Personal

The Committee on Admission is interested in getting to know each candidate as well as possible through the application process. The following essay question is designed to demonstrate your writing skills and facilitate our full appreciation of who you are. The quality of Rice’s academic life and the Residential College System is heavily influenced by the unique life experiences and cultural traditions each student brings. What perspective do you feel that you will contribute to life at Rice? (Most applicants are able to respond successfully in two to three double-spaced pages. In everything I do, I try to reach out to people. My connection with others is what drives me. I like to observe people, to get to know people, to show people who I am. I think that what moves many people (myself included) is the idea that we are all alike. There is a quote from the French film The Diving Bell and the Butterfly which resonates with me: â€Å"We're all children, we all need approval. â⠂¬  This quote shows that we are driven by similar hopes, emotions, and experiences and we can come together to achieve great things.This perspective has allowed me to connect with classmates, strangers, and family in my experiences as the school’s Social Services prefect, as a volunteer at North York General Hospital, and as a granddaughter in a large family. The Diving Bell ; the Butterfly is a beautiful film about a once-successful editor of Elle magazine, Jean-Dominique Bauby, who becomes imprisoned in his own body after a massive stroke. He is completely paralyzed and cannot speak. In one instant, his entire life is taken from him. It moved me to see his despair, vulnerability, and lack of hope; his life which was once so full seemed empty and desolate now.He couldn’t truly live. As someone who loves life, I was brought to tears by the consequences of his stroke. It was ironic, unexpected, unfair, and heartbreaking. Despite this, Jean-Do is able to get through it all. At a defining moment in the film, he says, â€Å"I decided to stop pitying myself. Other than my eye, two things aren't paralyzed, my imagination and my memory. † It was uplifting to see that this man, who seemingly has nothing, could still have hope. I was deeply inspired by his perseverance; he showed that life is really about having imagination and letting go of material concerns which limit us.In October 2008, I experienced the most stressful week of the entire school year as the Social Services Prefect: United Way Week. As I began the daunting planning and preparation, I felt there was something lacking despite the strong annual tradition of United Way Week. As the years had progressed, students were falling into a routine and typical events were becoming stale. To address a problem that I saw in my community, I did not merely â€Å"party-plan† by resorting to the usual events. I aimed to be strategic by introducing new events. I knew that new events would d raw more interest and unite the student body.However, I also recognized that I could not plan an entire campaign alone. I brought my ideas for change to the Prefect team as well as my peers. I asked them what they would like to see, what kinds of activities they would be excited for. I then mapped out a schedule and delegated jobs. For instance, one new event this year was a competition between my school’s Prefects and our brother school’s Stewards: five from each school in one face-off. As each Prefect and Steward challenged each other one on one, five previously outlined tasks (rap, tell a joke, or dance) were announced and completed impromptu.In implementing these new activities, I was taking a big risk. I couldn’t predict how the students would react or how much we could raise. In the end, our initiatives succeeded in creating substantial change to an established campaign, raising over $12,000 for United Way. Helping others is in my nature. I hate suffering and injustice. Most of all, I am someone of action; if there is something that needs to be done, I will do it. When I help others, I know that I am changing their lives but I also recognize that they give me something as well; I first experienced this as a volunteer at North York General Hospital.In December 2007, a father ran in to the Emergency ward frantically asking for some help. His daughter, who had been skiing that day, injured herself by slipping on the hill. Lying in the van, she was in great pain but could not move. The father needed help in getting his daughter into waiting area. I first looked to Security but they were on patrol and the nurses were occupied helping other patients. I found myself in a difficult situation but I went outside with this father to see what I could do. I brought a wheelchair, hoping the young girl could slide from the car into the chair.However, she was unable to sit without being in severe pain. So we decided to pull her out, supporting her e ntire body. Her father, brother, and I lifted her up in a horizontal position out of the car. We set her down on her feet while continually offering support with our shoulders. Her cries were distressing but there was no other way to transport her in. Finally, when we were inside, I found a line of chairs on which she could lie down. Afterwards, I told her father how to register and what would happen next. Immediately, her father thanked me for being there. At first I had felt helpless that I couldn’t do more.I couldn’t stop his daughter’s pain. I couldn’t fast-forward the registration line. But I soon saw that the help that I could offer, the instructions and information that I had, and the humanity I showed, gave them a small comfort amidst the chaos. My experiences volunteering at the hospital showed me that suffering exists and though I may be unable to fix it, I alleviate the situation by doing what is in my power to do. In my family, loyalty is extr emely important. Spending time with family is an unquestionable responsibility for all of us: we are there for each other.Ever since I arrived in Canada as a 4-year old girl, I have been attending my grandmother’s birthday dinners each year in October. I can remember entering the traditional red and gold restaurant as a young child. Before I did anything else, my mother instructed me first to wish my grandmother a happy birthday and a lucky and long life, both of which are traditional Chinese phrases, and then kiss her once on both cheeks. As a child in elementary school, I barely understood the significance of the repetition of those phrases.Throughout my grandmother’s celebratory dinner, I occupied myself with Nintendo Games or hand games with my cousins. At the end of each dinner came the Chinese fruitcake. I always had to have the slice with a strawberry on top. By the end of the dinner, I hardly realized that I had barely spoken to my grandmother. Reflecting back on those times, I now have a bigger comprehension of the importance of family. I see how my grandmother loved to hear those phrases I said to her and how much it meant to her. Now as a teenager entering university, I long to say so much more.I want to update her on my school work or my friends or my dreams. I see the duty I have as a granddaughter, daughter, and sister in a family: to respect the bond that we are born with, to support my relatives because I know that I will always have my family to fall back on. Another form of expression that I value is in the music I listen to. If I have had a tough day, I put on my â€Å"Soothing Playlist†. In it is one of my favourite songs, â€Å"A Better Son/Daughter† by Rilo Kiley. The cerebral lyrics describe the difficulties that we all go through: you’ll be positive though it hurts / and you’ll laugh and embrace all your friends.I can relate to these lyrics because sometimes the commitments I take on overwhelm m e. During chaotic and stressful times, it is difficult to keep on top of everything. But I always keep at it because this is what I truly love to do. Going to dance club, singing in choir, researching in a lab: all of these things allow me to explore my interests and enjoy myself, helping me to grow as a person. It is only realistic to recognize that some days are harder than others. Nobody is perfect. This song and many others on my playlist encourage me to push through because I’ll be stronger for it.My desire for growth always involves reaching out to others: showing loyalty to friends and family; offering my support as a volunteer at the hospital; using the unity of my school to raise money that goes to a greater cause. My great ambitions are achieved by supporting and relying on others. I value family, perseverance, morals and I am a confident, ambitious, leader with a need for a strong community. This is what I will bring to Rice’s academic life and residence; I hope to connect with my peers and mentors in order to grow and achieve my goals.

Evaluation of Canon’s Strategies

Evaluation of Canon’ Strategies The first part of this investigation involves an evaluation of the strategies used by Canon and the key factors for success. In order to being this review, it is first necessary to consider how the company has performed in recent years. Table 1 provided below provides an overall review of the organization’s performance in recent years. The data clearly suggests that Canon has made notable progress toward developing market share, revenues and profitability. In addition to reducing its debt to asset ratio in 2008, the organization also increased its stockholder equity to assert ratio.Table 1: Key Performance Indicators for Canon, 2004-2008 [pic] Data courtesy of: http://www. canon. com/ir/annual/2008/report2008. pdf Other indicators of Canon’s success are provided in Figures 1 and 2 below. These illustrations provide a review of net sales and ROE/ROA for 2003-2007. Figure 1: Net Sales for CanonFigure 2: ROE/ROA for Canon Data courtes y of: http://www. canon. com/ir/annual/2007/report2007. pdf With the realization that Canon has performed so well in recent years, it is pertinent to consider the specific areas which have promulgated success for the organization.A crucial review of the case information provided on the organization suggests that there are a number of pertinent strategy elements which have been pertinent to the success of the organization. In particular the organization has worked to develop a mission and vision which it has incorporated on all levels of its operations. The development of a guiding mission for the organization is essential for success (Henry 2007). Missions provide the foundation for the development of actionable processes which can be used for moving the organization toward specific goals (Johnson, Scholes & Whittington, 2008).In addition to developing a mission and vision which provided the organization with a directive for action, Canon also developed a firm strategy focused on at tainable goals for operations. Specifically, the organization set the specific goal of obtaining 30 percent of the world market by the 1980s. Research regarding the current state of achieving this objective suggests that even though Canon has not been able to maintain a 30 percent market share in the industry, it has overcome competitor Xerox to become second only to Hewlett Packard.Figure 3 below provides a review of global market share for companies competing in Canon’s industry. Figure 3: Global Market Share for Canon and Competitors [pic] (Data courtesy of â€Å"Office electronics industry profile,† 2008, p. 12) The focus on a specific goal for the organization has clearly had an impact on outcomes for operations. By using this specific goal for development, Canon has been able to set clear, measurable objectives which can be evaluated by the organization to determine outcomes. Setting measurable goals is an important component of developing a strategic plan for th e organization (Huang, 2009).Measurable goals are viewed as essential to the successful implementation of a strategic plan which provides significant results for the ongoing development of the organization. Another issue which appears to have had notable implications for the successful development of Canon is the use of specific core competencies to ensure the outcomes of operations. In addition to developing a strategic plan which provided clear and measurable objectives, the organization delineated specific core competencies which it has been able to optimize in order to coordinate its strategic objective and achieve its goals.A review of what has been noted regarding the use of core competencies suggests that core competencies can provide the organization with the ability to focus development in particular areas (Zook, 2007). This process, in turn, sets the stage for the development of management practice and shapes how the organization approaches the market and its competitors. Collis and Montgomery (2008) provide a more integral review of core competencies noting the importance of review intended core competencies in the context of the external environment in which an organization competes.As reported by these authors, organizations need to consider the external environment and competitors in developing core competencies. While it is evident that core competencies must meet the internal demands and capabilities of the organization, Collis and Montgomery assert that improper alignment of core competencies in light of competitors and the larger industry in which the organization operates will result in failure of core competencies to be effective. In developing its core competencies, Canon appears to have taken these issues into consideration.The specific outcomes in this area are witnessed by the fact that in the 1970s, Xerox held a majority market share, which it has subsequently lost to Canon. In the 1970s, Canon recognized that the formula for success b eing used by Xerox was not the same formula which it wanted to pursue in the development of its organization. In this context, Canon chose to pursue a different pathway for competitive development; one which enabled the company to synthesize its internal capabilities with the market environment to create a unique competitive advantage against its largest rival.Because of this process of developing particular core competencies for operations, Canon was able to maximize its internal capabilities and use this as a strategic advantage in the marketplace. In summarizing the overall approach used by Canon to develop its strategic plan and subsequent management processes, it seems reasonable to argue that Canon did more than just place words on paper to establish a foundation for the organization. Rather, the organization developed a comprehensive plan for vision, strategy and development which were implemented on every level of the organization’s operations.In addition to delineati ng the larger objectives for the organization, Canon developed all of the intermediate steps that would be needed to achieve these objectives. In doing so, the organization aligned all of its activities toward the achievement of the organization’s overall strategy. The development of strategy in this manner is commensurate with what scholars note about the strategic planning and management processes. Kaplan and Norton (2008) assert that the strategy planning and development processes for the organization often end in failure because of the inability of the organization to effectively execute its strategy.Further, these authors assert that strategy failure is common because of implementation problems which manifest as organizations attempt to make critical connections between strategy objectives and specific outcomes which will be achieved to ensure that objectives are reached. Placing this information into the case of Canon, it becomes evident that these issues did not arise. Rather than struggling to implement, the organization developed to tools and resources needed to effectively ensure that it built a foundation which would enable success.It is this specific process which has enabled the success of Cannon. When strategy development is formulated as more than just specific words on paper the end result is the development of a strategic plan which provides concrete action steps for the organization to take. With these action steps in place, the organization is better poised to control the development of the strategic plan and its implementation (Neilson, Martin & Powers, 2008). This element of control in the strategic planning process has been noted to be an important contributor to the success of strategic implementation.When control is established in the strategic planning process, the organization is able to dictate the specific changes which will occur and respond to outcomes in a manner that is commensurate with the capabilities of the company an d responsive to the specific external environment which will impact the outcomes of operations. What Other Companies Can Learn With a basic review of the success of Canon in the development of its strategy provided, it is now possible to consider what, if anything, can be learned by other companies from this case.In examining the development and outcomes of Canon, it becomes evident that the specific protocols and practices which have been used by the organization to achieve success should not be mimicked by other companies. Even though Canon has been quite successful in its efforts to develop its products and services, the reality is that other companies cannot expect to use the same formula for success and to achieve the same outcomes achieved by Canon. Other companies have attempted to use this approach in the past—i. . Circuit City, K-Mart, etc. Even though mimicking another organization may provide some benefits in the short-term, the reality is that the outcomes achieve d will not provide an organization with a long-term foundation for development. Even though companies examining the case of Canon may not be able to use the same specific tactics employed by the organization, Canon did employ a number of general models for strategic planning and development which could be considered by other organizations.In particular, the development of core competencies for operations is an important tool which other companies could consider for success. An examination of models for the development of core competencies in the organization suggests that companies need to begin with a core strategy for the development of their operations. Once this core strategy has been delineated, it is then possible to articulate specific areas of organizational development by attaching them directly to the core strategy.Figure 4 on the following page provides a generic model of how core competency development for the organization has been conceptualized in for translation of co re competencies into organizational practice. The application of this model to the development of core competency planning for the organization would serve as the foundation for the development of the basic ideas which could then be used for the further development of the organization. Based on the specific core competencies decided upon by the organization, a formal strategic plan for organizational development could be implemented.This plan would need to reflect the development of measurable goals to ensure the overall success of achieving core competencies. Figure 4: Generic Model for Core Competency Planning [pic] Image courtesy of: http://www. ulv. edu/cbpm/business/img/mba_exp_graphic. jpg Once the core competencies for the organization have been delineated, it will then be possible for companies to consider the development of a strategic plan. Examining the specific steps used by Canon, it becomes evident that solid advice for planning and development in this area are provide d in the case.In addition to developing a driving vision and mission, the organization also implemented critical success factors which enabled the organization to formulate goals. The goals were codified in the context of action steps which provided a concrete foundation for the organization to achieve success. All of these issues were supported by the core competencies established by the organization. Figure 4 below provides a review of this process and demonstrates how other organizations could effectively adopt this process to generate success in their strategic planning and management processes.Figure 5: General Strategic Planning Processes [pic] Figure courtesy of: http://www. bottomlineresultsonline. com/images/uploads/StrategicPlan-Graphic_t humb. jpg In the end, the most pertinent lessons that organizations can learn from the Canon case are those related to the development and execution of strategy. Although Canon’s success is due in part to the specific choices that it made, the development and implementation of strategy on every level of the organization’s operations clearly had implications for the success of the company.Other organizations seeking to capitalize on this success should consider the development of core competencies, the evolution of an integrated strategic plan and the development of clearly defined goals for execution which can be measured to ensure progress and outcomes. By following these basic processes, other organizations should be able to create notable success in strategic planning and development. Reference List Canon Annual Report (2007). Canon. Accessed April 19, 2009 at: http://www. canon. om/ir/annual/2007/report2007. pdf. Canon Annual Report (2008). Canon. Accessed April 19, 2009 at: http://www. canon. com/ir/annual/2008/report2008. pdf. Collis, D. J. , & Montgomery, C. A. (2008). Competing on resources. Harvard Business Review, 86(7/8), 140-150. Henry, A. (2007). Understanding Strategic Management. Oxford: Oxford University Press. Huang, H. C. (2009). Design a knowledge-based system for strategic planning: A balanced scorecard perspective. Expert Systems with Applications, 36(1), 209-218. Johnson, G. Scholes, K. , & Whittington, R. (2005). Exploring Corporate Strategy. Upper Saddle River, NJ: Prentice Hall. Kaplan, R. S. , & Norton, P. (2008). Mastering the management system. Harvard Business Review, 86(1), 62-77. Neilson, G. L. , Martin, K. L. , & Powers, E. (2008). The secrets to successful strategy execution. Harvard Business Review, 86(6), 60-70. Office electronics industry profile: Global. (2009, March). Datamonitor, 1-32. Zook, C. (2007). Finding your next core business. Harvard Business Review, 85(4), 66-75.

Written Project Base on Case Study

From the case we discuss, LabCo’s accounting policy for recognizes revenue from construction contract is reasonable. According to ASC605-35-25-61, an entity†¦ shall use the completed-contract†¦ for which reasonably dependable estimates cannot be made or for which inherent hazards make estimates doubtful. LabCo Company uses a normal standard for its accounting policy which is using Percentage of complection method base on how it determine the profit (cost-to-cost method); but in contract with Halibut, LabCo experiences unexpected difficulties includes: revising design, outsourcing engineering, price of material rising unforeseeably. These are the factors that make cost estimation harder. Percentage of Completion method is appropriate under ASC605-35-25-57, criteria B, The buyer can be expected to satisfy all obligations under the contract and C, The contractor can be expected to perform all contractual obligations. Completion of contract method is used according to ASC605-32-25-90, When lack of dependable estimates†¦inherent hazards relate to contract conditions or external factors that raise questions about contract estimates and about the ability of either the contractor or the customer to perform all obligations under the contract. Percentage of completion method is inappropriate for this contract, not only because it’s difficult to estimate the cost, but also the product fails to fulfill the buyer’s need. In this case, choosing completion of contract is better decision; based on previous experience, LabCo underestimate the cost and ability of complete the contract is the main reason forces them to change the policy. Change in method of accounting from the percentage-of-completion to the completed-contract is considering change in accounting principle. In ASC250-10-45-2, it states clearly about company can use alternative accounting principle to better interpret the current financial issues. According to ASC250-10-45-1, a presumption exists that an accounting principle once adopted shall†¦consistent use of the same accounting principle from one accounting period to another†¦and with a,b criteria. Once a new accounting principle is adopted, entity should consistently practice. Base on ASC250-10-45-5, entity should use retrospective approach apply for the new accounting principle. There are three basic requirements to do: A. Back to prior accounting period, the change of cumulative effect must be showed once apply the new principle. B. adjustment of the balance of retained earning must be made. C. Each individual financial statement from prior period shall apply the new principle. In LabCo’s case, once it changes the revenue recognition principle, the prior year’s revenue will become less in completion of contract method. Retain Earning account must be higher when using percentage of completion method. Therefore, retained earnings account needs to be adjusted. For current year, adjustment shall be made to beginning balance of retained earnings. Base on ASC250-10-45-8, Retrospective application shall include only the direct effects of a change in accounting principle, including any related income tax effects. Using retrospective approach shall contain direct effects, in this case would be income tax from prior period which should be less than the entity actual paid. Disclosure, ASC250-10-50-2 An entity that issues interim financial statements shall provide the required disclosures in the financial statements of both the interim period of the change and the annual period of the change. When reporting a change in Principle, explanation of why use new principle should be included. Work Cited Kieso, D. E., T. D. Warfield, and J. J. Weygandt.Intermediate accounting. 14th. Hoboken: John Wiley& Sons, Inc. , 2012. Print. https://asc.fasb.org/advancedsearchresults

Artemis Sportswear Company

What production and operational cost expenditures can be minimized, without effecting productivity or overall quality of the manufactured goods? Artemisia Sportswear has Identified the need to reduce operation costs that In the end will Limit profit gains. This requires an in-depth examination of overhead, employment numbers, and production rates to determine the best course of action for effective company management. A research team has developed a strategy to study and address this particular issue and present the findings to the Board of Directors.This research document will determine what production and operational cost expenditures can be enameled without effecting productivity or overall quality of the manufactured goods. Our team has discovered 3 keys for your company to reduce your overhead; cut production costs, employee reduction and production rates. Our first key is to cut production costs, as this is vital for the future of the business. Production cost is important to r educe because it decreases wastes, stalls over production, and limits possible defects in your company's products.The second key is o reduce employment numbers, and in Dalton how best to conduct this normally sensitive area. We also want to show you that through the use of effective management and hiring processes, the hiring of quality people will save millions of dollars each year. The final key is production rates and how it is important to have a well-adjusted rate for competition. Production rate is important because customers are constantly looking for better quality products and services and lower rate.Our team has examined these production expenses and the following will explain the ideas we have for your company throughout the operations department. Artemisia sportswear company needs to reduce their production costs by a significant amount, or else risk failure. Our research team has developed several ways to reduce production costs; such as waste reduction, over production , and defects. Reducing waste in the total cost of production is a good way to cut cost, and having too much product can create profit loss in your company.Waste reduction is an Important element of minimizing total cost of production (Wald, Johann, ; Aim, 2010). If our company minimizes waste In production by recycling defected products, or scrap material you may gain profit back by reducing any unused expenditures. In practice, the costs incurred in a production process include manufacturing costs, materials costs, quality loss cost, inspection costs, rework costs, and scrap costs (Wald, Johann, ; Aim, 2010). The team suggests selling defected products at a lower rate and creating a limited-time featured Item at a â€Å"special price† for items that are over produced.For Instance, If you eliminate the excess Inventory that Is spread ore useful than idle inventory (Reginald, 2011). This will help profits and limiting waste within your company. Another way for Artemisia Sport swear to reduce waste would be to cut down on equipment procedures and modernize the equipment being used. Some examples are to include using energy saving light bulbs, reducing usage of heating and air conditioning within the buildings, having a well-insulated building, and reducing the amount of equipment used to produce the products.Older devices consumed more electricity and generated more heat than newer products (Leper, 2011). The benefits that modern equipment brings are that they are easier to use and more reliable to use with the products you are selling. Also by modernizing the equipment your company currently uses, will also add more benefits to your products and increase profit margin by ways of added design features. A path of output fleet modernization led to several things worthwhile – profound savings, reduced paper consumption, operational efficiencies and heightened environmental friendliness (Leper, 2011).We want to render the company further to be moderniz ed and environmentally friendly. We believe every path leads to something worthwhile† (Leper, 2011). Artemisia Sportswear Company has a large number of producers; our goal in this section is to reduce that number by 30%. As a research team we do not want to target a certain group of employees. Most employers whom downsize will target these three types of groups; those who do not work as hard, employees based on age, gender, race, and sexual preference. To be sure, the term â€Å"targeted† could be interpreted in several ways.For example, it might mean (a) not random, and therefore based on performance; (b) strategic, and Hereford based on a particular organizational unit, such as a division or a specific line of business; or (c) cuts in pay (perhaps according to a sliding scale by organizational level), capital expenditures, or other operating expenses (Socio & Peg, 2004). As a research team we want to encourage you to not make these decisions based age, gender, race, o r sexual preference, as we pointed out, but to make the decision based on what is best for your company.The best way to really cut expenses in this example is to drastically cut pay from higher paid employees and educing employees based on performance. We want to increase your employee loyalty by showing employees that the company cares about their well-being, as this typically leads to better production out of your employees. Restructuring, including downsizing, often leads to predictable effects diminished loyalty from employees (Socio & Peg, 2004). Assuring the employees that Artemisia Sportswear is making these decisions based on performance and pay cuts will increase their loyalty.We also want to increase your company's profits, but in order to do so you must make a UT in your company's workforce, because as the law goes, happier employees creates more production which naturally leads to a reduction in employees. Another point is common among managers is that by downsizing the workforce, sometimes through across-the-board cuts in employees, boosts company profits (Socio & Peg, 2004). So, by an overall reduction in your workforce by this small amount will begin to increase your profit margin.We want to increase your company's rivalry with other competitors and prove to other companies and customers that your product is worthy of the industry in sportswear. When new competitors enter an industry the key to expansion within your company, by producing further enhanced and least expensive goods and services to the loyal customers within the industry. We want to increase the type of products that are for sale and the amount you sell them for. The intensity of rivalry among existing competitors can obviously influence company profitability (Sack & Nadia, 2002).We want to refrain from intense and extreme rivalry with your competitors. Intense rivalry may influence your profitability, but it can also result in all sorts of problems. We want to increase competition between companies, but in minimal amount. Firms in one industry may produce products that compete with products in another (Sack & Nadia, 2002). New and improved products are more reliable to customers; customers are also more fascinated to these newly developed products. We want to create highly enhanced products that will fit every customer's needs.For instance, minor league baseball not only competes with other sports events, but also amusement parks, theaters, substitute products such as pay-per-view cable channels that show first run movies or video stores that offer much better prices for movies once they have left theaters are major competitors (Sack & Nadia, 2002). We would like to suggest using limited time special products such as, professionally signed products like; baseballs, basketballs, hockey sticks, sports shoes, etc.The company would also benefit from having a limited time meet and greet with famous athletes. This will improve competition and allow a minimal amoun t of rivalry. The buyers of an industry outputs can lower the industry profitability by bargaining for higher quality or more services, and forcing down prices (Sack & Nadia, 2002). This is why as a company you should not give in to the customers' desire in change, as you will not always change your prices to please your customers, instead you can offer great quality for an affordable price.Buyers have the upper hand when an industry products are relatively undifferentiated (Sack & Nadia, 2002), but your company will not give buyers the upper hand. As a supplier to the sportswear industry you will want to increase your profitability as much as possible. Our team wants to make the company as a supplier more powerful within the competition. If there are only a few companies hat supply an entire industry, these powerful suppliers can squeeze profitability out of an industry unable to cover cost increases in its own prices (Sack & Nadia, 2002).This is where suppliers become more powerfu l by increasing profit and quality of the products being sold. When industries have limited access to materials needed for production, the power of suppliers becomes a major competitive force (Sack & Nadia, 2002). Your company will need to search for all the materials needed for your production and try to provide the products that the customers need and ant. Our research team has explained the 3 keys for Artemisia Sportswear Company to reduce costs and cut out any unneeded expenditures.We are confident that what we have explained in detail will save your company money through the processes explained above. We would like to assure the company that these time-proven, and highly successful ways of helping your business grow. If you would only imply these principles every so often when replacing equipment, you would be practicing a much needed pruning in your company which is necessary for any living thing to grow much more fully.

Theology Research Paper Example | Topics and Well Written Essays - 1000 words

Theology - Research Paper Example The more specific part of the bible that deals with historys first-ever power struggle can be found in Chapter 27. This is where the story gets interesting. In said chapter, the verses that gave in detail what actually happened are verses 1 to 45. With the connivance of his mother, Jacob fooled his father into giving him his blessings as a firstborn when he is not (although they are twins, Esau came out of the womb first and is considered the elder). No wonder that Jacobs story is often given the subtitle of â€Å"Jacob the Deceiver.† The story begins when Isaac was already very old and he feels he might die anytime. So before he goes, he summoned his elder son Esau to give him his blessings. In ancient Hebrews, getting the blessing is very important as the firstborn gets more land, cattle, cash and servants than the younger siblings. He is also supposed to received the promises God made to Isaacs father, Abraham. Mother Rebekah heard what was planned and maneuvered to have Jacob blessed instead by taking advantage of Isaacs failing eyesight. One lesson is that parents should not play favorites with their children as this will cause rifts and rivalries. The first dozen books of the Old Testament begin with the story of Creation and first humans as contained in the early chapters of Genesis. The remainder of Genesis covers four generations spanning from Abraham to Isaac to Jacob and finally to Jacobs twelve sons. The four books that follow it are Exodus, Leviticus, Numbers and Deuteronomy mostly deal with Moses and his travails. Up till the Age of Enlightenment (around the eighteenth century), this continuous narrative framework was considered historical and therefore largely accurate and what the Bible says is true in every detail (Coogan 22). New developments and discoveries in science, astronomy, biology, geology and discoveries of ancient texts from the Near

The Structure and Business of Blackstone Essay Example | Topics and Well Written Essays - 4000 words

The Structure and Business of Blackstone - Essay Example It's a veritable feast for the discerning investor's eyes: 37% compound annual revenue growth, 65% operating margins, $3 million in profit per employee, returns on invested capital in the triple digits. And a cherry on top: the Blackstone Group is arguably the uber-buyout firm. Led by billionaire cofounders Steven Schwarzman and Peter Peterson, Blackstone has gone from relative obscurity to global renown in the span of roughly two decades, parlaying a penchant for deal making and a yen for competition into a war chest that now brims with billions of dollars in investment capital. Blackstone Capital has extensive expertise in structuring transactions under Regulation D, SCOR, Rule 144A, Reg. A, Reg. S, and other public or private direct offerings, as well as commercial lending, mezzanine financing, commercial paper, and subordinated debt transactions. Their structures provide an exit strategy for investors with short or long-term holding periods. Basically what Blackstone does is delivers to its client’s necessary capital, for less cost, more efficiently, and strategically structured. It operates from a style, which avails itself of the richness of a variety of investment philosophies and techniques that will ultimately provide superior returns while exposing a particular partnership to lesser risk. It is here, that Blackstone prides itself in creating the innovative financial solutions for its clients. Their primary objective is to maximize value for their clients. Blackstone’s business is organized into four segments: 1) corporate private equity, which focuses on management of the Company’s private equity funds; 2) real estate, which is responsible for management of Blackstone’s various real estate investment funds; 3) â€Å"marketable alternative asset management,† which involves management of Blackstone’s various hedge funds, mezzanine funds, and other â€Å"alternative† in vestment vehicles; and 4) The financial advisory group, which comprises the Company’s advisory services business that provides, for example, merger and acquisition analysis and services to other companies. These various funds are generally structured as limited partnerships that are capitalised by limited-partner investors (such as institutional investors and pension funds) and managed by Blackstone, which, through subsidiary holding partnerships, serves as general partner. Blackstone therefore does not own directly either the various portfolio companies in which it’s corporate private equity funds invest or the real estate assets owned by its real estate funds. Rather, Blackstone derives revenue from two principal sources: It earns a â€Å"management fee† equal to 1.5% of the value of the assets under management; It earns a â€Å"performance fee† or â€Å"carried interest† equal to 20% of the profits generated on the capital it invests for limited partners. Blackstone is subject, however, to having its performance fees â€Å"clawed back.† That is, the Company is obligated to return performance fees to investors if investments perform poorly. In contrast to those who invest in Blackstone’s various funds, investors in Blackstone itself acquire a stake in Blackstone’s investment management business, hoping that strong performance by the various investment funds will generate performance fees for the Company. 4.2 Southern Cross Healthcare Southern Cross He

PAPER 2 Essay Example | Topics and Well Written Essays - 500 words

PAPER 2 - Essay Example The strain theory assumes that all persons aspire for a similar social status and material needs, although the means available to achieve these desires differs from person to person. Institutions like family, educational system, religion and the economy help the individual in attaining success. However, the theory also believes that issues like family status and wealth play a significant role in determining the level of success attained by the individual even in a highly competitive society (Mednick, 2008). The theory thus contends that strain is felt whenever these support factors do not provide equal opportunity thereby prompting people to adopt illegal ways to achieve these means. Such persons are under pressure from the larger society to conform to specific ideals which ultimately forced them to turn into criminals. On the other hand, the control theory believes that such deviations from conformed norms can be resolved through a good family, parenting and education (Adler, 2009). The control theory relies on the ‘push and pull theory’ to explain the reasons behind crime including social deficiencies and psychological pressures that push the individual towards crime and illegal opportunities that can pull the person towards criminal activities.