to be completed (Lynch 2003, p. 440). Objectives will therefore possess the foll owing characteristics, namely, they should be measurable, realistic, understandable to all, hierarchical, achievable, and should contain time frames. Clearly communicated objectives, according to David (1999, p. 77), are vital to the success of the company as they provide a basis for consistent decision making by company managers and help stakeholders understand their role in the company. Formulating the competitive strategy for the VSM Group will consist of aligning the internal resources and skills and the external opportunities and risks. The alignment will make use of the Threats-Opportunities-Weaknesses-Strengths (TOWS) Matrix. The TOWS matrix will be developed based on the information obtained in the SWOT analysis of the VSM Group and will identify options that address different combination of the internal factors (strengths and weaknesses) and the external factors (opportunities and threats). 4. 1. Critical Success Factors: TOWS MATRIX Johnson et al (2005, p. 96) define criti cal success factors (CSFs) as the product features that are particularly valued by a group of customers and, therefore, where the organisation must excel to outperform competition. Critical success factors relate to the aspects of the competitive strategy in which a company must excel. The TOWS Matrix identifies four types of strategies, namely, SO Strategies, WO Strategies, ST Strategies, and WT Strategies. SO Strategies make use of the company’s internal strengths to take advantage of the external opportunities. WO Strategies take advantage of external opportunities to improve internal weaknesses. ST Strategies make use of the company’s strengths to avoid or reduce the impact of external threats. WT Strategies are defensive tactics directed at reducing internal weaknesses and avoiding environmental threats (David 1999, p. 81). The VSM Group TOWS Matrix | |Strengths (S) |Weaknesses (W) | |INTERNAL |Market dominance in Europe. |Dependence on few product ranges. | |FACTORS |Leadership and management skills. |High production costs. | |(IFAS) |Financial and cash resources. |Reliance on retailers. |EXTERNAL FACTORS |Manufacturing ability. |Lack of industry information. | |(EFAS) |Innovation processes and results. | | |Opportunities (O) |SO Strategies |WO Strategies | |New markets and segments. |Continued investment in Europe and the USA. |Explore new products and ranges. | |Free market economies arising in Asia. Penetrate high-end embroidery segment further. |Exploit mergers and takeovers. | |Diversification opportunities. | |Abandon high cost operations. | |New takeover opportunities. | |Diversify into new markets in Europe and Asia. | |International growth. | |Enhance retailer network which focuses on hobby | |One European currency – Euro | |segment. |Threats (T) |ST Strategies |WT Strategies | |New market entrants. |Emphasise after-market sales of accessories and |Withdraw from declining markets, etc. Germany. | |Increased competition. |software. |Increase brand awareness in current markets. | |Increased pressure from customers and suppliers. |Continued investment in Europe and the USA. |Reduce reliance on retailers. | |Substitutes. |Build on current management capacity. Where possible, develop barriers for new | |Low mar ket growth. | |entrants. | 2. Strategic options at VSM Group AB Development directions are the strategic options available to an organisation, in terms of products and market coverage, taking into account the strategic capability of the organisation and the expectations of stakeholders (Johnson et al 2005, p. 340). The following strategic options are proposed for the VSM Group: 1. Protect and build on current position Consolidation Consolidation is where organisations protect and strengthen their position in their current markets with current products (Johnson et al 2005, p. 342). The sewing market situation is forever changing and requires industry players to continuously innovate to improve the value of the products. The threat of new competitors or new entrants into the sewing industry means that VSM has to pay particular attention to how the company’s resources and skills should be adapted and developed to maintain its competitive advantage. Withdrawal by VSM from the German market should be regarded as consolidation. Market penetration A market penetration strategy seeks to increase market share for present products or services in present markets through greater marketing efforts (David 1999, p. 50). VSM should therefore strive to penetrate the high-end embroidery market further by utilising aggressive marketing efforts. These efforts should be focused on existing markets in the countries mentioned in the company overview. 2. Product development Product development refers to significant new product developments and not minor variations on an existing product. According to David (1999, p. 51) product development is a strategy that seeks to increase sales by improving or modifying present products or services. Continued development and innovation on the Designer series will counter new entrants into the market, will maintain the company’s reputation as an innovator, and will protect the company’s overall market share. 3. Market development Market development is where existing products are offered in new markets (Johnson et al 2005, p. 46). This may involve seeking new market segments, new geographical areas, or new uses for its products that will bring in new customers. Expansion to bring in new customers to the company for its existing company could involve some slight repackaging and then promotion to a new market segment. It will often involve selling the same product in new international markets, especially i n China and Asia. 4. Diversification: related markets Diversification is defined as a strategy that takes an organisation away from both its current markets and products (Johnson et al 2005, p. 46). When an organisation diversifies, it moves out of its current markets and products into new areas. Diversification carries with it an element of risk as it involves a step into the unknown. Moving into related markets however minimises the risk. VSM can diversify into related markets by becoming involved in the activities of its outputs such as distribution, transport, and logistics. 3. Methods of strategy development at VSM Group AB (Action Plan) A development method is the means by which any strategic direction will be pursued (Johnson et al 2005, p. 348). For an international company, VSM can use the following means of pursuing its strategic direction: acquisition and mergers, joint ventures and alliances, franchising, licensing, overseas offices, and overseas manufacture. 1. Acquisition and mergers Acquisition is where strategies are developed by taking over ownership of another organisation (Johnson et al 2005, p. 349). According to David (1999, p. 59), an acquisition occurs when a large organisation purchases a smaller one and vice versa. Mergers occur when two organisations of similar size unite to form one enterprise. The acquisition of Pfaff by the VSM Group represented a coup for VSM. The VSM Group had in its stable two strong brands that competed for the same market space. Acquisitions of manufacturing companies in the Far East would also assist VSM to break into new markets (market development), new technologies, and low cost raw materials. 2. Joint ventures and alliances A strategic alliance is where two or more organisations share resources and activities to pursue a strategy (Johnson et al 2005, p. 353). It is a form of weaker contractual agreement between two parent companies. A joint venture is the formation of a company whose shares are owned jointly by two parent companies (Lynch 2003, p. 483). In order to diversify into related markets and to access new markets like those in the Far East it will be crucial for VSM to form joint ventures and strategic alliances with current manufacturers namely, Brother, Janome or Juki. These types of agreements lock out other competitors, utilises joint expertise and commitment, and allows potential partners to learn about each other. 3. Franchise A franchise is a form of licensing agreement in the contractor provides the licensee with a pre-formed package of activity (Lynch 2003, p. 484). The package may include offers of the VSM Group brand name to retailers, technical service expertise and advertising assistance. This can be an attractive proposition to retailers willing to take up a franchise licence as it possesses lower risk and provides exclusive territory to the franchisee. This will also enhance dealer network which focuses on the hobby segment of the market 4. Licensing According to David (2003, p. 84) licensing refers to a situation where technology or other assets are provided under licence from the home country. Payment for such services is usually in the form of royalty or some form of arrangement. 5. Overseas offices The VSM Group has sales companies and representative offices in Europe, Russia, North America and Australia. The VSM Group could gain competitive advantage by expanding their operations into the Far East and Africa. These additional offices would provide a permanent presence for the VSM Group in those new markets. 6. Overseas manufacture The VSM Group currently has two manufacturing plants in Sweden and the Czech Republic. The establishment of new manufacturing plants in overseas countries like the USA carries risks for the company. However the risks may be offset through the savings that could be derived from no longer having to export to those overseas countries. 4. CONCLUSION Strategy was defined as the direction and scope of an organisation over the long term, which achieves advantage in a changing environment through its configuration of resources and competencies with the aim of fulfilling stakeholder expectations. Strategic Management was also defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organisation to achieve its objectives. The strategic position of the VSM Group AB was analysed by applying the analytical models of strategic management to the current situation in the company. The following models were utilised to analyse both the internal and external environment of the company, namely, PESTEL, Five Forces Model, and the SWOT analysis. The examination of the strategic position of VSM Group involved analysing the strategy of the company with emphasis on the environment it operates in, its strategic capabilities, and how expectations affect organisational purposes and strategies. The analysis of the environment concluded with a clear statement of the Key Issues (SWOT Analysis) and Critical Success factors (TOWS Matrix). The strategic position of VSM Group was used as a base in the development of an appropriate competitive strategy for the company. The development of the strategy took into account the organisational cultural issues prevailing in the company. 5. BIBLIOGRAPHY 1. David, F. R. , 1999. Strategic Management. 7th ed. New Jersey: Prentice Hall. 2. http://investing. businessweek. com [accessed 08 May 2008] 3. http://en. wikipedia. org/wiki/VSM_Group_AB [accessed 08 May 2008] 4. Johnson, G. Scholes, K. & Whittington, R. , 2005. Exploring Corporate Strategy. 7th ed. Financial Times Prentice Hall. 5. Lynch, R. , 2003. Corporate Strategy. 3rd ed. Financial Times Prentice Hall.