More impotant than a baby sitter Essay Example for Free

More impotant than a baby sitter Essay In today’s world we live our lives constantly wondering what we can do to better ourselves or our children. When in fact we should be concerned with what we didn’t do already. Pet scans and other research show that from birth to age 6 are the most crucial years for brain development. At just the age of three, a child’s brain is twice as active as the average adult brain and it stays that way for the first decade of life. With the world at its most competitive period, we want our children to be as logical and knowledgeable as possible. Preschools are a great way to focus on the essential components that allow a child’s brain to develop. Even though some parents treat preschool as a baby sitter, they may be missing the bigger picture that these great facilities are making. Babies are born learning, they make synapses connections throughout the day. And these connections are only made if they are a repetitive action, like putting the square block through the square hole. This is considered the â€Å"wiring† of the child’s brain and only takes place during the young years. Teachers know this and make the children preform the repetitive actions so the connections they are experiencing are strong and last throughout the rest of their lives. Preschoolers learn so much so fast it’s like they are making leaps in their education. If everyone was educated starting at the preschool level who knows how much more successful and developed this world would be. Preschools offer a safe environment for children to interact for maybe even the first time. This one on one contact is for proper development; the child learns how to wait, take turns and how to listen. This helps determine personality for the long run of the pupil’s life. These experiences must happen during preschool age to have a long term effect and the child benefit. Children also learn motor skills in preschool and the soft; child friendly rooms prevent any accidents or damage to their fragile bodies. They are able to try new movements and exercise their motor skills all while having fun. Music is another item introduced to the children for the first time. Musically inclined people have found to be introduced to music at a very early age according to Educational Expert Barbra Callaghan. And music has positive effects with originality and creativity. And it’s hard to call it a preschool without arts and crafts, this type of hand eye coordination goes hand and hand with the skills learned from music. Music is also a great tool for memorization, face it, when you think about the alphabet that same tune they play in preschools comes to mind. It also teaches rhythm and tempo and stimulates their brain to perform as a â€Å"sponge† to soak up information in large amounts. The first day of kindergarten can be extremely confusing and overwhelming for some children, but for children that have been enrolled in preschool it’s just a lot bigger building with new people. Preschool has been called the â€Å"boot camp of education†, because it is designed relatively similar to elementary school. And the statistics prove preschool helps in the success of public school. In 2009 a study by Duke University showed that in America, 59% of high school graduates were exposed to preschool at some time, and 41% received no education prior to kindergarten. That’s an astounding number considering the high school dropout rate in 2009 was 16% according to CNN, and it’s safe to say more than half of them were not exposed to preschool in their younger years. Preschools are designed to be â€Å"fun† for small children, and they are. But the children are learning things they will need for the rest of their lives without even realizing. Almost every situation life brings to us on a daily basis can be traced back to the developmental years that take place during preschool. Whether it’s to help you develop independence, concentration, or even your academic foundation is developed in preschool. Think about all the children that are neglected of this solid start to education. Preschool has a greater purpose than being a babysitter; It’s something we can use to better ourselves for more breakthroughs with medicine and even discoveries of a new energy. It all starts at preschool, all babies are willing to learn its natural, we just have to give them the chance. Works Cited ARSLAN, EMEL, NESLIHAN DURMUSOGLU-SALTALI, and HASAN YILMAZ. Social Skills And Emotional And Behavioral Traits Of Preschool Children. Social Behavior Personality: An International Journal 39. 9 (2011): 1281-1287. Academic Search Complete. Web. 26 Nov. 2012. Callaghan, Barbara. The Benefits of Preschool. FamilyEducation. com. Pearson Education, 05 Nov. 2009. Web. 24 Nov. 2012. . Jackson, Marshall J. Brain Development. Birth to Six. Multnomah County Library, 03 May 2010. Web. 24 Nov. 2012. . Lynch, Robert G. The Economic Policy Institute. Economic Policy Institute. Economic Policy Institute, Oct. 2004. Web. 26 Nov. 2012. . Williams, Jessie. High School Dropouts Rise. CNN. Cable News Network, 05 May 2009. Web. 26 Nov. 2012. . `

Launching Strategy Essay Example for Free

Launching Strategy Essay Purpose: Alpen Bank is facing potential growth opportunities in terms of launching a credit card to the Romanian market. The overall goal is to increase annual profit by â‚ ¬5 million within two years of launch. Selection of the right target audience, while applying the appropriate launching strategy is the direction of our focus. Our goal is to extend the Alpen Bank premium service to customers via a new product market. Predictions of economic growth in Romania, proves that the market is growing increasingly ripe for credit cards. Therefore, the issue is not whether or not Alpine Bank should launch a credit card in Romania. The concern of Alpine Bank should be when to launch said services in Romania. Current models, statistics, and research are conclusive; the time to invest in Romania is now. Position Statement: The recommendation standing and supported by enclosed financial statements are as follows: Launching a credit card in the Romanian market would meet the stated purpose by targeting the affluent and most affluent audience (Exhibit 1). The marketing approach will consist of direct sales in conjunction with branch cross selling (Exhibit 2). Also the use of magazine and television advertising strategies will enhance our position. This approach will add support for the recommendation of taking advantage of a primarily non-penetrated market. Reason: The opportunity to invest in the Romanian credit card market yields potential revenue growth, along with increasing the life time value of each customer, new and existing. With Romania entering the European Union, Alpen Bank has been prompted to re-visit its previous credit card approach in the emerging economy. Additionally, there has been an increase in luxury products and purchases, displaying increased consumer purchasing power, a potential indicator of an increased interest in credit card. Furthermore, Romania is in a transition period, with cards gaining favorability over cash payments. Alpen Bank hopes to build upon prior methods explored in Romania by competing banks in penetrating the credit card market. Decision Options (Exhibit 6): 1.Launch a credit card in Romania. 2.Do not launch a credit card in Romania. Decision Option 1 a.Add a new market: Alpen Bank can continue its successful venture in Romania by adding a credit card to its portfolio. This will foster a continuing growth in an increasingly affluent Romanian upper class. As purchasing power is determined by income level and accumulated wealth, the affluent class is more able than the middle class to make purchases on credit. b.Increase revenue: Current models and predictions indicate a strong opportunity to significantly increase the yearly revenue by investing in the credit card market. Calculations display how the venture will increase the life time value of each customer, ensuring future growth. (Exhibit 1) Decision Option 2 a.Focus on existing markets: Venturing into the credit card market could draw resources away from core Alpen Banking services already in effect for the Romanian market. b.Assure no potential risk: All investments come with inherent risks. By investing substantially into an exploratory market, Alpen Bank is running the risk of not meeting the expected outcome. The potential monetary risk could run into the millions of dollars, along with an incalculable risk to reputation. How to measure Decision Option 1 a.Establish a customer base with the affluent and most affluent: By building upon the currently excising clientele, along with attracting untapped segments of the prosperous Romanian upper class. By comparing the actual number of clients utilizing the Alpen Bank credit card with the models and predictions made pre-credit card launch. (Exhibit 4) b.Increasing revenue from the credit card launch: Expected revenue from the credit card enterprise is projected to be â‚ ¬6,698,391 within two years (Exhibit 2). By updating current calculation models with on-going information as the enterprise proceeds allows for ongoing monitoring of predicted return on investment. The lifetime value of customers will also be assessed on a yearly basis, predicting the value of loyal, long term users of credit cards. How to measure Decision Option 2 a.Projecting further growth without credit card. Venturing into the Romanian credit card market taps resources away from current banking business. Investments could also be put to use in other areas, such as higher frequency of branches opening or improving services currently offered. b.Customer awareness of the bank’s premium brand: By investing in already offered business services. Alpine Bank is committed to improving our superior line of service currently offered to the Romanian clientele. Critique of Decision Options 1 Per limitations of senior management, the investment into the Romanian credit card market must prove itself profitable within two years, yielding at least five million euro. Investing in developing a profitable line of credit cards comes with several risk factors. Predictions of profit could be erroneous, leading to a less than expected return on investments. This in turn could lead to revocable and irrevocable damage to reputation, potentially resulting in a net loss of customer over short and long term. Projections of the positive effects of Romania’s’ recent acceptance into the European Union could also be incorrect. By investing time and energy into a new business venture, current banking services could suffer from subconscious neglect by employees involved in both enterprises. Critique of Decision Option 2 A decision not to invest in the Romanian credit card market will be a hinder of growth. Currently, competing banks are investing and have invested in the growing credit card market. By delaying a venture, Alpen Bank is permitting competitors to gain establishment and credit market branding. Alpen Bank currently holds the potential necessary for a successful venture into the credit card market. By failing to employ said resources, Alpine Bank is neglecting talent and opportunity, which could lead to failure in expected profitability. Being accepted into European Union brings increasing prospect of higher return on investments in the credit card market. By choosing to stay out of the market, Alpine Bank is also forcing excising customers to other banks for credit card services. As experienced in other emerging markets in developing countries, credit card customers are less likely to switch from one credit card to another. Therefore, failing to introduce a line of credit cards now will make it increasingly difficult to attract customers when Alpen Bank eventually starts its credit card venture. Action plan: Goals: †¢Launch a credit card †¢Reach the affluent and most affluent †¢Launch marketing and adverting that appeals to our audience Action Steps: Short term †¢Marketing Plan: Release a Premium Marketing Plan that is focused, achievable, compelling, and simple. As evident by exhibit 1, the chosen target group is the affluent and most affluent segments of the Romanian population. By ensuring a proper understanding of the dynamic characterizing the targeted demographic, we are able to construct the appropriate marketing plan. This will instill the programs, tactics, incentives, and budgets necessary for a strong image and a consistent message reaching the targeted customers. †¢Marketing: Investing in direct sales and branch cross-selling holds the highest effective rate of potential customers reached. These two methods also have the lowest cost per customer. Combined they ensure the most effective tactic in recruiting customers to Alpen Bank’s credit card. (Exhibit 2) †¢Advertising: Magazine and television advertisements. Our advertising goal is to capture the attention of perspective applicants as well as converting prospects involved with other credit card venues. Establishing a clear message for the audience is essential in launching advertising Alpen Bank’s advertising campaign. â€Å"A premium clientele deserves a premium banking experience.† The launch of the campaign considers the sophisticated, vernacular culture of our Romanian clientele. The goal is to assure the same quality experience in our established bank while adding an innovative credit card product to allocate more options for our clientele. -Magazine advertisements could feature admired Romanian model Diana Dondoe, to highlight Alpen Bank’s image of being an upscale and exclusive provider of banking services. -Television advertisements could consist of 30 second runs of a Romanian couple being picked up by their driver and dropped off at the premier launch of the credit card. These are some alternatives in order to illustrate how the product could be marketed. †¢Launch of promotional events by the Alpen Bank’s public relations department. Evening events could be held at elegant local venues for charitable fundraising purposes. Long term †¢Continuing growth in the Romanian market, with special focus on the credit card market. †¢Attracting customers to Alpen Bank by focusing on its premium image and superior services. †¢Expansion in the credit card market, to have established a customer base of 200,000 customers five years following initial launch. †¢As the Romanian economy is growing, the percentage of population with a disposable income is increasing. Alpen Bank will focus on attracting new members of the affluent segment of the population. †¢Increase the lifetime value of each customer, by further expansion of the financial services offered. †¢Increase credit card utilization by informing clientele of benefits associated with credit card purchases, along with temporary potential incentives offered in order to change consumer habits. Risk and Countermeasures †¢The chosen target demographic of affluent and most affluent Romanians could prove itself too limited for effective penetration. However, as the Romanian economy is growing, the targeted demographic is also expected to expand in size. Therefore, even if the current market niche is too limited, it is expected to grow substantially over the next two to three years. †¢The expected profit of five million could not be achieved within the timeframe of two years. As limitations set by senior management calls for a substantial profit to be made within a relatively short amount of time, there is a risk of the time restraints not being met. Yet these restrictions add a clear vision, enabling a structured approach in order to meet the expected outcome within the set timeframe. Final recommendation and conclusion By venturing into the Romanian credit card market, Alpen Bank is capitalizing on a ripe product opportunity. Current predictions and models consistently indicate that by pursuing the recommended strategy, Alpen Bank will see profits grow by a minimum of â‚ ¬6.6 million over two years. Romania’s recent acceptance into the European Union, accompanied with an increase in purchasing power among the affluent fragment of the population will ensure a substantial return on investment. (Exhibit 4, 5)

Objective Of Kentucky Fried Chicken Engineering Essay

Objective Of Kentucky Fried Chicken Engineering Essay Objective of the Kentucky Fried Chicken (KFC) have two objectives are stated objective and implied objective. First objectives in the stated objective are product development. In this objective the KFC do the increase variety on menu, introduce desert menu and introduce buffet to restaurants. Second objectives from the stated objective is introduction on the Neighborhood Program with menu items target African Americans in major cities with the items of greens, macaroni and cheese, peach cobbler and red beans and rise. Besides that, menu items targeting Hispanics in major cities with the items of fried plantains, flan and tress leeches. Others objectives is implementation on non-traditional units including the shopping mall food courts, universities, hospitals, airports, stadiums, amusement parks, office building and mobile units. After that, in this objectives want to increase profitability of KFC through the reduced overhead costs, increased efficiencies, improved customer service, cleaner restaurants, faster and friendlier service and continued high quality products. Also have to resolve franchise problems in the United States. In implied objectives have four objectives. First objective is expansion of international operations to provide the increased percentage of overall sales growth and increased percentages of profit growth. Also want to increased expansion of franchises into Mexico. The next objective is expansion of franchise operation beyond Central America, continued promotion of healthier image through removal of the world fried from the name and to improve menu selection of rotisserie. Industry analysis is important to unusual for a firm in a troubled industry to perform well. The economic structure of an industry is not an accident. It is complexities are the result of long term social trends and economic forces. But its effects to the business manager are immediate because it determines the competitive rules and strategies to use. Five forces that are widely use to assess the structure of any industry. The five forces are the bargaining power of supplier, bargaining power of the buyers, threat of new entrants, threat of substitute and rivalry among competitors. The strength of the five forces determines the profit potential in an industry by influencing the price, costs and required investment of business it is the element of return on investment. Stronger forces are associated with a more challenging business environment. In the first forces is bargaining power of suppliers thats means any business requires inputs such as labor, parts, raw, materials and services. The cost of inputs can have a significant effect to companys profitability. Whether the strength of suppliers represent a weak or string force thing on the amount or bargaining can exert and ultimately on how can influence the terms and conditions of transaction in their favor. Besides thats, to reducing the bargaining power of suppliers are reduce inventory costs by providing just in time delivers, enhance the value of goods and services supplied use of information about customer needs and preferences and speed the adoption of new technologies. Second forces is bargaining power of buyers thats the power of buyers describe the effect that the customers have on the profitability of the business. The transaction between the seller and the buyer creates value for both parties. Buyers have more power when the industry has many small companies supplying the product and buyers are few and large. After that the customers have access to and are able to evaluate market information. To reducing the bargaining power of buyers are increasing their loyalty to the business through partnerships or loyalty programs, selling directly to customers, or increasing the inherent or perceived value of a product by adding features or banding. The next forces of the industry are threat of new entrants thats means the new entrants is the possibility that new firms will enter the industry. New entrants bring a desire to gain market share and often have significant resources. Analyzing the threat of new entrants involves examining the barriers to entry and the expected reactions of existing firms to new competitors. These barriers protect the companies already in business by being a hurdle to those trying to enter the market. Entry barriers are unique for each industry and situation, and a change over time. The threat of new entrants is greatest when the processes are not protected by regulations or patents and competitors may be scared away when the learning curve is steep, competitors will be attracted to an industry where the production process is easily learned. The threat of substitutes is forces of industry. Be aware that substitute products can come in many shape and size, and do not always come from traditional competitors. Products from one business can be replaced by products from another. Substitute products are those that can fulfill a similar need to the one product fills. Substitutes are a greater threat when the products does not offer any real benefit compared to other products. After that, it is easy for customers to switch. Means thats a grocer can easily switch from paper to plastic bags for its customers, but bottler may have to reconfigure its equipment and retains its workers if it switches from aluminum cans to plastic bottles. To reducing the threat of substitutes is using tactics such as staying closely in tune with customer preference and differentiating the product by branding. The last forces are rivalry among competitors. Competition is the foundation of the free enterprise system yet with small business even a little competition goes a long way. Because company in an industry is mutually dependent, actions by one company usually invite competitive retaliation. Rivalry among competitors is often the strongest of the five competitive forces, but can vary widely among industries. If the competitive force is weak, companies may be able to raise prices, provide fewer products for the price, and earn more profits. The most intense rivalries occur when one firm or a small number of firms have incentive to try and become the market leader or when the market is growing slowly or shrinking. To reducing the threat of rivals is employing a variety of tactics. To minimize price competition, distinguish the products from the competitors by innovating or improving features. WHAT IS KFC KFC Corporation founded and also known as Kentucky Fried Chicken is a chain of fast food restaurants based in Louisville, Kentucky. KFC has been a brand and operating segment, called a concept, of Yum! Brands since 1997 when that company was spun off from PepsiCo as Tricon Global Restaurants Inc. The company was founded as Kentucky Fried Chicken by Colonel Harland Sanders in 1952, through the idea of KFCs fried chicken actually goes back to 1930. The company adopted the abbreviated form of its name in 1991. Starting in April 2007, the company began using its original name, Kentucky Fried Chicken, fir its signage, packaging and advertisement in the United State as part of a new corporate rebranding program, newer and remodeled restaurants will have the new logo and name while older stores will continue to use the 1980s signage. Since its inception, KFC has evolved through several different organizational changes. These changes were brought about due to the changes of ownership that followed since Colonel Sanders first sold KFC in 1964. In 1964, KFC was sold a small group of inventors that eventually took it public. Heublein, Inc, purchased KFC in 1971 and was highly involved in the day to day operations. R.J. Reynolds then acquired Heublein in 1982. R.J. took a more laid back approach and allowed business as usual at KFC. Finally, in 1986, KFC was acquired by PepsiCo, which was trying to grow is quick serve restaurant segment. PepsiCo presently runs Taco Bell, Pizza Hut and KFC. The PepsiCo management style and corporate culture was significantly different from that of KFC. By the end of 1994, KFC was operating 4 258 restaurants in 68 foreign countries. KFC is the largest chicken restaurant and the third largest quick service chain in the world. Due to market saturation in the United States, international expansion will be critical to increased profitability and growth. The companies of KFC have more than 36 000 locations around the world. The company is ranked number 239 on the Fortune 500 list, with revenues in excess on $11 billion in 2008. Every day, more than 12 million customers are served at KFC restaurants in 109 countries and territories around the world. The companies of KFC more than 15 000 units around the world. SWOT ANALYSIS SWOT analysis is a strategic planning method used to evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. A SWOT analysis must first with defining a desired end state or objective. A SWOT analysis may be incorporated into the strategic planning model. Strategic Planning, including SWOT and SCAN analysis, has been the subject of much research. After that, in SWOT analysis have the strengths, weaknesses, opportunities and threats. The strengths are attributes of the person or company that are helpful to achieving the objectives. The weaknesses are attributes of the person or company that are harmful to achieving the objectives. After that, the opportunities means external conditions that are helpful to achieving the objectives and the last is threats means that external conditions which could do damage to the objectives. In the strength have the lack of secondary trading such as sukuk flexibility of the Syariah, Syariah Supervision, advantages of religious preposition, less use of money for speculative purpose, divine sources, Islamic rating agencies, morale and commitment to serve, huge amount of saving, innovative aspect, location wise and geographically, transparency, justice and fairness, according standards, quality of service, legal and regulatory framework and information system. After that, the weaknesses have are lack of standardization, reverse engineering of conventional product, there are differences in theory and practice, lack of Islamic gedging mechanism, no fixed obligations, unresolved fiqh issue, small percentage of profit loss sharing product, lack of qualified personnel, time or season factors, disadvantages of proposition, divergence of Shariah opinion and lack of Shariah compliant investment avenue. The opportunities have the technological advances, Islamic is a complete solution, the growth of socially responsible investing, faith based customer, large potential ahead in retail, corporate and investment banking, potential relating to sukuk, better customer relations, serving for all potential specific sectors, potential in fund management and provide innovative product. The last is threats have the global financial crisis, economic uncertainty in global market, market demand, shortage of recourses, lack of sustainable financial backing, intense competition from the conventional institutions, paucity of 100% Syariah compliant solution, liquidity and monetary management, a lot legislation is required, lack of awareness and understanding of Islamic financial product and sophisticated conventional financial system. CALCULATION KFC NAB ALL ORDINARIES DATE ADJ CLOSE RETURN ks-k bars (ks-k bars)2 1 1/6/2003 3.5 2 1/13/2003 3.6 -0.012234456 -0.011218519 0.0001258552 3 1/20/2003 3.78 -0.021189299 -0.020173361 0.0004069645 4 1/27/2003 3.62 0.018783229 0.019799167 0.0003920070 5 2/5/2003 3.52 0.012165907 0.013181845 0.0001737610 6 2/10/2003 3.46 0.007466565 0.008482502 0.0000719528 7 2/17/2003 3.12 0.044921505 0.045937442 0.0021102486 8 2/24/2003 3.5 -0.04991345 -0.048897513 0.0023909667 9 3/3/2003 3.5 0 0.001015938 0.0000010321 10 3/10/2003 3.46 0.004991946 0.006007883 0.0000360947 11 3/17/2003 3.4 0.007597182 0.008613119 0.0000741858 12 3/24/2003 3.46 -0.007597182 -0.006581244 0.0000433128 13 3/31/2003 3.42 0.005049993 0.00606593 0.0000367955 14 4/7/2003 3.46 -0.005049993 -0.004034055 0.0000162736 15 4/14/2003 3.42 0.005049993 0.00606593 0.0000367955 16 4/21/2003 3.5 -0.010041938 -0.009026001 0.0000814687 17 4/28/2003 3.5 0 0.001015938 0.0000010321 18 5/5/2003 3.5 0 0.001015938 0.0000010321 19 5/12/2003 3.48 0.0024888 0.003504738 0.0000122832 20 5/19/2003 3.48 0 0.001015938 0.0000010321 21 5/26/2003 3.48 0 0.001015938 0.0000010321 22 6/2/2003 3.5 -0.0024888 -0.001472863 0.0000021693 23 6/9/2003 3.66 -0.019413041 -0.018397103 0.0003384534 24 6/16/2003 3.66 0 0.001015938 0.0000010321 25 6/23/2003 3.6 0.007178585 0.008194522 0.0000671502 26 6/30/2003 3.56 0.004852503 0.005868441 0.0000344386 27 7/7/2003 3.8 -0.028333599 -0.027317661 0.0007462546 28 7/14/2003 3.76 0.004595752 0.005611689 0.0000314911 29 7/21/2003 3.86 -0.01139946 -0.010383522 0.0001078175 30 7/28/2003 3.94 -0.008908917 -0.007892979 0.0000622991 31 8/4/2003 4 -0.00656377 -0.005547832 0.0000307784 32 8/11/2003 3.98 0.002176919 0.003192857 0.0000101943 33 8/18/2003 4.38 -0.041591038 -0.040575101 0.0016463388 34 8/25/2003 4.48 -0.009803903 -0.008787966 0.0000772283 35 9/1/2003 4.44 0.003895044 0.004910982 0.0000241177 36 9/8/2003 4.46 -0.001951889 -0.000935951 0.0000008760 37 9/15/2003 4.2 0.026085568 0.027101506 0.0007344916 38 9/22/2003 4.28 -0.008194479 -0.007178541 0.0000515314 39 9/29/2003 4.22 0.006131318 0.007147256 0.0000510833 40 10/6/2003 4.26 -0.004097148 -0.00308121 0.0000094939 41 10/13/2003 4.46 -0.01992526 -0.018909322 0.0003575625 42 10/20/2003 4.64 -0.017183122 -0.016167184 0.0002613778 43 10/27/2003 4.84 -0.018327381 -0.017311443 0.0002996861 44 11/3/2003 4.8 0.003604124 0.004620062 0.0000213450 45 11/10/2003 4.5 0.028028724 0.029044661 0.0008435924 46 11/17/2003 4.44 0.005829544 0.006845481 0.0000468606 47 11/24/2003 4.36 0.007896481 0.008912419 0.0000794312 48 12/1/2003 4.3 0.006018034 0.007033971 0.0000494768 49 12/8/2003 4.26 0.004058856 0.005074794 0.0000257535 50 12/15/2003 4.28 -0.00203417 -0.001018232 0.0000010368 51 12/22/2003 4.26 0.00203417 0.003050108 0.0000093032 52 12/29/2003 4.24 0.002043743 0.00305968 0.0000093616 53 1/5/2004 4.3 -0.006102599 -0.005086661 0.0000258741 54 1/12/2004 4.62 -0.03117352 -0.030157582 0.0009094798 55 1/19/2004 4.66 -0.003743941 -0.002728003 0.0000074420 56 1/26/2004 4.6 0.005628085 0.006644023 0.0000441430 57 2/4/2004 4.62 -0.001884144 -0.000868206 0.0000007538 58 2/9/2004 4.38 0.023167865 0.024183803 0.0005848563 59 2/16/2004 4.36 0.001987621 0.003003559 0.0000090214 60 2/24/2004 4.48 -0.011791525 -0.010775587 0.0001161133 61 3/1/2004 4.42 0.005855745 0.006871682 0.0000472200 62 3/8/2004 4.44 -0.001960701 -0.000944763 0.0000008926 63 3/15/2004 4.3 0.013914515 0.014930452 0.0002229184 64 3/22/2004 4.3 0 0.001015938 0.0000010321 65 3/29/2004 4.3 0 0.001015938 0.0000010321 66 4/5/2004 4.5 -0.019744058 -0.01872812 0.0003507425 67 4/12/2004 4.68 -0.017033339 -0.016017402 0.0002565572 68 4/19/2004 4.6 0.007488021 0.008503959 0.0000723173 69 4/26/2004 3.78 0.085266032 0.08628197 0.0074445783 70 5/3/2004 3.74 0.004620198 0.005636135 0.0000317660 71 5/10/2004 3.72 0.002328662 0.0033446 0.0000111863 72 5/17/2004 3.56 0.019092942 0.02010888 0.0004043670 73 5/24/2004 3.74 -0.021421604 -0.020405667 0.0004163912 74 5/31/2004 3.7 0.004669878 0.005685816 0.0000323285 75 6/7/2004 3.68 0.002353905 0.003369843 0.0000113558 76 6/14/2004 3.58 0.011964792 0.01298073 0.0001684993 77 6/21/2004 3.44 0.017324584 0.018340522 0.0003363747 78 6/28/2004 3.24 0.026013432 0.02702937 0.0007305868 79 7/5/2004 3.18 0.00811789 0.009133828 0.0000834268 80 7/12/2004 3.32 -0.018710964 -0.017695026 0.0003131139 81 7/19/2004 3.3 0.002624144 0.003640082 0.0000132502 82 7/26/2004 3.2 0.013363962 0.014379899 0.0002067815 83 8/2/2004 3.22 -0.002705893 -0.001689956 0.0000028560 84 8/9/2004 3.2 0.002705893 0.003721831 0.0000138520 85 8/16/2004 3.12 0.010995384 0.012011322 0.0001442719 86 8/23/2004 3 0.017033339 0.018049277 0.0003257764 87 8/30/2004 3.14 -0.019808393 -0.018792456 0.0003531564 88 9/6/2004 3.14 0 0.001015938 0.0000010321 89 9/13/2004 3.16 -0.002757435 -0.001741497 0.0000030328 90 9/20/2004 3.34 -0.024059384 -0.023043446 0.0005310004 91 9/27/2004 3.3 0.005232527 0.006248465 0.0000390433 92 10/4/2004 3.34 -0.005232527 -0.004216589 0.0000177796 93 10/11/2004 3.42 -0.010279639 -0.009263702 0.0000858162 94 10/18/2004 3.36 0.007686829 0.008702766 0.0000757381 95 10/25/2004 3.4 -0.00513964 -0.004123702 0.0000170049 96 11/1/2004 3.48 -0.010100327 -0.009084389 0.0000825261 97 11/8/2004 3.48 0 0.001015938 0.0000010321 98 11/15/2004 3.54 -0.007424018 -0.00640808 0.0000410635 99 11/22/2004 3.5 0.004935218 0.005951155 0.0000354163 100 12/6/2004 3.5 0 0.001015938 0.0000010321 101 12/13/2004 3.44 0.007509602 0.008525539 0.0000726848 102 12/20/2004 3.5 -0.007509602 -0.006493664 0.0000421677 103 12/27/2004 3.52 -0.002474619 -0.001458681 0.0000021278 104 1/3/2005 3.58 -0.007340363 -0.006324425 0.0000399984 105 1/10/2005 3.8 -0.02590057 -0.024884632 0.0006192449 106 1/17/2005 3.9 -0.01128101 -0.010265073 0.0001053717 107 1/24/2005 3.8 0.01128101 0.012296948 0.0001512149 108 1/31/2005 3.82 -0.002279766 -0.001263829 0.0000015973 109 2/7/2005 3.8 0.002279766 0.003295704 0.0000108617 110 2/14/2005 3.8 0 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10/31/2005 3.72 -0.004695121 -0.003679183 0.0000135364 148 11/7/2005 3.7 0.002341216 0.003357154 0.0000112705 149 11/14/2005 3.74 -0.004669878 -0.00365394 0.0000133513 150 11/21/2005 3.74 0 0.001015938 0.0000010321 151 11/28/2005 3.72 0.002328662 0.0033446 0.0000111863 152 12/5/2005 3.76 -0.004644905 -0.003628967 0.0000131694 153 12/12/2005 3.72 0.004644905 0.005660843 0.0000320451 154 12/19/2005 3.74 -0.002328662 -0.001312725 0.0000017232 155 12/26/2005 3.82 -0.009191761 -0.008175823 0.0000668441 156 1/3/2006 4.1 -0.030720494 -0.029704556 0.0008823607 157 1/9/2006 4.12 -0.002113359 -0.001097422 0.0000012043 158 1/16/2006 4.02 0.010671163 0.011687101 0.0001365883 159 1/23/2006 3.94 0.008729831 0.009745769 0.0000949800 160 2/6/2006 4.16 -0.023597109 -0.022581171 0.0005099093 161 2/13/2006 4.14 0.00209299 0.003108927 0.0000096654 162 2/20/2006 4.04 0.010618976 0.011634914 0.0001353712 163 2/27/2006 3.98 0.006498293 0.007514231 0.0000564637 164 3/6/2006 4.04 -0.006498293 -0.005482355 0.0000300562 165 3/13/2006 3.88 0.01754964 0.018565577 0.0003446807 166 3/20/2006 3.8 0.009048129 0.010064067 0.0001012854 167 3/27/2006 3.82 -0.002279766 -0.001263829 0.0000015973 168 4/3/2006 3.78 0.004571563 0.005587501 0.0000312202 169 4/10/2006 3.8 -0.002291797 -0.001275859 0.0000016278 170 4/17/2006 4.32 -0.05570015 -0.054684212 0.0029903631 171 4/24/2006 4.22 0.010171296 0.011187234 0.0001251542 172 5/2/2006 4.1 0.012528594 0.013544532<

The Conqueror Worm and the End of the World :: Conqueror Worm Essays

The Conqueror Worm and the End of the World Edgar Allen Poe is one of the fathers of terror and mystery.   His twisted, Macabre tales and poems are filled with great detail and often end with a dismal twist.   "The Conqueror Worm" is one example of his masterful rhymes and tells how a play on life turns into reality for mankind.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The setting is a theater but it is not just a site for plays.   Poe describes it to be that way to trick the reader, but the theater is actually the setting for mankind.   We play our lives in this stage for everyone else to see.   Lines three through six describe the crowd and how they are there to see "a play of hopes and fears."   If people would look beyond the point of reading the line just to understand the words, they would see that the play is actually the lives of everybody in society.   I say this because everyone has their own hopes like getting a good job, succeeding, having a family and ultimately dieing happily.   Along with their hopes, everyone also has their personal fears.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The characters of the poem are also some very meaningful keys in showing the hidden meaning.   The first stanza describes the crowd that has gathered to watch the enactment of our human lives.   Lines three and four states "an angel throng, bewinged, and bedight in veils, and drowned in tears."   Poe is stating that a group of angels is going to watch the spectacle put on for them, although they are already drowning in the tears from plays before.   The orchestra that plays for them is another set of characters that have meaning.   They represent the background in everyone's life by "playing the music of the spheres."   A third set of characters that show hidden meaning is the "Mimes, in the form of God on high."   They denote the people that inhabit the earth.   Poe describes them as "Mere puppets they, who come and go at bidding of vast formless things."   The vast formless things are the ideas that we have.   Ideas l ike the things that we think we have to do for ourselves to survive and succeed.   They also make up drama of the play.   A final, prominent figure in this dramatic performance is the conqueror worm.   Poe illustrates it as "a blood-red thing.

Influences on Huck in Mark Twains Adventures of Huckleberyy Finn Essay

Influences on Huck in Mark Twain's Adventures of Huckleberyy Finn Throughout the incident on pages 66-69 in Adventures of Huckleberry Finn, Huck fights with two distinct voices. One is siding with society, saying Huck should turn Jim in, and the other is seeing the wrong in turning his friend in, not viewing Jim as a slave. Twain wants the reader to see the moral dilemmas Huck is going through, and what slavery ideology can do to an innocent like Huck. Huck does not consciously think about Jim's impending freedom until Jim himself starts to get excited about the idea. The reader sees Huck's first objection to Jim gaining his freedom on page 66, when Huck says, "Well, I can tell you it made me all over trembly and feverish, too, to hear him, because I begun to get it through my head that he was most free-and who was to blame for it? Why, me. I could get that out of my conscience, no how nor no way." Huck is hearing the voice of society at this point, not his own. He does not see a moral dilemma with Jim being free; he is opposed to the fact that he is the one helping him. This shows Huck misunderstanding of slavery. Huck does not treat Jim like a slave when they travel together, this shows the reader that Huck views Jim as an equal in most ways. Huck sees having a slave only as owning the person, not actually being a slave to someone. Therefore, when he helps Jim runaway it would be like stealing. This conscience is telling him that Miss Watson, Jim?s master, never di...

gatdream F. Scott Fitzgerald’s The Great Gatsby - The American Dream :: Great Gatsby Essays

The American Dream   The American Dream was the philosophy that brought people to America and to start a new life in a strange, foreign land. Due to this dream, it was believed that America was the land of opportunity, wealth, and prosperity. The dream consists of three components: all men are equal, man can trust and should help his fellow man, and the good, virtuous and hard working are rewarded. F. Scott Fitzgerald’s novel The Great Gatsby is a condemnation of American Society and focuses on its downfall. This holds true for three of the main characters in the novel, Jay Gatsby, Tom Buchanan, and Daisy Buchanan.   To reach his ideal dream of spending his life with Daisy, Jay Gatsby attains his millions in a corrupt way which help him to replace emotions, and tries to cover it up with lies throughout the novel. In order to become rich, Gatsby engaged in illegal occupations such as bootlegging and being involved in the Mafia. â€Å"He and this Wolfsheim bought and sold grain alcohol over the counter.† (Fitzgerald 134). This is the opposite idea of the American Dream, which states that only the good, virtuous and hard working are rewarded. Gatsby also lies his way through life to conceal his wrongdoing. Gatsby claims that he belongs to a rich family whom provides his way to Oxford and from whom he inherits his riches. â€Å"’I am the son of some wealthy people in the Middle West-all dead now.’† (Fitzgerald 65). Only later on in the novel, does Nick uncover the truth that â€Å"his parents were shiftless and unsuccessful farm people...† (Fitzgerald 99). Gatsb y also relies on money to bring him the comfort of family. Gatsby’s musicians sing, â€Å"The rich get richer and the poor get-children.† (Fitzgerald 96). He attempts to reclaim the loss of family that he experiences through his wealth. Nick describes a story about how Gatsby, â€Å"agreed to pay five years’ taxes on all the neighboring cottages if the owners would have their roofs thatched with straw. Perhaps their refusal took the heart out of his plan to Found a Family...† (Fitzgerald 89). Gatsby takes advantage of wealth to solve his problems.   Members of the upper class such as Tom Buchanan, sacrifice morals and righteousness in order to gain wealth. Tom Buchanan is a man from a wealthy family, yet to Nick; he seems to have lost virtue and kindness. gatdream F. Scott Fitzgerald’s The Great Gatsby - The American Dream :: Great Gatsby Essays The American Dream   The American Dream was the philosophy that brought people to America and to start a new life in a strange, foreign land. Due to this dream, it was believed that America was the land of opportunity, wealth, and prosperity. The dream consists of three components: all men are equal, man can trust and should help his fellow man, and the good, virtuous and hard working are rewarded. F. Scott Fitzgerald’s novel The Great Gatsby is a condemnation of American Society and focuses on its downfall. This holds true for three of the main characters in the novel, Jay Gatsby, Tom Buchanan, and Daisy Buchanan.   To reach his ideal dream of spending his life with Daisy, Jay Gatsby attains his millions in a corrupt way which help him to replace emotions, and tries to cover it up with lies throughout the novel. In order to become rich, Gatsby engaged in illegal occupations such as bootlegging and being involved in the Mafia. â€Å"He and this Wolfsheim bought and sold grain alcohol over the counter.† (Fitzgerald 134). This is the opposite idea of the American Dream, which states that only the good, virtuous and hard working are rewarded. Gatsby also lies his way through life to conceal his wrongdoing. Gatsby claims that he belongs to a rich family whom provides his way to Oxford and from whom he inherits his riches. â€Å"’I am the son of some wealthy people in the Middle West-all dead now.’† (Fitzgerald 65). Only later on in the novel, does Nick uncover the truth that â€Å"his parents were shiftless and unsuccessful farm people...† (Fitzgerald 99). Gatsb y also relies on money to bring him the comfort of family. Gatsby’s musicians sing, â€Å"The rich get richer and the poor get-children.† (Fitzgerald 96). He attempts to reclaim the loss of family that he experiences through his wealth. Nick describes a story about how Gatsby, â€Å"agreed to pay five years’ taxes on all the neighboring cottages if the owners would have their roofs thatched with straw. Perhaps their refusal took the heart out of his plan to Found a Family...† (Fitzgerald 89). Gatsby takes advantage of wealth to solve his problems.   Members of the upper class such as Tom Buchanan, sacrifice morals and righteousness in order to gain wealth. Tom Buchanan is a man from a wealthy family, yet to Nick; he seems to have lost virtue and kindness.

Restructuring & Downsizing Essay

Human resource management has evolved from a largely administrative and operational role to one that plays an important part in strategic planning. This shift is more evident in its role towards downsizing. The decision to downsize is a decision that requires careful planning and consideration. It is critical to consider the long-term effects that short-term cost cutting measures can bring. Downsizing creates disruptions in the organization’s relationships with customers, suppliers and employees, organization’s structure, culture and climate. As Wayne F. Cascio says â€Å"if you must downsize, do it right, that no class of employee can be disproportionately affected. † Finding the best way to downsize is crucial, because the success of organisations that have downsized in the past has not been particularly laudable. Downsize Decision The downsizing decision is the most demoralizing and stressful aspect of the emerging Human resource managerial role. Downsizing is viewed as having a profound effect on the organization and the personnel including those who are terminated and those who survive. Yet it is the integral part of any workforce management decision. It involves understanding the tangible pitfalls of a reduction in workforce and analyzing the emotional and practical ramifications. Downsizing may occur intentionally as a strategic, proactive response designed to improve organizational effectiveness, increase productivity and cost cutting strategy. This response may involve mergers, acquisitions, sell-offs, or restructuring to better enable the organization to meet its mission or fill an environmental niche. It may involve reduction in personnel through transfers, outplacement, retirement incentives, buyout packages, layoffs, attrition, and so on or may occur in which new products added, new sources of revenue are opened up, etc. It affects work processes. Fewer employees may be left to do the same amount of work and the quality may suffer. Downsizing activities may include discounting functions, abolishing hierarchical levels, merging units, or redesigning tasks. Downsizing can impact financial well-being, health, personal attitudes, and family relationships. Before downsizing HR need to explore possible alternatives such as reducing hours across the board, introducing forced vacation, asking for layoff volunteers, compressed workweek, hiring freeze, and early retirement or implementing other cost-cutting measures. Human resource managers should weigh in on several factors that influence downsizing decisions. They need to identify the specific problems downsizing is expected to solve, consider overall financial health of the company, fiscal operating policies, and industry benchmarks before proceeding, and review all legal implications. Managing Process One key to a successful downsizing plan lies in management’s ability to clearly convey to employees the purpose behind the cost-cutting efforts. Secondly, consider any oral or implied contracts of employment, review employee files, plan for the contingencies, know the stakeholders, clearly define criteria for selection factors on which downsizing decisions will be made. Downsizing may have variety of adverse effects on layoff individuals, survivors and organizations such as loss of morale, distrust, anxiety, feelings of job insecurity, anger, job stress, physical ailments, poor mental health, decreased loyalty, lowered motivation and productivity, increased resistance to change, crisis mentality, politicised special interest groups, occupational violence, lack of teamwork, perception of unfairness, lack of leadership and overall commitment to the organization. Downsizing decision has to be a prudent one because it deals with lives of people. The managers will be faced with a work force at least partly staffed with survivors of downsizing. Providing information regarding the type of severance packages or outplacement benefits will be given to those displaced will alleviate some fears and let those who remain will know that their colleagues are being taken care of. The personnel attribute of downsizing usually involves reductions in personnel. However, downsizing is not limited entirely to personnel reductions. In some downsizing situations new products are added, new sources of revenue opened up, and/or additional work acquired. Even though some people may be added, the overall process results in fewer numbers of workers employed per unit of output as compared to some previous level of employment. Human resources must also position the company to be able to respond quickly and effectively when the economy recovers. The approach taken by the organization to the downsizing process can have an ongoing impact on the company’s reputation with clients and potential future recruits. An inability to recruit critical talent later can mean an inability to rebound, so human resources must provide information openly and promptly to manage perceptions and rumors — both internal and external — about the fairness of any reductions and the need for additional downsizing in the future. Job placement services, employee assistance programs and financial counseling are all services that human resources should consider offering to affected employees. In the aftermath of a mass downsizing, employee morale will undoubtedly be affected. Employers should strive to be as open as possible during the process. Information should not come as a surprise to employees. If the company repeatedly assured workers everything was fine before announcing an unexpected layoff, it will be difficult to regain the trust of the workers who remain. Similarly, if the company focus has always been on meeting the needs of employees and taking active steps to motivate and encourage staff, a forced layoff may actually be more detrimental because it is so contrary to employees’ expectations of the organization. Management and human resources should meet regularly with employees to keep them informed, answer questions and respond to concerns. Any downsizing of the workforce is likely to result in the loss of key knowledge and critical skills. In the case of a voluntary separation program or early retirement initiative, Because turnover increases in the wake of a layoff, human resources must connect with key workers to outline their importance to the organization and provide information about how the company plans to recover. HR should also detail future career opportunities that can be realized by remaining with the business. Clear documentation, particularly regarding the layoff process itself, is important. Therefore it is vital that HR management weigh the relative costs and benefits against the negative impact downsizing has on employees and identify hazards, undertake risk assessment, consult with employee representatives, pursue compliance with legislative duties and take appropriate steps to manage any significant hazards that are identified, including psychosocial hazards. Downsizing refers to activities undertaken by management to improve the efficiency, productivity, and competitiveness of the organization by reducing the workforce size. Implications of Organisational Restructuring to HR Planning Restructuring: A Perspective Organizations and businesses today are faced with increased demands to become leaner due to global competition and rapid technology change. Many organizations have responded by corporate restructuring and downsizing or streamlining their operations and often outsourcing many functions originally assigned to permanent employees. Restructuring can lead to changes of ownership, radical changes in the internal management structure, mergers, acquisitions and significant downsizing or hiring trends. Internal factors can also include the addition or removal of a major product or service, addition or loss of a major client or the restructuring of departments. Restructuring is not a quick fix. Before restructuring we need to spell out the expectations and objectives and effectively communicate with the all the stakeholders to improve organization’s ability to move through change effectively. Restructuring is a formal system of re-aligning tasks and reporting relationships that controls, coordinates, communicates, decides and motivates employees so that they cooperate to achieve an organization’s goals. Restructuring may be carried out to expand and create new departments to serve growing markets or to downsize or eliminate departments to conserve overhead. Depending on the size of the organisation and type of business one may adopt a flat or tall structure and model it according to functional, divisional (product, market or geographic) or adaptive lines. Implications of Organisational Restructuring to HR Planning In the event of restructuring HR planning becomes critical because HR is typically responsible for handling all aspects of an organization’s restructuring. HR departments provide or support announcements to employees regarding restructuring. HR is typically present when employees are informed of layoffs or permanent downsizing related to restructuring. Changes in employment policies, organizational structure, workforce, and location and job descriptions are announced to employees by human resources and management. HR also calculates changes in compensation and benefits resulting from reorganization. Organizations rely on human resources to provide a smooth transition during restructuring while retaining desired employees and integrating new employees into the new organizational plan. Restructuring leads to a new organization chart and HR need to reassess and alter their existing roles and responsibilities to better reflect the dynamics of the shifting workplace environment. HR departments also fulfil staffing recruitment needs including preparing job descriptions, posting and publishing available jobs, screening and interviewing candidates for employment and integrating new staff members into their assigned work areas. HR will often be called on to act in an advisory capacity salary ranges and often making changes to benefits, profit-sharing and other corporate perks. HR also institute training and educational programs and seminars and assist employees with transitions in and out of positions and in and out of the company. It may provide information, updates and job seeking resources for employees displaced from their jobs due to restructuring. HR departments are responsible for researching, recommending and implanting employee retention strategies during restructuring. Restructuring brings in changes to corporate cultures, which directly affects employees and may result in loss of identity, shrinkage in compensation, distrust, stress and conflict. HR has to ensure the internal processes accommodate the changes and the communication base is prepared to sensitize the various stakeholders.