Welcome to India 2012 - Documentary (Episode 1 of 3) Essay

Welcome to India 2012 - Documentary (Episode 1 of 3) - Essay Example They wake up at 3am to dust the street to get gold that, in turns; they sell to Naukada- one of the gold merchants (YouTube). They get poor pay and gets frustrated. However, the have to sell to the same man as he own house in which they live in. Their struggle is highlighted as the prices for gold goes up. This means there is less available gold in dust, in the street. They opt to go for sludge. They acquire sludge in a most inhumane way, as it is full of ‘shit’. We are also shown Javeds employees working tirelessly to get pure gold (YouTube). The film also focuses on live of poor in Mumbai beach. The life is highlighted using Rajesh family. Rajesh is married to Sevita. They own a pub with no license from the council. Rajesh had been jailed due to this illegality. Sevita his wife also does part time jobs as a cleaner despite physical challenges (YouTube). The family also goes through challenges of constant eviction. They are forced to rebuild the house every time after the eviction. Rajesh is also forced to rely on moneylender to boost his stock and is faced with challenges of repaying. I disliked the way young people are forced to go through inhumane ways of making ends meet. In this film, I have learnt it is advantageous to learn how to interact and interview in order to get facts about people ways of

Implement Assignment Example | Topics and Well Written Essays - 750 words

Implement - Assignment Example The facilitators will be two so that one can compliment in the absence of the other. The facilitators should be either a professors or associates and below the merit cannot be allowed to perform the facilitation process. The description on the place and the time the event should take place is critical for the planning process. The lesson should take place in the lecture halls during their respective time in the timetables. Each module should be facilitated concerning the daily stipulations in order to provide equal time for other subjects. The scheduling of all the modules with respect to one another allows for the effective functionality of all the facilitators to avert the possible clashes. The venues might clash due to the scheduling of two nodules at one venue at the same time. The course is named module number of identification and the module name are essential. The course prerequisite demands an understanding of the previous connections to the module. The facilitator should fill the form to confirm the understanding on the pre requisite to the targeted knowledge. The teachers should assume the students dockets to realize the essence of administering their services in serious modes. The teachers thinking in the students perspectives would be capable of providing the services as per the student demands. The students would require the service delivery that fosters greater understanding amongst them. The teachers should also imitate the facilitators’ purposes. The assumption of the facilitator tasks would imply the employment of the facilitators techniques. The facilitators would always employ the technique of tackling the questions as raised by the students. The immediate answers on the inquiries by the students assist in creating a credible flow of ideas amongst the students. Therefore, the students can obtain distinct understanding because they

Expansion of Spanish clothing retailer Zaras

Expansion of Spanish clothing retailer Zaras This article examines the case of the Spanish clothing retailer Zaras experience of and plans for further expansion into Southern and Northern American markets. It argues that given the unique distribution and production functions of the retailer that possible problems exist for continued expansion in the US market. The problems associated with this given the characteristics of local markets and pressures from rival operators means that a recommendation is made for an adjusted international strategy for the company despite its broad successes elsewhere globally. Introduction Globalisation has become an essential element of international marketing principles and it has been argued that one of the keys to success in global markets is the effective development and marketing of standardised products and brands (Douglas Wind, 1987). Jay (2000) suggests that the development of international enterprises is as a consequence of reduced barriers for trading due to developments in information technology. Jones (2002) argues that successful international operations are those which integrate and cooperate in business activities across national boundaries. It is clear that the clothing industry is a significant part of the internationalisation process in terms of the critical growth of the clothing retailing sector in global markets and attendant activities such as global sourcing. The international expansion of Zara is led by its parent company Grupo Inditex which is based in Spain and Zara has achieved an impressive annual growth of 26% over the last five years (DAndrea Arnold, 2002). Based in Spain Zara has grown from 180 stores to 1.080 stores in 33 countries and in 2002 150 stores were added in 9 countries and further expansion has been planned and expected. As the biggest economy in the world the American market is an attractive one for Zara and stores located in New York were announced as being successful indicators towards future market penetration. The huge American market and especially the North American marketplace was highlighted as the next move for the companys expansion plan yet the diversity in this market and high level of competition creates challenges for continued Zaras success. Environmental Analysis A clear understanding of the business environment is essential for companies in competing in the global economy. This is particularly important in relation to international strategy. Environmental analysis can be made from both a macro and micro perspective and both the PESTEL and Porters industrial analysis are useful instruments of analyses (Johnson Scholes, 2002). PESTEL analyses the political, economic, social, technological, environmental and legal events that have impacts on a business. Of interest in this case is the signing of the North American Free Trade Agreement (NAFTA) which helped regional economic growth among member countries through eliminating tariffs and government encouragement of foreign direct investment. This creates threats to Zara in terms of an entry model as well as marketing strategy. The American market is highly attractive for multinational companies such as Zara. The US is the number one economy in the world although since the terrorist attacks in 2001 the American economy slowed down accompanied with a reduction in consumer confidence. According to Jobber (2001) where national economic performance and customer confidence is poor consumers will reduce consumption of non essential products. This poses problems for Zara in competing in a highly competitive marketplace where demanding for clothing has decreased. Zara however provides luxury clothing products at a reasonable price which provides the company with competitive advantages in terms of price, quality and brand name. The success of Zara depends on an effective logistics system and it is one of the few companies with in-house design and production enabling them to provide new clothing lines within 15 days instead of the 9 months average lead-in time of the textile and clothing industry. It is fair to say that this logistics system based on information technology and computerized design and production programs enables Zara to maintain competitive advantages over other international competitors. However previous experiences in operating in South America where a complex and large distribution centre was established in order to supply the southern region saw challenges in the integrated supply chain being created. Language as one of the most important elements of culture plays a vital role in shaping international marketing strategy simply because people under different social and cultural environments share different value systems and display varied consumer behaviour (Bradley, 2005). Additionally it is useful to be aware of the new form of political economy which suggests that economic phenomena are highly linked with political issues in that governments seek to use political power to achieve economic benefits (Rugman Hodgetts, 2003). Examples of this can be seen in the increasing role of developing countries in the world economy. In the case of the textile and clothing industry more and more retailers and manufacturers source from lower labour cost developing countries res ulting in significant competitive pressures on Zara which insists on sourcing mainly from Europe and relying on its in-house design and production. Porter (1980) provides a useful framework in understanding the industrial environment in which companies are involved in. The competitive level in an industry shapes a firms strategy in competing in its marketplace and in turn this is shaped by the performance of operators within the industry. It is obvious that competition levels are high in both the North and South American marketplace. Zara entered the South American market where American brands such as GAP and the Swedish brand HM were major competitors within the middle clothing market. Similarly buyer power has increased in the modern business environment and Zara needs to effectively satisfy customers globally from different nations and cultural backgrounds. Improvement in US consumer confidence demonstrated in the research creates opportunities for Zara in expanding its market from south to the north (BBC News, 2005). Nevertheless the issue of different supply systems needs to be resolved utilising Zaras integrated global sup ply and logistics chain. The strategic plan to establish a specific supply and distribution centre for the North America market aims to control cost and maintain competitive capabilities in competing with companies from member countries of NAFTA such as Canada and Mexico as well as local players who source from cheaper overseas suppliers. Due to the nature of the clothing retailing industry the diversity of retailing forms in the US is complex including both large numbers as well as different formats for retailers including large retailers, department stores, merchandise shops, small specialty operators and discount stores. There are potential new entrants into this marketplace and hence it is critical for Zara to be aware of the high competition level in the US clothing retailing industry at all levels of the market. Market Segmentation Market segmentation aims to provide relevant information for a basis for the selection of target markets (Bradley, 2005). Zaras targeted customers are people who seek for higher quality clothing products at reasonable prices. In this case targeted American customers were those who expressed interest in European branded clothes. First of all Zaras women collection is divided into three categories: Zara Women, Zara Basic and the sporty Trafaluc representing market segments for women who look for a more formal style, younger women for a more informal style and younger women and teenagers while menswear included Mens Line at Zara, Zara Basics, its club-wear brand 100Zara and Zara Sport (DAndrea Arnold, 2002). In this sense the general public from all age groups can be seen as potential customers targeted by specific sub-brands of Zara. A second important variable in defining segmentation is based on psychographic characteristics such as lifestyle which will be discussed in detail in the next section (Jobber, 2001). As one of the most famous and successful European brands Zara in its existing south American market targeted people who were especially interested in European styles at affordable price levels. This targeting strategy remained the same for Zara in expanding in the North American marketplace. One definition of consumers suggests that it can be seen as individuals as well as groups of people purchase products or services for personal use, household or gifts. In other words they can be classified as end users of particular products (Solomon et al, 2002). Retailers are situated in the final steps of the distribution chain and are closely linked with end users or customers. Therefore it is useful to look at the concept of consumer behaviour in relation to clothing buying in light of target segmentation strategies pursued by Zara. Blackwell, Miniard and Engel (2000) define the initial step of consumption processes as the recognition of needs which can be influenced by various factors such as reference group values, self esteem and external cultural and social value systems. Particularly modern customers have become more sophisticated and learn more from their purchasing experiences with price often deployed as a key indicator as to the quality of goods (Jobber, 2001). This is arguably the case for buying activity in the clothing sector with brand name, price, style as well as quality tending to have important effects on the decision making processes leading to purchasing. According to Entwistle (2000) clothing is not simply about physical garments but takes on a multi-faceted significance where people use fashion to define and negotiate their identity in wider social contexts. Increasing power for consumers enables them to bargain for lower priced clothing yet it remains the case that pure discount on price is not necessarily important for them in make purchasing decisions. This aspect of consumer behaviour offers a useful insight for Zara in establishing its competitive advantages based on an effective logistics and supply chain through ensuring quality with reduced costs matched to a strong brand name. Foxall, Goldsmith and Brown (1998) argue that there are several stages after need recognition leading to final buying activity and as such the co mmunication strategy used to build up effective customer relationships and brand image by clothing retailers is most useful at the early stage in order to have a lasting impact on purchasing decisions. In this retail context women are suggested to constitute a major proportion of consumers (Domosh, 1996). Particularly women are more involved in both social and economic life functions which results in increasing demands on fashion in terms of style and self identity. Additionally a determinant of the degree to which customers evaluate a brand is the level of involvement with high involvement meaning extensive evaluation of the product and/or alternatives (Hawkins, Best and Coney, 1989). For clothing products the degree of involvement is suggested as being typically medium to high (Breward, 2000). Bearing in mind the concept of involvement and the role of women in purchasing Zara used a suite of effective marketing tools in maintaining customer loyalty through providing value added clothing relevant to identified market preferences. This is because in terms of fashion a stylish and sophisticated brand image in terms of trends, styles and tastes is a key success factor in building a b rand name for a retailer such as Zara. Similarly effectively maintaining customer loyalty in terms of repeat buying is a major contributor to successfully expanding its market share in the US market. Marketing Strategy Analysis and Evaluation Based on its successful experience in operating in New York Zara pursued a strategic market expansion strategy in order to maintain organisational growth in terms of market share and the accruement of financial benefits. The establishment of a distribution centre in the outskirts of Buenos Aires enabled Zara supply the southern region as well as played a strategic role in supplying the new northern market (DAndrea Arnold, 2002). With Zara being one of the few companies utilising in-house design and production meant sourcing locally was its main strategy rather than switching to overseas suppliers. This strategic choice did enhance the competitive capabilities of Zara in terms of short lead time and effective logistics control but added to pressure from competitors who sourced abroad resulting in competitive pricing in the middle market by rivals such as HM and GAP. In addition in considering an integrated supply chain the distribution centre to some extent caused inefficiencies in the overall system in that decisions on the choice of local manufacturers had been made difficult due to the closure of American textile and clothing manufacturers who moved production lines to Asia. As such the market expansions strategy remains unclear in terms of it achieving growth based on effective franchises rather than through adding new stores and entering new markets. This can be said to be especially the case for the North American market. Although the market size is large and entry barriers are low due to the cultural differences between south and north US regions means significant attention must be paid to the marketing mix in order to achieve synergy from integration. Life styles are different in North and South America hence the branding strategy used by Zara is essential in differentiating itself with both from existing rivals and attracting new custom ers within each of the respective markets. Evaluation of marketing mix In the context of international market and keeping in mind different macro and micro environmental conditions an international marketing mix needs to be varied from one context to another (Keegan Green, 2003). Based on the branding marketing mix strategies it is of importance to look at international marketing models in the North American market considering different operational environments and different consumer behaviour in southern and northern markets. Product and brand The term product not only refers to tangible goods but also entails intangible attributes such as customer service and brand name (Keegan Green, 2003). As a retailer Zara provides a similar range of products in both the southern and northern markets in the US as those provided in its domestic market. However the intangible resource which Zara as a strong brand in New York occupying the middle fashion market appears to be less visible more broadly in the North American markets in comparison with the national brand image of GAP. Traditionally the brand image of Zara as a retailer is one targeted on middle income consumers seeking high fashion styles at reasonable prices. As a result of successful operation in the EU market as well as Asian and South American markets Zara was able to create a strong brand image in the middle fashion market in order to compete with GAP and HM who are also two major operators in the wider global market. Price Price is argued as being an important indicator for customers in evaluating the quality of products and within the clothing sector this also holds true (Easey, 2002). The price mix deployed in the US market is double that found in its domestic region in Spain due to higher operational cost and higher labour costs. It has been suggested that the clothing industry is labour intensive and that effective human resource management strategy contributes in a key manner to effective cost control and in turn allow for competitive pricing in the market (Jones, 2002). As a result the operational strategy employed by Zara has been consistently challenged by competitive pricing from competitors who source from cheaper developing countries. As a result the efficacy of an integrated logistics and supply chain can be questioned along with the ability of maintaining this over the long term given the diversity and complexity of the clothing manufacturing industry in the US. In sum Zaras operation in i nternational markets appears to be experiencing rapid growth in terms of new branches and improving sales and profit but longer term challenges need to be addressed as a priority. Easey (2002) argues that pricing regimes for clothing products may need to change depending on different characteristics in each national market but that communication and management of these changes need to be directed from a strategic level. Communication An integrated communication strategy is an important part of the marketing mix within a branding strategy framework. This seems to be even more essential in the clothing retailing industrial context involving the use of celebrities as a critical communication tool in communicating with customers. For Blythe (2000) marketing communications objectives are created in order to develop a customer base and improve sales through increasing both new and existing customers expenditure on a brands products. However Zara has rarely exploited advertising campaigns except in the case of its launch of two main product ranges occurring seasonally each year. This can help explain its low brand awareness in the North American market which is a threat to successful entry into this marketplace. Additionally visual merchandising such as store design and layout has become widely regarded as important communication tools with consumers (Lea-Greenwood, 2002). In the case of Zara store design such as clear lighting, white walls and ceiling and style-related decorations such as photographs were deployed in order to create an elegant atmosphere emphasising a brand image reflecting European trends. Likewise employee uniforms helped Zara maintain a visual and physical presence of the brand image and helped in communicating with customers and needed only minor adjustments between southern and northern stores. It is believed that the format and experience of a trading environment particularly in clothing retailing interacts closely with merchandise, customer service and the success of communications strategies (Walters Hanrahan, 2000). It can be argued that the communication strategy used by Zara is effective in terms of communicative effects and of a lower cost than its competitors. On the other hand establishing a significant nationwide presence in North America may require either a large expenditure on a celebrity endorsed campaign or the ef fective use of novel techniques such as viral marketing. Distribution The distribution channel is the network which links producers with users yet international distribution strategies are difficult to manage since distribution structures differ from one country to the next (Keegan Green, 2003). For Zara the US market presents unique challenges. As mentioned earlier the closure of US local manufacturers and moves to Asian manufacturing operations poses major threats to Zara which traditionally exploits local sources in supporting its in house design and production. Due to the highly fragmented nature of fashion retailing it is vital for Zara to differentiate itself from other competitors during its entry stage into the North American market. In considering these difficulties in enter this market and the different cultural backgrounds involved Zara pursued an organic growth in terms of opening stores in its expansion. This is because a strong financial background based on its successful operation both in New York and support from its parent company Grupo Inditex allowed for a longer term fiscal view to be taken. However the use of English in the US market is likely to present challenges for the Spanish company but successful international human resource management should counter this and lead to successful implementation of its strategic expansion plans. Conclusion In order to maintain organizational growth Zara employed an aggressive expansion strategy in responding to internationalisation and globalisation. Research demonstrates that a strong global brand name is one of the most vital elements contributing to the success of international operations (Wigley et al, 2005). However a key consideration is cultural influences which have shaped international marketing strategies for Zara in the US market. An international marketing strategy to some degree remains the same as strategies used in other markets satisfy targeted customer groups effectively. However because of local differences and consumer complexity in the American market adjustments were used such as the establishment of a dedicated distribution centre for the American market. Recommendations The marketing mix used by Zara in the US market has been more effective in New York than in other locations. Brand name is a significant part of product concept hence it is useful for Zara to cooperate with local fashion magazines in conducting magazine campaigns in order to improve brand awareness at the market entry stage. Lea-Greenwoods (2002) suggestion that the communication process involves three key participants namely sender, message and receiver must be added to in the sense that practical contexts of business operations in the clothing retailing sector makes this model more complex due to changing forces in the external environment such as developments in media technology and changing characteristics/preferences of consumers. This is also of particular importance in international markets as different cultural and social backgrounds have substantial impacts on consumer behaviour as well as effective communication models. Secondly higher costs resulted in higher prices for Zara in these locations. This phenomenon is able to generate potential risks to its brand image of quality clothing products at reasonable prices. It is undoubted that in house design and local sourcing provides Zara with competitive advantages such as short lead times and high response rates to clothing trends but an awareness of local characteristics in the marketplace is essential. In the case of international expansion currency rates have a major impact on operational and labour costs. In turn competitiveness on price might be eliminated because of pressures from competitors who are able to provide even cheaper but goods which are of high quality. As Jones (2002) highlights global sourcing is a key trend and will continue to be so due to globalisation. Although sourcing abroad raises concerns on supply chain related risks which are often called the Iceberg theory it is imperative that Zara be aware of the significant advantages of sourcing from countries with lower labour costs especially given that quality levels have improved (Jackson Shaw, 2001). With the North American market there were difficulties for Zara in maintaining its famous on an in house production model simply because of a lack of local suppliers and manufacturers. Additionally labour costs in America are considerably higher compared to its operation in Europe. It is hard for Zara then to enjoy cost advantages offered by Eastern European countries as well as cheap domestic cost in Spain (Jones, 2002). The suggestion here is to consider expanding operations to Mexico which is comparably cheaper than the US yet offers a distribution channel to the North American market. The establishment of a distribution centre in Mexico is more likely to be cost effective rather th an building specific manufacturing factories in order to supply the North American market.

The Enlightenment Period and Napoleons Rule Essay -- European History

The time of the Enlightenment was a time of great change, reform, and the emergence of great minds such as Isaac Newton, Johannes Kepler, Galileo Galilei, and even Copernicus. These men cleared the path to thinking in a new way and brought about the change necessary for the Scientific Revolution. The Enlightenment allowed people to think more critically and even was the time in which the â€Å"Experimental Method† was consolidated by Galileo Galilei (1564-1642, Buckler, J., Crowston, p.592 para. 6). It allowed people to begin to think â€Å"out of the box† if you will. Monarchies and the power of the king before this time ruled over the general population unthreatened and very rarely did opposition come to stand. Quite often if opposition did stand it was shortly met with a quick disbanding, or even the death of the â€Å"heretic† that created the uprising. Napoleon was a good example; he did not stand for freedom of speech and quite often worked to regulate publ ic opinion. However, with the Enlightenment around the corner, it helped to pave the way and prepare the country of France for the French Revolution. Commoners, as well as the clergy, and nobility began to stand up more against monarchical rule, and voiced their opinions on controversial subjects. With the emergence of Napoleon Bonaparte the future of France seemed to be a dictatorship under his rule inevitably. The French Revolution was a time also of great change. The hopes of the people were moving from an absolutist monarchy to a hopeful constitutional rule by the peoples, with the help of the Estates General which had not been called upon since 1614 (Buckler, J., Crowston. P.689, para. 3). In July, of 1788 King Louis XVI listened to his people and called a spring sessions of the est... ...lution by commanding the states as emperor. Although he did solve many economic crises, won many victories in strategic battles, and helped progress equal rights among citizens, he did not uphold the most important ideal of the French Revolution which was to be more about a people governed constitution not a dictatorship under Napoleon. In Conclusion, Napoleon was a very charismatic leader, and did many great things for France. As an emperor he was more than well liked and was probably one of the most intriguing individuals of his time, he was a brilliant strategic thinker, and got what he aimed at done generally. However, his over ambitious thoughts led to his downfall at the battle of Waterloo in which the allies of Austria, Prussia, Russia, and Britain defeated him and imprisoned him on the island of St. Helena far off the western coast of Africa.

Production Strategy Essay

The total number of time spent for machining and welding during the manufacture of one BodyPlus100 (includes the machining and welding hours mentioned in Frame Unit, Press Station and Pec-dec Station) are eight (8) hours. The total number of hours spent for Painting and finishing in the entire process (includes the machining and welding hours mentioned in Frame Unit, Press Station, and Pec-dec Station) is five (5) hours. The total number of hours spent for Assembling, testing and packaging for the manufacture of one BodyPlus100 machine is two (2) hours. BodyPlus200 The total number of time spent on machining and welding in the entire process (includes the machining and welding hours mentioned in Frame Unit, Press Station, Pec-dec Station and Leg Press Station) during the manufacture of one BodyPlus200 machine is twelve (12) hours. The total number of hours spent for Painting and finishing in the entire process (includes the machining and welding hours mentioned in Frame Unit, Press Station, Pec-dec Station and Leg Press Station) is ten (10) hours. The total number of hours spent for Assembling, testing and packaging for the manufacture of one BodyPlus100 machine is two (2) hours. Calculations: The total number of working hours assigned for machining and welding processes is 600 hours. The total number of working hours assigned for painting and finishing processes is 440 hours. The total number of working hours assigned for Assembling, Testing and Packaging is 140 hours. To find out the total number of machines that can be made can be found out in the following math. As either of the machines (BodyPlus100 and BodyPlus200) requires two (2) hours of assembling, testing and packaging time. Total number of machines to be produced:    Now let the total number of BodyPlus100 machines manufactures be denoted by the variable ‘X’ and the total number of BodyPlus200 machines manufactured be denoted by the variable ‘Y’. Therefore, the total time required for Assembling, testing and Packaging is 2 hours. That implies,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2X + 2Y =140 Then X+Y=70. There we get the total number of possible machines that can be made are seventy in number. As the recommended number of BodyPlus200 machines that have to be produced must be at least 25% of the total number of machines produced. Then ‘Y’ takes a value of 25% of the total number of possible machines i.e. seventy (70). Therefore, 17 fills in the best value of at least 25% of total number of machines produced when the count of total number of machines produced are sixty five (65). Taking the number of BodyPlus100 machines and BodyPlus200 machines manufactured to be 49 and 16 in numbers respectively. Then the calculation follows as: Time required for machining and welding: 1) BodyPlus100: In the Frame unit, it takes four (4) hours of machining and welding time. In the Press Station, it takes two (2) hours of machining and welding time. In the Pec-dec Station, it takes two (2) hours of machining and welding time. The total number of machining and welding time taken in the manufacture of one BodyPlus100 machine is eight (8) hours. Therefore, the total time taken for machining and welding processes during the manufacture of 49 BodyPlus100 is 49*8 = 392 hours. 2) BodyPlus200: In the Frame unit, it takes five (5) hours of machining and welding time. In the Press Station, it takes three (3) hours of machining and welding time. In the Pec-dec Station, it takes two (2) hours of machining and welding time. In the Leg Press Station, it takes two (2) hours of machining and welding time. The total number of machining and welding time taken in the manufacture of one BodyPlus200 machine is twelve (12) hours. Therefore, the total time taken for machining and welding processes during the manufacture of 17 BodyPlus200 is 17*12 = 204 hours. Therefore, the total number of hours spent for the entire manufacture processes is equal to 392 + 204 = 596 hours Hence, we lost 4 hours of unused machining and welding time.    Time required for Painting and finishing: 1) BodyPlus100: In the Frame unit, it takes two (2) hours of painting and finishing time. In the Press Station, it takes one (1) hours of painting and finishing time. In the Pec-dec Station, it takes two (2) hours of painting and finishing time. The total number of painting and finishing time taken in the manufacture of one BodyPlus100 machine is five (5) hours. Therefore, the total time taken for painting and finishing processes during the manufacture of 49 BodyPlus100 is 49*5 = 245 hours. 2) BodyPlus200: In the Frame unit, it takes four (4) hours of painting and finishing time. In the Press Station, it takes two (2) hours of painting and finishing time. In the Pec-dec Station, it takes two (2) hours of painting and finishing time. In the Leg Press Station, it takes two (2) hours of painting and finishing time. The total number of painting and finishing time taken in the manufacture of one BodyPlus200 machine is ten (10) hours. Therefore, the total time taken for machining and welding processes during the manufacture of 17 BodyPlus200 is 17*10 = 170 hours. Therefore, the total number of hours spent for the entire manufacture processes is equal to 245 + 170 = 415 hours. Where the total number hours assigned for painting and finishing is 450 hours. Hence, we lost 35 hours of unused painting and finishing time. Time required for Assembling, Testing and Packaging: 1) BodyPlus100: The manufacturing of one BodyPlus100 machine takes two (2) hours of assembling, testing and packaging time. Therefore, the total number of hours spent in assembling, testing and packaging during the manufacture of 49 machines is 49*2= 98hours. 1) BodyPlus200: The manufacturing of one BodyPlus200 machine takes two (2) hours of assembling, testing and packaging time. Therefore, the total number of hours spent in assembling, testing and packaging during the manufacture of 17 machines is 17*2= 34hours. In total, the total number of hours spent during the entire process is 98 + 34 = 132 hours. As the assigned number of assembling, testing and packaging time is 140 hours. So, eight (8) hours of the assembling, testing and packaging time is unused. Total Cost for producing the machines: 1) BodyPlus100: The BodyPlus100 machine consists of four (4) units. Frame unit: Where the raw material cost for each BodyPlus100 unit is $450 in this Frame Unit. Press Station: Here the raw material costs for each BodyPlus100 unit is $300 in this Press Station. Pec-dec Station: Here the raw material cost for each BodyPlus100 unit is $250 in this Pec-dec Station. Packaging: Here the estimated cost for each BodyPlus100 unit is $50 for packaging. 2) BodyPlus200: The BodyPlus200 machine consists of five (5) units. a) Frame unit: Where the raw material cost for each BodyPlus200 unit is $650 in   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  this Frame Unit. b) Press Station: Here the raw material costs for each BodyPlus200 unit is $400 in   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   this Press Station. c)   Pec-dec Station: Here the raw material cost for each BodyPlus200 unit is $250 in   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   this Pec-dec Station. Leg Press Station: Here the raw material cost for each BodyPlus100 unit is $200   Ã‚  Ã‚  Ã‚  Ã‚   in this Leg Press Station. Packaging: Here the estimated cost for each BodyPlus200 unit is $75 for   Ã‚  Ã‚  Ã‚  Ã‚   packaging. Labor Costs during the manufacture Process: Machining and welding: Given that the labor costs are $20 per hour for machining and welding time.    Now the total number of hours spent for machining and welding in manufacturing one BodyPlus100 and one BodyPlus200 are eight (8) and twelve (12) respectively.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Therefore, the labor costs for machining and welding estimated for manufacturing one BodyPlus100 to be 8*20 = $160.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   And, the labor costs for machining and welding estimated for manufacturing one BodyPlus200 to be 12*20 = $240. Painting and finishing: Given that the labor costs are $15 per hour for painting and finishing time. Now the total number of hours spent for painting and finishing in manufacturing one BodyPlus100 and one BodyPlus200 are five (5) and ten (10) respectively.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Therefore, the labor costs for painting and finishing estimated for manufacturing one BodyPlus100 to be 5*15 = $75.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   And, the labor costs for painting and finishing estimated for manufacturing one BodyPlus200 to be 10*15 = $150. Assembly, Testing and Packaging: Given that the labor costs are $12 per hour for assembly, testing, and packaging time. Now the total number of hours spent for assembling, testing and packaging in manufacturing one BodyPlus100 and one BodyPlus200 are two hours each.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Therefore, the labor costs for painting and finishing estimated for manufacturing one BodyPlus100 to be 2*12 = $24.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   And, the labor costs for painting and finishing estimated for manufacturing one BodyPlus200 to be 2*12 = $24. Hence the total labor costs in manufacturing 49 BodyPlus100 are 49*($160+$75+$24) = 49*($259)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   = $12691   Also, the total labor costs in manufacturing 17 BodyPlus200   are 17*($240+$150+$24) =17*($419)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   = $7123 Gross expenditure in the production of one unit of:    BodyPlus100: The total cost made in the manufacture of one BodyPlus100 machine (includes raw costs and labor costs)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $450+$110+$300+$55+$250+$70+$50+$24 = $1309. BodyPlus200: The total cost made in the manufacture of one BodyPlus200   Ã‚  Ã‚  Ã‚  Ã‚   machine (includes raw costs and labor costs)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $650+$160+$400+$75+$250+$70+$200+$70+$75+$24 = $1974. Profit Calculations: The retail price of one BodyPlus100 machine is $2400. The retail price of one BodyPlus200 machine is $3500. An authorized dealer will purchase at only 70% of the suggested retail price. Hence, a sale of one BodyPlus100 will produce 70% of $2400 = $1680 And a sale of one BodyPlus200 will produce 70% of $3500 = $2450. Admittedly, the net profit that is made in the sale of one BodyPlus100 machine is ($1680 – $1309) = $371. Whereas the net profit that is made in the sale of one BodyPlus200 machine is ($2450 – $1974) = $476. Here the net profit made on manufacturing one BodyPlus200 machine ($476) is larger in number than the profit that is made on manufacturing one BodyPlus100 machine ($371). But if we calculate the net profit that is made per hour work will entirely change the opinion onto BodyPlus100 machine. As, we get a profit of $476 after working 24 hours in manufacturing BodyPlus200 machine. This means the net profit made per hour on manufacturing one BodyPlus200 is only   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $476/24 = $19.83 Whereas, the net profit made on manufacturing one BodyPlus100 machine is $371 after working for 15 hours. Therefore, profit made per hour is   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   $371/15 = $24.73 Conclusion: So, referring to the above profit math increasing the production percent (i.e. >75%) in the total production will gradually increase the profits of the company. Solutions Plus      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Table2.1       No. of gallons required Freight Charges No of gallons supplied from Total charges for shipping       Cincinnati Oakland Cincinnati Oakland Cincinnati Oakland Santa Ana 22,418 —– 0.22 —– 22,418 —– 4,931.96 El Paso 6,800 0.84 0.74 —– 6,800 —– 5,032 Pendleton 80,290 0.83 0.49 30,290 50,000 25,140.7 24,500 Houston 100,477 0.45 —– 50,447 50,000 22,701.15 —– Kansas city 241,570 0.36 —– 191,570 50,000 68,965.2 —– Los Angeles 64,761 —— 0.22 14,761 50,000 —— 11,000 Glendale 33,689 —— 0.22 —— 33,689 —— 7,411.58 Jacksonville 68,486 0.34 —— 18,486 50,000 6,285.24 —— Little Rock 148,586 0.34 —— 98,586 50,000 33,519.24 —— Bridgeport 111,475 0.34 —— 51,475 50,000 17,501.5 —— Sacramento 112,000 —— 0.15 62,000 50,000 —— 7,500 Total 990,522 Grand Total 517,615 462,907       Here we can see that the total numbers of gallons that are delivered from Cincinnati are more than 500,000 gallons. So we are short of 17,615 gallons of the locomotives cleaning agent that has to be delivered from Cincinnati. To satisfy the requirement of the majority of the dealers in the remaining locations, and considering the profits, all the 17,615 gallons of the cleaning agent is reduced from the Pendleton deal.   Ã‚                                         Table2.2    No. of gallons required Production cost for the total number of gallons Total charges for shipping Total expenditure from    Cincinnati ($1.20/gallon) Oakland ($1.65/gallon) Cincinnati Oakland Cincinnati Oakland Santa Ana 22,418 —– $36,989.70 —– $4,931.96 —– $41,921.66 El Paso 6,800 —– $11,220.00 —– $5,032.00 —– $16,252.00 Pendleton 62,675 $15,210.00 $82,500.00 $10,520.25 $24,500.00 $25,730.25 $107,000.00 Houston 100,477 $60,536.40 $82,500.00 $22,701.15 —– $83,237.55 $82,500.00 Kansas city 241,570 $229,884.00 $82,500.00 $68,965.20 —– $298,849.20 $82,500.00 Los Angeles 64,761 $17,713.20 $82,500.00 —— $11,000.00 $17,713.20 $93,500.00 Glendale 33,689 —— $55,586.85 —— $7,411.58 —— $62,998.43 Jacksonville 68,486 $22,183.20 $82,500.00 $6,285.24 —— $28,468.44 $82,500.00 Little Rock 148,586 $118,303.20 $82,500.00 $33,519.24 —— $151,822.44 $82,500.00 Bridgeport 111,475 $61,770.00 $82,500.00 $17,501.50 —— $79,271.50 $82,500.00 Sacramento 112,000 $74,400.00 $82,500.00 —— $7,500.00 $74,400.00 $90,000.00    After reducing the supply to the Pendleton concerning larger profits, the total no. of gallons of cleaning agent sent to the Pendleton will be 17,615 less than that stated in Table-2.1   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Table-2.3    No. of gallons required No. of gallons supplied Total Expenditure (in $) Total Income from each location (15% more than the actual cost) Santa Ana 22,418 22,418 $41,921.66 $48,209.91 El Paso 6,800 6,800 $16,252.00 $18,689.80 Pendleton*** 80,290 62,675 $132,730.25 $152,639.79 Houston 100,477 100,477 $165,737.55 $190,598.18 Kansas city 241,570 241,570 $381,349.20 $438,551.58 Los Angeles 64,761 64,761 $111,213.20 $127,895.18 Glendale 33,689 33,689 $62,998.43 $72,448.20 Jacksonville 68,486 68,486 $110,968.44 $127,613.71 Little Rock 148,586 148,586 $234,322.44 $269,470.81 Bridgeport 111,475 111,475 $161,771.50 $186,037.23 Sacramento 112,000 112,000 $164,400.00 $189,060.00 TOTAL 990,552 972,937 $1,583,464.67 $1,821,214.39 *** indicates the locations that are short of the locomotive cleaning agent than they require by any amount. Conclusion: Hence the net profit made for one year is $237,749.72 and if the bid is made for one year the total amount has to be $1,821,214.39 but given that the bid has to be made for two years. Then the bid price would be $3,642,428.78 And the profit expected in two years (taken the oil prices are fixed) is $475,499.44 If the oil price is hiked by 15% then also profit is expected for the Solution Plus Company as there are few locations which are supplied with the cleaning agents without any shipping charges. So only a marginal amount of profit can be made in two years even after placing the bid.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   If the price of oil is slashed by any margin, then there will be more profits for the   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Company after one year.

Economics Sba Essay

Title: An analysis into the involvement of adults in the financial sector. Purpose of Investigation The purposes of this research are: 1. To identify the association of adults with the formal sector of Tobago. 2. To determine the involvement of adults in the informal sector of Tobago. 3. To determine the factors affecting the involvement of adults in the financial sector. Methods of Investigations The primary source of information used in this project is: 1. Questionnaire. Thirty-one questionnaires were distributed to residents of Canaan. All the persons responding were eighteen and over. Limitations Faced Some limitations faced are: * Villagers misunderstanding some of the questions. * Villagers not taking the questionnaire seriously. * Locating responders to retrieve questionnaires was difficult since they were not known personally. Presentation of Data Factors Affecting Choice in Stock Market Frequency of Use of Stock Market Service Analysis and Interpretation of Data Description of Financial System in Trinidad and Tobago The financial system is a network of savers, investors and financial institutions that work together to ensure that savings are transferred to investors. The financial system consists of two sectors: formal and informal. The formal sector includes all the financial institutions that are regulated officially, such as, commercial banks, credit unions, central bank, stock exchange and insurance companies. The informal sector includes all financial activities that are not under official control, such as, sou sou, money lending. The functions of the Central Bank are: * maintaining the exchange rate of the local currency * solely authorizing the issuing of money * acting as treasurer to government; making payments and receiving taxes * acting as a banker to commercial banks by managing their banking systems * assisting commercial banks that are facing financial problems * assisting development of money markets A commercial bank is a financial institution that is engaged in money transmission services and is jointly owned by shareholders. In Tobago there are four commercial bank; First Citizens Bank, Scotiabank, Republic Bank and Royal Bank of Trinidad and Tobago. A credit union is a cooperative association whose members can obtain low-interest loans from their combined savings. There are nine credit unions in Tobago, these are; Lambeau Credit Union, Bethel Credit Union, Mt. Pleasant Credit Union, Thawe Credit Union, Whim Credit Union, Tunico Credit Union, Total Holdings Credit Union, Runnemede Credit Union and People’s Credit Union. The Trinidad and Tobago Unit Trust Corporation is a mutual company that dominates the mutual fund market in Trinidad and Tobago. There is a branch in Scarborough, Tobago. The Western Union Company is a financial services and communications company. There are several locations in Tobago, including in Crown Point, Scarborough and Canaan. An insurance company provides financial protection for property, life, health, etc., against contingencies, such as death, loss or damage. There are insurance companies in Tobago; ScotiaLife, Colonial Life Insurance Company, The Beacon and Guardian Life. A stock exchange is an organized market facilitating the purchase and sale of securities, operated by professional stockbrokers. The Trinidad and Tobago Stock Exchange is located in Port-of-Spain. Market Structure Market Structure refers to the type of competition faced by firms in an industry. The four main market structures are perfect competition, monopolistic competition, oligopoly and monopoly. | No. of Buyers and Sellers| Knowledge| Type of Product| Control of Price| Barriers to Entry| Perfect Competition| Many buyers and sellers| Perfect| Homogeneous| Price Taker| No barriers| Monopolistic competition| Many buyers and sellers| Imperfect| Differentiated| Price Setter| Low barriers| Oligopoly| Many buyers, few sellers| Imperfect| Homogeneous or differentiated| Price Setter| High barriers| Monopoly| Many buyers, one seller| Imperfect| Unique| Price Setter| Very high barriers| Banks in Trinidad and Tobago fall under an oligopolistic market because there are few sellers and many buyers. Credit unions are under a perfect competition market. Unit trust is a monopoly. Western union is an oligopoly. Insurance companies are oligopolies. The stock exchange is a monopoly. Participation of Adults in Canaan Village in the Formal Sector Banks Location was the largest factor in Canaan’s choice in banks at 24%, and customer service followed with 22%. Advertisements affected 16% of respondents, whereas 13% were influenced by friends. Both the respondents who chose at random and those who knew employees of banks earned 9% each. Unspecified reasons determined 5% of choices and age–group appeal impacted only 2%. Twenty-three adults in Canaan use banks; 13% use them rarely, 26% visit fortnightly, 30% monthly, and another 30% weekly. Stock Market Only three residents of Canaan are involved in the stock market, one influenced by friends, another chose at random and the third whose reason was unstated. Of the three residents who use the stock market, each used the service at different frequencies: rarely, monthly and another unspecified time span. Credit Unions Influence of friends determined 21% of residents of Canaan choice in credit union, indefinite reasons following with 17%. Respondents who decided at random earned 13%, those who chose based on knowing an employee earning the same. Customer service and location earned 12% each, advertisements affect 8% and age group only appealed to 4%. The majority of respondents, namely 35%, rarely use the services of a credit union. The second most common time span, monthly, made up 24%. 18% use credit unions annually, and 12% chose based on unspecified reasons. 6% use services weekly and another 6% fortnightly. Unit Trust Advertisements influence a quarter of Unit Trust members in the village of Canaan. Customer service, friends and unmentioned reasons affected 19% each and 18% of respondents were impacted by location, age group and knowing an employee equally. Of the Unit Trust members that reside in Canaan, 45% rarely use its services. Another 45% use it monthly, and approximately 10%, fortnightly. Insurance Companies Customer service influenced 24% of Canaan’s residents in terms of insurance companies, 19% were impacted by advertisements and age-appeal affected 14%. Respondents who knew employees made up 10%, and those whose reason was unspecified also formed 10%. Location and friends each earned 9%. 5% of choices were made at random. 40% of villagers who have insurance use it monthly and those that use it fortnightly, annually, and at unstipulated time intervals made up 20% of respondents each. Western Union Of the people who use Western Union/Money Gram in Canaan, an estimated 25%, were influenced by the customer service, 25% were affected by location and another 25% by arbitrary selection. Unstipulated reasons determined 17% of villager choices and 8% personally knew an employee. The most common frequency at which the services of Western Union/Money Gram were used was ‘monthly’, earning 44%. One quarter of the remaining 56% of respondents used services rarely, another quarter, annually, another weekly, and the final uses the services in an unstated time period. Findings 1. It has been found that 100% of the adults in Canaan that use services of the formal sector. 2. There was participation in the in informal sector. Â  3. The main factors affecting the involvement of residents of Canaan in the financial sector are location, influence of friends, customer service and location. 4. To identify the association of adults with the formal sector of Tobago. 5. To determine the involvement of adults in the informal sector of Tobago. 6. To determine the factors affecting the involvement of adults in the financial sector. Recommendations 1. One of the factors Institutions can appeal more to certain age groups.

The Dangerous World Without Guns essays

The Dangerous World Without Guns essays "A well regulated militia, being necessary to the security of a free state, the right of the people to keep and bear arms, shall not be infringed." Those words make up the Second Amendment of the Constitution. Those are the words our countrys founding fathers wrote when the United States of America was just getting started back in 1787. Yet, some people believe we should no longer abide by this law that was laid out for us so many years ago. Can we, as a country, afford to ignore something so important that lawmakers more than 225 years ago found it necessary to include as part of our nations law? The Brady Center is one group that believes we should limit and regulate gun laws. The Brady Center is the most visible group that is in favor of more federal regulations and restrictions, along with its affiliate organization, the Center to Prevent Handgun Violence (Adams 1). The Brady Center argues that the Second Amendment of the United States Constitution does not guarantee individuals the right to own and carry guns. The National Rifle Association, the most visible group against more federal regulations, responds to the Brady Centers claim by saying that the Second Amendment of the United States Constitution does indeed guarantee individual rights to own and carry guns. Both sides use the United States v. Miller case as a key point for their argument (Adams 1). In this case, the Supreme Court was asked whether the Second Amendment protected Miller's right not to register a sawed off shotgun, despite a federal law requiring it. The Supreme Court examined the original reco rds of Congress to determine why the Second Amendment was written into the Constitution. The Supreme Court went on to clarify the intent of the Second Amendment with the following statement: The Constitution, as originally adopted, granted to the Congress power To provide for calling forth the Militia to execute the Laws ...