Thinking critically simulation review Essay Example for Free

Thinking critically simulation review Essay In our every day lives, we are called to have decisions every minute, even every second. The start of our day is merely our decision, and even our breathing is also controlled by our decision to be living another day. Our lives are affected by how we make it and the decisions that comprise our day. Strategies of coming up with a decision vary with every person depending on how they have been trained. The effectiveness of such decision will depend on the attainment of the goal of the activity. There are a number of suggested strategies that are cited in journals so as not to encounter stress and problems upon the implementation of the decision. In this project, we have encountered problems in laying down our thoughts for our personal differences. Moreover, there are instances that we are reaching a debate in giving up our ideas. Personality difference is sometimes a problem in coming up with a decision. Good thing, there are those who are matured enough that we are able to talk about things in a normal way. Communicating what we want is not that difficult because we agreed that we are going to attain a single goal, and that is to become successful with the project. Resources should also be adequate so that the performance of the activity will not come into a halt whenever materials are drained. I realized that it is important that before I give into a subject matter, I should first think of it a number of times so that I may be familiar to the possible consequences of the action. Indeed, having the goal to finish the activity is helpful in doing the task. The simulation helped us view some of our agreements and decision in a different way rather than the usual. It is necessary that we are able to examine early the good and bad outcomes of our decision. Decision making process is really something that should be paid attention to. It must not be regarded as a simple thing for it can affect a number of people whether in the group, community, city or country. Reference Mind Tools. 2008. Decision Making Techniques. Retrieved 31May 2008 from http://www. mindtools. com/pages/main/newMN_TED. htm

Impact of Pop Art and Design on British Culture of the 1960s

Impact of Pop Art and Design on British Culture of the 1960s Pop Art is a 20th century art movement and style that had its origins in England in the 1950s and spread across the globe (most notably the US) in the 60s. Pop artists often utilised the techniques and imagery of pop culture, incorporating everyday objects such as comic strips, billboards, supermarket products, pictures of celebrities and magazine advertisements into their work. The most well-known and influential artists were Richard Hamilton and David Hockney (British) and Andy Warhol, Roy Lichtenstein, Jasper Johns and Robert Rauschenberg (American). This paper will examine the impact of Pop Art on British culture of the 1960s, with a special emphasis on the movements leading figure, David Hockney. While Pop Art in its earliest incarnation in late 50s Britain had a nostalgic flavour, as it spread, it was consistently linked more to the wealth and prosperity of the post World War II era (Biddington, 2007). The term was first coined by the English critic Lawrence Alloway in a 1958 issue of Architectural Digest to describe the paintings that celebrated post-war consumerism, defied the attributes of Abstract Expressionism, and worshiped at the alter of materialism (Pioch, 2002). Practitioners of Pop Art replaced the epic with the everyday and the unique with the mass-produced, eroding the fixed divide between high and low art, good and bad taste and fine art and commercial art (ibid). Advertising and the media were some of Pop Arts favourite subjects, and the artists seemed to simultaneously celebrate and critique consumer society: Oftentimes the work itself suggested the depersonalized processes of mass production in areas of popular taste and kitsch previously considered outside the limits of fine art. It rejected the attributes associated with art as an expression of personality. Works were close enough to reality and at the same time it was clear that they were not ready-mades but artificial re-creations of real things (Damjanovic, 2006). Considered by many to be the first Pop Art piece is Richard Hamiltons Just What Is It that Makes Todays Home so Different, so Appealing?, which incorporated numerous references to popular culture and materialism (Biddington, 2007). Jasper Johns and Robert Rauschenberg followed his lead and used popular imagery such as the American flag and beer cans in their paintings, collages and prints, while Andy Warhol favoured the use of famous people and everyday objects in his silkscreens (ibid). Alternatively, Roy Lichtenstein utilised a comic strip style in his paintings. However, perhaps the most important artist of them all (and certainly the most famous and highly publicised British artist of his generation) was David Hockney. By age eleven he had already decided that he wanted to be an artist, and years later he attended the royal College of Art in London, where, in his own words, he realised that there were two groups of students there: a traditional group, who carried on as they had done in art school, doing still life, life painting and figure compositions; and then what I thought of as the more adventurous, lively students, the brightest ones, who were involved in the art of their time. They were doing big Abstract Expressionist paintings on hardboard (Lucie-Smith, 1999). Hockney, in turn, tried his hand at abstraction, but found it too bleak. In search of his own style, he rejected figure-painting as anti-modern and experimented by including words in his paintings in order to humanise them; these, however, were soon joined by figures painted in a deliberately rough and rudimentary style which owed a great deal to Jean Dubuffet (ibid). After a prize-winning career at the Royal College of Art, Hockney achieved international success by the time he reached his mid-20s with a show at the Young Contemporaries Exhibition in January, 1961 (Pioch, 2002). This show marked the public emergence of Pop Art in the UK, with Hockney as one of the movements leaders. His paintings of this period were often playful and witty (very much in the vein of Pop Art), although he was also adept at more serious and traditionally representational portraiture, such as Mr. and Mrs. Clark and Percy (Tate, London, 1970) (ibid). Hockney was also a skilled draftsman and graphic artist, and his work in this field including etched illustrations to Cavafys Poems (1967) and Six Fairy Tales of the Brothers Grimm (1969). Hockneys success was so rapid that after leaving school he did not have to rely on teaching to make a living, like the majority of his contemporaries (Lucie-Smith, 1999). In the early sixties he travelled to Egypt, Italy, Germany and the United States. He fell in love with Los Angeles, where, in his own words: Within a week of arriving there in this strange big city, not knowing a soul, Id passed the driving test, bought a car, driven to Las Vegas and won some money, got myself a studio, started painting, all within a week. And I thought, its just how I imagined it would be (ibid). Upon his return to England he began to make a series of prints which were an updated version of Hogarths Rakes Progress, and which reflected his American experiences (Gurewitsch, 2006). He also began using acrylics rather than oil paint, which led to five one-man shows in 1966 throughout Europe, and later his first major retrospective exhibition, at the Whitechapel Art Gallery in London (Lucie-Smith, 1999). By this time, Pop Art, with Hockney as its patron and star, was widely popular in Britain, and   coincided with the youth and pop music phenomenon of the 1950s and 60s, and became very much a part of the image of fashionable, swinging London. Peter Blake, for example, designed album covers for Elvis Presley and the Beatles and placed film stars such as Brigitte Bardot in his pictures in the same way that Warhol was immortalizing Marilyn Monroe in the USA (West, 1996). It could be argued that while Hockneys work was the impetus for the growing acceptance and influence of the movement, in many ways he himself was the reason for its success. For Hockney wasnt simply a talented artist; he was a personality. With his bleached hair, his outward homosexuality (the subtext of which was also found in his work), his vocal admiration of Whitman and Cavafy, his eccentricity and gregariousness made him instantly likeable (Lucie-Smith, 1999). There was an even a film about him, his life and his work (Jack Hazans A Bigger Splash) that was widely popular. People saw in Hockney the embodiment of the freedom and newness of the 60s, the tearing down and humanising of the sacred and the revered, along with a newfound openness to sexuality, and it is difficult to say where the work stopped and the person began; that is, was Pop Art the influencer, or was it Hockney himself? Were the widespread effects attributed to the movement (low art rising to the status of high and vice-versa; the pasts powerful icons suddenly relegated to mere products and everyday objects achieving the level of works of art; pop culture supplanting tired, traditional culture; the old art world establishment being turned on its head; etc.) because of his paintings or his personality? Furthermore, was Hockney himself the catalyst for this, or was he merely following the zeitgeist? While it is difficult to say, two things are certain: Hockney was an important figure during this time, and 60s Britain was forever changed. Hockney eventually turned away from Pop Art painting, and branched out into other forms, including photography, set design, costumes, lithographs and even work made using colour photocopiers. As for Pop Art, while it still survived in Britain, thanks to artists such as Hamilton, R.B. Kitaj, Allen Jones, Eduardo Paolozzi and Peter Blake, for the most part it became more associated with its American counterparts, ending up the territory of Warhol and the like. But the movements effects on the artwork and cultural climate lingered for a long time, virtually transforming television, advertising and packaging, not to mention photography (David Bailey, John Cowan, Robert Whitaker) and architecture (Cedric Price, Alison and Peter Smithson). Bibliography Biddington, J. Pop Art: What is it? Pedigree and Provenance, 2007. http://www.biddingtons.com/content/pedigreepop.html Damjanovic, Sasa. Pop Art. HuntFor.com, 2006. http://www.huntfor.com/arthistory/C20th/popart.htm Dormer, Peter. Design Since 1945. London: Thames Hudson, 1984. Green, Jonathon. All Dressed Up: The Sixties and the Counterculture. London: Pimlico, 1999. Gurewitsch, Matthew. David Hockney and Friends. The Smithsonian, 2006. Lucie-Smith, E. Lives of the Great 20th-Century Artists. London: Thames Hudson, 1999. Pioch, Nicolas. Pop Art. WebMuseum, Paris, 2002. http://www.ibiblio.org/wm/paint/tl/20th/pop-art.html West, Shearer (ed.). The Bulfinch Guide to Art History: A Comprehensive Survey and Dictionary of Western Art and Architecture. Boston: Little Brown and Co., 1996.

Britannia Industries Problems

Britannia Industries Problems Britannia begins with the business producing electricity. Britannia mechanized its operations, and in 1921, it became the first company in Asia using imported gas ovens. Britannias business was growing. Britannia acquired a reputation for quality and value very fast. During the World War II, the Government rewarded Britannia by contracting it to supply service biscuits to Armed Forces. And therefore the company was incorporated in 1918 as Britannia Biscuits Co. Ltd. in Calcutta and in 1924, Peek Frean UK acquired a controlling stake in the company, which was later passed on to Associated Biscuits International UK (ABI). During the 1950s and 1960s, Britannia expanded its operations beyond Calcutta to Mumbai, Delhi and Chennai. In the year 1978 company went for public issues and Indian shareholding crossed 60%, firmly establishing the Indian ness of the firm and formed Britannia Industries Limited (BIL). It crossed the Rs100 crores revenue mark in next four years (in 1983). In 1987, Nabisco acquired ABI. Then in 1989, JM Pillai, a Singapore-based non-resident Indian (NRI) businessman, and Grouped Danone acquired Asian operations of Nabisco and the controlling stake in Britannia. Later, Danone and Nusli Wadia took over Mr. Pillais holdings. Britannia has been jointly owned by Danone and Wadia Group since 1997. The two along with five other companies form a holding company called Associated Biscuits International Ltd., which owns a 51% share of Britannia. The remaining 49% share is held by the public and financial institutions. On the operations front, In 1997, the company unveiled its new corporate identity Eat Healthy, Think Better and made its first foray into the dairy products market. In 1999, the Britannia Khao, World Cup Jao promotion further fortified the affinity consumers Britannia emerged as one of Indias biggest brands in 21st century in the country. It is equally recognized for taking innovative approach to its products and unique marketing concepts: the Lagaan Match was voted Indias most successful promotional activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became Indias most successful product launch. In 2002, Britannias New Business Division formed a joint venture with Fonterra, the worlds second largest Dairy Company, and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition of its vision and accelerating graph, Forbes Global rated Britannia One amongst the Top 200 Small Companies of the World, and The Economic Times pegged Britannia Indias 2nd Most trusted brand. Having succeeded in garnering the trust of almost one-third of Indias one billion populations and a strong management at the helm means Britannia will continue to dream big on its path of innovation and quality. And millions of consumers will savor the results, happily ever after. Britannia puts a lot of emphasis on its primary biscuit brands including Tiger, Good Day, Marie, Milk Bikis, 50:50 and Treat. Biscuits make up more than 80% of the companys production bread, cakes and dairy constitute the remaining 20%. Its brands are considered to be an excellent value by Indias price-conscious consumers. BIL is the first company to introduce the several varieties of biscuits in India, such as 50:50, glucose biscuits for children, chocolate biscuits, butter biscuits and became the household name of the country. In fact some of these brands are bigger than several multinationals in the food business in India. The Tiger brand biscuit, one of the most well-known, is extremely popular among rural consumers with almost 50% of the brands value sales coming in from rural areas. Market of Britannia According to Euromonitor International, Britannia continues to have a strong presence in Indias bakery products industry. In 2001, the company had 18.9% market share for all bakery products; that number rose to 19.9% by 2004. As for the biscuit portion of the business, Britannia had 41.2% market share in 2001 and 43.6% in 2004 when Britannia was the national leader in biscuit sales. Currently Britannia Industries Ltd, accounts for about 38% in value and 32% in volume of the organized biscuits market in India. Bakery product sales increased from 13.9 billion Rupees (US$295.6 million) in 2001 to 17.2 billion Rupees (US$368.1 million) in 2004, a 7.6% compound annual growth rate. Biscuits made up 82% of Britannias bakery products value sales in 2001 and rose to 85% in 2004. Of Britannias total biscuit value sales, 82% are from sweet biscuits and 18% are from savory biscuits and crackers. In the companys baked foods category, 87% consist of bread products, 13% are cakes. The entire biscuit market is estimated to be around 1.1 million tones per annum, totaling to around Rs 50 billion. The biscuit segments enjoy the most developed markets for any item having mass consumption, It covers over 90% of the overall potential market. This means over 900 million Indians consumes biscuits, with varying frequency in a year. From the supply side the market is highly competitive, with many small scale manufactures and the organized large scale sectors. [Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm] After the 1997 Britannia changed its strategies from product oriented to opportunity oriented. Earlier Britannia has narrow lined products mainly for kids but when the trends. Preferences and taste of common man changed Britannia also added number of varieties in its products and they in real sense used the opportunity in making the products, Britannia widen its product line which follows the STP. They served the products for all the categories of people, now biscuit is not only meant for guest but also for the individuals by introducing tiger biscuits in small packs. Britannia holds about 46% of market share (Note1) by value in the fiercely competitive market. Targeting the key consumers and and changing the products with opportunity has worked for the Britannia and thats why they are the leader in the biscuit range. Note 1 Source http://www.superbrandsindia.com/images/superbrands_book_2004/britannia/index.htm Product Portfolio of Britannia Britannias entire product offering derive their premium qualities from the principles of health and taste. This key premise has led to the evolution of a lifetime menu where Britannia product exists for every stage in a persons life. The highest consumption group for biscuit are children; here Britannia offers milk bikis with all the goodness of milk required by younger kids. While the tiger brand is aimed for 7-14 year olds and provides them with the exuberant health required by winners of tomorrow. Treat a range of delicious cream biscuit- is meant as a treat for children during fun times. A particularly notable success has been little hearts, meant for teenagers and kids, which has completely dispelled an erstwhile industry axiom that this target group did not snack on sweet biscuit. Moving on other age groups, Britannia created 50-50 as a biscuit snack for young adults. The savory time pass brand is targeted at the same age group as well, Britannia mariegold, is regared as a tea-time offering, packed with wheat energy with health conscious urban adults. Good day, a cookie filled with rich ingredients is a healthy everyday treat for entire family. Britannia has a range of cakes and bread entrenched in the bakery segment. These products allow the consumers a better interactions with the brand and maintains continuity of the taste with health promise. In 2004, the company was extremely active in rolling out new products. It introduced its Little Hearts brand, which are referred to as melt in the mouth biscuits. Little Hearts Orange (orange-flavored biscuits) and Classic retail for 10 Rupees. Britannia also added Blackcurrant Treat, Jam Treat, Good Day Gingernut and Good Day Choco-Nut to its growing biscuit line in 2004. For the bread and dairy markets, Britannia introduced NutriChoice vitamin-enriched bread and Milk Man low-fat cheese slices. There were no new product launches in 2005, instead the company worked on strengthening existing brands. It released Premium Assorted Exotic Creme Biscuits, which feature varieties of some of the most popular biscuits Pure Magic Chocolate, Pure Magic Vanilla, Pure Magic Strawberry Vanilla and Jam Treat. The pack retails for 100 Rupees. The company also reformulated its 50:50 Maska Chaska biscuits. Sourcing Strategy: Outsourcing Vs Manufacturing With only four plants located in the country, its hard to imagine how Britannia Industries Ltd. became one of the largest food companies in India. But thanks to the companys system of outsourcing a significant quantity of products, Britannia is able to offer more than 13 brands and more than 200 SKUs for its customers in India and around the world. The companys plants are located in Indias four major metropolitan cities Kolkata in eastern India, Chennai in southern India and Delhi and Uttaranchal in northern India. Combined, these facilities employ more than 4,300 people and yet only make 30% of the companys products. Sixty-one other contracted factories produce the remaining 70% of Britannias product line. Its a distributed manufacturing strategy in Britannia Industries Limited designed to optimize the delivered cost to the consumer. Outsourcing manufacturing is a model used by many other companies in India, both in the consumer packaged and durable goods segment in such companies Britannia Industries Limited and Hindustan Unilever limited are effectively using this strategy. The 61 factories contracted to produce Britannia products do not produce any other products at their locations. Certain brands and product varieties are made at particular facilities. Even though the contracted facilities are not owned by Britannia, they are monitored by company representatives to ensure quality control. For example in the northern region of India there are eight manufacturing units including Britannia Industries limited New Delhi, where Britannia has outsourced its manufacturing. And for the quality control there is a Quality Assurance Team guided by Quality Assurance Manager Mr. Dev Raj Dabas. A brief introduction of these eight is given below: French Foods Faridabad Gokul Foods Kanpur RKM Foods Kandrori BIL New Delhi Delta Foods Biscuits Gaziabad Delta Foods Cake Gaziabad JB Managaram Gawalior Super Snacks Gaziabad Britannia generally launches products that offer the company good returns, supporting these through brand building and leveraging on its nationwide supply chain. Sales and Distribution of Britannia Britannia two different kinds of distribution networks one is for dairy products and other one is Bakery products. Here distribution network of bakery products has been discussed. In Bakery products Britannia applies two kind of distribution system. These are given below: Mass Distribution Selective Distribution 1. Mass Distribution Britannia use to produce general FMCG products which are in form of packaged food and which need not to have very special kind of distribution strategy. Like other FMCG companies Britannia also use mass distribution system. Since all almost all the products of Britannia are of low price, repeat purchase items, and does not require much of effort from customer side. So ultimately these products are sold on mass distribution basis. Mass Distribution Structure of Britannia for Bakery Products: CF Distributor 1 Retailers Consumers Distributor 2 Distributor 3 Factory There are four CF of Britannia in NCR region: Mudka Bahadurgarh Bakoli Gaziabad Kundali- Sonipat 49 distributors are working under these four CF. The distribution network of Britannias products from top to bottom is given below: First of all stock is sent to these CF, and then this stock is sent to the various distribution canters of Britannia. All of these distribution centers do not contain products of any other brand. Now this supply of stock is based on full e-network. This system has been provided a particular terminology i.e. UDAAN PACKAGE. In this system the accountant who is in distribution center submits an online order to the CF. Then in CF the order for a particular distribution center is automatically generated and further fulfills by CF. Britannia has established these CF at very appropriate locations. As soon as there is a demand generated in any distribution centre These CF are able to fulfill the demand within four to six hours. So it is clear that CF provides quick delivery to the distribution centre. But in order to meet this demand the CF also has to keep some inventory with it. Now if we talk according to the distribution point of view we will find that Distribution Centre has to also make some inventory in order to meet any kind of scarcity or instant demand. According to Mr. Randhir Kumar, (Territory Sales Incharge, Britannia Industries Limited), the distribution center has to maintain inventory of three days. Now the distribution of stock from the distributor to retailer can be further explained by taking a distributor Keshav Enterprises. Keshav Enterprises is the distributor near Kishan Garh Vasant Kunj; handles 850-1000 outlets. The area which a distributor covers is also very large. E.g. Keshav Enterprises handles Munirka, R.K. Puram, South Moti Bagh, Vasant Kunj, Sataya Niketan, Mahipal Pur, Kapashera Border, Bijwasan, Nangal Dairy and Vasant Vihar. There are 49 such distributors of Britannia in Delhi. Under this distributor five sales men work and they cover the entire area which is mentioned above. Here the distribution is again divided into two parts i.e. distribution for General Shops Key Account Outlets (KAT) 1). General Shops Distribution to general shops is done by two sales men. They cover 30 to 40 outlets every day. Now the number of these outlets is not content, it varies time by time as they are not very loyal to the company and also does not contribute to very prominent sale. 2). Key Account Outlets (KAT) These outlets are covered by two sales men and they take order from these outlets biweekly. These sales men visit twenty to twenty five outlets every day. These outlets are very much loyal to the company and provide prominent business to the company. So from the sales point of view these outlets are very important. Now the stock is moved from distributor to the retailers. For selling the stock on the retail outlets there are two processes: Order Booking Ready Stock 1). Order Booking There are separate sales teams who perform this task. For example one sales team has to go for order booking. In this process the salesman first go to shop to shop and book the orders from there. On the other day or some times on the same day the delivery van goes every where in order to fulfill the orders. Now due to this method distributor not only gains the sales as well as looses the sale. Order booking process is done in Britannia on Biweekly or Weekly basis. Some times Order Booking and Ready Stock both the task are performed by the same sales man. Benefits of Order Booking In this process the distributor always remains in better position to forecast the demand. As the sales man has already an order list. This helps not only to the distributors but also to the CF as well as finally to the factory in order to make more realistic demand. Since the sales man does not have to do more but to book the order, it enables the sales man to search out the new opportunities in the market. It helps not only to the company but also to the sales man as sales man gets special rewards from the company side. Since during this process the sales man gets extra time in which he/she gets enough time to interact with the retailer which is again very important. Actually the retailer does not want only profit but also a better respect and courtesy from the salesman. So in such situations if the retailer is getting good time with the salesman, surely he will be more loyal to the company. Also during this period the sales man could increase the visibility of its products in the shelves of the shop keeper. Drawbacks of Order Booking Along with all these benefits there are some drawbacks also involved in this advance booking process. Some times sales man takes orders from the shopkeeper and assures him that the order will be fulfilled on next day. But during this period the sales man of other company comes and provides the same product at some discounts or with some schemes in this condition the shopkeeper takes the stock from that sales man. 2). Ready Stock In this process the sales man carry the team along with him which contain a delivery van, a driver, and one or two helpers. The sales man takes order from the shops and also places the order at the spot. There are following benefits and drawbacks of this method. Almost thirty to forty outlets are visited by this way. Benefits of Ready Stock The retailer gets stock on the spot without any delay. The sales man does not give a chance to the retailer to switch any other brand. The defected stock is replaced on the spot. Drawbacks of Ready Stock The sales man does not get enough time; he simply dumps the stock and moves from one store to another store. Even then he does not cover many retailers, as the delivery process takes a lot of time. What amount of stock should be carried by the sales man is also can not be predicted. The sales man moves to pre decided path and could not find new shops, so the market penetration by the sales man is also very rare in this case. 2. Selective Distribution Selective distribution is done for premium products of Britannia. There are eight SKUs, for which Britannia uses selective distribution. These brands are: Chochlor Intoxication Almond Addiction Chocolus Addiction These products are very costly and lie between the prices ranges of Rs. 150 to Rs. 200. Now these products are not supplied by the distribution centre but directly from CF. These distributions are done through the Merchandiser Team. Merchandiser Team is elaborated in further pages. Merchandiser takes order from these exclusive shops and transfers this order to the CF. Now CF sends the stock and the billing is done by the respective distribution centre. Selective Distribution Structure of Britannia for Bakery Products Exclusive Retail Outlet Exclusive Retail Outlet Exclusive Retail Outlet Exclusive Retail Outlet CF CF Factory The Challenges To compete effectively, Britannia found that it was essential to get sales people out in front of customers yet this isolated them from their ordering systems. Managers wanted to enable remote working to allow more time to be spent with customers, while providing easier access to ordering and production management tools. The Solution Use of ERP based solution in Supply Chain It is recommended that Britannia implement mySAP ERP applications for the high performance and highly scalable IBM technologies. The mySAP ERP software enables full access to companys inventory, production planning, sales order systems accessed through a simple Web browser and SAP client. The Benefits: Britannia can expect to achieve around 30 per cent lower database administration costs, with better technical performance leading to increased productivity . Sales team can complete orders quickly without waiting to return to the office; Britannia can provide information on pricing of the existing product and stock-availability in real time; lower software license fees for remote systems and reduced administrative and maintenance workload means a significant reduction in TCO. The ERP functions from the perspective of supply chain optimization are shown in following flowchart. Overall process optimization Expense optimization Revenue and Profit optimization Logistics optimization Knowledge optimization ERP optimization at various stages of supply chain The business value of the ERP system includes: Streamlined supply chain and accurate information. Reduced supply chain costs. Increased sales through accurate product availability. The following figure highlights IT components in ERP, IT infrastructure and resources in SCM. The SCM planning is the input for ERP. Operating system Data warehouse Retail Link Data, account, analysis Forecast Inventory plan ERP SCM Manufacturing planning Feedback S E R V E R S Intelligent Systems Internet ERP, IT Infrastructure and resources in SCM Key Solution Components Industry: Foods Applications: mySAPà ¢Ã¢â‚¬Å¾Ã‚ ¢ ERP ECC 6.0 Hardware: IBM System p5à ¢Ã¢â‚¬Å¾Ã‚ ¢ 570, p5-520, IBM System Storage ® DS4300à ¢Ã¢â‚¬Å¾Ã‚ ¢, IBM TotalStorage ® 3580 tape drives Software: IBM AIX ® 5.3, IBM DB2 ®

Riding Bikes and Raising Social Consciousness Essay example -- Persona

Riding Bikes and Raising Social Consciousness Instructor’s comment: This student invites his readers along for a bicycle ride, immersing us in the sights, smells, sounds, and physical sensations of a phenomenon unique to San Francisco. Along the way he educates us about the political and social significance of the ride—but in such a genial, inclusive way that we may not even realize right away that we’ve been taught a lesson in social consciousness-raising. crit’i cal mass’ n. 2: an amount necessary or sufficient to have a significant effect or to achieve a result. —Random House Webster’s College Dictionary On the last Friday of each month, Tom, an amiable Jesuit Brother who loves cycling, my best friend, Ron, a few awkward freshmen, and I would all meet at school around 5:00 p.m. We would all be dressed differently: me in my jean shorts, a ratty tee shirt, and my purple helmet; everyone else in a combination of blue jeans, sweaters, jackets, and red or white helmets. The colors of our helmets, clothing, and bicycles constituted at least a perfect rainbow. Wasting no time, we would begin our migration, a race against the fog and its pursuing damp chill, to dominate the streets of San Francisco for one night as a unit, a voice, a symbol, and a mass. On this one night of each month, cars become the minority, the police blocking the intersections to allow the steady flow of 1500 cyclists to flow continuously like a giant, fluid serpent, oozing around the skyscrapers. Fueled by whoops, shouts, high-fives, clanging bells, screeching whistles, rattling chains and fenders, and the mesmerizing, silent symphony of blinking red lights, we would pedal all over the city for our own personal reasons and causes, but also for the ... ...Golden Gate Park by the well-maintained Victorian houses of the Castro and Lower Haight. Once on Kennedy Drive in the park, the entire Mass was about half its original size, since many people had split off and gone home along the course of the ride. When we finally got to the Polo Field, everyone laid their bikes down on the damp grass. The sun had already set, but there was just enough light in the sky to give it a dark blue color. The temperature was moderate (in my opinion), but many were putting their jackets and sweaters back on, including Ron and Tom. The freshmen found us almost immediately. They said they had â€Å"had a blast† and managed to stay right at the front with the â€Å"hotshots.† Good for them. I, on the other hand, was glad to stay at the heart of the mass, where we were a part of something important and wonderful. We were a critical mass—a velo de force.

Dell Ad Campaign Essay -- GCSE Business Marketing Coursework

Dell Ad Campaign The biggest area of expansion for Dell is the consumer market. In order to develop more sales in this market Dell needs to focus more advertising on the needs and wants of the consumer. Currently Dell promotes its direct model, which is a key factor Dell needs to create a better position for itself in the consumer market. With all of the PCs in the market being more or less equal, Dell needs to focus on what differentiates its products from the competition, namely service and support. The advertising campaign need to focus on the emotions of the PC users as oppose to merely their logical side. With a strong emotional ad campaign focusing on the anxieties and fears of the consumers when it comes to making the decision for a computer purchase Dell can reassure the consumers that we are there for them. The direct model and more importantly the virtual integration should be the focus of the campaign as oppose to a â€Å"teen-age† part-time employee at your local mall. Why would anyone want to go into a super store where the salesperson pitches everything under the sun to you before you finish telling them what it is you need. With the build-to-order direct way Dell operates â€Å"you tell us what you want, we don’t tell you what you want.† The advertisement campaign will need to be coordinated in print, television, radio and obviously the Internet. Dell can also integrate the direct mail pieces and catalogs with the new pitch to further expand its reach and frequency. Dell can also continue to work towards the small and medium businesses through this strategy using a similar â€Å"mirror† campaign in the trade publications and in trade show displays. The idea will be to have the campaign as recognizable and incorporating the â€Å"Be Direct† slogan that made Dell what it is. According to the Boston Consulting Matrix a â€Å"Star† is in a high growth market such as the PC market and the company has a high market share as in Dell’s case. With a â€Å"Star† the recommended strategy is to build. In this case the all of Dell’s products, desktops, notebooks, workstations, and servers fall into the â€Å"Star† scenario and as such Dell needs to utilize strategies that will build the market. By building the market a company can realize the maximum potential of the product line, if a â€Å"Star† is left alone its true potential may never be realized. With the PC marke... ...are being discussed and investigated. Given the failure Dell had in the retail channel these experiences could be shown to bring more customers to the direct model which would be informative for the consumer. With Dell’s â€Å"Be Direct† position already commonplace, Dell will be associated with the direct model to cut off the competitors trying to â€Å"be like Dell†. Advertising Schedule As stated in our recommendations we will be beginning an advertising campaign to increase Dell’s share of mind and share of heart in the market. The campaign will be primarily focused on the consumer and small business segments. A pulsing strategy is recommended, built around our existing sales trends. The campaign will run for nine months from April to December, with three different but related messages. Below is our corresponding sales trend that will allow us to best choose the pulsing strategy. As you can see from the trend line between April and December our peak sales times are April, July and August, and December. We will schedule our strongest reach and frequencies to correspond to these peaks. By increasing our total GRP during peak months Dell can best use its advertising resources.

Tom Brown’s Schooldays

Schooldays Different Interpretations Tom Brown’s Schooldays by Thomas Hughes was first published in 1857, yet it is still currently used in several literature classes. The book is a phenomenal piece of literature that has motivated several people into creating their own adaptations in a media format. The main protagonist in the story is Tom Brown, a young thirteen year old boy with great Christian morals before attending Rugy School. The antagonist and bully of the story is Harry Flashman who is corrupted by the power he receives from his father’s influential role in funding the school.The Story follows Brown’s transformation from a kind and gentle young man into a cruel boy with no remorse. The main influence on Brown’s metamorphosis was Flashman’s constant harsh treatment of weaker and younger students attending Rugby. At the end of the story Brown takes a look back at the time he spent at Rugby and is forced to question his morals. The 2005 movie adaptation was very well scripted and contained most of the basic themes that were portrayed in the book. After doing an acceptable amount of research about the movie I discovered that it was filmed at the actual Rugby School described in the book.I was surprised to see that most of the cast members fit my description of what the characters should look like from reading the book. Watching the movie and reading the book were similar in the way of developing an emotional bond between the characters and the audience. An example of this would be my hatred toward Flashman because of his harsh treatments on the weaker children that couldn’t defend themselves. Although the movie was quiet of an emotional thrill ride there were significant differences from the original story.It is an extremely difficult task to depict the same story in a novel onto a movie or TV screen, and Tom Browns Schooldays directed by Dave Moore was no exception. The movie had left out two significant parts of the story that were crucial to the introduction and conclusion of the novel. The beginning of the movie started off with Brown’s father talking to him about not loosing his Christian morals and sending him to Rugby. In the novel it begins with Brown’s pleasant life before Rugby School, this helps the reader establish Tom’s personality and experiences. I was disappointed when I idn’t see this in movie because it helps the reader develop a sense of Brown’s past and compare it to his life at Rugby. The conclusion of the movie ends with Brown as one of Arthur’s pallbearers at his funeral. It was interesting to see this in the movie because in the original novel Arthur never died and actually helps the other students realize their harsh methods, inevitably changing their ways. There was also an added scene in the movie that never occurred in the book. The sex scene involving Flashman and Sally which I found quite pointless to include in the movi e.After comparing the novel and movie it is hard not to notice the differences but the main theme of a young man realizing his moral obligation is still portrayed. I enjoyed reading and watching the story but overall I have to say the novel was much better because the movie kept on straying away form the original story. I understand that Dave Moore was trying to make the movie original because of the previous movies before, but it felt like a different story in the introduction and conclusion of the movie. Tom Brown’s Schooldays by Thomas Hughes is a wonderful work of literature that will still be widely used in future.

Creating Human Service Agencies Essay

Human Services agencies play a vital role in connecting community resources to those in need of services. Some of the agencies are more beneficial to the community than others. Some of the larger agencies that are well connected with political figures tend to receive more funding, and directly affect local policy changes. Inadequate, funding prevents most human services agencies from conducting program evaluations that could be used to help strengthen their capacity, increase funding and track success. One small organization located in Tallahassee, Florida defies those odds. The agency is located inside Bond Community Health Center the largest community health center in Tallahassee. The small agency is a pioneer of social change in the field of HIV/AIDS creating the only active Peer Navigator program. The Minority Alliance for Advocating Community Awareness and Action, Inc. (MAACA’s) mission statement is to empower the minority community through the linkage of services, the creation of culturally sensitive programs and through mobilization strategies. According to the history â€Å"the Minority Alliance for Advocating Community Awareness and Action, Inc. MAACA), formerly known as the Minority AIDS Action Committee (MAAC) was established in October 1999, under Shisa, Inc. Shisa, applied for federal funding from the Center for Disease Control (CDC) to help with the increasing number of new African American HIV infections cases in the United States. The CDC cooperative agreement capacity-building grant no. PA00003 Priority 3: Strengthening Community Capacity for HIV Prevention was awarded to Shisa, Inc. Shisa’s task was to build the capacity of African American communities to address the growing need for HIV prevention. States and counties covered under the cooperative agreement included Mobile, Alabama, the pan handle of Florida down to Jacksonville, Florida and then over to Thomasville, Georgia. According to the contract the boards were to provide three areas: 1) create community boards in each of the locations, 2) the board provides prevention events in the African American community especially during National HIV Observance Days and 3) the MAAC boards were to host community capacity building workshops. â€Å"In the early days of the HIV/AIDS pandemic, there has been since the 1980s a â€Å"profound re-medicalization of sexuality. One of the best-known works on the history of HIV is 1987’s book And the Band Played On, by Randy Shilts. Shilts contends that Ronald Reagan’s administration dragged its feet in dealing with the crisis due to homophobia, while the gay community viewed early reports and public health measures with corresponding distrust, thus allowing the disease to spread and hundreds of thousands of people to needlessly die. This resulted in the formation of ACT-UP, the AIDS Coalition to Unleash Power by Larry Kramer,† Wikipedia. According to Wolf Wolfberger, conscious rather than unconscious ideology; â€Å"One thing that can be very bad about our ideologies is that more often than not, we are not aware of them. Sometimes we take them so for granted that we lose sight of their existence†¦ At other times, we simply are not equipped intellectually to formulate our ideologies into words. At yet other times, our ideologies are so bad that we cannot consciously face up to them. † â€Å"For example, we all claim to believe in equality – and then we practice gross discrimination, but deny it because we cannot admit it and therefore do not realize that we discriminate. It is with those ideologies that the stigma, fear, discrimination, homophobia, and negative perceptions about HIV/AIDS that places too many US citizens at a higher risk of infection. Many at risk for infection fear stigma more than actual infection itself especially in the African American communities. They instead choose to hide their high-risk behavior rather than get counseling and testing. The lack of awareness of one’s HIV status can affect the overall HIV rates. According to CDC data, â€Å"approximately 1 in 5 adults and adolescents in the U. S. living with HIV don’t know their HIV status. This translates to about 116,750 persons in the African-American community. † Just as it was in the early years of the pandemic the African American community was not prepared for HIV prevention and did not understand capacity building. The rural south communities did not welcome HIV prevention work especially HIV prevention work in the black churches. Many of the other agencies were not willing or not culturally sensitive to the needs of the African American community. Human service organizations are archetypically â€Å"institutionalized organizations. That is, their growth and survival depend less on the technical proficiency of their work and more on their conformity with dominant cultural symbols and belief systems, that is, institution rule (Meyer & Rowan, 1977) (page 14 – 15). † By 1990, those institutional rules fo r HIV prevention became more structural. Policy, laws and standard operating procedures were beginning to take form such as the US Congress enacting â€Å"the Ryan White Comprehensive AIDS Resources Emergency (CARE) Act. Ryan White is the largest federal program dedicated to providing care and treatment for people living with HIV. A key component of the public health safety net, it reaches hundreds of thousands of people every year with medical care, drugs, and support services. The CARE Act has been a huge success in reducing sickness and death from HIV disease and helping people live longer, more healthy and productive lives. † Yeheskel Hasenfeld writes, â€Å"recognizing that human service organizations engage in moral work impede that they must constantly seek and maintain legitimacy for what they do. They do so by making references to institutionalized moral system in their environment. That is, they adopt and uphold moral systems and cultural frames that resonate well with their significant audiences, such as legislative bodies, government bureaucracies, regulatory agencies, professional associations, other human services organizations, various civic and political associations, and clients (Scott, 2008). † By 2005, the Centers for Disease Control (CDC) guidelines stated that all agencies providing HIV prevention intervention programs must follow the â€Å"Behavior theory Interventions† as outlined in the CDC procedure guidance book. With this shift many of the small minority based CBO closed their doors to HIV prevention work. Of the fifteen Minority AIDS Action Committee (MAAC) boards formed during the five year of the CDC contract only the agency in Tallahassee, Florida remains. There is still a great need for the African American community to engage in HIV/AIDS prevention work. MAACA host some of the largest events in North Florida from HIV conferences to community workshops and forms. It is only when we chose to engage, constantly seek and maintain legitimacy that what we do in the field of HIV/AIDS that MAACA will continue to exist. MAACA is a champion for the people and was able to diversify funding sources while remaining true to its mission.