No topic Essay Example | Topics and Well Written Essays - 250 words

No topic - Essay Example Trustworthiness is another significant quality for a customer service representative. If the customers are unable to have faith in what the representative is saying, they will not wish to transact with him. Thus, one must not make false or exaggerated claims, and must only promise what they can deliver. A customer service representative must always be polite and patient. They must refrain from getting agitated, even if the customer is making unwarranted demands. They must hear the customer out, and pay close attention to their needs and wants. After their requirements are established, the customer service representative ought to respond courteously and explain to the customer in detail, what he has inquired about. Additionally, a customer service representative must be able to solve problems in a quick and efficient manner. They must be flexible and accommodating to the customers’ needs. I have been working in the customer service field for three years now, which has endowed m e with a notable comprehension of how to deal with customers. This experience in the field will be a great advantage for me when interacting with individuals. I am a hard working person and will have no qualms about putting in extra effort to ensure customer satisfaction.

Madly desirous for glory Essay Example for Free

Madly desirous for glory Essay In the second letter Walton writes about his progress to Archangel. In the letter he describes his crew. Waltons description of his ships master suggests that he is the embodiment of goodness. He frequently applauds the courage of his lieutenant. The lieutenant is madly desirous for glory. In this letter the theme of alienation arises. Like Victor, Waltons ambitions isolate him from his family and friends: But it is a still greater evil to me that I am self educated. Shelleys choice of words are designed to anticipate Victors need of a friend. It does this by implying that Walton is annoyed that he had no one to teach him, and that he had no companions. The third letter that Walton sends simply expresses confidence in his quest: I write a few lines in haste to say that I am safe and well advanced on my voyage. Shelley may have decided to add a short letter to show that Walton maybe playing down the dangers of his voyage. He finishes the letter by saying: Heaven bless my beloved sister. This clearly shows that Walton is a caring person.  The fourth letter is when Walton catches a glimpse of the creature. The crew take Victor on board. Walton believes that he has found a friend in Victor, and confides his ambition. This letter emphasises the admiration and affection that Victor inspires in Walton, who sees great nobility in this divine wanderer. In some ways Walton can be seen as a double to Victor Frankenstein. Walton rebels against his fathers decision for him to not go to sea. This is very similar to Frankensteins father, who dismissed Victors interests in science. Walton decides against the life of ease, he explains that My life might have been passed in ease and luxury, he explains, but I preferred glory to every enticement that wealth placed in my way. Shelley has added this to show a relationship between Victor and Walton. This shows that they have similar characteristics, and desire the same things from life. The fact that Walton is introduced before Frankenstein may show that Shelley was preparing the reader for Victors desire for knowledge. Although the two characters can be related to each other, they also have significant differences. Walton is not quite so alienated as Victor. Rather then rejecting companionship, Walton longs for an intimate friend to share his hopes and dreams. To add to this point, Walton is also is not so isolated in his search for knowledge, whereas Victor, whose midnight labours and secret toil keep him completely secluded. The fact that Walton had a crew around him prevented him from falling into the trap of Victors individualism. The first chapter begins in an embedded narrative, with Victor telling his story to Walton. Victor begins his story by describing his early life in Geneva, his tranquil domestic life and the young orphan Elizabeth, who becomes part of the household. Victors interest in science eventually takes him to university at Inglostadt. His experiments lead him to the discovery of a secret life force. He constructs a human form out of dead tissue and brings it to life. Horrified by his actions, Victor abandons the creature. One of the main themes portrayed by Shelley in this novel is that of birth and creation. When Victor gave life to the creature, he usurps the role of God. Victor imagines how, A new species would bless me as its creator and source No father could claim the gratitude of his child so completely as I should deserve theirs. This shows that Victors main crime is not what he had done, but what he failed to do. He failed to father his creation. Victor is an isolated individual. However, unlike Walton, Frankensteins isolation is self imposed. It is also ironic in the sense that Victor rejects his family and friends, whilst this is simply what the creature longs for. Victor claims that the rejection of his family is necessary in order to continue the quest for the secret life. Alienation is a key factor in this novel. Victor chooses to isolate himself from others, whereas the creatures isolation is imposed upon him, due to Victor abandoning him, and people being generally scared of his appearance. However the creature does desire companionship, and he says that he becomes violent when he realises that he will never have this, I am malicious because I am miserable. This shows that the creature is humane in the sense that all he wants is a companion, much like any human. So the fact that the creature only becomes malicious because I am miserable represents that people become monstrous when the are isolated, and rejected from so ciety. When Victor creates the creature, he is flooded with a huge feeling of anti-climax. Victor repulses the creature on first sight. He refers to the creature as the wretch and is horrifies by the thing that he has given life to. This shows that Victor is only concerned with physical appearance. This shows intolerance of imperfection and a flaw in Victors character. Victor rejects the creation; this is like a father rejecting his child. When the creature came to life Victor may have realised the enormity of the monstrous deeds that he had committed. The passage in the novel shows Victor to be a monster, as he does not even try to understand the monsters cries for help. He has forsaken any duties he is expected to perform as a father. When the creature awoke from his sleep he convulsed. When Victor awakes from his sleep, his muscles also convulse. This could be one of the first signs that the creature is a double of Victor. Victor even describes the monster as my own spirit let loose from the grave forced to destroy all that was dear to me Victor has given a clear expression of the notion that he and the creature may be doubles, with the creature acting out Victors own aggressions. Shelleys description of the creature is full of pathos. The first things that the creature desires are love and affection, as all newborn things want. However, Victor denies him this. When Victor awakes from his dream, he finds the creature reaching out a hand towards him. Victor rejects this appeal for help from the creature.  This passage from the novel may parody The creation of man by Michelangelo, which shows God stretching out his hand to give life to Adam. The analogy of this is that Victor is playing God and that the creature is Adam. Another parody is the story of Prometheus, who stole fire from the Gods and gave it to the people on earth. The analogy of this is that Victor has stolen the power of life from the Gods and given it to the people. This is the reason for the book has the subtitle The modern Prometheus. Victor may be seen as monstrous in this passage, as he is usurping the role of woman, which goes against the laws of nature.

Analysis of Financial Annual Reports

Analysis of Financial Annual Reports The Home Depot and Lowe’s Companies are major American home improvement retailers, keen rivals with Home Improvement leading both in sales and in profits. This assignment aims to analyse their operational and financial results in detail for a period of five years, namely 2002 to 2006 on the basis of the following Annual Reports filed by the companies with the Securities Exchange Commission (SEC) Company Year Ending Year Ending Year Ending Year Ending Year Ending Home Depot January 28, 2007 January 29, 2006 January 30, 2005 February 1, 2004 February 2, 2003 Lowe’s February 2, 2007 February 3, 2006 January 28, 2005 January 30, 2004 January 31, 2003 The working details and financial calculations used for the analysis are available in the appendices at the end of the assignment. Whilst the two companies operate in the same market and are keen rivals, with Lowe’s’ being the nearest competitor to The Home Depot, the actual distance between these two is prima facie substantial with The Home Depot being practically two times the size of Lowe’s, both in sales and in profits. The analysis of the financial statements of the two companies for the five years 2002 to 2006 covers issues like the percentage increase in sales and profits during this period, as well as the analysis of a number of ratios that indicate (a) year on year increase of turnover and profits, (b) profitability, (c) use of long term assets, capital employed and working capital, and (d) capital gearing. An analysis and comparison of various financial and operational ratios over a period of a number of years helps in validating the authenticity of presented figures by enabling analysts to compare related figures, for example year on year increases in sales and profits, and the relationships between sales and profits, sales and capital employed, and current assets and current liabilities, and locate and investigate anomalies that arise from year to year. â€Å"While it is useful to understand the absolute quantum of each asset, liability and revenue item in isolation, far greater understanding of its implication with respect to the trend and performance of the company can be achieved by a `relationship study. For instance, if one studies profits in relation to sales for the current year and compares it with the same relationship for a series of years, a greater understanding of the trend and performance can be had. The `relationship study referred has two facets: i) the relationship of one item to another for the current or previous years, but in respect of the same company, and ii) the relationship of these parameters with industry figures or representative figures of competitors or of firms of similar size and operations. The first set enables one to understand the performance of the company in isolation, while the second gives an insight as to where the company stands vis-à  -vis the industry or competition.†Ã‚   (Osteryoung Others, 1992, p72) The following inferences can be drawn on the basis of information culled from the audited financial accounts and filed with the SEC. Whilst The Home Depot has been growing at a steady pace of around 10 to 11 % during the specified five year period, Lowe’s, which recorded a much higher pace of growth (of around 18 %) during the first four years found its year on year increase slowing to 8 % in the fifth (last) year. Both companies have comfortable Gross and Operating profit margins. Whilst GP margins have consistently been in the region of 30 %, Operating profit margins have remained at around 10 to 11 percent. Although both companies maintained their profitability margins during the five years, the profit before tax for The Home Depot was eroded significantly in 2006 because of substantial increase in finance charges, consequent to significant increase in debt. This increase in debt has increased the capital gearing ratio of the company from a low 0.08 to a more comfortable 0.30. An analysis of various operational ratios for both the companies over the five year period, by and large, indicates substantial s tability in their operations. Practically all ratios, ( and that too for both the companies), be they return on capital employed, asset utilisation, profitability, liquidity, working capital, or capital gearing, are remarkably stable from year to year for all five years, a fact that counters, (even if it does not negate) the possibility of manipulation of figures. The single large scale departure from the norm occurs in the case of capital gearing ratios for The Home Depot but that is explained by the increase in debt from 2672 million USD for the company in 2006 to 11643 million USD in 2007, a fact that also explains the change in interest cover and profit before tax for 2007. A detailed ratio analysis of the figures made available in the financial statements filed by the two companies with the SEC would thus tend to indicate (a) that both companies are progressing well, both in sales and in operational results, and (b) that the figures presented can be taken to be fair and representative of the working of the companies. Gauging the fairness and reliability of information available in the financial statements is however a far more complex exercise, the validity of the presented figures also depending upon other factors like (a) the value of plant, property and equipment, which may be depreciated on historical cost and thus be recorded at values much below current market rates, (b) securities reported at lower of cost or market, which usually means a recorded value below the current market rate, (c) recording of inventories at LIFO, whereas replacement costs are usually higher, (d) recording of debts or leases at favourable rates, (which amount to unrecorded assets because the company’s effective liability becomes lower than normal), (e) uncollected receivables bearing little or no interest, (e) obsolete or slow moving inventories, (f) under or overstatement of contingent liabilities such as threatened or imminent lawsuits, employee settlements like dismissal recompense, service and incentive c ontracts, obligations for goods returns and discounts, merchandise warranties, and guarantees of third-party borrowing. (Radebaugh Others, 2006) An analysis of the accounting policies and procedures of Lowe’s reveals that the company (a) operates a reserve for losses on obsolete inventory, inventory shrinkage, and sales returns, which is adjusted and charged to earnings every year, (b) records receivables that may change depending upon the performance of the company’s products, (c) does not have off balance sheet financing, apart from executing operating leases (d) monitors risks that could arise out of change in interest in long term debt, (e) has entered into an arrangement with GE in 2004 for sale of existing accounts receivables and those that would arise subsequently (f) has entered into an agreement with GG whereby GE funds the company’s proprietary credit card purchases (g) values assets at cost and depreciates them over their useful lives (h) undertakes self insurance for certain liabilities relating to workmen’s compensation, automobile, property and general and product liability claims. ( Annual Reports of Lowe’s Companies, 2003 to 2007) Whilst The Home Depot also by and large follows similar principles, the company (a) offers credit purchase programmes through third party credit providers, (b) depends substantially for sales achievement on offering extensive credit to customers (c) continually patents its intellectual property, (d) is involved in a large number of legal proceedings that could lead to payment of substantial amounts of money, (e) values inventories at lower of cost or market, a practice that could lead to off balance sheet assets (f) uses a number of estimates for reporting assets, liabilities, contingent liabilities, revenues and expenses, (g) has reasonably high receivables, which it needs to collect and whose accuracy is largely a matter of surmise (h) records assets at cost and depreciates them over their estimated useful lives (i) checks goodwill every year for impairment purposes (j) committed errors in stock option practices that led to an erosion of retained earnings to the tune of 227 million in 2006 (Annual Reports of The Home Depot, 2003 to 2007) Off balance sheet assets for both of these companies could arise from undervalued plant, property, and equipment, as well as inventories that may be worth more than their recorded value. On the other hand both companies do not have systems strong enough for effective recording of obsolescence, a fact that could lead to certain slow moving inventory items being shown at values higher than what could be realised in the market. With the companies having receivables that could change on the basis of the post sales performance of products, adverse changes in this area could lead to negative effect upon earnings. However it also needs to be considered at this stage that The Home Depot and Lowe’s have large operations and changes arising from behaviour of off balance sheet items could well be negligible in comparison to actual recorded figures. In value terms much of the difference in the evaluation of balance sheet items could arise from value of plant, property and equipment. With both retailers having extensive prime quality real estate by way of shop space in well frequented locations, the actual value of property may be far in excess of that stated in the financial statements. Whilst an actual quantification of value would have to be preceded by an elaborate exercise, it would be fair to surmise that such a valuation would lead to a substantial enhancement in the market values of both firms. Both companies recognise revenues when customers take possession of goods, whilst goods that have been paid for but not delivered to customers are shown as deferred revenue. This method is open to criticism because it does not sufficiently provide either for return of goods taken by customers or the possibility of customers not picking up goods for which they have made advance payments. Whilst large sales volume turnovers effectively mask the impact of such basic anomalies in accounting procedures, the adoption of conservative accounting practices for revenue recognition, where sales are confirmed only after customers accept goods as purchased could impact sales volumes significantly. Such a practice would obviously have a strong impact on ratios that concern sales, operations, and profitability. Whilst an analysis of ratios over a five year period for both companies does indicate long term stability of accounting practices, the accounting practices followed by The Home Depot indicate an excessive preponderance to use estimates and approximations for arriving at revenue figures. Although such practices could be based on past practice as well as eminently reasonable assumptions, the fact that serious errors have occurred in the past, especially in the practice and disclosure of stock options, indicate that the company should implement much stronger systems and adopt more conservative accounting policies. Another issue of concern with The Home Depot is the substantial amount of litigation in which it is currently involved. With the company admitting the possibility of the results of these lawsuits going against the company, the chances of substantial future outflows with adverse effects upon the company’s earnings does exist. As such, whilst The Home Depot is a far larger company, both by way of sales and by way of profits, than Lowe’s, an impartial evaluation of accounting policies and procedures indicates Lowe’s to be more carefully run. Whilst the current depression in the housing market is keeping investors away from home improvement companies, Lowe’s could well prove to be better equipped to riding out the current crisis and therefore a safer investment. Appendices All figures in Million US Dollars (unless otherwise stated) 1. Appendix A Balance Sheet of the Home Depot Description 2007 2006 2005 2004 2003 Long Term Assets 34263 29136 24747 21111 18094 Current Assets Inventories 12822 11401 10076 9076 8388 Accounts Receivables 3223 2396 1494 1097 1072 Others 1955 1472 2703 3155 2507 Total Current Assets 18000 15269 14273 13328 11917 Total Assets 52263 44405 39020 34437 30011 Current Liabilities Accounts Payables 7356 6032 5766 5159 4560 Others 5575 6674 4689 4395 3475 Total 12931 12706 10455 9554 8035 Debt 11643 2672 2148 856 1321 Others 2659 2118 2259 1620 853 Equity 25030 26909 24158 22407 19802 Total Liabilities 52263 44405 39020 34437 30011 2. Appendix B Profit and Loss Account of the Home Depot Description 2007 2006 2005 2004 2003 Net Sales 90387 81511 73094 64816 58247 Percentage Change 10.89 11.51 12.77 11.28 Cost of Sales 61054 54191 48664 44236 40139 Gross Profit 29783 27320 24430 20580 18108 Operating Expenses 20110 17957 16504 13734 12278 Operating Profits (before Interest and Tax) 9673 9363 7926 6846 5830 Finance Charges 365 81 14 3 (42) Profit before Tax 9308 9282 7912 6843 5872 Percentage Change 17 16 17 Tax 3547 3444 2911 2539 2208 Profits after Tax 5761 5838 5001 4304 3664 Basis Earnings per share 2.80 2.73 2.27 1.88 1.56 3. Appendix C Ratio Analysis of Home Depot Financial and Operational Results A. Profitability Ratios 1. Return on Capital Employed = Operating Profits (before Interest and Tax)/ Capital Employed Details 2007 2006 2005 2004 2003 Capital Employed is equal to Total Assets less Current Liabilities 39332 31699 28575 24483 22076 Operating Profits (before Interest and Tax) 9673 9363 7926 6846 5830 Return on Capital Employed (%) 24.59 29.53 27.73 27.96 26.41 2. Asset Turnover Ratio = Sales/ Capital Employed Details 2007 2006 2005 2004 2003 Capital Employed is equal to Total assets less Current Liabilities 39332 31699 28575 24483 22076 Sales 90387 81511 73094 64816 58247 Asset Turnover Ratio 2.29 2.57 2.56 2.65 2.64 3. Gross Profit Margin = Gross Profit/ Sales * 100 Details 2007 2006 2005 2004 2003 Gross Profit 29783 27320 24430 20580 18108 Sales 90387 81511 73094 64816 58247 Gross Profit Margin (%) 32.95 33.57 33.42 31.75 31.09 4. Operating Profit Margin = Operating Profit (Profit before Interest and Tax) / Sales * 100 Details 2007 2006 2005 2004 2003 Operating Profits (before Interest and Tax) 9673 9363 7926 6846 5830 Sales 90387 81511 73094 64816 58247 Operating Profit Margin (%) 10.70 11.44 10.84 10.56 10.01 B. Asset Turnover Ratios 5. Long Term Assets Turnover = Sales/ Long Term Assets Details 2007 2006 2005 2004 2003 Long Term Assets 34263 29136 24747 21111 18094 Sales 90387 81511 73094 64816 58247 Long Term Assets Turnover 2.63 2.80 2.95 3.07 3.22 C. Liquidity Ratios 6. Current Ratio = Current Assets / Current Liabilities Details 2007 2006 2005 2004 2003 Current Assets 18000 15269 14273 13328 11917 Current Liabilities 12931 12706 10455 9554 8035 Current Ratio 1.39 1.20 1.37 1.40 1.48 7. Accounts Payable Cover = Current Assets / Accounts Payables Details 2007 2006 2005 2004 2003 Current Assets 18000 15269 14273 13328 11917 Accounts Payables 7356 6032 5766 5159 4560 Accounts Payable Cover 2.45 2.53 2.48 2.58 2.61 D. Capital Structure, Gearing and Risk Ratios 8. Gearing Ratio = Long Term Debt/ Capital Employed Details 2007 2006 2005 2004 2003 Long Term Debt 11643 2672 2148 856 1321 Capital Employed = Total Assets less Current Liabilities 39332 31699 28575 24483 22076 Gearing Ratio 0.30 0.08 0.08 0.04 0.06 9. Shareholder’s Ratio = Shareholder’s Funds/ Capital Employed Details 2007 2006 2005 2004 2003 Shareholders Funds 25030 26909 24158 22407 19802 Capital Employed 39332 31699 28575 24483 22076 Shareholder’s Ratio 0.64 0.85 0.85 0.92 0.90 10. Interest Cover = Profit before Interest and Tax/ Interest Details 2007 2006 2005 2004 2003 Operating Profits (before Interest and Tax) 9673 9363 7926 6846 5830 Finance Charges 365 81 14 3 (42) Interest Cover 26.5 115 566 2282 NA 4. Appendix D Balance Sheet of Lowe’s Companies All figures in Million US Dollars (unless otherwise stated) Description 2007 2006 2005 2004 2003 Long Term Assets 19447 16851 14235 12229 10541 Current Assets Inventories 7144 6635 5850 4584 3968 Accounts Receivables (Included in Others) Others 1170 1153 1016 1938 1600 Total Current Assets 8314 7788 6866 6522 5568 Total Assets 27761 24639 21101

Ghost Story of the Haunted House :: Urban Legend Ghost Stories

The Haunted House This haunted house in Hagerstown was built long ago. It is the site of a most interesting ghost story, which happened to my friend’s friend’s grandmother. Now while I have heard many stories similar to this, I have never known someone to be involved in one and actually affected by it. My friend’s friend is a Caucasian, 17-year-old, female Christian from Hagerstown. Her dad is a postal worker, and her mother works for the government. The story takes place in the house her grandmother temporarily lived in as a child. I collected this story while I was hanging out with my friend in her room. I happened to mention this assignment, and in comes one of her friends with a story to tell: This story takes place in Hagerstown, Maryland. It’s in this old house where my grandmother lived for like a year when she was younger. Before her family moved in, there was an old woman who had just died there. Her room just so happened to be the same room my grandmother stayed in. My grandmother would tell me that she would leave her room, and when she came back, her door would not only be shut, but locked. And this even happened when she was in the room sometimes. Plus, there was this rocking chair that was already in the house when they moved in, and it would just rock on its own. Now apparently, there were already rumors that the house was haunted. So, after not even living there for a year, my grandmother and her family moved out.After researching haunted houses in or near Hagerstown, I was surprised to see the many accounts of so called â€Å"haunted† houses in this area. The story I collected includes one of the most common characteristics: the mysterio us rocking chair that will rock on its own free will. Many of the accounts reported online shared this feature. The other main paranormal activity from this story is the door shutting and locking itself. This same phenomenon seems to occur in many ghost stories. None of the articles I found online mentioned this feature, but such incidents appear in other stories I have heard from books and movies, so the door shutting and locking itself is certainly not unique to the story above.

Component of Marketing Plan Essay

INTRODUCTION Marketing plan is the central instrument for directing and coordinating the marketing effort. The marketing plan operates at two levels: strategic and tactical. The strategic marketing plan lays out the target markets and the value proposition that will be offered, based on an analysis of the best market opportunities. The tactical marketing plan specifies the marketing tactics, including product features, promotion, merchandising, pricing, sales channels, and service. Marketing plan is a written document that summarizes what the marketer has learned about the market place and indicates how the firm plans to reach its marketing objectives. It contains tactical guidelines for the marketing programs and financial allocation over the planning period. It is one of the most important outputs of the marketing process. Marketing plans are becoming more customer and competitor oriented and better reasoned and more realistic than in the past. Marketing planning is becoming a continuous proces s to respond to rapidly changing market conditions. What is a Marketing Plan? A marketing plan provides direction for your marketing activities. Marketing plans need not be long or cost a lot to put together. Think of it as a road map, with detailed directions on how to get to your destination. Sure there may be a few bumps in the road, perhaps a diversion or two, but if the marketing plan is carefully researched, thoughtfully considered and evaluated, it will help the organization achieve its goals. The marketing plan details what you want to accomplish with your marketing strategy and helps you meet your objectives. The marketing plan: †¢ Allows the organization to look internally in order to fully understand the impact and results of past marketing decisions. †¢ Allows the organization to look externally in order to fully understand the market in which it chooses to compete. †¢ Sets future goals and provides direction for future marketing efforts that everyone in the organization should †¢Understand and support. †¢ Is a key component in obtaining funding to pursue new initiatives? Components of a Marketing Plan A marketing plan consists of following components: 1. Executive Summary 2. Situation Analysis 3. SWOT Analysis 4. Marketing Goals and Objectives 5. Marketing Strategies 6. Budget 7. Marketing audit 8. Evaluation and Control Executive Summary The executive summary is the first part of the marketing plan, but should be written after all other parts are completed. It is a brief overview of the entire plan and covers only the main points. It is useful to people you approach with your plan, such as investors, who may want to read a synthesized version to determine if they are interested in it before taking the time to read it in depth. The executive summary is also useful internally, as it helps to remind you and your employees of the organization’s desired marketing goals and how to achieve them. Situation Analysis The situation analysis helps you to determine where your organization presently stands. It should examine what’s going on outside of the organization, what’s happening with consumers, and how the business is functioning internally. External Analysis What changes are taking place in your city, county, state, country and around the world that could potentially impact your business? Some things to investigate are: †¢ Changes in political positions and legislation at the local, state, and national level. †¢ Changes in technology †¢ Trends in society’s values and habits †¢ Identify competitors and list their characteristics †¢ Economic conditions Customer Analysis Before developing a marketing plan it’s important to find out what consumers want and how they make purchase decisions. This may require some marketing research. Think about these factors: †¢ Current and potential customers †¢ Trends in consumer buying habits †¢ Why do consumers purchase this product or service? †¢ Why do others not purchase this product or service? Internal Analysis Knowing the state of the organization and its resources helps to determine where it is strong and what areas need attention. Include the following in the marketing plan: †¢ Current state of financial and human resources †¢ Anticipated state of financial and human resources †¢ Your business’s performance in relation to competitors The 5 C’s of Marketing can be summarized as: Company – The product time line, experience in the market, etc. Collaborators (or Partners) – Distributors, suppliers, and alliances. These are any companies that you work with on a day to day basis to help your company run. Customers – This is your market. Ask yourself what benefits they are looking for. What motivates them in the purchase process? Where the customer does actually purchases your product? How the product is purchased (impulse buys, internet, etc)? Understand the quantity a customer will purchase and even trends in consumer tastes. Competitors – Both your actual and potential competitors and those that directly or indirectly compete with you. Understand their products, positioning, market shares, strengths and weaknesses. Climate (or Environment) – These are governmental policies and regulations that affect the market. It is also the economic environment around your company; which is the business cycle, inflation rate, interest rates, and other macroeconomic issues. Society’s trends and fashions are found in the â€Å"climate.† The technological environment is creating new ways of satisfying needs (i.e. using technology to enhance the demand for existing products). SWOT Analysis Conducting a SWOT (strengths, weaknesses, opportunities, threats) analysis is essential in assessing the company’s position and serves as a guide to developing marketing plans. Benefits of a SWOT Analysis A SWOT analysis provides a fairly simple, low-cost way of assessing the company’s position. It presents information that is important in developing business and marketing plans, as well as setting organizational goals and objectives. It tells you where the company currently sits, and where it needs to go in the future. [pic] When conducting your SWOT analysis, you should: †¢ Examine your company’s strengths, weaknesses, opportunities, and threats from a customers’ perspective. If you’re having trouble viewing issues that way, ask customers what they think or conduct surveys. †¢ Separate internal issues from external issues. The company’s strengths and weaknesses are internal; opportunities and threats are external. The key test to differentiate the two environments is to ask, â€Å"Would this issue exist if the firm did not exist?† If the answer is yes, the issue should be classified as external. Some things to consider about your company when determining your strengths and weaknesses are: †¢ Size and financial resources †¢ Scale and cost economies †¢ Customer Perceptions You will probably have to do some research on your competitors, your industry, and the environment in order to complete the opportunities and threats portion of your SWOT analysis. Here are some topics to consider: †¢ Trends in the competitive environment †¢ Trends in the technological environment †¢ Trends in the sociocultural environment Once you’ve finished a SWOT analysis for your company, include the resulting strategy in your business and marketing plans. Some key actions to take include: Transform strengths into capabilities by matching them with opportunities in the environment. Example Strength: The company has a very efficient order fulfillment and distribution process Opportunity: There is an unfulfilled need for the company’s product in other countries Capability: The company is capable of distributing its products worldwide †¢ Convert weaknesses into strengths by investing strategically in key areas. Example Weakness: Employees are not familiar with the latest technology in the company’s industry Investment: The employer sends employees to classes, workshops, and conferences Strength: Employees now have inside information on cutting edge technology relevant to the industry †¢ Weaknesses that cannot be converted into strengths become limitations. Example Weakness: A start-up company that has a tight distribution budget and no connections in the industry may have difficulty getting shelf space in stores Meaning to consumers: Consumers may not be able to find the company’s products Minimization: Allow consumers to purchase products through other channels, such as a web site or mail order catalog. Marketing Goals and Objectives After determining your company’s strengths, weaknesses, opportunities, and threats, you’ll have a better idea of what marketing goals and objectives should be set. Goals are the overall accomplishments that you’d like to make and objectives are benchmarks to meeting those goals. You might say that goals are more qualitative and objectives are more quantitative. For example: Marketing Goal: Increase awareness of Product X Corresponding Objectives: Increase last year’s direct mail distribution by 20% this year; develop a web site for Product X by June 1st; participate in five trade shows by the end of the year. Goals must be realistic and consistent with the firm’s mission. Objectives must be measurable and time-specific. You may also want to include the person responsible and the budget required for each objective. Marketing Strategies In this section, you’ll define your primary, secondary, and tertiary target markets and their purchasing characteristics. Next, discuss the marketing mix elements (product, price, distribution, and promotion) as they relate to your product or service. Some questions you may want to answer for each target market include: Product †¢ What are the features and benefits of your product? †¢ What is your competitive advantage? †¢ How will you position and differentiate your product? †¢ What complementary products are available? †¢ What customer services are available? Price †¢ What are the costs associated with the product or service? †¢ What will your pricing strategy be? †¢ Will you give discounts? Distribution †¢ Who are your suppliers and intermediaries? †¢ How will you make the product or service conveniently available to consumers? †¢ What partnerships can be developed to distribute the product? Promotion †¢ Where will you advertise? †¢ What public relations activities will be involved? †¢ If you will be involved in personal selling, what is your sales strategy? †¢ What types of promotions will you run? †¢ What sponsorship opportunities are available? Setting the Promotion Mix When deciding how to properly utilize the marketing communications mix to meet your marketing objectives, it is important to consider the relative strengths and weaknesses of each component of the mix. Further, you must always define your total budget first (generally defined in the Marketing and/or Business Plan) and then decide upon the best way to leverage the different elements of the mix to maximize the return on your investment. You will balance the various parts of the mix to not only create an integrated approach to your marketing communications but you must also devote enough resources for each component to be successful. Here are some things to keep in mind: [pic]Reaches large, geographically dispersed audiences, often with high frequency; Low cost per exposure, though overall costs are high; Consumers perceive advertised goods as more legitimate; Dramatizes company/brand; Builds brand image; may stimulate short-term sales; Impersonal, one-way communication; Expensive [pic]Most effective tool for building buyers’ preferences, convictions, and actions; Personal interaction allows for feedback and adjustments; Relationship-oriented; Buyers are more attentive; Sales force represents a long-term commitment; Most expensive of the promotional tools [pic]May be targeted at the trade or ultimate consumer; Makes use of a variety of formats: premiums, coupons, contests, etc.; Attracts attention, offers strong purchase incentives, dramatizes offers, boosts sagging sales; Stimulates quick response; Short-lived; Not effective at building long-term brand preferences [pic]Highly credible; Very believable; Many forms: news stories, news features, events and sponsorships, etc.; Reaches many prospects missed via other forms of promotion; Dramatizes company or product; Often the most under used element in the promotional mix; Relatively inexpensive (certainly not ‘free’ as many people think–there are costs involved) [pic]Many forms: Telephone marketing, direct mail, online marketing, etc.; Four distinctive characteristics: Nonpublic, Immediate, Customized, Interactive; Well-suited to highly-targeted marketing efforts Budget: †¢ The goal of your marketing budget is to control your expenses and project your revenues. †¢ It also assists in the coordination of your marketing activities within your organization. †¢ A realistic budget establishes a standard of performance for your actions, and communicates those standards to others responsible for implementing your marketing strategy. †¢ A well-designed budget is also a tool to keep you on target and indicate when there is needed modification of your marketing plan, especially if something goes really right or very wrong. Budgeting Approaches Where do you get budget numbers? How do you set a budget and organize it? What are some standard ways to measure your budget? There are several approaches you can take to create your budget. Examples of these approaches may include basing your budget on: †¢ Percent of projected gross sales. †¢ Percent of past gross sales. †¢ Per unit sales. †¢ Seasonal allocation. †¢ Projected cash flow. Select a budget methodology that will work best for your business. You may want to make this choice based on how you track your sales and revenues, or based on industry standards. Marketing Audit The Marketing Audit is committed to improving strategic decision making when companies are faced with specific business challenges. Our market research studies provide clarity and insight, often on the most important questions faced by top executives, corporate managers, and strategy professionals. Here are 10 of 25 key dimensions a marketing audit should assess: 1. Key factors that impacted the business for good or for bad during the past year. Including an evaluation of marketing â€Å"surprises†Ã¢â‚¬â€the unanticipated competitive actions or changes in the marketing climate that affected the performance of the marketing programs. 2. The extent to which each decision in the marketing plan—e.g. targeting, positioning, pricing, advertising, etc.—was made after evaluating many alternatives in terms of profit-related criteria. 3. Marketing knowledge, attitudes, and satisfaction of all executives involved in the marketing function. 4. The extent to which the marketing program was marketed internally and bought into by top management and non-marketing executives. 5. Customer, distributor, vendor, and intermediary satisfaction based on research among key target groups. 6. The performance of advertising, promotion, sales force, and marketing research programs in terms of ROI. 7. The performance of non-traditional programs, particularly digital offerings, in terms of ROI. 8. Whether the marketing plan achieved its stated financial and non-financial goals and objectives. 9. Which aspects of the plan that failed to meet objectives with specific recommendations for improving next year’s performance. 10. The current value of brand and customer equity for each brand in the product portfolio. Evaluation and Control Many business owners forget the importance of evaluating their marketing plan. This is extremely important, because it serves as a guideline for what to do or not to do in the next marketing planning period. It is also ensures that the plan will be implemented properly. Some questions to be answered include: How will employees be evaluated and compensated for their work? †¢ How can communication between employees be improved? †¢ Do the employees share the firm’s values? †¢ Is management committed to the implementation of the marketing plan? †¢ What can be done if the product or service does not meet performance standards? †¢ What corrections can be made if the pricing, distribution, and promotion strategies do not accomplish the marketing goals and objectives? †¢ How will marketing activities be evaluated?

Cultural differences between Korea and US Essay

There are so many differences that can be discussed about our culture (united States) and South Korea. We could discuss their values, etiquette and customs, or business etiquette and protocol. I would like to detail my discussion to the cultural differences pertaining to the United States Business Etiquette and Protocols. Let me begin by saying that we could argue that overall because America is considered the â€Å"Melting Pot† of all cultures that although we have Korean Americans there is still a great difference than the South Koreans. South Korean relationships and communications are vastly different than those in America. They prefer to do business with people that they have a personal relationship with. So if you wish to engage, it would be in your best interest to be introduced by a third-party. A relationship with a Korean is developed through informal social gatherings that often involve a considerable amount of drinking and eating. Individuals who have established mutual trust and respect will work hard to make each other successful. South Koreans treat legal documents as memorandums of understanding. They view contracts as loosely structured consensus statements that broadly define agreement and leave room for flexibility and adjustment as needed. South Koreans are extremely direct communicators, under no circumstances insult or to criticize in front of other people. Sensitive matters may often be raised indirectly through the intermediary that first made the introductions. They are not averse to asking questions if they do not understand what has been said or need additional clarification. This is a culture where â€Å"less is more† when communicating. Respond to questions directly and concisely. Since there is a tendency to say, â€Å"yes† to questions so that you do not lose face, the way you phrase a question is crucial. It is better to ask, â€Å"when can we expect shipment† than â€Å"Can we  expect shipment in 3 weeks?† since the question requires a direct response. On the other hand, United States style of communications and handling relationships are much different. A business conversation may take place during meals, however many times you will find more social conversation taking place during the actual meal. Meetings may be arranged as breakfast meetings, luncheon meetings, or dinner meetings depending on time schedules and necessity. Generally a dinner, even though for business purposes, is treated as a social meal and a time to build rapport. United States communication styles include the offer of a firm handshake, lasting any where from 3-5 seconds, upon greeting and leaving. It is customary to maintain good eye contact during the handshake. If you are meeting several people at once, maintain eye contact with the person you are shaking hands with, until you are moving on to the next person. Eye contact is very important during business and social conversations in America; it shows interest, sincerity and confidence. If you are meeting with a good friend, you may briefly embrace. Although in larger settings, like being in a large city requires that you use a more formal the behavior. Introductions include one’s title if appropriate to include full name. Business cards are generally exchanged during introductions, and a smile is considered a sign of friendliness.

Wisconsin Senate to Vote on Anti

Wisconsin Senate to Vote on Anti The protesters are opposed to a legislation that will deny them labor rights by stripping them of their collective bargaining rights through workers union. Advertising We will write a custom essay sample on Wisconsin Senate to Vote on Anti-Union Bill specifically for you for only $16.05 $11/page Learn More The worker’s rights in Wisconsin are protected by the Federal legislation of 1936 that caters for County and Municipal workers while the nonfederal workers in Wisconsin are protected by the 1959 similar legislation. This legislation has been useful in championing for the rights of workers and bargaining for better payments for the nonfederal employees. The introduction of an anti-union proposal, which curtails the collective bargaining for state, county, and local workers with exception of the police, firefighters and state patrol, has led to mass protests. The bill introduced a week earlier by Governor Scott Walker, passed through the Legislative b udget committee amid opposition from the Democrats committee members and now the bill is destined for voting in the Assembly and the Senate. The labor history of Wisconsin is set to undergo major changes as Walker and the GOP has majority numbers in both the Assembly and the Senate. The Democrats, due to their inferior numbers have been powerless to stop the bill with Sen. Bob Jauch D-Poplar raising an alarm over the impact the bill will have on democratic process. The proposed bill limits the workers union’s collective bargaining rights and makes workers to contribute to the pension scheme and health insurance cover. President Barrack Obama feels that eliminating the worker’s union bargaining role is not a good move but acknowledges that budget cuts are necessary. The bill will lead to a rise in employee’s contributions to the pension scheme and healthcare insurance cover. The unions still represent workers but their role is limited and cannot seek pay increm ent above the Consumer Price Index terms. The legislation prevents the unions from deducting the employees any monthly contributions and has a provision that the unions should conduct elections annually in a bid to improve their performance. The bill has majority support, as most of the senators are Republicans both in the Senate and in the Assembly. The bill sailed easily through the Legislative committee, as majority of the members are Republicans.Advertising Looking for essay on government? Let's see if we can help you! Get your first paper with 15% OFF Learn More Walker supports the legislation as the best effort to solve the current economic crisis to help in the running of state operations including prisons. The legislation protects the workers against any layoffs and retrenchments by organizations but does not allow the unions to negotiate on behalf of the workers concerning their plight. In an attempt to solicit for the worker’s union support for the bill, Walker indicated that he would advocate for massive loss of employment of state workers. The Legislative committee Wednesday recommended a number of changes to the proposed bill. It has for a provision on how public workers should extend their grievances. The legislation offers for the establishment of a body with an oversight role to oversee the privatization of public power plants. However, the proposed legislation faces public opposition characterized by many protests against it. Many protesters opposed to the bill filled the Wisconsin state Capitol prior to its passage into law. Huge crowds of protesters, mostly teachers and school-going children, assembled outside the Senate Chamber on to demonstrate against the passage of the bill. Schools remained closed as students and teachers joined the protesters. The protesters also included university students who kept a nightlong vigil ahead of the bill’s passage day.