Ethical Advertisement Essay

Much of the controversy over advertising stems from the ways many companies use it as a selling tool and from its impact on society’s tastes, values, and lifestyles. In the ads where sexual stereotyping is used, there is a relationship between the recall of the ad and the consumer’s subsequent purchasing decision. Similar relationships are also evident in ads that use cultural stereotyping and emotional exploitation. Consumers also tend to remember the ad and get motivated to purchase products/services when they feel that the information in the ad is truthful and not deceptive. The six most important ethical issues in advertisements are as follows: 1) Advertisements targeting Vulnerable Groups 2) Cultural issues in advertisements 3) Comparative and Competitive Advertisement 4) Subliminal advertisements 5) Use of deception in advertisements 6) Advertisements of Controversial Products Advertisements targeting Vulnerable Groups Companies are targeting children in their advertisements irrespective of the negative impact and affect on their personality. While advertising several elements regarding ethics are not considered, and in this report we will focus on few of those issues. Adults are also targeted by the companies. Later in this report it will be discussed how companies build perceptions and image of different cultures in minds of young generation. How the youth is being affected by the companies’ unethical practices? Advertisement regarding Culture The importance of recognizing human differences such as age, gender, and ethnicity do exist and can significantly impact a practitioner’s work. Advertisers are manipulating the cultural ethnicity and are trying to build their own culture. However their practice is considerably raising the cultural issues in different and diversified geographical areas around the globe. Comparative and Competitive Advertisement Comparative advertising is an advertisement in which a particular product, or service, specifically mentions a competitor by name for the express purpose of showing why the competitor is inferior to the product naming it, where as Competitive advertisement points out features of a brand which may not be available in other brands, but does not directly name a competitor. Subliminal Advertisement A subliminal message is a signal or message embedded in another medium, designed to pass below the normal limits of the human mind’s perception. The use of subliminal messages in advertisement is called subliminal advertisement. Deception in Advertisements The miss-presentation or omission of the product’s features in the ads is a routine practice of companies to deceive consumers. Misleading messages or images are just lies and unfair. The aim of this type of advertisements is just to deceive the consumer. Ethics have some power in deceptive and misleading advertising. Later in this report various ways of deception will be discussed to clarify the unethical practices. Advertisements of Controversial Products The advertisements of controversial products were once not acceptable but now marketers are showing the advertisement of these products frequently because of which consumers are getting immune to the advertisements of such products. Later in this report we will discuss what kind of unethical practices marketers are using in the advertisements of such products. Companies design the advertisement of their products in such a way that even if a person has no need for the product will buy it. Companies take â€Å"Persuasive advantage† of vulnerable groups such as Children, the elderly, and people in developing countries etc. to sell their products. Children Ads for kids serve as training for consumer culture; hence, their role in culture formation and socialization should not be underestimated. The impact of advertisement on their behaviors and attitudes is highly affective. As children are the emerging seeds of any civilization hence it should be seriously considered that they are exposed to what kind of ethics. Things which they learn in their early stages of life are reflected in their later life stage. Following topics will further elaborate this concept. Children’s Exposure to Advertisement Commercials are highly effective in presenting the formal features of products, to attract children’s attention, such as unique sound effects and auditory changes, rapidly moving images, and audiovisual gimmicks and special effects. The most common persuasive strategy employed in advertising to children is to associate the product with fun and happiness, rather than to provide any factual product-related information. For example, a commercial featuring Ronald McDonald dancing, singing, and smiling in McDonald’s restaurants without any mention of the actual food products nutrition available, reflects a fun/happiness theme. Effects of Food Advertisement on children It is evident from the available sources that children are highly influenced by the food advertisement and that they are highly important for the marketers to be targeted. Unhealthy Eating Habits It is found that kids are attracted by entertaining products that’s why companies are showing them the enjoyable advertisements instead of focusing on the nutrition of the products. As done by McDonald which shows entertaining toys provided with the package of burger, in this way, children start buying burgers without considering the amount of calories and other nutritious in those eatables. This practice has lead to the obesity of children specifically in United States of America. The children are shown those eatables which are unhealthy for them but still they enjoy purchasing them and they force their parents to make those eatables available for them. Cause of Obesity Currently 15% of US youth are overweight, a prevalence nearly twice as high in children and three times as high in adolescents compared to 1980 prevalence rates. Almost two-thirds (60%) of overweight children have at least one cardiovascular risk factor (e.g., hypertension, hyperlipidemia) and the prevalence of type 2 diabetes mellitus is increasing in youth.

Five Characters in a Comic Scene Essay

Analyzing works of arts does not depend solely on the formalistic approach—the style, the aesthetics, or the form. Most of the time, to give a better analysis, one resorts to the use of context and culture. Here, the work is seen through the eyes of the culture from which the work emerged. Thus, in visual art, the use of cultural narratives is considered as important as the formalist way of critiquing any visual material. â€Å"The Judgement of Paris† by Marcantonio Raimondi and the â€Å"Five Characters in a Comic Scene† by Leonardo da Vinci would be now subjected under analysis through the use of cultural narratives. These cultural narratives are the stories in each culture that suggest possible interpretations for paintings. Being ignorant with these narratives may provide the wrong or altered meanings the visual material wants to convey. It is significant that one holds a background on the culture and context of the artist, including the time frame and the visual symbols in the material. â€Å"The Judgement of Paris† and â€Å"Five Characters in a Comic Scene† both depict the same, certain culture—the Greek. While Raimondi’s work was clearly showing a scene from the rich and vast Greek mythology, Da Vinci was portraying his own interpretations regarding comic characters that were part of early Greek theatre. From this point, an analysis could already be drawn regarding the works. It should be noted that the two works are telling about the Greeks, its tradition and culture particularly. Thus, it could be concluded that the artists are aware of how rich their culture was. In fact, the materials are portraying the two of the leading and influential contribution of the Greeks in the world: their mythology and their theatre. â€Å"The Judgement of Paris† shows the high regards of the Greeks for their gods. The work also suggests that Greeks believe in the close interactions of gods with humans to so as to resolve a conflict or to further complicate it. Most of all, the work shows that Greek gods—Hera, Athena, Aphrodite—can perform offerings to a human. This may be opposite to other culture’s religion since gods never steps down from his position to ask a favour from a human. On the other hand, the â€Å"Five Characters in a Comic Scene† suggests a perception on Greek comical characters. The actors in a comedy were using masks to hide and to make their faces funny. However, with the work of Da Vinci, it could be concluded that the painter was trying to interpret Greek comical characters different from the way they look when wearing masks. The use of Da Vinci;s distorted faces of the five characters tell that Greek comedy is not as beautiful as it is perceived. The two works of art certainly show their similarities by sharing under the same culture. However, it should be noted that the two also have their differences. While â€Å"The Judgement of Paris† lies behind a cultural narrative that seems to be a celebratory of the Greek mythology and early religion, the â€Å"Five Characters I a Comic Scene† seems to be connected with a cultural narrative that criticizes the Greek comedy per se. Using cultural narratives of the Greeks, it was able to analyze â€Å"The Judgement of Paris† and â€Å"Five Characters in a Comical Scene†. By having a background in the Greek culture, it was possible to give the two materials a more focused interpretation. Clearly, the analysis shows that cultural narratives are important to get a more in-depth look and meanings from any work of art. References Greek and Roman Comedy. Retrieved on 9 June 2008. http://www. theatrehistory. com/ancient/comedy001. html Paris (mythology) – Paris’ childhood, The Judgment of Paris, Paris and the Trojan War, Paris in the arts. Retrieved on 9 June 2008. http://encyclopedia. stateuniversity. com/pages/16736/Paris-mythology. html

Applebee’s International

Applebee’s International, Inc. is America’s largest casual dining restaurant chain in terms of size and sales, with positive net earnings for the past ten years. It is famed as â€Å"America’s Favorite Neighbor† by decorating its restaurants with local themes, such as local heroes, sports teams, and town history.It is based on a single-concept focus on the Neighborhood Grill and Bar restaurants and has built strength by setting up outlets where big names in the food service industry have not yet been established. It popularizes the Applebee’s brand name by opening small-sized restaurants not far from one another.Aside from its dine-in program, it now has Carside To Go which allows customers to take out their orders. It has also improved its menu by teaming with Weight Watchers International and offering Weight Watchers selections. Under the leadership of Lloyd L. Hill, who became chief executive officer in 1998, the company has posted positive net e arnings, despite a fluctuating growth trend in total operating revenues in the past ten years.In the past, the company has faced legal entanglements that it had always dealt with promptly. It maintains close relationship with its franchisees and instills in its employees, the company’s core values embodied in the acronym BIG Fun TRIP (balance between work and home life, innovation, a guest-driven attitude, the ability to have fun, teamwork, a results-driven business approach, integrity and a passion for service).With over 1,800 restaurants nationwide and consistently good revenues, Applebee’s is considered an industry leader and it seeks to increase its size to 3,000 restaurants in the future.

Perspectives of Native American Tribes (Response Paper) Essay

Perspectives of Native American Tribes (Response Paper) - Essay Example ing to the analytical discussion of Dowd (1993), the experience and perspectives of the Native American Tribes had undergone various stages including development and challenges during the period of American Revolution from the year 1754 to 1781. During the early stage of the revolution, the Indians had experienced numerous obstacles to their continuous survival as a citizen on their own native lands at the early 18th century due to the controlling vied of the British and French. The British and French troops vied their prominent control over the American continent during the mid of eighteenth century whereas, the Native American communities continued seeking for expanding their colonial lands with various settlements. Aftermath the seven years’ of War with the British, the diplomatic situation and decisions of the Indian populations came under a more circumscribed position1. However, the outburst of the American Revolution in 1754 had imposed major consequences for the Indian colonies in North America, which can be stated as one of the most defining events of the Native Americans. During this stage, adequate understanding about the American Revolution was also advocated as a major contest for the Indian peoples along with their liberty within their own land. In this regard, many of the Indian colonies were sided with a hope of achieving victory with the British, which would stem continuous expansion of the Western countries. In this context, a Free Mason named Joseph Brant along with sister Mary Brant played a crucial role by moving communities away from neutrality policies and into an association with the diplomatic decisions of the British. In this regard, the role of few leaders such as Brant along with his sister and participation of few other front-runners from the Native American tribes can be also regarded as major defining aspects in the history of the Native American and the American Revolution2. After being achieved a successful revolution, the

Please write a short report on the strategy and organization of Assignment

Please write a short report on the strategy and organization of Hutchison Whampoa Ltd - Assignment Example The Company, Hutchison Whampoa Limited, was founded in the year 1861 in Hong Kong; in the year 1880, the then John Hutchison developed Hutchison International with the soul purpose of importing wholesale products basically for consumption. Later, in the year 1960’s the Company gained a great interest in the A.S Watson which was a major dealer in operating drug stores as well as supermarkets (Leung 2002). Additionally, in the late 1977’s, the Company acquired some of the remaining stokes that were left in Whampoa Dock and incorporated into Hutchison to develop the Current Hutchison Whampoa Limited Company. In the year, 1978, the Company made its operations public and listed its shares in the Hong Kong business stock exchange (Leung 2002). Hutchison Whampoa Limited is an extensive conglomerate located in the City of Hong Kong; it majorly deals with provision of real estate, infrastructure service provision, manufacturing of various consumer products, retail services as well as energy service provision and telecommunication services (Leung 2002). Currently, it offers various services in fifty four countries with its main head offices located in Hong Kong. It major are goals are inclusive of; the provision of advanced technologies to the society through enhanced opportunities in research and innovation and the promotion of accountability, quality and responsibility in service provision. The modus operandi of the Hutchison Whampoa Limited basically relies on its strength from diverse modes of service provision together with the fact that, it offers services that covers an extensive geographical location. To begin with, its major strategic facet of operation emerges from the fact that it is a conglomerate. In 1977, it merged with the then Whampoa Dock Company, a scenario that led to the increase of its market share (expanded it operation). This has led to the increase of its competitive advantage owing to the fact that it offers a wide

Marketing plan for agricultural and extension education Assignment

Marketing plan for agricultural and extension education - Assignment Example Agricultural learning has been the key method for farmers to gain an understanding on the contemporary tools in producing agricultural commodities.Moreover,the United States legislators have created policies that will sustain and maintain the agricultural livelihood Weems and Weber (2007) implicated that the United States Congress enacted the Farm Bill every five years in order for the regulations and provisions of the bill to be in line with the current agricultural and nutritional state of the country. Consequently, this marketing plan is a proposal that endeavored on the effectiveness of Farm Bill within the United States. Hence, this marketing plan centers on ameliorating the food sustenance among all classes of American people through health education and providing suitable amount of unlimited healthy food resources (e.g., meat, milk, and fruits) with the help of national organizations such as the American Dietetic Association, Department of Agriculture and its subsidiary agenci es. II. The Marketing Competition Agricultural products refer to the cultivation and production of foods and fibers that are considered as the basic commodities for human sustenance. The importance of agricultural merchandises has raised the importance because these give the needs for both people in the present and also for the future. As a result, the agricultural competition around the world is also increasing in order to generate products exportation and importation for the sustainability of country’s economic development. ... Hence, this marketing plan introduces a list of alimentary products that are important in the human body, and these are bread, grains, rice, fruits and vegetables, milk and dairy products, meat and fish, and also pasta. Accordingly, the prices of these products should be able to allow low income American people to purchase and enjoy a healthy living with healthy food and lifestyle (Morris, Neuhauser, & Campbell, 1992; Stewart & Blisard, 2006). IV. The Distribution Channel Agricultural products should be distributed equally to the American population with a reasonable amount of price. These agricultural commodities should be freshly available among all American people through retail outlets, marketplace, and also directly to agricultural farmers. Moreover, these agricultural products should also be available to government agencies in order to distribute to those low-income American people (Weber & Becker, 2006). V. The Development and Maintenance Agricultural farming and livelihood sh ould be the top priority for development and maintenance in order to cultivate efficiently healthy agricultural products. Moreover, the knowledge and understanding of health foods should also be developed among American public, so they have the idea of the kinds of nutritious foods in order to avoid any health problems (Stewart & Blisard, 2006; Weber & Becker, 2006). VI. The Marketing Strategies Accordingly, media information and non-government organizations can be a useful aid for disseminating to the people the important knowledge and information with regard to having proper and healthy food intake. Hence, agricultural education can be one of the important factors in expanding the agricultural knowledge to the people.

Provide an outline of the various selection methods that are Essay

Provide an outline of the various selection methods that are available. From this discuss their accuracy as selection tools, which are most popular and why - Essay Example Selection methods should be reliable and applicable. Here are different types of recruitment selection methods, along with a brief description of their efficacy as recruitment tools. Competency-Based Interview: This selection tool has a very comprehensive structure. McLaughlin (in Dayan et al 2008, pg.102) stated that the competency-based interview has a certain degree of rigidity that makes it very precise in matching the applicants skill sets with the prerequisites of the job. Ellen OMahony, Financial Directions manager, stated that the competency interview is definite when it comes to determining the adequacy of the qualifications appropriate for a specific post. A competency is depicted as the knowledge and skills essential to perform a job; however, individual attributes and attitudes do add up thus making attitudes a critical part of what needs to be assessed. Detailed job analysis is the foundation of a competency interview, leading to a list of job requirements (Dayan et al 2008, pg.102). Traditional personality tests: These tests are direct to the point, gauging the personality and preferences of the individual. For example, it measures whether the applicant is introverted or extroverted; authoritative or collaborative; a leader or a team player; touchy-feely or cold and so on. These tests help assess key personality traits of the person. To look for consistency, questions are asked repetitively (Taylor 2009, p.35). The Hogan Development Survey (HDS) is traditional personality test. It is a personality questionnaire that measures deeply rooted and potentially self-destructive predispositions that can be manifested by a person under stress. This questionnaire is extensively used in the UK and internationally across an array of sectors, including financial services, construction, government, IT, airlines, shipping and retail. The HDS emphasizes 11 proven characteristics

The Reflective Manager Assignment Example | Topics and Well Written Essays - 1500 words

The Reflective Manager - Assignment Example 40 as cited in Hoyrup, 2004). " Hence, reflection in its broadest sense is active and not passive. Reflection is a conscious decision to be aware of everything that needs to be done in order to accomplish a long-term goal, even if the insight gained might not be favourable. Come to think of it, when someone or an organisation commits a mistake, should that person or institution just go on with their lives They should and ought to find out what went wrong. They must identify the causes which produced a negative outcome than what was originally planned. Hence, at this stage, reflection is a very important step for them to learn. Otherwise, they will commit the same or even worse mistake, resulting to possible losses of money or even life. In this paper, I shall try to present the broad use of reflection in organizations based on the finding of the research literature. It is my hope that managers will utilize reflection in their work place. On my part, reflection should be included as standard operating procedure. In other words, after a certain period has elapsed, employees and managers should reflect on their progress as members of an organization and that they should evaluate the progress of the project they are engaged with. Essentially, it is better to use reflection when things are doing well, or at least nothing disastrous has happened, or is about to happen. This is like the mistake of many in praying for God's protection and delivery after everything went wrong, when people if they believe in a Divine Being, ought to pray beforehand. There are many instruments for reflection. Let us start with the personal learning journal. This could take the form of the traditional paper and pen. If an employee is web-savvy, he or she could use a personal blog for this. A personal learning journal is a diary, journal, or log where a person can write about his or her experiences doing an activity. This could also include learning about complex concepts, or simply by working. I found this useful since research shows that students using a personal learning journal develop reflective skills. These skills make them more likely to learn and appreciate a subject than their non-reflective counterparts. Lyons (1999, p. 33, as cited in Loo & Thorpe, 2002) opined: "[D]eveloping reflective skills made students more confident in their learning, fostered responsibility and accountability and assisted in integration of theory and practice." In making a personal learning journal, the following questions could be asked and used as starting points (Scanlon and Chernomas, 1997 as cited in Loo & Thorpe, 2002): (1) What was that event or concept that made me learn (2) What are the things I learned and in what way did I learn them (3) How do I feel about that which I learned If good, what are they If bad, what are they (4) Is there a way by which on the next try I could learn more effectively and efficiently (5) If so, what prevented me from learning effectively and efficiently in the first try On the level of the individual employee, such reflection will help him or her. But further step must be done. Once a group has agreed that its members will write a personal learning journal, the members of that group should schedule a special meeting where each could share the insights gained. Based on the learning

China Economic Development Essay Example | Topics and Well Written Essays - 1250 words

China Economic Development - Essay Example Chinese leader during this period attempted to transfer the heart of agriculture from traditional farming to household activities (Roche, 2010). These reforms extended to price liberalization, in a more gradual way. It became followed by fiscal decentralization (Roche, 2010). Also as part of the undergoing reforms, business enterprises managed by the state became granted independence. This means that, all the government officials found at the local levels and also managers of a number of plants had more authority (Roche, 2010). This led to the development of a number of privately owned firms within the service producing sector, together with the manufacturing sectors (Roche, 2010). Chinese banking system became diversified, and the country’s stock markets began to rise as the country’s economic reforms took hold (Roche, 2010). China began growing at a rapid pace because of these existing reforms and widely opened the shut doors of its economy to the entire globe for tra de opportunities and direct more foreign investment (Roche, 2010). As a nation, it has undertaken a slow but sure method in implementing all of its economic reforms (Roche, 2010). The country has sold the equity of a number of the country’s state banks to foreign companies and also bond markets. Its role in the international market has also grown over the years (Roche, 2010). China's Global Economy The economy of China witnessed some radical transformations after Deng Xiaoping took charge in 1978 (Roche, 2010). The country has transformed from being a highly centrally planned economy to an open economy from his era (Roche, 2010). The country has now transformed to a leading power house for the world’s economy over the past ten years. In Roche’s... this paper tells that China has also a well developed transport and railway network running throughout the country. The country has developed expressways making the container transportation effective. By late 2006, the country had six provinces with close to 2000 (km) of expressway. Also, the length of the country’s railway system is over 77 000 (km), ranking it third in the globe, next to America and Russia. Nevertheless, Japan has a more advanced and well maintained infrastructure, which undergoes regular and constant upgrading and expansion. According to Roche, the country’s private and public sectors take the responsibility of a number of infrastructural services and operate them efficiently. Japan posses a remarkably extensive and highly modern road network that consists of around 1,152,207 kilometers of highways, and 6,114 kilometers of expressways. The length of the rail network in Japan is 23,670 kilometers. More than half of Japan’s rail network is elect rified. The country is also famous for its high-speed trains. The country also has extensive and modern sea and air transport systems. The country’s communication system is also highly advanced consisting of both the public and private providers. To sum up, this paper says that China posses massive sea ports that have the most influential gateways for its foreign trade. Going by the recent record, China ranks first globally in terms of cargo through put by its weight and also by the high numbers of containers it handles.

The Exploration and Advancement of the Concept of Trust in Nursing Research Paper

The Exploration and Advancement of the Concept of Trust in Nursing - Research Paper Example Graduate nurses were employed in this research. A graduate nurse is a nurse working for first year after completion of their degree program and they are on a house job. The method incorporated included qualitative description. Seven nurses took part in the research. The criterion was currently working nurses, practicing their house jobs in Melbourne hospital and registered as division of nursing branch. Purposeful sampling strategy was used. The purposeful sampling focuses on selecting a population who will illuminate the question under studies. The finding was that they had no experience after their graduation of the trust and faced problems treating their patients. What led to develop a confidence in their patient was described in four steps which fostered their relation like building a rapport, focusing on improved communication skills and time taken in building of successful trust (Belcher and Jones, 2009). The Concept of â€Å"Trust† â€Å"You will get better with this m edicine†, â€Å"consult a doctor†, â€Å"look for a psychiatrist he better knows your problems† etc. these statements show a part of the trust we share with the public around us. Trust is a person’s ability to predict what others will do next or what circumstance can come next. However, the scope of trust is being neglected in the circle of science for long as it relates to spiritual concept having no particular strategy to weigh down its crucibles in professional fields such as healthcare (Mok and Pui, 2004). Scientific study for the concept was mandatory to highlight the importance and hence, improve the relationships among the people at workplace or a highly trust dependent field of healthcare, sociology, physiology etc. In health care, three actors play a crucial role in the ‘trust’ play. They are the state, the healthcare practitioner and the patient and other disciplines are likewise. For better service, trust is both a virtue and an obl igation; hence it is a crucial factor in therapeutic relationship. There has been a lot said and discussed about the concept, but the gravity of ‘trust† ideology remains unrecognized. For this purpose, instead of more and more verbal war and never-ending discussions, a scientific approach to test the ‘trust’ hypothesis is established, to negate the skeptics related to the social issue in field of science and, to offer a concrete ground for the hypothesis to stand upon in healthcare sciences. The concept is researched by the way of social sciences research strategy as it is a complicated research to test the concepts. The methods chosen consisted of four basic phases. First is the analysis of the concepts by collected data then concept advancement is made by making principles based on initial analysis. The concept is then examined in the light of the principles. Finally, reviewing the researched data, therapeutic definitions are made. In the first step the co ncept is developed and analyzed by using review of the specific literature (Hupcey, et. al., 2002). Methods of concept analysis were undertaken to develop the concept of trust; like analytic questioning was employed which lead to the emergence of such issued that could help in determining the level of maturity of the concept of trust. Other than employing analytic questioning, congruence is searched for across the fields to look for common theoretical basis or ‘linkages’ in the literature of nursing, medicine, psychology and sociology (Hupcey, et. al., 2002). The analysis generated results that in a lay man’

Therapeutic polysacchraides Essay Example | Topics and Well Written Essays - 2250 words

Therapeutic polysacchraides - Essay Example Apart from the fact that carbohydrates are energy bundles in the form of glucose, recent studies have identified several therapeutic benefits especially among the higher polysaccharides. This paper presents an overview of carbohydrate chemistry, chemical structures of different types of carbohydrates, benefits and some of the major functions. Therapeutic functions of polysaccharides are also a brief subject that is described in this paper. Simple sugars or the monosaccharides are the basic carbohydrates. These simple sugars combine to form disaccharides (2 simple sugars), oligosaccharides (2-10 simple sugars) and polysaccharides (more than ten simple sugars). All carbohydrates are either simple sugars or monosaccharides that join with each other to form more complex carbohydrates. Monosaccharides and Classification Monosaccharides are classified based on three categories. First classification is based of the number of carbon atoms present in the compound. Table 1: Monosaccharide clas sifications based on the number of carbons No. of Carbon Classification Example 3 Triose Dihydroxyacetone 4 Tetrose Erythrose 5 Pentose Ribose 6 Hexose Fructose 7 Heptose Sedoheptulose Monosaccharides are also classified based on the location of the carbonyl group and also based on the chirality of the carbohydrate (Zamora, 2011). Disaccharides These are sugars that contain two simple sugars. Some of the common disaccharides are sucrose, maltose and lactose. Sucrose Lactose Maltose The sugar that we use on a day-to-day basis is Sucrose and is made from sugarcane or sugar beets. It is also one of the main ingredients in turbinado sugar, brown sugar, and confectioner's sugar. Lactose is a combination of one molecule each of galactose and glucose. It is a main ingredient in milk. The result of consuming milk and other dairy products in the absence of lactase enzyme which is necessary for the absorption and digestion of lactose is that the undigested lactose moves into the large intesti ne and is acted up on by bacteria leading to gas formation and further diarrhoea (The Chemistry of Carbohydrates Found in Food, n.d.). In some people due to the lack of the enzyme lactase, a condition known as lactose intolerance occur and these people are allergic to milk and milk products. Maltose consists of two ?-D-glucose molecules with the alpha bond at carbon  1 of one molecule attached to the oxygen at carbon  4 of the second molecule. It is also possible that ?-D-glucose molecules connected through carbon number one in a 1?>1 linkage resulting in Trehalose on the other hand Cellobiose which is a tasteless disaccharide consisting of two ?-D-glucose molecules that have a 1?>4 linkage as in cellulose (Zamora, 2011). Oligosaccharides When two to the molecules of simple sugar combine, it forms oligosaccharide. Raffinose or melitose is one of the common oligosaccharide naturally found in legumes and cruciferous vegetables such as beans, peas, cabbage, brussels sprouts, and br occoli. It consists of galactose connected to sucrose via a 1?>6 glycosidic linkage. Raffinose The digestion of raffinose by human system is not possible and as a result, there can be problems such as gas trouble and bloating (Zamora, 2011). Polysaccharides Most of the vegetarian diet consist of polysaccharides and these are large group of complex carbohydrates with undetermined numbers of sugar molecules. In general most of the polysaccharides are insoluble in water but in the

Memories by Trilokesh Mukherjee Essay Example for Free

Memories by Trilokesh Mukherjee Essay The poem Memories is by an Indian poet called Trilokesh Mukherjee. The poet grew up in India and this influences the poem, he brings his culture into the poem by using imagery and senses and other literary devices. Also, he refers to the Gods from the Hindu religion and mythology. Hindu religion, mythology and family are all very important to the Indian people and this is all shown in the poem when they are sitting around the fire at night. The theme of this poem is childhood memories and how they are still strong in the poets mind. The setting of this poem is in the evening/night time and this is shown by the fact that all the creatures that are mentioned are nocturnal like the night owls. The meal was shared with all the children. This shows us that everybody is included, and there is a sense of togetherness in this community. The poet uses senses to help paint a picture in the readers head. He uses smell with smelled the smoke of the fire, the food being cooked, the smell of the rice. This is intended to make the reader feel relaxed and get a home feeling and feel delightful. Next, the poet uses sights. Glow worms added golden firework sparks on the dark canvas. The poet wants the readers to see a magical world through a kids eyes, and the glow worms are like fireworks going on. It is like the poet is bringing his dark canvas to life. Thirdly, Mukherjee uses sounds to give us an idea of what we can hear, the poet uses onomatopoeia and gives us three examples of what the reader can hear.untiring chirping of the crickets and nightjars, hooting of night owls, howling of distant jackals. There Are four different animals here and it could be that they are forming like a band, like the sounds of the night. There is also another example that again, makes the reader feel calm and relaxed. It is her reassuring voice. This shows us that Grandmother makes him feel safe and calm. There are many different ideas for tone in this poem. There is fascination, where the poet as child and his friends have heard the stories so many times, yet still want to hear more about it again and again. Again and again is emphasising on the repetition of the story. There is also excitement from the little kids. and then, Grandma! Although, they already know what was going to happen since they have heard the story  before. The poet brings in his culture again, and the reader can tell that culture is very important to the poet and also that he is proud of it. When he uses the adjectives valiant and wonderful to describe the Gods from the Hindu religion/ mythology. Towards the end of the poem, the tone of the poem gets sad, when the poet states Grandmother is no more. But, even though he said that, he says I can still hear her voice. This shows us how strong the poets memories are. There is then comfort when the poet said, I need only shut my eyes to hear the whispering. This shows us that he goes back an remembers the scene/ setting of the poem, which could be his happy place. The main message for the poem is that the importance and power of the memories. When he states Thats what the memories are about. This suggests that Mukherjee uses his childhood memories as a comfort zone. The language of the poem is also important in the way they describe the memories. In line 1-3 you can straight away realise that the poet uses the collective pronoun We This draws the reader into the poem, making them feel part of the poem. It shows the memories of all the family being together, almost like an autobiography. The poet used assonance of the I sound in untiring chirping of crickets its brings the sound alive. Also the metaphor in the third line, it suggests the brightness of the glow worms. It is almost like a child-like description of the magic of the moment. In lines 4-5, the poet again uses senses to remind him of the memories from his childhood with his Grandmother. Smelled the smoke. The smell of rice. The smell of rice reminds him of the warmth of the house since rice is more of an Indian cultured food. Mukherjee uses ellipsis at the end of line 5, like a dramatic pause which takes us to another stage of the memory which is his Grandmother telling stories to the children. In lines 6-9, after the dramatic pause, the poet uses the phrase Much later, this gives us the impression that the meal and the story telling lasted all night. Grandmothers reassuring voice makes her sound like a comforting and loving figure, which could be why this could be his favourite childhood memory and why he talks about it. There is also a paradox used Far away, unknown, yet familiar, this shows that the stories were extraordinary for the children. In lines 10-13, the children (including the poet) are always hungry to hear the story and are never really satisfied with it. The use of dialogue, exclamation marks and question marks, show the reader the excitement of the children listening to the story. In lines 14-17, Grandmother brought their dreams alive with her wonderful storytelling and this suggests again, why this could be their favourite childhood memory with their Grandmother. In conclusion, the poet brings out the main theme of the poem which is his childhood memories and by doing so, he is influenced by his culture and surroundings. Trilokesh Mukherjee uses imagery (senses mostly) and metaphors to bring his poem alive and its in the past and then towards the end its comes back to the present. This shows us that the poet is now back to reality. The poet thinks that memories are important and that they take us back to he things that really matter in life which is true and in this case it would be, taking him back, to when he was a young boy and how he and his friends would sit around the open fire and listen to his Grandmother tell stories after a meal.

Innovation for Tesco

Innovation for Tesco Tesco has rivals like Sainsburys, Asda, Morrison and Iceland, the rivals of Tesco always try to introduce something new and different in the products to attract the customers. But the technology management of Tesco thought that we should have to introduce an innovation which could be in the form of technology as well as which can reduce the staff, time and cost of the organization and which also can provide the good and efficient services to attract the customers, so after a long consideration the Tesco technology management introduced an innovation in the forms of self check outs tills and online ordering, such kinds of devices are the innovation for the Tesco as well as the new technology. Tesco was 1st organization in the retail chain which introduced the self check outs tills and online ordering. Therefore we can say that it was an innovation for Tesco as well as in the retail chain, with the help of this innovation Tesco is the 3rd largest retail company in the world now days. ( Interview from Store Manager) Definition of Innovation:- Innovation is not a single action but a total process of interrelated sub-processes. Is not just the conception of a new idea, not the invention of a new device, nor the development of a new market the process is all these things acting in an integrated fashion.(Myers Marquis, 1969) All activities which is involved in the procedure of generating ideas, development of technology marketing and producing new products and the process of manufacturing is called innovation (Trott, 2005) General Definition of Innovation:- In the organization the innovation is the process to improve or develop the new products and services in order to gain the competitive advantage in the market place. The innovation approach adopted by the Management:- The organization benefits through innovation How the innovation improved the overall organization performance Estimate the successful of the innovation (Questionnaires from the customers) Conclusion and Recommendation Organization:- The founder of Tesco was Jack Cohen in 1919. They started with the small stall but after 10 year in 1929 they opened a first store in Burnt Oak, now days in Britain Tesco is the king in the retail chain and in the world retail chain Tesco is the 3rd largest company. Tesco have 3700 stores all over the world and more than 440000 employees. Outside the Britain Tesco have stores in 13 countries. Tesco is a well known company in Britain as well as in central Europe. Tesco is dealing with every kind of Garments, wines, frozen food, electronics, groceries, travelling, and banking Tesco is struggling to become the 2nd in 2012. Tesco Mission Statement:- Mission statement is very important for every organization rather small or large, because a mission statement sets the general goals or purpose of the organization. It is very vital for the employees to obtain the organization goals. The Tesco mission statement is to keep loyal customers, in order to achieve the mission Tesco have to know who their loyal customers are, due to this reason Tesco introduced the club card services with the help of this Tesco may reward the customers by distributing the special kinds of vouchers and giving them extra points. What is the Tesco aim? The Tesco aim is to achieve the long term goals. What is an organization objective? The objectives in other words are goals which the organization sets for its future. Objectives have the time period like three or five years. The objective of the Tesco is measureable as well as they also contribute to obtain the aims. How the objective and aims merge with each other. All Tesco aims and objective merge with each other no one will work without each other. All over the world Google is the top search engine. Tesco has wonderfully detailed existence on the Google. Instances of Self check outs services:- In the retail chain Tesco is the first organization which introduced the self check outs tills the benefits of these tills for the customer is that customer can easily scan their items without any intervention of the staff as well as these tills are used both orders like small and large Tesco also gives the facility of automated checkout machines to the customers, customers its self can easily use these tills which reduce the customer time as well as the cost of staff and timing. These tills are very helpful for the Tesco to attract the customers and the profit. Instances of Online ordering:- If anyone write Tesco in the search box of the Google instantly the company possible detail come up like offers, Bog of deals, Voucher, Menu, Coupons, Club card, Home electrical etc. The new and old customers can easily choose the field of her/his choice and get all the relevant information as well as if any one write Tesco in the search box of the Google it shows many links of the company. The website of the company gives you very easy way to order online, location of the nearest store, food guide, feedback system, participating events, memberships, business information etc. The given below websites picture is describing that how Tesco is facilitating to their customers. For example if any customer enter the post code on the website he/she can easily track the nearest store, store phone number, store address as well as get information about the special offers, regular etc. Source: Tesco.com The Estimation/Evaluation:- Time by time Tesco considers the many things to check its improvement/progress. Increasing in number of customers (weekly, monthly and yearly) What are the customers views/suggestion/reviews regarding services and food Customers can give feedback thorough online as well as direct regarding their services etc The weekly average sale in a certain period. Change model:- Beckhard and Levin in 1969 and 1951 respectively developed the most famous change models. However other important contributions have been introduced by Quinn 1980 and Lewin 1980. Lewin:- The introductory methods for managing change are as follows according Lewin 1951. Unfreezing, existing behaviour and attitudes are supported by changing the present state equilibrium. According to new information new responses can be developed. Refreezing, by introduction of new responses in to personality concern can stabilize change. Field force analysis is a methodology for analysing change suggested by lewin which involves Transition to the future state is affected by analysing driving or restraining forces Differentiating between driving and restraining forces is essential. Action should be taking to increase critical driving forces and decrease critical restraining forces (Martin, 2006) Value change analysis can be applied to an organization , every time cost is reduce value substitution should be implemented, through this organization and customers both gain this has been practiced by Tesco self service check outs have not only reduce the staff cost but it also has made shopping experience easier for the consumer. (Horovitz, 2004) Guideline for Change Management:- Armstrong has explained the following factors to make sure that change management is successfully implemented in an organization. Understanding of the organizational structure and levels of change needs to be affective with the help of a strong and visionary leadership. Appropriate attitude and leadership is required to those concerned at all levels when implementing change strategies. Encourage workers who accept the idea of change participation in planning and implementation. Change should be advocated with the help of hard evidence and data. Instead of attitudes or corporate culture change should be implemented by process and behaviours. This should be completed by awarding people who encourage change and challenges. (Armstrong, 2006) Trigger: There are two types of trigger are involved in this change Internal Trigger: The management of Tesco realized that the sale and services are going bad due to negligence of staff and the shortage of staff so they need to change something, after the consideration they recognized an innovation in the form of technology like automated self services tills which can provide better customer services. External Trigger: Every organization is brining change introducing different technologies so Tesco also needs to bring the change in the organization and change could be technology, however Tesco adapted the computer technology to satisfy the customers. Innovation Analysis:- Like many others companies Tesco is also affected in every season as well as environment and lots of staff mistakes. Tesco needs are to introduce an innovation that can expand its way, and Tesco swap the workforce in to the computer technology. The Tesco management considered that our services are going to low level due to lack of staff, however empty spaces could be filled with the help of computer technology as well as efficient performance. The world is changed due to the new development in science since last decades. Computer technology is very good as well as very affordable. Tesco can easily use the technology and new improvement in technology is very important trigger for the Tesco, from last 10 years the information system is more advance and fast. The customers behaviour has been changed due to the computers. So self check out and online ordering is the part of the technology which Tesco is using very efficiently. Benefits of Innovation:- Tesco is one of the biggest retailers in Britain, so Tesco needs an innovation which could be in the form of technology as well as which can reduce the cost of staff and increase its profit as well as compete its rivals like Asda, Morrisons and Sainsburys. There are many benefits for Tesco after introducing the technology which we discussed above online ordering and self check outs services, the customers can give order very easily at home through online which is very good for Tesco to increase its customers as well as sale and reduce the cost of staff, customers can order online at any time and day. This technology is very important or bon of Tesco because Tesco sales boosted up to 49% after adapting the online ordering system. Tesco is the first organization whom introduced this facility, the self check outs services are also very vital for Tesco because with the help of these tills Tesco is saving the time and money as well as reducing the staff and also giving better facility to their customers. Adapting this innovation/ technology is one of the huge changes in the organization. Tesco opened a new store in Northampton there is no check out staff, because Tesco used the automated self tills. By using good technology Tesco needs to handle the customer demands. Primary Research:- In order to understand the role of manager in the innovation, we took an interview one of the Tesco store manager. In an interview the store manager of Tesco described the basic role of the manager when any change or innovation adapted the Tesco as well he also described the factors while adapting the new technology, which are as given below. Understanding the innovation:- In an interview the store manager said that the manager always ensure that the new technology is understandable and supportable for the management and the staff as well as its also very helpful to achieve some benefits from the head office. Role of Manager:- Staff training:- The basic role of the manager that they train the staff according to the new technology as well they make sure that all staff has full information regarding the technology. The managers also confirm that the innovation is suitable for the organization and staff. They solve the staff problem regarding the new technology. Managers train the staff very efficiently in order to provide the good service and quality of the product. In every organization staff training is very essential because they tell the customers about the innovation which is very good for the organization to increase the sale. (Interview) Role of Deputy Store Manager:- After getting an interview from the Tesco store manager. We also took an interview from the deputy store manager of Tesco, during an interview he told us about his role when any change or introduce an innovation. He makes sure that all the staffs have idea about the technology as well as the advantages for this purpose he call the staff meeting and tell them about the innovation and then they train them. The deputy store manager also keep watching the performance of staff regarding the technology and he also ensure that every single staff must have the knowledge about the new technology, staff after getting the training then they could be able to help and teach the customer about the self check outs and online ordering by themselves. He also said that after getting the technology the Tesco need to maintain and provide good quality of services to their customers. (Interview) Managers External Roles:- The external role of Tesco management is they give ads to the social websites regarding the innovation to attract and tell the customers about the new technology. This is very beneficial for Tesco to increase the customers and the sale. Technology management cycle:- The Tesco technology management introduced an innovation in the form of self check outs tills. When Tesco technology management introduce this technology/innovation, management of Tesco managed this technology through a technology cycle, which is given below. Experience Experiment Reflection Concept Customer Analysis on the Innovation:- When Tesco introduce or adopt new technology. Tesco takes feedback from the customer to evaluate the success of technology/innovation. (Q No#1) Are you happy with the Tesco Service? When we are conducting an interview from the customer round about 88% of the peoples said that they are satisfied and happy with the Tesco services. In an interview customers told us that they have chosen the Tesco for good food, products and good services. Tesco products may not be cheaper than the Sainsburys and Asda. But customers are also very happy and satisfied because Tesco provides good services as well s the quality of the products. (Q No#2) Are you happy by using self check outs services and online ordering? In an interview round about 83% customers said that they are very happy and satisfied by using online ordering as well as self check outs services, Tesco implemented this technology before couple of years. According to the consumers this technology is very helpful to complete the process of buying very fast, reliable and efficient. According to the customers they do not like to stand in the queue as well as spend more time in the store, so such kinds of innovation/technology attract the customers and save the time. (Q No#3) Are you known about the term of technology management? Almost 60% customer said in an interview that they have good information/knowledge regarding the term of technology management. (Q No#4) Are you known about the change management and how the change affects the customers/people? Many customers whom were interviewed found that they have very good idea as well as knowledge about the change management; round about 75% customers said that yes change management affects the customers as well as the staff. The example is this people can buy or give order online with the help of technology. It saves their time. (Q No#5) Is Tesco should have to adopt new technology? Almost 92% customer said during the interview that Tesco should have to adopt new technology with the passage of time and also give more flexibility as well as advantages to the customers, because new technology always unique and special for customers. (Q No#6) What would you say that organization change management has been effective on the innovation? The 80% people said that yes organization change management has been effective on the innovation and Tesco should have to carry on innovating, it is very helpful for Tesco to remain and gain the sustainable competitive advantage. Recommendation:- Martin in 2006 suggested that it is the responsibility of the experienced co-worker to train and guide new staff this reflects the fact that organizational structure needs to change with the introduction of new technology, in return the workforce with look towards the management for training guidance. (Martin, 2006) Technology today improves the quality of life. It improves choice in foods, transportation, jobs, housing, healthcare, water quality and entertainment, further more. It is looked upon as a source of progression in most societies. (Henry Mayle, 2002) This new concept not only improves staff image but also helps in customer service. This would be communicated to the general public through the Ads, media, radio, television etc. Tesco Implemented the customers Suggestion/Recommended:- The company has initialized an online feedback facility where a customer can comment about their experience in the store regarding the automated tills. For example if a customer shopped in Leyton, comments asked would be about the location of the store, customer experience, stock readily available, in short general view of the customer this not only gives the customer a chance to voice their opinion, it also is forward to the concern store, on these recommendations the store manager takes steps to compensate their drawbacks and improve service at their store. My Recommendation:- We will recommend that Tesco should have to adopt more self check out tills in future and provide more reliable services to the customers as well as to resolve the problem of the customers regarding the automated self tills. Conclusion:- Tesco is the biggest retail company in the United Kingdom. It is the third largest company in the world. It provides the quality of products and services. Tesco has many kinds of products according to their customer needs and desire. Tesco always give tough time to their competitors. So Tesco technology management introduced self check out tills and online ordering system. This technology is very helpful and reliable for the customers, Before introducing new technology the technology management ensure that the technology should be understandable and supported by the staff and the top management. However in the organization the staff must have training before using the new technology, on the other hand this innovation/technology is very beneficial and favourable for Tesco. Tesco can gain and remain the sustainable competitive advantage.

Social Media as Advertising Platform: Case Study

Social Media as Advertising Platform: Case Study The report represents an analysis of the promotional strategies implemented by Love for Food. The company has chosen social media as its promotional platform. The complete report has been presented based on identified aims and objectives. Among various measures available to study the performance of effectiveness of marketing strategies, such as A/B testing, multivariate testing and assessing Facebook analytic, the Facebook analytic model has been chosen. With the help of AIDA model, the discussion identifies that the company has not been successful to initiate effective demand due to flaws in promotional strategies. The reflection provided in the study shows this analysis has been very informative to enhance knowledge about the use of Facebook Insights. The discussion puts forth a study of web analytics. The report is presented in the scenario of a firm Love for Food. The business has chosen Facebook as the medium of promoting the business. The report will put forth a brief background of the study and the enterprise. It will identify key aims, goals, objectives and research questions for the discussion. Many strategies of research will be evaluated. Based on the evaluation a key strategy will be selected. The discussion will also put forth a process of experiments based on theoretical perspective, a data analysis will be presented by identifying effectiveness of the marketing strategies. A brief reflection will be presented by addressing key factors identified in the study. In the end, the discussion will be concluded by providing a concise summary. Background Love for Food is a bakery company based is an UK-based bakery firm. The organisation is considering to take online shopping as its key business domain. It has chosen Facebook as a feasible online media to sales its products (Facebook.com, 2017). Since, this platform is cost effective and offer high degree of reach (Bharadwaj, et al., 2013). But, it is imperative for Love for Food to assess the effectiveness of Facebook to promote the services. The study will focus on web analytics using Facebook insights to assess the effectiveness of this tool (Selwyn Facer, 2007). The enterprise has been successful to generate likes and shares of by promoting its Facebook page. But, the firm wants to enhance the outcome more to ensure better success of the business. Aims, goals, objectives or purpose: The key aims, goals, objectives and purpose of this study has been put forth as below. Aims: To assess the effectiveness of web analytics in promoting the businesses. Goals: To enhance the promotional activities of the company by ensuring better result. Objectives: The key objectives of the study are as mentioned below. To identify the effectiveness of web analytics to measure the effectiveness of promotional activities of the firm? To identify key drawbacks lies in the promotional activities of the organisation. Purpose: This study will facilitate Love for Food to improve its promotional strategies. The enterprise will also be able to assess the probable return on investment it will be able to get in short term and long term perspective (Miller, 2012). The analysis will also facilitate the organisation if it will be successful to meet it anticipated target more effectively. Questions: Based on the above discussion following research questions have been identified for this study. How much is the web analytics effective to measure the effectiveness of promotional activities of the business? What are the key drawbacks in the promotional strategies of the organisation? Selection of experiment area: Strategies: There are many strategies available for the company to develop for conducting experiments (Young, 2014). These are multivariate testing, A/B testing and creation of Facebook pages and posts. Each of these strategies is discussed and justified as below. Multivariate Testing: In this process of testing various interlinked variable are modified to assess the impact of the result. This analysis helps to identify the one combination which is effective for the enterprise (Wang, 2014). In the context of Love for Food, the firm will be able to assess the effectiveness of its different marketing promotions with changing scenario. But this will take much time and make the whole process costly (Chaffey, et al., 2012). Thus, this method of analysis will not be effective for the company. A/B Testing: In this process of testing, the enterprise will be able to test data based on single variable. This is effective for simple projects. But, the projects which have many critical data and interlinked operations, will not able to generate effective analysis from this study (Segura, et al., 2016). The A/B testing however also helps to identify an effective channel of promotions. The Love for Food will require undertaking many promotional tools such as social media, advertisement on television and newspapers (Royle Laing, 2014). But, this will raise the cost of project. Because, it is not feasible for the organisation to make presence in those media. Hence, this method of study will not be feasible for the organisation. Creation of Facebook pages and posts: in this process of method, the business will be able to assess the market demand for the product more effectively (Abell Brewer, 2014). The firm will be able to develop many customised solutions and information. The likes, shares and comments provided by the organisation, will facilitate the enterprise to identify the popularity and attractiveness of its strategies. Love for Food can implement this strategy in cost effective and timely manner (Gerlitz Helmond, 2013). Therefore, this process of analysis will be feasible for this study. Method for conducting experiments: Owing to the feasibility of the process of creation of Facebook pages and posts, Love for Food chose this method of conducting the experiment. Initially, a Facebook account was created. The account was logged using the user id and the password as articulated by the company.       Figure 1:1st Step Creation of the page was the second step after the procedure of logging in into the account. Figure 2:2nd Step Figure 3:3rd Step In this step, the page was selected and was ready to be created. Figure 4:4th Step The primary purpose of creating the Facebook was to connect with the people by using a brand, business or a cause. In this case, the cause or community was chosen to continue with the further step. Figure 5:5th Step By clicking on get started and after writing the name for the page, the Facebook page was created as illustrated below. Figure 6:6th Step Figure 7: Page Created The creation of the Facebook page has enabled the company to attract a number of people at the same time. The page also got about 30 likes. The page has also been receiving comments for the photos and the videos that were uploaded by Love for Food. Hence, this procedure has been useful in the attainment of the objectives. Analysis of your experiment area: Page Views: The above analysis of data identifies that the company has become successful to generate 37 views for its Facebook page. The page was run for 3 weeks. Within this small period it has been successful to generate sufficient views. The above chart also shows the sources of views was not only from facebook.com, but also other key websites such as likestool.com, traffup.net also facilitated to increase the number of views the page. This shows the company can get higher reach through Facebook promotions. Page Likes: The above data shows that the enterprise has been able to increase the likes of the page from 17th Feb to 17th March. The firm has been successful to the likes of pages to a certain extent from 15th March. The above chart also represents that the number of likes has been decreased drastically from 16th march. This represents that the business has not been successful to sustain its market presence. According to the AIDA model, the enterprise requires to attention generation, interest development, desire generation and resulting action i.e. purchasing of services (Hassan, et al., 2015). But, above analysis shows the company has been successful to generate attention for the product. It has also been successful to develop interest (Wang, 2014). But as the organisation has failed to sustain these factors for long, it has not been successful to generate desire and purchase decision. Thus it failed to meet its target of generating high degree of return on investment from the projectReflections upon the use of Facebook/Facebook Insights: Pages on Facebook are public in nature and hence, the engagement with the pages are also public. Initially, with the incorporation of Facebook Insights in my project, I learnt that Facebook insights assists in providing insights to the managers of the page along with the activity of the people on the page (Bharadwaj, et al., 2013). I learnt that Facebook insight is a powerful tool for the individuals who are determined towards the tracking of the interaction of the user on the fan page of the Facebook. It can be seen by each and every admin of the page. I also learnt that it aids in understanding the performance of the page with the help of graphs. In the course of using Facebook insights, I learnt that we will also be able to recognise and determine the best time of the day along with the best day of the week for posting pictures and contents on the Facebook page (Gerlitz Helmond, 2013). Further, it is also mandatory to mention that I also learnt that Facebook Insights are also useful in understanding the use and power of a particular content or post (Frick, 2000). One of the most important things that I learnt was it is a tool that is constantly updated which helps in reflecting the developments in the page. Hence, it is essential to keep a check on the loop. The study identifies that the company has chosen social media for promotional perspective. Since, it is cost effective and has high reach. The other process of analysis for studying the effectiveness of promotional strategies thus has been rejected. These promotional strategies can be identified as multivariate analysis and A/B analysis. The analysis of data also shows; the organisation has been failed to meet its promotional objective as it has failed to sustain the interest. In theoretical perspective of AIDA model (Ward Peppard, 2016), the enterprise has not been quite successful in generating demand and purchase intention for its products. However, the study has been very beneficial and informative to develop analytical skills. So, it will add value in academic and professional endeavours. References Abell, L. Brewer, G., 2014. Machiavellianism, self-monitoring, self-promotion and relational aggression on Facebook. Computers in Human Behavior, 36(1), pp. 258-262. Bharadwaj, A., El Sawy, O., Pavlou, P. Venkatraman, N., 2013. Digital business strategy: toward a next generation of insights.. s.l.:s.n. Chaffey, D., Smith, P. R. Smith, P. R., 2012. eMarketing eXcellence: Planning and optimizing your digital marketing. 2nd ed. s.l.:Routledge. Facebook.com, 2017. Love For Food. [Online] Available at: https://www.facebook.com/Love-For-Food-264565583984164/[Accessed 17 March 2017]. Frick, T., 2000. Return on engagement: Content, strategy, and design techniques for digital marketings.. London: Taylor Franci. Gerlitz, C. Helmond, A., 2013. The like economy: Social buttons and the data-intensive web.. New Media Society, 15(8), pp. 1348-1365. Hassan, S., Nadzim, S. Shiratuddin, N., 2015. Strategic use of social media for small business based on the AIDA model. Procedia-Social and Behavioral Sciences, 172(1), pp. 262-269. Miller, M., 2012. B2B digital marketing: Using the web to market directly to businesses. London: Que Publishing. Royle, J. Laing, A., 2014. The digital marketing skills gap: Developing a Digital Marketer Model for the communication industries.. International Journal of Information Management, 34(2), pp. 65-73. Segura, S., Fraser, G., Sanchez, A. Ruiz-Cortà ©s, A., 2016. A survey on metamorphic testing. IEEE Transactions on Software Engineering, 42(9), pp. 805-824. Selwyn, N. Facer, K., 2007. Beyond the digital divide Rethinking digital inclusion for the 21st century. UK: Futurelab. Wang, P. e., 2014. Graphical representation of multivariate data. 2nd ed. London: Elsevier. Ward, J. Peppard, J., 2016. The Strategic Management of Information Systems: Building a Digital Strategy. London: John Wiley Sons. Young, A., 2014. Brand media strategy: Integrated communications planning in the digital era. Basingstoke: Palgrave Macmillan.

Cloning is Unethical :: essays research papers

In recent years our world has undergone many changes and advancements, cloning is a primary example of this new modernism. On July 5th, 1995, Dolly, the first cloned animal, was created. She was cloned from a six-year-old sheep, making her cells genetically six years old at her creation. However, scientists were amazed to see Dolly live for another six years, until she died early 2005 from a common lung disease found in sheep. This discovery sparked a curiosity for cloning all over the world, however, mankind must answer a question, should cloning be allowed? To answer this question some issues need to be explored. Is cloning morally correct, is it a reliable way to produce life, and should human experimentation be allowed? Scientists have no problem with the ethical issues cloning poses, as they claim the technological benefits of cloning clearly outweigh the possible social consequences, not to mention, help people with deadly diseases to find a cure. Jennifer Chan, a junior at the New York City Lab School, said, "?cloning body organs will help save many patients' lives," she said. "I think that cloning is an amazing medical breakthrough, and the process could stop at cloning organs--if we're accountable, it doesn't have to go any further." This argument seems to be an ethical presentation of the purpose of cloning. However, most, if not all scientists agree that human cloning won?t stop there. While cloning organs may seem ethical, cloning a human is dangerous. Still, scientists argue that the intentions of cloning are ethical. On the other hand, there are many who disagree with those claims. According to those from a religious standpoint, it is playing God, therefore, should be avoided. From a scien tific standpoint it is also very dangerous, as scientists are playing with human cells which, if done wrong, can lead to genetic mutations that can either become fatal to the clone, or cause it severe disabilities. This information does, in fact, question the moral of the issue. If cloning is unsafe and harmful, what is the point? Another argument pertains to the reliability of cloning. Cloning experts have claimed it is, in fact, an effective procedure. Scientists have admitted it is risky, but also have argued that with time, and more experimentation, cloning will become extremely reliable and effective. However, facts are not as supportive towards this claim as scientists may want. Currently only 3 out of 71 cloning eggs have lived, and only 1 out of 278 fully developed clones have survived from those eggs.

Whitney Ottos How to Make an American Quilt and Norman Macleans A River Runs Through It :: American Quilt Otto River Runs Through Essays

Whitney Otto's How to Make an American Quilt and Norman Maclean's A River Runs Through It Many times when I write it is difficult to locate a general theme, or even a clear and precise point. Too often, my papers seem to deviate from the intentional purpose stated in the introduction. The topic and primary idea need to be effectively introduced at the beginning so that the reader knows what to look for and what to expect. Many times, my writing consists of a solid introduction with a good idea, but it wanes as it nears the ending and the conclusion is not effective so as to remain consistent with the proper sequence of the sentence (2-3-1). The reader of my work must distinguish the most important point of the work, understanding the general theme, while remaining captivated by a consistently interesting paper. If a primary point exists, it needs to be expanded, emphasized, or supported. The work needs to remain interesting and captivating throughout. For the reader to infer my opinion on the subject matter, I must show approval or disapproval of it in some way. The resul ts of this personal critique correlate to 101 Dalmatians, 7th Heaven, How to Make an American Quilt written by Whitney Otto, and A River Runs Through It written by Norman Maclean. Each of these works contains a main point, a theme, and this is expanded, emphasized, or supported throughout the plot. The reader is abruptly introduced to the four texts at the beginning. In A River Runs Through It, Maclean introduces the setting and background of the story more effectively, but he still jumps into the plot by beginning with "In our family, there was no clear line between religion and fly fishing" (1). That first sentence serves as an introduction, yet it is not a typical beginning point. Otto, likewise, begins her novel with instructions; "You need a large wooden frame and enough space to accommodate it" (7). Even though these authors begin their stories by jumping into the plot, the authors do provide sufficient background serving to remove much of the abruptness. The prologues and introductions found in the books explain what is ahead in the plot; much the same way previews and commercials explain the direction of the plot in the television show and movie. The reader and viewer can anticipate the plot and its direction, making the first line a necessary bridge into the story ahea d.

Skil Corporation

Harvard Business School 9-389-005 op y September 15, 1988 Skil Corporation On March 23, 1979, Emerson Electric Company acquired Skil Corporation, a manufacturer of portable power tools, for $58 million. With sales of $2. 6 billion in 1979, Emerson Electric produced a broad range of electrical and electronic products and systems. tC Emerson Electric Company Emerson Electric, originally a manufacturer of electric motors and fans, had gradually expanded into a broad range of consumer and industrial products.It classified its businesses into commercial and industrial components and systems; consumer goods (including portable electric tools); and government and defense products (see Table A). Table A Sales and Pretax Income of Emerson Electric by Business Segments ($ millions) 1978 Pretax Income No Sales Commercial and industrial Consumer Government and defense Intercompany sales $1,380 698 176 (20) $201 123 21 1979 Sales Pretax Income $1,570 865 199 (20) $232 141 24 Source: Company annua l reportsEmerson’s business units manufactured products principally in electrical and electronic fields, such as electric motors, controls, drives, and heating, ventilating, and air conditioning equipment. The company also manufactured power chain saws, gas cutting and welding equipment, vacuum cleaners, bench power tools (which it sold to Sears), and other consumer goods. Do With a stated goal of being the so-called best-cost producer in as many of its markets as possible, Emerson stressed cost reduction. Emerson defined best cost as the lowest-cost producer of high-quality products, making its products a superior customer value.Each division was measured on growth and return on invested capital. Cheng G. Ong wrote this case in collaboration with Professor Michael E. Porter on the basis of published materials and interviews with company executives. It is intended as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright  © 1988 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685 or write Harvard Business School Publishing, Boston, MA 02163.No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 1 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. 389-005 Skil Corporation op y Emerson had embarked on a program of acquisitions to meet its aggressive goals of growing sales 15% annually and doubling earnings by 1981. Previously, Emerson had acquired only financially successful companies and had retained existing management.With the Skil acquisition, it broke precedent. Carried by a highly profitable electronic switch company, Skil had regist ered mediocre financial performance. Because of Emerson’s major position in the chain saw industry with its Beaird-Poulan Division, for antitrust reasons Emerson had to divest Skil’s $20 million in chain saw sales on acquiring Skil. From Emerson’s perspective, Skil was a turnaround situation. Chuck Knight, CEO of Emerson, wondered if Skil would represent a successful new diversification approach or prove that Emerson’s past acquisition philosophy had been correct.Jim Hardymon and Bill Davis, Emerson veterans installed as Skil’s new president and marketing vice president, had a more pressing problem. Faced with stiff competition from Black & Decker, Sears, and emerging Japanese competitors, Hardymon and Davis had to forge a new strategic direction. tC The Portable Power Tool Industry The power tool industry consisted of portable and stationary tools powered by electricity, gasoline, or air. Stationary tools such as table saws, band saws, radial arm saws, large grinders, and sanders were large, heavy units mounted on floor stands. Portable tools were hand held and mostly powered by an electric motor.The gasoline-powered chain saw was one of the few portable tools with a nonelectric engine. Pneumatic power was largely restricted to automotive tools such as grinders, buffers, impact wrenches, drills, and hammers. In 1979, portable electric power tools accounted for the majority of industry volume. No Portable electric power tools came in a wide range of sizes, prices, and qualities. Principal products were saws (circular, reciprocating, sabre, or jig); drills (corded or cordless, regular or hammer); and sanders (disc, orbital, belt, or combined sander/grinders). Other products included outers, planes, roto hammers, impact wrenches, polishers, and screwdrivers. Exhibit 1 shows domestic U. S. sales of portable tools by type of tool. A typical company product line consisted of about 200 tools plus accessories, for which a variety of sizes and price points were available. The portable power tool market was becoming increasingly segmented by price point. Circular saws, for example, ranged in price from $24. 99 to $199. 99 with typically 20 price points in between, each point designating a certain level of quality, durability, horsepower, and other product features. A typical manufacturer had 15 models. DoPortable electric power tools were used primarily for woodworking, metalworking, or automotive repair. Power tools could be broadly divided into professional (also called industrial) and consumer categories. Professional tools were designed for heavy-duty use and had higher horsepower and a longer useful life. They were markedly superior in quality and precision to those designed for the consumer market. For example, the gears for a professional saw were made of steel, whereas consumer saw gears were made from powdered metal, a lower-strength material. Professional tools sold at higher prices and gross margins t han consumer tools.For example, while a professional drill retailed at $100 or more, a consumer drill typically cost less than $50. The average gross margin for a consumer drill was 37% compared with 45% for a professional drill. Within both markets, the range of price, quality, and size gradations was wide. As consumer tools were becoming more sophisticated and of higher quality, however, the traditional distinction between consumer and professional tools was blurring. As a result, more and more tradespeople and other professionals were buying consumer tools, especially in developing countries where both markets were served through the same channels. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. Skil Corporation 389-005 op y Product improvement in portable power tools took several forms. First was the use of battery power. Although the first cordless drill, driven by nickel cadmium batteries, was introduced in the early 1960s , cordless tools did not become commercially successful until the early 1970s. Cordless tools were generally less powerful than corded ones because of the limits of battery power and lightweight motors. They were generally regarded as consumer tools.As battery technology improved, professionals began using cordless tools for quick â€Å"touch-up† jobs while using corded professional tools for the main job. By the late 1970s, sales of cordless tools were growing rapidly. tC The second improvement was the availability of lighter materials, such as aluminum, magnesium, and plastic. For example, Skil and Black & Decker, leading U. S. competitors, had pioneered the use of high-strength plastic in consumer tools and had lowered their costs significantly. Tools were also being redesigned for improved ergonomics and balance.Japanese and European manufacturers had taken the lead in creating tools with better-fitting handles and improved gripping surfaces, thus providing better control for the user. Producers were also designing tools to be more energy efficient. Safety was the final area of development. Saws and other tools increasingly had features such as impact resistance, safety switches, and guards. Typically, using a team of four to six engineers, the design development for a new tool took two to four years, at a cost of $200,000 to $700,000 a year. Manufacturing a new model required $250,000 to $800,000 in tooling. Buyers NoProfessional buyers of tools were a highly diverse group that included metalworkers, building contractors, carpenters, plumbers, electricians, and farmers. They were concerned with performance, quality, durability, and service. They were very knowledgeable about portable electric power tools, which were often the primary tools used in the professional’s work. Tradespeople frequently purchased what they perceived as the best individual tool of each type and were only moderately influenced by the brand name. Portable electric powe r tools were also used in manufacturing firms for production activities and plant maintenance.Users in factories were generally less concerned than tradespeople about a tool’s quality and generally purchased whichever brand was available at their supply stores. Sales to the professional segment were growing steadily at 8% per year. Do Consumers were mainly hobbyists and do-it-yourselfers who bought mostly drills and circular saws. Consumer users tended to be more price conscious than professionals and more susceptible to brand advertising and promotions. The consumer segment had grown rapidly in the early 1970s and by 1979 accounted for half the U. S. power tool market.The growth rate for consumer tools varied greatly by individual product category. For example, between 1978 and 1979 alone, sales of cordless tools grew 50%. In the United Kingdom, the do-it-yourself market was growing at 23% annually and the industrial market, at about 2%. The do-it-yourself market in Europe w as projected to grow at a similar rate. In 1979, the portable electric power tool market was approaching $2,350 million worldwide, with about $868 million of that in the United States. Western Europe represented about one-third of the world market and Japan, 12. %. Table B shows the sales distribution of portable electric tools by geographic region. Developed country markets were similar in their channels and product varieties, although safety and electrical standards differed. In Europe, the industrial segment had traditionally dominated, and Black & Decker had pioneered the introduction of consumer tools. European tool designs tended to be more stylish than American ones. In Europe, tools were used primarily on concrete, and in the United States, on wood. 3 Copying or posting is an infringement of copyright.[email  protected] harvard. edu or 617-783-7860. 389-005 World Portable Electric Power Tool Market in 1979 (sales by geographic region) Region Dollar sales United States West ern Europe Japan/Far East Latin America Canada Australia Other Total 37. 0% 34. 5 12. 5 3. 7 3. 1 2. 2 7. 0 100. 0% Units 40. 0% 32. 2 12. 5 3. 3 3. 3 2. 2 6. 5 100. 0% Channels op y Table B Skil Corporation No tC There were 15 separate distribution channels for power tools, ranging from specialized industrial outlets to mass merchandisers. Exhibit 1 gives estimated sales and growth rate by channel.Traditionally, industrial suppliers supplied professionals with their job needs and carried a broad range of higher-priced tools. Consumer channels such as hardware stores and mass merchandisers carried tools for consumers. With the advent of the do-it-yourself market in the mid-1970s, consumers also began shopping at more industrial channels such as lumber and building materials supply stores. These do-it-yourself consumers demanded higher quality and more features in their tools. By 1979, these stores were being partially displaced by home centers, which catered to both professionals an d consumers.A substantial volume of professional tools was increasingly sold through consumer channels. There were significant product and price point overlaps between the high-price consumer channels and the contractor and mill supply outlets. Industrial channels included plumbing supply, electrical supply, contractor supply, automotive repair, tool rental, mill supply, and lumber/building materials supply outlets. Consumer channels included mass merchandisers, hardware stores, home centers, and new outlets such as catalog showrooms and buying clubs.Consumer channels had not developed fully outside the United States and Europe but were emerging in Japan. Industrial channels generally purchased directly from manufacturers; consumer channels were served direct, through wholesalers, or via buying groups. Both types of channels provided customer assistance, while manufacturers supplied service and repairs through company service centers. Fast service was a strong factor in stimulating sales, especially to tradespeople who relied on their tools for their livelihoods. Do Industrial Channels Contractor supply. In 1979, there were about 750 contractor supply stores in the United States.These stores supplied building contractors with a variety of products, ranging from fasteners and tools to generators and building materials. This channel stocked a complete line of portable power tools from many different manufacturers, including at least the top two brands for each tool. Usually independent or part of small chains, contractor supply outlets purchased portable power tools directly from manufacturers. It was a common practice for manufacturers to train the contractor supply outlet’s sales force in selling their new tools to tradespeople and contractors at job sites.Portable electric power tools represented 20% to 30% of a contractor supply outlet’s total business and were generally priced below tools sold through other industrial channels. Mill supply. Mi ll supply stores were usually small, independent outlets buying directly from manufacturers. In 1979, there were about 1,100 mill supply houses in the United States. These outlets 4 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. Skil Corporation 389-005 op y carried a broad line of products for factories, ranging from food to work clothes to tools.Although power tools comprised only 1% to 2% of total sales for mill supply stores, they were the most important channel for portable electric power tool sales to factories. Mill supply stores carried a limited line of portable power tools, selecting their assortment from only a couple of manufacturers. They sold mostly drills and grinders for metalworking and maintenance. Mill supply stores expected fast delivery of tools from manufacturers since customers often purchased tools on the spur of the moment. Portable power tools were usually sold at abovemarket prices. tC Tool specialist s.The 300 tool specialists in the United States were mostly independent single outlets whose primary buyer groups were general contractors and manufacturing workers. In 1979, sales of portable power tools were $45 million, growing at an estimated 5% annually. Tool specialists carried the greatest number of product lines, especially low-volume tools. The tools carried were usually the brand leader, high-priced, of professional quality, and sold at prices similar to those of contractor supply outlets. Electric-powered tools constituted about 30% of total sales. Plumbing and electrical supply outlets.In 1979, there were about 700 plumbing and 1,800 electrical supply outlets in the United States. Although several electrical supply chains were large and some were consolidating, plumbing and electrical supply outlets were usually small, independent stores; Graybar, Westinghouse, and General Electric maintained national electrical distributorships. These outlets carried a limited line of h igh-priced tools, especially reciprocating saws and drills, for sale to plumbers and electricians, respectively. Tools represented a minor (1% to 2%) portion of their total business.These outlets normally stocked only one or two brands and bought directly from the manufacturers. No Lumber/building materials supply outlets. These outlets stocked products similar to those in contractor supply stores, but concentrated more on materials. They carried a limited line of portable electric tools, those most in demand by contractors. Automotive distributors. These distributors supplied a wide range of products to the automotive service industry. The portable power tools they carried, such as grinders and impact wrenches, represented less than 1% of total sales. Tool and equipment rental outlets.These outlets rented higher-priced tools such as roto hammers and large sanders to tradespeople, contractors, or do-it-yourselfers for the occasional job. There were a few national rental companies. C onsumer Channels Do Mass merchandisers. Department stores such as Sears, J. C. Penney, and Montgomery Ward and discount merchandisers like K Mart were the largest sellers of portable power tools, accounting for almost 40% of U. S. consumer portable power tool sales in 1979. Sears sold private-label tools under its Craftsman line, which was primarily manufactured by Singer Company.Sears was the most significant single consumer outlet for portable electric power tools. Montgomery Ward and J. C. Penney sold Black & Decker, Skil, and Rockwell products under those brands and private labels. Department stores carried low- to mid-price point products for the middle market, while discounters concentrated on low-price point items. Mass merchandisers generally carried a narrow range of branded consumer tools. Sears offered the broadest line of all consumer channels. Sears, for example, stocked six to ten circular saws, while K Mart stocked two.Discount merchants frequently engaged in aggressi ve promotional campaigns, and tools were often highly discounted, sometimes to the level of the wholesale price of 5 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. 389-005 Skil Corporation op y the tool to a hardware-store. Customer service was generally limited, although Sears offered aftersales service. Hardware stores. Independent hardware stores and chains offered a broad range of consumer tools and accessories, and some professional tools, often from several manufacturers.Hardware stores offered high levels of customer purchase assistance and service. Manufacturers sold direct to hardware chains and buying groups or through wholesalers. In 1979, there were 5,000 hardware stores serviced by 200 wholesalers. Manufacturers frequently engaged in cooperative advertising with this channel. Sales of portable power tools through hardware stores had been static. Home centers. Home centers were an emerging channel in 1979. They carr ied a wide range of merchandise connected to the home, including tools, lumber, lawn mowers, and general hardware.Home centers carried broad lines of tools at a number of price points but tended to avoid the lowestpriced consumer lines. Home centers offered customer purchase assistance and service. They had partly replaced traditional lumberyards. Other Channels tC Both consumers and professionals shopped at home centers. Consumer-oriented centers carried fewer product lines and lower-priced items than professional home centers or hardware stores. Home centers competed with mass merchandisers for consumer sales. Home center sales were $83 million in 1979 and growing rapidly at 12% to 14% per annum. NoOther smaller channels included government supply agencies, military supply stores, catalog showrooms, agricultural and farm supply outlets, premium and incentive supply outlets, hobby stores, and general merchandise stores. Marketing Most companies maintained a sales force to call on t he channels. The sales forces provided training to the outlet’s sales teams and demonstrated tools at job sites and in the store. They also maintained the company’s product displays. Tools were sold to each channel using different price lists with different discount structures. High-volume channels could qualify for volume discounts.Cooperative advertising with major channels was a common promotional practice by manufacturers. Catalogs and point-of-sale merchandising at industrial channels supplemented co-op advertisements. All the manufacturers also participated in trade shows. Do Competitors that targeted consumer users engaged in heavy media advertising. Exhibit 2 gives the advertising expenditures of major manufacturers. Manufacturing Portable electric power tools generally consisted of an outer shell, an electric motor, and screw machine parts such as gears and shafts, switches and attachments.The manufacture of portable electric tools involved fabrication and ass embly of these components. Parts fabrication technologies included machining, die casting, metal stamping, and heat treatment. The motor housing and tool handle were often made of molded plastic. Professional tools usually had more aluminum diecast parts than consumer tools. Purchased materials, machining, diecasting/ molding, motor win ding and assembly, and final assembly were the most significant costs in manufacturing. Diecasting and molding were subject 6 Copying or posting is an infringement of copyright.[email  protected] harvard. edu or 617-783-7860. Skil Corporation 389-005 op y to the most significant economies of scale. In-house diecasting and molding reduced costs by about 20% over purchased components. The costs of molding, machining, and diecasting depended on the volume per part. The cost of motor and final assembly was determined by the volume per product family, that is, product lines that could be produced with the same manufacturing process. Purchased materials were the least scale-sensitive of the cost elements, with cost falling by only 3% when volume was doubled.Table C gives an approximate breakdown of manufacturing costs for a typical manufacturer. Table C Breakdown of Manufacturing Costs Consumer Tool 56% 5 5 14 20 100% 43% 25 14 10 8 100% tC Purchased materials Machining Diecasting and molding Motor assembly Final assembly Total Industrial Tool No Manufacturers could achieve significant cost savings through automation. Single-task machines like screw machines and grinders were being replaced by machining systems. A typical machining system cost $400,000, but the cost could be much higher.An automated motor production line cost $3 million and required that a million motors be produced a year to break even. Hitachi, a Japanese competitor, and several European manufacturers had invested heavily in automation and developed lines of tools from common base designs. Table D shows estimates of the percentage of total manufacturing cost, wit h and without automation, represented by each part of a circular saw with annual production of 100,000 units. Table D Estimates of Manufacturing Costs Saw Without Automation (% Unit Costs) 25. 0% 23. 0 5. 0 2. 0 1. 5 Do Housing MotorElectrical Bearings Packaging With Automation (% Unit Costs) 20. 0% 20. 0 5. 0 2. 0 4. 0 Manufacturers varied in their levels of integration, but none were completely integrated. The largest manufacturers produced attachments such as saw blades or feet for jigsaws, which smaller manufacturers purchased from outside suppliers. No tool manufacturer possessed the technology or scale to produce all the necessary components. Critical components that directly affected the performance of the tool (i. e. , parts that required machining or diecasting) were generally fabricated in-house.Most manufacturers also produced the motor, which consisted of two basic parts, the armature and the field. Proper balancing of the 7 Copying or posting is an infringement of copyr ight. [email  protected] harvard. edu or 617-783-7860. 389-005 Skil Corporation op y armature was critical to the performance of a tool. A motor’s power depended on the number and size of the laminations. Because of the high cost of the equipment and the long changeover time per model, lamination stamping was extremely scale-sensitive. A lamination press cost between $750,000 and $1 million, and a set of tooling dies cost $250,000.Production of about 10 million of a particular lamination size was required to break even. Typical motors required 10 to 20 laminations each. Manufacturers could purchase all the main components for power tools from specialized suppliers who sold to a variety of industries. Many supplier industries were mature, and some components were sourced from abroad. The components most often purchased included batteries, direct-current motors, metal stampings, plastic resins and parts, powdered metal parts, switches, cord sets, motor laminations, saw blades , ball bearings, and packaging.The cost of most purchased materials was determined by the overall volume purchased. Table E gives an approximate breakdown of costs as a percentage of sales for a typical manufacturer. Estimated Costs as a Percentage of Sales tC Table E Materials and supplies Direct labor Indirect labor and overhead Advertising expense Sales force expense Competition 35%—53% 6%—8% 10%—22% 4%—10% 4%—8% No In the 1960s and early 1970s, more than 70 manufacturers worldwide made portable electric tools, with approximately 20 located in the United States and the balance in Europe and Japan. Until the mid-1970s, competition in ower tools was largely domestic. Except for Black & Decker and Skil, few competitors exported or manufactured abroad. When manufacturers began selling in foreign markets, they differed in their marketing approach to buyers in different countries. U. S. manufacturers produced a different and wider line of products in their foreign plants compared with that produced for U. S. sale. Japanese manufacturers tended to offer the same range of products worldwide from plants in Japan. Table F lists the brand share of dollar sales in the world market in 1979. Table F Brand Share of World Portable Electric Power Tool Market, 1979Company 31. 1% 11. 1 10. 7 8. 3 7. 1 5. 0 4. 3 3. 5 2. 6 1. 9 1. 5 1. 4 1. 0 1. 0 9. 5 Do Black & Decker Makita Bosch Hitachi Skil AEG Singer Milwaukee Metabo Rockwell Peugeot Fein Elu Ryobi Others Percentage 8 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. Skil Corporation 389-005 op y In 1979, there were approximately a dozen manufacturers of portable electric power tools competing in the U. S. market. Of these, seven were U. S. companies. Exhibit 3 shows the share of major companies by distribution channel in the United States.Black & Decker had a U. S. market share estimated at 40% to 43% of total dollar sales. Sears Roeb uck was in second position, with an estimated 16% to 20% market share. Skil was third with about 15%. The balance was held by Milwaukee, Rockwell, small specialist producers, various private-label manufacturers, and some emerging foreign competitors. In the industrial tool segment, Milwaukee was market leader with approximately 25% market share. Black & Decker was second with an estimated 20% market share. In third position was Skil with about 15%. Exhibit 4 lists selected financial data for the major U.S. portable electric tool manufacturers. tC Black & Decker Manufacturing Company. Black & Decker manufactured a broad line of electric and cordless portable power tools, portable air tools, and stationary and gasoline-powered equipment. In the late 1960s, Black & Decker moved into lawn care and began manufacturing lawn mowers and hedge trimmers. A chain saw company, McCulloch Corporation, was acquired in 1974. McCulloch began manufacturing moped engines in 1979. In the same year, Bla ck & Decker introduced its hand-held rechargeable vacuum cleaner. In 1979, worldwide sales were $1. billion. Portable electric tools represented about 75% of Black & Decker’s overall sales. The company’s goal was a yearly 15% growth in sales and earnings per share. In 1979, Black & Decker appointed the first person outside the Black and Decker families to head the company. No Black & Decker was known as the world’s oldest and largest power tool manufacturer. Black & Decker segmented the portable power tool industry into consumer and professional markets. Its product line was extremely broad and consisted of 280 models designed specially for either the professional or consumer markets.The company was best known for its consumer drills and industrial sander/grinder. Black & Decker’s line was designed around approximately 200 motor sizes. 1 Table G shows Black & Decker’s sales by market category. Black & Decker sold to virtually all distribution chann els, including national merchandisers such as K Mart, J. C. Penney, and Montgomery Ward. It had an extremely strong position in consumer channels, especially in low-priced drills and saws. In industrial channels, Black & Decker had established leadership in most product categories in mill upply outlets by focusing on the largest regionally dominant distributors where they were the sole line. The company’s products were in more than 70% of all U. S. homes. In the United Kingdom, Black & Decker had a 90% market share. Black & Decker’s distribution system involved more than 100,000 outlets worldwide. The company sold direct, through wholesalers to smaller outlets and via its network of 104 company-owned service centers in the United States and 221 in 45 foreign markets. Black & Decker’s service centers were supplemented by several hundred authorized service centers operated by independent local owners.Do Black & Decker enjoyed an extremely strong brand reputation a mong both consumers and industrial users. Black & Decker’s tools were priced below most of its competitors’. The company spent heavily on print and prime- time television advertising. Its worldwide advertising budget for 1978 was $47. 3 million, a 20% increase over 1977. Black & Decker had 31 plants in 10 countries. The company was largely nonunion, with only one unionized plant. Manufacturing was divided between professional and consumer tools. Each division produced tools for its own market. Black & Decker plants were partly automated.The company required a three-year payback on its investment in automation. In 1979, the company began replacing single-task machines with machining systems. The machining system comprised four units, an automatic sawing machine, a facing and centering unit, and two tracers. 1In 1979, Black & Decker’s U. K. company had reduced its number of models from 130 tools to 50. 9 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. 389-005 Skil Corporation op y In late 1978, the company began to standardize its motors and armature shafts. Its U. K. plant produced 3. million consumer motors with one standard field lamination and one armature shaft; the different power requirements were achieved through variations in the windings, produced on an automated winding line. Black & Decker had developed its own â€Å"production flow† system, a combination of conventional flow-line techniques and group technology, in which machine tools were grouped around the production needs of components rather than components distributed among successive production processes. To reduce its work-in-process inventory, the company relied on computerization to organize the flow of parts through its plants.Black & Decker first adopted group technology and related automation in the mid-1960s. It applied the technique to the production of 7 ? -inch power handsaws, with a resulting decrease in direct labor from one hour per saw to 30 minutes and a 16% reduction in selling price. Black & Decker was one of the most vertically integrated manufacturers in the United States. Table G tC Foreign subsidiaries were responsible for marketing and product development in their markets. Research and development was conducted in the United States and four other countries on a budget exceeding $15 million.Each manufacturing facility had its own engineering staff. Black & Decker transacted 60% of its total business outside the United States. Black & Decker’s distribution of sales by geographic area is shown in Table G. Distribution of Black & Decker Sales By Market Category (percent) 1978 1977 63% 28 9 63% 28 9 1979 1978 1977 1976 1975 $531. 9 480. 0 193. 2 $386. 4 414. 5 159. 0 $311. 4 361. 7 138. 5 $277. 8 334. 5 135. 9 $249. 0 293. 2 111. 7 67% 25 8 No Consumer products Professional products Service 1979 By Geographic Area ($ millions) Europe United States Pacific 1976 63% 2 6 11 1975 58% 31 1 Source: Black & Decker Annual Report, 1979. Do Sears Roebuck & Company/Singer Company. Sears Roebuck & Company operated 866 retail stores, 1,388 miscellaneous other stores (mostly catalog stores), and 14 catalog merchandise distribution centers. Sears also provided after-sales service at its retail centers. Positioned as a general-line retailer, Sears carried a broad mix of lines directed at the middle-class customer. Many Sears products were sourced from outside vendors and sold under a variety of Sears brand names. Sears had by far the highest sales of power tools of any single retailer.Sears’ own brand, Craftsman, had been an established trademark for more than 55 years. Craftsman portable power tools were seen as a consumer line and priced moderately. Sears’ excellent reputation for service was a major Sears advantage in selling power tools. Portable power tool sales at Sears had been flat. Singer manufactured all of the portable power tools for Sears, which for more than 40 years had been its sole tool customer in the United States. Singer also produced lawn and garden appliances and floor care products for Sears. In 1979, Singer’s total sales were $2. 9 billion. The company also manufactured sewing machines, furniture, and air conditioning and heating equipment for consumers, and aerospace and marine systems for the government. 10 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. Skil Corporation 389-005 op y Singer manufactured 50 models of portable power tools in two plants. Its pricing was on a known-cost basis. Sears paid Singer an agreed-on markup over its actual costs, which were disclosed to Sears. Sears owned most of the specialized tooling.In 1979, Singer and Sears marketed power tools for the first time in Brazil under both the Craftsman and Singer trademarks. Singer was believed to enjoy above-average profitability in power tools. Rockwell Internationa l Corporation. Rockwell International was a diversified company operating in the automotive, aerospace, electronics, energy, graphics, textile, and power tool industries. Rockwell had entered the power tool business in the early 1960s with the acquisition of Porter Cable, a well-respected industrial portable tool manufacturer, and Delta, an industrial stationary tool company.The company then marketed professional tools under the Rockwell label. tC Rockwell’s power tool division was estimated to hold just over 6% of the market. Rockwell tools had been sold through industrial channels until the late 1970s, when the company began marketing a new line of tools to consumers through mass merchandisers, hardware stores, and other retailers. Rockwell’s new product line matched Black & Decker’s. Rockwell set out to aggressively grow the business through heavy advertising. The company advertised to end users through comparative advertisements in trade and consumer magazin es.Rockwell’s bench top (stationary) power tools became quite popular among consumer users, although progress in portable tools had been modest: Rockwell produced a line of 130 tools in three plants. It had both company-owned service centers and a network of authorized independents throughout the United States and Canada. Components had been standardized so that 80% of the repairs involved 40% of the parts, lessening inventory requirements. Rockwell entered the U. K. market with its line of consumer tools in the late 1970s and suffered losses.In 1979, Rockwell took a $35 million write-off in consumer tools. No Milwaukee Tools. Milwaukee Tools was a subsidiary of Amstar Corporation, the largest producer of sweeteners in the United States, with sales of $1,056. 4 million in 1979. Milwaukee had been producing portable electric tools since 1924 and was acquired by Amstar in 1976. Amstar’s Industrial Products Group consisted of Milwaukee and other companies producing hoists , jacks, fluid joints, couplings, and other industrial tools and equipment. Sweeteners accounted for 84% of Amstar’s sales, although it was seeking greater diversification.Sugar prices were severely depressed in 1979 and were expected to be soft for the next few years. Milwaukee concentrated on tools for the professional market. Its line consisted of about 280 models of portable electric tools manufactured in three plants. The Milwaukee Sawzall and drill were the company’s best-known tools. Milwaukee sold through more than 5,000 distributors in the United States and Canada serving industrial channels. It had a very strong brand image in the professional market and a good position in all industrial channels, especially plumbing and electrical supply outlets.Milwaukee had established a strong position in contractor supply in high-priced drills and reciprocating saws. Milwaukee’s tools were priced above other brands. Do Makita Electric Works Ltd. Makita Electric Wo rks (Japan) was originally a motor repair shop. It entered the power tool market in the 1950s. By 1979, its annual sales approached $250 million, with international sales accounting for about 45%. Makita concentrated on tools for the professional market, especially for woodworking. The company had 250 professional-quality tool models in its product line.There were strong similarities in Makita tools sold in domestic and overseas markets. Makita priced its tools aggressively, sometimes 20% to 30% below prevailing market prices for the normal professional tools. Makita had pioneered the introduction of lower-priced materials on professional tools (for example, plastic versus metal housings). To sell its tools, Makita had to convince users they were as good as conventional tools but less expensive. 11 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. 89-005 Skil Corporation op y Makita manufactured tools in two plants located in Japa n. Dedicated equipment manufactured specific product families. The cost-conscious company awarded employees for recommendations on cost savings or new product ideas. In Japan, Makita had 400 salespeople selling directly to retail outlets. Makita’s sales in the U. S. market had grown from less than $10 million in 1976 to approximately $25 million in 1979. Makita was making a major push for U. S. market share, combining high quality with aggressive pricing.In 1979, Makita sold primarily through industrial channels, although it had an aggressive direct sales force selling at job sites. Robert Bosch Gmbh. Robert Bosch (West Germany) was the second-largest portable electric power tool manufacturer in the world. The company manufactured a variety of products and equipment, ranging from automotive parts to production machinery and systems. In 1979, sales of portable electric power tools were approximately $400 million; $22 million were in the U. S. market. tC Bosch had a very strong position in Europe and distributed through all channels.The company manufactured about 250 models in six plants located throughout Europe. In the United States, the company concentrated on the professional segment. In 1979, it acquired Stanley Tool’s portable power tool business in the United States. Stanley was a strong brand name in routers. Hitachi. Backed by Japan’s largest electrical manufacturer, Hitachi had portable electric power tool sales in 1979 of $175 million, commanding about 40% of the market in Japan. Sales in the United States were less than $1 million. No Hitachi’s power tools were of industrial quality, primarily for metalworking.The company was regarded as an industry leader in several tools. Tools were designed for the world market and manufactured in one plant located in Japan. Others. AEG Telefunken of Germany was an established manufacturer of portable electric power tools in Europe. Ingersoll-Rand, a U. S. manufacturer, also produced po rtable electric tools under its Millers Falls brand. Skil Corporation Skil Corporation was founded in the 1920s in Chicago. Its original product was the circular saw, which it invented, but gradually it expanded into other power tools.Skil had a long history of introducing new products. It had a number of industry firsts or near firsts to its credit, including an early cordless drill, the first portable electric saw, and the first consumer electric hedge trimmer. Do Skil entered the Canadian market in 1946. In the 1950s, Skil invented the roto hammer but, while retaining manufacturing rights, sold the patents to Hilti, a company in Liechtenstein, to raise cash. In the 1960s, the company began producing lower-priced tools for consumers. During the same period, Skil began manufacturing in Europe and Australia.In the 1970s, the company entered markets in the Far East and Latin America. In the 1960s, Skil developed an electronic switch and formed a new company, Capax, in the Netherlands to produce and supply electronic switches to Skil and other power tool manufacturers. Various competitors soon used electronic variable speed switches to control speed in many tools. The Capax subsidiary was still highly profitable. Since its inception, Skil had been managed by members of one family that had controlling interest in the company.Under increasing competitive pressure, Skil’s financial results had not been 12 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. Skil Corporation 389-005 op y stellar, although reported profitability had improved in recent years. Exhibits 5, 6, and 7 give recent Skil financial results. Products Skil served both the professional and consumer markets. It had a broad product line, including all significant types of tools in numerous shapes and variations at all price points. In the United States, more than 130 models employed 11 motor frame sizes.Skil also had about 150 different Europ ean models and about 75 for the rest of the world. Its circular saw line remained Skil’s single strongest product area. The company also had good positions in mid-priced drills and roto hammers. tC Skil engineers were encouraged to aggressively develop new models, and the company strove for the best product performance rather than commonality with other models. New designs were released for manufacturing at one of Skil’s plants. In 1978, Skil had 93 engineers and technicians employed in its research laboratories.Expenditure for research and engineering was approximately $2. 7 million. Skil product designs varied in different countries according to local needs. In circular saws, for example, Skil had seven different U. S. saws, two European versions, two Canadian versions, and two for other export markets, totaling 35 models using 12 different motors worldwide. Skil had a higher percentage of professional tools in its product mix than Black & Decker. Skil tools were pre dominantly metallic, with cut steel gears and metal housings. Channels No Skil sold through all the distribution channels for power tools.Skil was well established in hardware stores and had a strong position in circular saws in contractor supply channels due primarily to a â€Å"worm drive† professional saw that was the industry standard. Skil tools were also sold through department stores. The company’s major domestic accounts were with Montgomery Ward and J. C. Penney, which represented 10% of its sales in the United States. Skil’s sales force serviced all its distributors except the mass merchandisers, who were sold to direct, and hardware stores, which were served through wholesalers.The company had 2,200 customers, including 200 wholesalers, which serviced hardware stores. From the beginning, the company had established service centers throughout the country. In 1979, it had 76 company-owned service centers and 427 authorized service stations throughout th e United States. Marketing Do Skil’s 150-person sales force was broadly specialized by channel. Merchandising techniques included self-contained displays that show-cased promotional tools to the consumer. Skil seldom advertised (except in cooperative programs with channels), relying more on product publicity.Occasionally the company sponsored sales promotions and consumer media advertising campaigns in magazines, newspapers, and television. Manufacturing Skil manufactured products in 13 plants throughout North America, Western Europe, and Australia. Plants were dedicated to either component fabrication or assembly. Components plants were generally single-function facilities for such activities as diecasting, screw machining, saw blade manufacture, and motors production. The most popular motor frame size was manufactured in five 13 Copying or posting is an infringement of copyright.[email  protected] harvard. edu or 617-783-7860. 389-005 Skil Corporation op y plants located in four countries, with annual production ranging from 50,000 units to 800,000 units per plant. Annual motor production in other frame sizes varied from 12,000 units to 870,000 units per plant. In the United States (Illinois, Arkansas, and New York), three feeder plants produced components and four manufacturing plants produced different products. The Netherlands had two plants, one for electronic switches, as did Canada; Australia and Brazil (a joint venture) had one each.Skil plants were partly automated with motor winding lines and some machining centers. Skil’s newest plant in Heber Springs, Arkansas, had opened in 1979. International Do No tC Skil sold tools on a worldwide basis, with its greatest international strength in Europe. The company’s worldwide operations were divided into three regions: the United States, Europe, and Other. Each was autonomous and had plants that produced the full product line for that region. A network of country managers was responsib le for sales and service in each country. 14 Copying or posting is an infringement of copyright.[email  protected] harvard. edu or 617-783-7860. Skil Corporation U. S. Portable Electric Power Tool Market in 1979: Product Sales by Distribution Channel ($ millions) Consumer Mass Merchandisers Circular saws Drills—corded Drills—cordless Jigsaws Orbital sanders Belt sanders Roto hammers Sander/grinders Planes Miscellaneous Parts/service Total Percentage growth $ 40 36 3 21 19 11 — 6 2 29 22 $189 2%–4% Industrial Hardware/ Home Centers $ 37 37 9 12 7 6 — 3 1 37 42 $191 Mill Supply Contractor Supply Plumbing/ Electrical $ 20 46 2 3 5 8 4 26 1 14 15 $144 2%–3% $ 36 32 3 3 2 8 6 0 2 11 12 $135 2%–3% $2 25 2 2 1 1 3 2 — 13 11 $ 62 2%–3% Others/ Service Total $8 19 1 1 3 1 19 2 — 18 75 $147 $143 195 20 42 37 35 32 59 6 122 177 $868 Do No tC Product op y Exhibit 1 389-005 15 Copying or posting is an infringement of copyrig ht. [email  protected] harvard. edu or 617-783-7860. 389-005 U. S. National Consumer Advertising of Portable Electric Tools by Leading Manufacturers, 1975–1979 ($ thousands) 1975 1976 1977 1978 1979 $2,613. 5 178. 7 1,793. 5 590. 1 51. 2 $4,479. 3 — 3,506. 1 973. 2 — $6,487. 6 12. 8 6,339. 4 135. 4 — $6,208. 3 — 5,560. 1 648. 2 — $1,222. 258. 4 345. 3 618. 3 — — $870. 6 318. 6 — 396. 0 — 156. 0 $2,147. 3 761. 4 1,252. 7 77. 0 — 56. 2 $320. 5 217. 7 — 102. 8 — — $1,038. 5 270. 8 767. 7 — — — $1,769. 8 584. 4 1,169. 7 — 15. 7 — $2,541. 7 950. 1 1,425. 2 — 164. 6 1. 8 $3,808. 1 926. 4 1,608. 2 1,163. 8 109. 7 — $4,252. 7 699. 8 2,712. 2 771. 2 69. 5 — $940. 3 106. 4 256. 9 577. 0 — — $1,800. 4 153. 6 — 1,645. 0 — 1. 8 $852. 7 — — 848. 2 — 4. 5 $1,342. 2 — 1,217. 7 13. 8 110. 7 $2,724. 9 99. 9 1,839. 3 699. 9 85. 8 Rockwell Total Magazines Network TV Spot TV Outdoor Newspaper $1,396. 8 434. 2 927. 9 33. 3 1. 4 —No tC Black & Decker Total Magazines Network TV Spot TV Newspapers Sears Total Magazines Network TV Spot TV Radio Outdoor op y Exhibit 2 Skil Corporation Skil Total Magazines Network TV Spot TV Radio Outdoor — — — — — — Source: Leading National Advertisers, Inc. , â€Å"National Advertising Investments. † Includes companies spending $25,000 or more on the combination of national magazines, newspaper supplements, network TV, network radio, spot TV, and outdoor advertising. The data do not include cooperative advertising by retailers, the cost of which is shared by manufacturers. DoNote: No data on advertising expenditures for portable electric tools were available for Bosch, Milwaukee, and Makita. 16 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783 -7860. Skil Corporation U. S. Portable Electric Power Tool Market in 1979: Brand Sales by Distribution Channel ($ millions) op y Exhibit 3 389-005 Hardware/ Home Centers Skil Black & Decker Milwaukee Rockwell Bosch AEG Millers Falls Makita Hilti Singer Wen Total $8 54 — 9 — — — — — 107 11 $189 $ 44 115 6 14 — — — 2 — — 10 $191 Mill Supply $ 12 93 11 13 7 3 2 3 — — — $144 ContractorSupply Plumbing/ Electrical Others/ Service Total $ 26 36 33 11 10 3 5 11 — — — $135 $1 13 35 2 3 2 2 4 — — — $62 $ 15 63 10 5 5 2 1 4 32 9 1 $147 $106 374 95 54 25 10 10 24 32 116 22 $868 Do No tC Company Mass Merchandisers 17 Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617-783-7860. 389-005 Selected Financial Information on Portable Electric Tool Manufacturers ($ millions) 1976 Black & Decker Sales Net income ROS % Debt/eq uity % ROE % Capital expenditures 1978 811. 7 51. 7 6. 4 0. 22 13. 4 29. 4 959. 9 66. 2 6. 9 0. 20 15. 6 38. 3 1,205. 0 94. 4 7. 8 Skil Corporation INSTITUTE OF BUSINESS MANAGEMENT SKIL CORPORATION CASE ANALYSIS STRATEGIC MANAGEMENT SECTION: C ASSIGNMENT #: 3 INSTRUCTOR: ABDUL QADIR MOLVI DATE: 12TH MARCH, 2013 Q1. What is your analysis of structure of possible Electric Power Tool Industry? According to the Porter’s Five Forces Analysis the industry is moderately attractive. Q2. How the industry structure is changing? Are these changes for better or worse? The power tool industry consisted of portable and stationary tools with wide range of sizes prices and qualities.The industry was becoming increasingly segmented by price point, with each point representing a certain level of quality. The power tools were broadly divided into two categories; professional/industrial and consumer. The professional tools were superior in quality and therefore were sold at higher prices and greater gross margins than the consumer tools. However, as the consumer tools were becoming more sophisticated and of better quality the distinction bet ween both the categories started to blur.As technology was improving the trends of usage of power tools changed (corded tools were replaced by cordless ones). The other improvement was the availability of lighter materials (aluminum, magnesium and plastic). This helped in lowering the costs of production. Also, energy efficient tools were developed and safety was emphasized as an area of development. All the occurring changes reflected growth potential in the power tool industry.Some of the changing factors which indicated the potential for development, betterment and growth of the industry include the increasing emphasis on quality, safety, more energy efficient products, advancements in technology and wide ranges of product with varying prices. Q3. What was Skil’s competitive strategy in 1979? How would you evaluate its relative position? In 1979 Skil Corporation had 76 company owned service centers and 427 authorized service stations throughout United States. It followed a lower-priced tools strategy for its consumers.Also, it differed in its strategy while catering to each country’s (where it exported or manufactured) particular needs. The corporation encouraged its’ engineers to aggressively develop new models and strive for the best product performance. Skil hardly advertised its products and relied mostly on product publicity. It catered to both professional and consumer markets. Initially, circular saws were strongest product among the contractor supply channel because of the industry standard for a professional saw which any other competitor did not match.The circular saws remained Skil’s strongest product area. The evaluation of Skil Corporation’s relative position indicates that it was focusing on new products in existing markets. In short, it was inclined towards new product development. Q4. What strategic options does Skil Corporation have? According to the analysis of Porter’s Five Competitive Forces Mode l the industry was moderately attractive. On the other hand we can also notice that the competition was extremely fierce in the industry by analyzing the brand shares given in the case:Company| Percentage| Black & Decker| 31. 1%| Makita| 11. 1%| Bosch| 10. 7%| Hitachi| 8. 3%| Skil| 7. 1%| AEG| 5. 0%| Singer| 4. 3%| Miiwaukee| 3. 5%| Matabo| 2. 8%| Rockwell| 1. 9%| In this situation it’s not just merely selection and implementation of a strategy that matters but also the right selection (out of the options) and adequate implementation along with follow-up. Following were the strategic options for Skil Corporation: * To go for mergers & acquisitions in order to increase sales and profitability. To use defensive strategies in order to put obstacles in the path of would-be challengers and fortify the company’s present position while undertaking actions to dissuade rivals from even trying to attack. * To use best-cost strategy. This strategy would have enabled Skil to creat e strong market presence by giving buyers more value for the money. * To go for divestment. Q5. What strategy will you recommend to Skil Corporation? Skil can gain its strong position back in the market if it follows certain strategies such as: * Focusing on a particular segment or broadening its distribution horizon to more than just the departmental stores.In short, Skil’s relative position in the market of only around 7% share (1979) is clearly due to the company trying to please more markets than it is capable of and hence, focus and integration could ensure a better position to an extent. * Considerably more spend on consumer advertising. According to the figures shown in Exhibit 2, it is quite evident that the advertising spend of Black & Decker in 1978 was approximately 300% more than Skil Corp.