Iron :: essays research papers

Iron Iron in its pure state is soft, malleable and ductile (that can be stretched, drawn or hammered thin without breaking ((Webster's Dictionary, 419, 1988)) with a hardness of 4-5. It is easily magnetized at room temperatures and this property disappears when heated above 790 degrees Celsius.. Metal iron occurs in a free state in only a few localities, notably Greenland (Encarta, 1996). One of the physical properties of iron as an ore is its color which can be black, brown or even reddish. Hematite is the most important iron ore, commonly occurs as "kidney ore" - so -called because of its shape (Symes, 1988, 56). Other ores included goethite, magnetite, siderite, and bog iron (Encarta, 1996). Even though iron is tough and hard it is still easy to work. Iron is a active metal and will combine with halogens, carbon, etc. It has an atomic weight 55.847, it's atomic number is 26, it's specific gravity is 7.86, it's melting point is 1535 degrees Celsius, and it's boiling point is 3000 degrees Celsius. It burns in oxygen forming ferrous oxide. When exposed to moist air, iron becomes corroded, forming a reddish - brown, flaky, hydrated ferric oxide, commonly known as rust. (Encarta, 1996) Iron is formed in shallow seas. It comes out of the water and collects on the sea floor. This creates an underwater deposit. This process occurs over billions of years. Through plate movement the whole sea floor is eventually moved up out of the water. Once out of the water, the iron has formed a land deposit. The biggest iron deposit in the United States is in the Great Lakes. Northern Minnesota is often called the Iron Range. There are two ways iron deposits are located. In the first method special machines that detects the iron's magnetism are used ti find a deposit. In the second method a plane with special equipment flies over an area of land suspected of having ore deposits and shoots down sound waves to determine if that area contains iron deposit. The waves come back up to the plane and determined by the pattern one can tell if there is an iron deposit. In the early 1990's annual production of iron ore in the United State exceeded 56 million metric tons (Encarta, 1996). There are two ways in which iron is mined. The two ways are open pit and shaft mining. Open pit mining is used 85% of the time for shallow deposits. Open pit mining is also call strip mining. The way open pit mining works is the top soil is removed with a

Temptation In The Odyssey

This essay is about temptation in the Odyssey, more specifically temptation and its role in the book. Showing how food displays everyday temptation and how Odysseus recklessness causes his own troubled journey home. Temptation in laments terms is the desire to do something you know you shouldn’t do. This theme is something that is repeated constantly throughout the Odyssey in a multitude of ways and for many reasons. It shows on a scale how human and mortal the characters really are.At the two extremes of the scale there are those who are favored by the gods and are even sometimes called â€Å"god like† and there are those who are just mortals, no special treatment from up high. Yet all fall pray to temptation at some point in time, event he great â€Å"god like Odysseus†. You will never see a god fall victim to temptation in the odyssey, for it would ruin the message and meaning of temptation on humanity. It is meant to subtly show that we as humans are imperfec t, that no matter how high we reach and how noble we are we are still mortals and therefor susceptible to any and all mortal weaknesses.We are unable to control it because we are human, and because we are human we are unable to control it. Temptation in the odyssey does more than just hint at and reinforce our humanity in comparison to the gods, it goes much deeper and starts to talk about how as humans we should act and behave. To be fall victim to temptation shows our humanity, but to exaggerate on it and show what happens if you constantly loose to temptation you start to see the difference between a civil human being and a non-civil human. Loosing that civility puts you in a very low place in society.The Odyssey is an encoded â€Å"how to live in Greek society†. It talks about how to be goods hosts, how to treat people, how to behave and on and on the list will go. Temptation by food seems to be mentioned more than any other type of temptation. That is not to say that eve ry time a character eats bread or drinks wine that some greater force tempts him. It also serves as part of a cultural function through banquets for celebration and with the act of xenia through out the book. Food is featured a lot in a lot of the scenes and serves as more of a general statement about temptation in The Odyssey.â€Å"Of all the cities he saw, the minds he grasped, the suffering deep in his heart at sea as he struggled to survive and bring his men home but could not save them, hard as he tried- the fools- destroyed by their own recklessness when they ate the oxen of Hyperion the Sun, and that god snuffed out their day of return†1. The very first scene in the book talks about temptation and the â€Å"recklessness† of Odysseus’s crew. This scene is later depicted when Odysseus is describing his journey to the Phaeacians. Odysseus comes to the island of the Sun, a place filled with herds of immortal cattle and sheep.The island its self presents no im mediate threat the Odysseus and his crew. Odysseus has been warned by Cerci about the Sun’s herds and flocks â€Å"If you leave these unharmed and keep your mind on your journey, you might yet struggle home to Ithaca. But if you harm them, I foretell disaster for your ship and crew, and even if you escape yourself, you shall come home late and badly, having lost all your companions. †2. Odysseus does not even want to stop on the island and push through the night for fear that his crew will be reckless and give into the temptation that walks the island.His crew decides they have had enough for one day and need rest. The Island its self is a sort of temptation, a place to dock their boat and give there bodies rest, yes it would be nice to do that after rowing all day but not really necessary. It is the gods will that they are trapped on the island for a month and are tested yet again. Out of food and wine the crew becomes reckless, they have to decide whether they should forsake the sacred oath they swore to Odysseus to not touch the immortal animals or starve and pray to the gods they will be able to catch enough food to eat.Knock, Knock whose there? Temptation! This could have been the last a final test against Odysseus and his crew before they sailed home, but they were tempted by the gods to slaughter the sacred animals and eat their lives away. This event put Odysseus back quite a ways. On the verge of almost being home the greatest antagonist of all; temptation, walks up on four legs and utterly wins again. Although food is prominently the number one source for temptation but it is not the home run, the granddaddy of them all or the big kahuna of temptation.That spot is reserved for an act of recklessness that the â€Å"god like Odysseus† fell victim to. Kleos is a term used in epic poetry that speaks to the immortal fame or glory of a character. Characters earn it by doing deeds that could possible define who they are. Odysseus makes very little mistakes in the Odyssey. He is constantly praised for not only being strong and cunning physically but mentally as well. Odysseus and his crew came across the land of the Cyclopes. Odysseus was aware of these â€Å"Lawless savages who leave everything up to the gods.†3 Odysseus and his crew see an island just off the shore untouched by man and thriving with animals and nature. That is where they beach their ships in the midst of night. When morning came the crew hunted down a hundred or so goats and feasted all day, while marveling at the Cyclopes across the water from them. Being the intellectual he is Odysseus decides that it would be a good idea to take a few of his men and sail over to an island just of the shore to see â€Å"what those men are like, wild savages with no sense of right or wrong or hospitable folk who fear the gods†4.This is just the beginning of Odysseus’s brief recklessness. That scene makes Odysseus sound like he is just genuin ely interested in meeting a Cyclopes since he never has and maybe never will get this chance again. But, there is and underlying purpose that Odysseus feels is worth perusing. Since he is not sure how the Cyclopes act he is optimistically hoping that he will be treated the way that everyone else has treated him, with xenia. Odysseus is hoping to get food and gifts out of the Cyclopes. This temptation of greed is what locks Odysseus into his lengthy voyage home.If Odysseus was just wanting to look around and seeing the land that of the giants for what it was would have been ok, but Odysseus had already fallen in to the webs of temptation.. They didn’t need anything at this point, they were eating lavishly with an upwards of a hundred goats and sheep where they crew had first landed. They could have eaten and than been on there way. Heading to the high cave that was just off the shoreline Odysseus and his men take a look around and finally meet this giant Cyclopes.His size and strength intimidate Odysseus and his crew into a corner. The Cyclopes asks them who they are. Odysseus answers with a sort of arrogant response that gives you the underlying purpose for wanting to go to the cave. He tells them that they are Greeks blown of course and that he was â€Å"hoping you will be generous to us and give us the gifts that are due to strangers respect the gods, sir. †5 This arrogant response really infuriates the giant. He responds by picking up two of the crewmembers smashing them on the rocks like puppies and eating them limb-by-limb.Eventually Odysseus is able to use his canny mind to hatch a plan and stab the Cyclopes in the eye to escape to his ship. Once he gets on the ship and ready to sail off Odysseus rubs the fact that he tricked the Cyclopes and escapes in his or what ever was left of his eye. He yells â€Å" Cyclopes, if anyone, any mortal man, asks you how you got your eye put out tell him that Odysseus the maurder did it, Son of Laertes, w hose home is Ithaca. † 6 This temptation of Kleos is responsible for all of the trouble that falls upon Odysseus, his crew and even his family.There was no need to yell out your name to the Cyclopes you just blinded except for purposeless glory. Odysseus had already won him self a Kleos, â€Å"God like Odysseus†. The need for more glory blinded Odysseus and ended up being his greatest downfall. Temptation is tough to turn away from. The human world is filled with it, in fiction and the real world. The Odyssey uses temptation to show how human we really are and how easy it is to succumb to the temptation that the world offers.Homer uses food to show how easily one can be tempted as well as how much temptation there is in the world. Homer also shows that no matter how high you climb in life even if you become god like, you are still human and therefore fallible. Odysseus proved that with his reckless behavior while in the land of the giants. Through the use of food Homer is able to show how temptation is everywhere and that it is in our human nature to fall victim. Homer also shows that even the mightiest of men can slip and fall sometimes through Odysseus trials and tribulations.

Automobile in Bangladesh Essay

International University Of Bussines Agriculture And Technology. Abstuct: Automobile is the one popular side of engineering. Now-a-days the demand of automobile product is rising high. But automobile is not developed much and it is so rare for our Bangladeshi people. Bangladesh is developing country but here automobile product is not available. And the automobile product price is high for get ride from this problem we have to developing. our automobile side here,I disscuss about problem of developing automobile, Key word: automobile, Introduction: An automobile, autocar, motor car or car is a wheeled motor vehicle used for transportin passengers, which also carries its own engine or motor. Most definitions of the term specify that automobiles are designed to run primarily on roads, to have seating for one to eight people, to typically have four wheels, and to be constructed principally for the transport of people rather than goods. [3] The year 1886 is regarded the year of birth of the modern automobile – with the Benz Patent-Motorwagen, by German inventor Carl Benz. Motorized wagons soon replaced animal-drafted carriages, especially after automobiles became affordable for many people when the Ford Model T was introduced in 1908. The term motorcar has formerly also been used in the context of electrified rail systems to denote a car which functions as a small locomotive but also provides space for passengers and baggage. These locomotive cars were often used on suburban routes by both interurban and intercity railroad systems. [4] An automobile platform is a shared set of common design, engineering, and production efforts, as well as major components over a number of outwardly distinct models and even types of automobiles, often from different, but related marques. [2] It is practiced in the automotive industry to reduce the costs associated with the development of products by basing those products on a smaller number of platforms. This further allows companies to create distinct models from a design perspective on similar underpinnings. [2] Etymology: The word automobile comes, via the French automobile from the Ancient Greek word (autos, â€Å"self†) and the Latin mobilis (â€Å"movable†); meaning a vehicle that moves itself. The loanword was first adopted in English by The New York Times in 1899. [7] The alternative name car is believed to originate from the Latin word carrus or carrum (â€Å"wheeled vehicle†), or the Middle English word carre (â€Å"cart†) (from Old North French), in turn these are said to have originated from the Gaulish word karros (a Gallic Chariot). [8][9] Description: Definition and benefits: Platform sharing is a product development method where different products and the brand attached share the same components. The purpose with platform sharing is to reduce the cost and have a more efficient product development process. [4] The companies gain on reduced procurement cost by taking advantage of the commonality of the components. However, this also limits their ability to differentiate the products and imposes a risk of losing the tangible uniqueness of the product. The companies have to make a trade-off between reducing their development costs and the degree of differentiation of the products. [3] A basic definition of a platform in automobiles, from a technical point of view, includes: underbody and suspensions (with axles) — where the underbody is made of front floor, underfloor, engine compartment and frame (reinforcement of underbody). [5] Key mechanical components that define an automobile platform include: * The floorpa, which serves as a foundation for the chassis and other structural and mechanical components * Front and rear axles and the distance between them – wheelbase * Steering mechanism and type of power steering. * Type of front and rear suspensions * Placement and choice of engine and other powertrain components * Ford Ka * Fiat Panda * Fiat 500 * Fiat Uno Vehicle platform-sharing combined with advanced and flexible-manufacturing technology enables automakers to sharply reduce product development and changeover times, while modular design and assembly allow building a greater variety of vehicles from one basic set of engineered components. [6] Many vendors refer to this as product or vehicle architecture. The concept of product architecture is the scheme by which the function of a product is allocated to physical components. [7] The use of a platform strategy provides several benefits:[5] * Greater flexibility between plants (the possibility of transferring production from one plant to another due to standardization), * Cost reduction achieved through using resources on a global scale, * Increased use of plants (higher productivity due to the reduction in the number of differences), and * Reduction of the number of platforms as a result of their localization on a worldwide basis. The automobile platform strategy has become important in new product development and in the innovation process. [8] The finished products have to be responsive to market needs and to demonstrate distinctiveness while — at the same time — they must be developed and produced at low cost. [5] Adopting such a strategy affects the development process and also has an important impact on an automaker’s organizational structure. [5] A platform strategy also offers advantages for the globalization process of automobile firms. [9] Because the majority of time and money by an automaker is spent on the development of platforms, platform sharing affords manufacturers the ability to cut costs on research and development by spreading the cost of the R&D over several product lines. Manufacturers are then able to offer products at a lower cost to consumers. Additionally, economies of scale are increased, as is return on investment. [2][10] Examples. Originally, a â€Å"platform† was a literally shared chassis from a previously-engineered vehicle, as in the case for the Citroen 2CV platform chassis used by the Citroen Ami and Citroen Dyane, and Volkswagen Beetle frame under the Volkswagen Karmann Ghia. Platform sharing has been a common practice since the 1960s when GM used the same platform in the development of the Pontiac LeMans, the Buick Skylark, the Chevrolet Chevelle, and Oldsmobile Cutlass. In the 1980s, Chrysler’s K-cars all wore a badge with the letter, â€Å"K†, to indicate their shared platform. In later stages, the â€Å"K† platform was extended in wheelbase, as well as use for several of the Corporation’s different models. Fiat Croma| Cadillac BLS| Opel Vectra C| GM used similar strategies with its â€Å"J† platform that debuted in mid-1981 in four of GM’s divisions. Subsequent to that, GM introduced its â€Å"A† bodies for the same four divisions using the same tread width/wheelbase of the â€Å"X† body platform, but with larger body work to make the cars seem larger, and with larger trunk compartments. They were popular through the 1980s, primarily. Even Cadillac started offering a â€Å"J† body model called the Cimarron, a much gussied up version of the other four brands’ platform siblings. A similar strategy applied to what is known as the N-J-L platform, arguably the most prolific of GM’s efforts on one platform. Once more, GM’s four lower level divisions all offered various models on this platform throughout the 1980s and into the 1990s. 1986 Opel Ascona C| 1988 Pontiac Sunbird| 1988 Cadillac Cimarron| Daewoo Espero|. Japanese carmakers have followed the platform sharing practice with Honda’s Acura line, Nissan’s Infiniti brand, and Toyota’s Lexus marque, as the entry-level luxury models are based on their mainstream lineup. For example, the Lexus ES is essentially an upgraded and rebadged Toyota Camry. [11][12][13][14] After Daimler-Benz purchased Chrysler, Chrysler engineers used several M-B platforms for new models including the Crossfire which was based on the M-B SLK roadster. [15] Other models that share platforms are the European Ford Focus, Mazda 3 and the Volvo S40. [16] Differences between shared models typically involve styling, including headlights, tail lights, and front and rear fascias. Examples also involve differing engines and drivetrains. In some cases such as the Lexus ES that is a Toyota Camry, â€Å"same car, same blueprints, same skeleton off the same assembly line in the same factory†, but the Lexus is marketed with premium coffee in the dealership’s showroom and reduced greens fees at Pebble Beach Golf Links as part of the higher-priced badge. [17] Platform sharing may be less noticeable now, however, it is still very apparent. Vehicle architectures primarily consist of â€Å"under the skin† components, and shared platforms can show up in unusual places, like the Nissan FM platform-mates Nissan 350Z sports car and Infiniti FX SUV. Volkswagen A platform-mates like the Audi TT and Volkswagen Golf also share much of their mechanical components but seem visually entirely different. Volkswagen Group and Toyota have both had much success building many well differentiated vehicles from many marques, from the same platforms. One of the least conspicuous recent examples is the Chevy Trailblazer and Chevy SSR; both use the GMT-360 platform. Opel Astra and Chevy HHR also share a platform yet are visually entirely different. History: One hundred years ago, the first Model T automobile was made. The Model T automobile was not the first car to be built, but it was the first widely affordable mass-produced car. The first Model T was built for sale on October 1, 1908, at a price of about $850. Between 1908 and 1927, a total of 15 million Model Ts were sold. By the 1920s, half of all the cars in America were model Ts. The 1925 Model T touring car cost about $260 at a time when the average annual income in America was $1236. 1 In January 1906, Dr. C. C. Bachman purchased the first automobile to be owned in Waterloo. His car was a 15 horsepower Pope that he purchased at the automobile show in New York City. In July of that same year, H. I. Buttery purchased a 25 horsepower Pope Hartford automobile that he drove from Syracuse to Waterloo. 2 Automobiles, however, had been seen in Waterloo and Seneca County before 1906. John E. Becker in his A History of the Village of Waterloo states that The Automobile Review of August 13, 1904, gave an extended account of LaRoche’s 3,314 non-stop round-trip run between New York City and St. Louis. Included in this account is this paragraph: â€Å"Between Syracuse and Rochester, at Seneca Falls I think it was, I got stuck in the mud and it took me five hours of hard work to dig the machine out and get started again. My hands are covered with blisters from the work! † This incident is said to have happened just west of the village of Seneca Falls and â€Å"illustrates one of the drawbacks to automobiling through the country. † It was also reported just a few years later that the village of Waterloo was â€Å"known from coast to coast† as having some of the worst streets over which automobiles had to pass in crossing the continent. 3 Becker’s History also reports that seventy-six automobiles came through Waterloo on. Association, covering a distance of 4135 miles in sixteen days. The object of the race was to see which make of machines would last the longest and perform the best work as to endurance and keeping in repair. Becker reported that â€Å"Main Street was lined with sightseers who were well repaid for ‘looking. ’ It took the entire afternoon for the passage of the ‘Cars’ through the village. Late in the forenoon came the pilot cars and finely cut strips of paper (called confetti) were thrown from them to mark the route, which through the business section was on the south side of the street. There were about 300 passengers in the whole number, of whom fifteen were ladies. The latter wore the customary veiling, while the men were generally clad in long brown linen dusters with the regulation caps and goggles. †4 According to a 1967 Reveille article written by June Callahan, what is today the Peter Koch car dealership at 221-229 Fall Street in Seneca Falls was the scene of the manufacture of the Iroquois automobile. The Iroquois Type D car was a 35 horsepower touring car, with a 100 inch wheelbase and was sold F. O. B. Seneca Falls for $2,500. The Iroquois Type E was a 40 horsepower, 7 passenger car with 4. 5 by 32 inch tires and platform springs on the rear, with a selling price of $3,000 F. O. B. Seneca Falls. John Kaiser was the President of the Iroquois Motor Car Company between 1903 and 1909. Only thirteen cars were actually built but they were a good car. The small number of vehicles produced was largely because Mr. Kaiser’s approach to building an automobile was considerably different from today’s procedures. He took his technique from the carriage makers—he built his cars to last. He considered a $3,000 automobile to be a very serious investment and he expected his customers to drive his cars for twenty years or more. Because he wanted to build durability into his cars, he inspected and re-inspected every part and he and his employees assembled the entire automobile. In 1909, the company dissolved because of lack of business. Ms. Callahan speculated in her article that â€Å"had Mr. Kaiser thought the same way as Henry Ford, maybe the Iroquois Motor would be a booming industry in Seneca Falls today†¦. †5 In that same article, Callahan reported that â€Å"the streets of Seneca Falls were traveled in the years that followed by many makes that are no longer in production. † These include the American Under-Slung that Norman Gould owned; Fred Fisher owned a Winton; Walter Ward, Sr. owned a Mora; Dr. Horton had an Overland; Charlie Fegley had a Reo; Harry Fredenburg had a Franklin; Paul Perkins, Sr.had a Savon; W. E. Dickey had a Page; and Mrs. Partridge had a Pearce Arrow. The May 30, 1913, issue of the Seneca Falls Reveille noted that people in Seneca Falls had auto fever. There were 89 Model Ts, plus a number of other car makes in the village. In January 1921, there were 2,073 autos and trucks in the county and by September of that same year the number had increased to 2,945. On October 27, 1922, Fred L. Huntington leased a building at Fall and Mynderse Streets for auto sales. 6 Getting an early automobile started,especially once it stalled out, was not an easy task. Virtually everyone knows of the necessity of â€Å"cranking† the motor. Not everyone knows, however, of the â€Å"runaway automobile† incident on September 17, 1917, in Waterloo. Just as the crowd was dispersing from the New York Central Railroad Station after seeing off a largecontingent of Seneca County young men entering the army for war duty, William Redfield’s big Studebaker car became stalled at the main village intersection. When it wouldn’t start, a number of helping hands gave it a push. The car was still in gear and there was no driver in the seat. The runaway car struck another car and then took to the sidewalk where it tore down awnings along the street. In front of Semtner’s tailor shop the car struck and killed H. Eugene Van Buren who was repairing the sidewalk. The auto then struck two little girls and then a tree in front of John C. Shanks’ residence on the corner of Church and Main Streets. The runaway car then bounded across the street and crashed into the house of Edward Conant just east of the Presbyterian Church. Becker summarized the incident with the comment, â€Å"Every part of the auto’s driverless trip down the street was a freak occurrence. †7 If you want to see this wellpreserved 1903 Ford Model A car, you simply have to go to the N. R. Boyce car dealership in Ovid. They have had this car on display since about 1949. To clarify why it is called a 1903 Ford Model A, early Ford cars were simply lettered model A, then model B, etc. until the Model T proved so popular that Ford kept producing that Model T for severa years. Then Ford went back to producing a new Model A. As the picture at right shows, the 1903 Ford Model A was chain-driven. The car often had the problem of mud, etc. clogging up the operation. 8 As automobiles were increasing in number, our villages were changing as well. Waterloo, for example, erected its first street signs in late 1910. 9 In June 1913, a five year contract was made with Central New York and Electric Co, providing for all night street lighting in Waterloo. This lighting consisted of five ornamental cluster lamps of 60 candlepower each to be placed on each side of Main Street, 100 feet apart. 10 Also in 1913, the village of Waterloo designated street numbers for houses and business places so that free postal delivery could be instituted in the village of Waterloo on September 1, 1913. 11 The Waterloo village board on May 6, 1914,resolved to have East Main, Washington, and River Streets, paved as part of the new state. Highway Law, by which the state, the county, the village and adjoining property owners would pay for the improvement. 12 The rapid increase in the number of automobiles led to the development of many autorelated businesses such as gas stations and tourist cabins. One of the most interesting examples in Seneca County was the Windmill Tourist Camp just west of Seneca Falls. The windmill itself was built in 1929. The Camp had a total of 15 cabins, as many as nine gas pumps, and a restaurant and gift shop. It should also be noted that the rise of the automobile helps to explain the demise of streetcars and railroads in our county and nationwide. 13 In 2007 there were 28,143 registered automobiles in Seneca County for a population of about 33,000, and a total of 24,758 driver’s licenses. 14 Seeing areally old car like a Tin Lizzie while driving along on a highway today promptsstrong reaction and for good reason. Maybe it’s simply because cars today arejust so different in appearance from those old cars. Or perhaps those old cars give us pause to think nostalgically of a time when life itself and the very pace of life were so different. Automobile Industry Automobile industry is a symbol of technical marvel by human kind. Being one of the fastest growing sectors in the world its dynamic growth phases are explained by nature of competition, product life cycle and consumer demand. Today, the global automobile industry is concerned with consumer demands for styling, safety, and comfort; and with labor relations and manufacturing efficiency. The industry is at the crossroads with global mergers and relocation of production centers to emerging developing economies. Due to its deep forward and backward linkages with several key segments of the economy, the automobile industry is having a strong multiplier effect on the growth of a country and hence is capable of being the driver of economic growth. It plays a major catalytic role in developing transport sector in one hand and help industrial sector on the other to grow faster and thereby generate a significant employment opportunities. Also as many countries are opening the land border for trade and developing international road links, the contribution of automobile sector in increasing exports and imports will be significantly high. As automobile industry is becoming more and more standardized, the level of competition is increasing and production base of most of auto-giant companies are being shifted from the developed countries to developing countries to take the advantage of low cost of production. Thus, many developing countries are making serious efforts to grab these opportunities which include many Asian countries such as Thailand, China, India and Indonesia. The rising competition and increasing global trade are the major factors in improving the global distribution system and has forced many auto-giants such as General Motors, Ford, Toyota, Honda, Volkswagen, and Daimler Chrysler, to shift their production bases in different developing countries which help them operate efficiently in a globally competitive marketplace. During the second half of the 1990’s, the globalization of the automotive industry has greatly accelerated due to the construction of important overseas facilities and establishment of mergers between giant multinational automobile manufacturers. Over the years, it is being observed that Asia is emerging as a global automotive hub. Exports of automobiles including components from Asia are also increasing by leaps and bounds. Asia has become the major consumer as well as supplier of automobiles. At this juncture, the study makes an attempt to evaluate the growth pattern, changes in ownership structures, trade pattern, role of government etc. in automobile sector of selected Asian countries (viz. China, India, Indonesia and Thailand). The objective of the study is to understand the dynamics of Indian automobile sector in comparison to the same sector in other selected Asian countries. Thailand is a major auto exporting country from Asia. The sector is mainly driven by Japanese FDI. Chinese automobile sector is growing very fast and is poised to make its dent in the internationalhand is consolidating its position with strong domestic and external demand. The Indonesian automotive industry is essentially an assembly industry, dominated by the major Japanese car manufacturers is also coming up in post-liberalization period and increasing its exports. Japan and Korea Rep already have developed automobile industry. Hence, comparison with these two countries may not be worthwhile. Selected four are developing countries and making an effort to develop the automobile sector through different paths. The paper will compare the alternative strategies for the growth of automobile industry in these selected countries The production of automobiles in volume began in the early 1890s, in Western Europe. The USA started the production of both electric and gas automobiles by 1896. In 1903, Ford stepped in. The price of cars reduced from USD 850 in 1908 to USD 360 in 1916. The great depression and the World Wars saw a drop in sale; but the 1950s and 1960s were the glorious era for automobiles (driven by Ford, GM and Chrysler). Production reached 11 million units in 1970. Industry specialists indicate that international business in the automobile industry dates back to the technology transfer of Ford Motor Company’s mass-production model from the U. S. to Western Europe and Japan following both World Wars I and II. This gives rise to two important trends. The first one is that, the advancements in industrialization led to significant increase in the growth and production of the Japanese and German automotive markets. The second important trend was that due to the oil embargo from 1973 to 1974, the export of fuel efficient cars from Japan to the U. S. Earlier due to low fuel prices, US was producing ‘muscle cars’ but after the oil price shocks US had to compete with Europe and Japan who succeeded in producing fuel efficient cars. For the first time, design, marketing, prices, customer satisfaction etc become important in the automobile market. By 1982, Japan became the world leader in US market. The potential growth opportunities led to global overcapacity in automobile industry. 1990s observed the merger and acquisition (M&A) and formation of strategic alliances to tackle this overcapacity problem. Increasing global trade also act as a major factor for rising growth in world commercial distribution systems, which has also increased the global competition amongst the automobile manufacturers. Japanese automakers have instituted innovative production methods by modifying the U. S. manufacturing model. They are also capableof adapting and utilizing technology to enhance production and increase product competition. There are three major trends of world automotive industry, which are discussed briefly bellow: Global Market Dynamics – The world’s leading automobile manufacturers continue to invest into production facilities in emerging markets in order to reduce production costs and therefore rise in profits. These emerging markets include Latin America, China, Malaysia and other markets in Southeast Asia. Establishment of Global Alliances – Now-a-days, there is trend of joint venture in global automotive industry. Most of the giant automobile manufacturers are merging with each others. The big three U. S. automakers (GM, Ford and Chrysler) have merged with, and in some cases established commercial strategic partnerships with other European and Japanese automobile manufacturers. The Chrysler Daimler-Benz merger, were initiated by the European automaker in order to strengthen its position in the U. S. market. Overall, there has been a trend by the world automakers to expand by merging with other giant automotive companies in overseas markets*. Industry Consolidation – Increasing global competition amongst the global manufacturers and positioning within foreign markets has divided the world’s automakers into three groups, the first group being GM, Ford, Toyota, Honda and Volkswagen, and the two remaining group manufacturers attempting to consolidate or merge with other lower group automakers to compete with the first group companies† . Diagram1 provides a snapshot view of this. World automotive industry, in its early stages of development, was concentrated mainly in hands of developed countries like U. S. , Japan etc. But as automobile industry become more and more standardized, the production base of most of auto-giant companies was shifted from the developed countries to developing countries. Standardization makes production more profitable in developing countries due to low cost of labor. That’s why countries like Thailand, China today are the main production base for many multinational automobile companies, and that explain why this study is concentrated only on selected countries in Asia. Table 1 below compares basic features of automobile industry in three major markets in the world. Table 1: Comparison of Basic Features in Three Major Automobile Market Characteristics| US Market| European Market| East and South East AsianMarket| Contribution to| Motor vehicle| The automotive industry represents| In Japan industry represents 13 %| Economy| Organisational andtechnological changeis the keycharacteristics of theUS industry. Of late,steps are taken toincrease its globalpresence byexpanding globalalliances and seekinggreater collaborationwith other U. S. automakers. Productivity is morethan EU but less thanJapan. | The European automotive market iscomprised of a concentrated andsophisticated global network, whichincludes joint-ventures,cooperatives, productions andassembly sites. Like USA, overcapacity, intense competition andinvestment for technology aregeneral features. The industry isdriven by MNCs mainly located inWestern Europe. However, thegrowing production is noted in theCzech Republic, Hungary, Poland,Slovenia, Slovakia and Turkey. | East Asian market is mainly drivenby Japanese FDI. Apart from this,state sponsored initiatives areobserved in Korea Rep. , China, etc. These countries are making attemptto develop indigenous auto-industrybase. Others are driven by MNCs. Profitability in the industry isrelatively more than EU| Market Share| Ford, GM andChrysler makeupapproximately 76 %of U. S. passengervehicle production,while Japaneseautomakers, Toyota,Honda, Nissan,Mitsubishi, Subaru,Isuzu represents 18%, and Europeanautomakers, BMWand Mercedes(division of Daimler-Chrysler) make upnearly 2%. | The EU’s largest automotiveproducer is Germany estimated at30 % of EU’s total production,followed by France at 19 % andSpain at 17 %, and the UnitedKingdom at 10 %The largest automakers producingmultiple brands, such as GeneralMotors, Ford, Daimler Chrysler,Volkswagen, Fiat and PeugeotCitroen. There are also independentautomakers, such as Porsche, BMWand Bertione. | In Japan Toyota, Honda, Nissan,Mazda etc dominate the market. InKorea Rep, Hyundai acquired Kiaand Asia Motors in 1999, and sold10 % of its equity toDaimlerChrysler in 2000; Daewoopurchased 52 % equity in Ssanyongin 1998; and GM purchased 42 %equity of Daewoo; and in 2000,French automaker Renaultpurchased Samsung Motors. InASEAN region, Toyota, Hyundai,Suzuki, GM are major players. | Demand Pattern(Domestic andexport)| The US producersmainly produce fordomestic market andto some extent forCanadian market. Canada is the largestmarket for U. S. vehicle exports withsubsidiaries of U. S. automakersaccounting for mostof the imports. TheUS big Threecontinues to invest inCanadian market. | Consumer demand is the drivingforce for industry in EU. Moremodels, shorter life-cycle is the keyof demand pattern which is similar toUSA. New EU members show anincreasing demand and manyCompanies shifting some of theirproduction base to these countries. EU is gaining through exporting highvalue services such as design andengineering. Europe’s bus and truck market isstronger than Asia dominated byplayers like Volvo, Scania andMercedes. | Asian market is growing relativelyslowly but steadily in post-financialcrisis period. Asia’s three coremarkets are Japan, Korea andChina. South East Asian marketsare also growing rapidly. Thecompound average growth rate inASEAN countries is expected to bein the order of 10 to 20 percent until2010; 10 percent in India; and only4 percent to 8 percent in PRC;Korea; or Taiwan ,China. In 2010,Japan’s demand will be around 1/3rdof total East and SE Asian demand. Korea, Thailand play major part inexporting vehicles. AFTA isexpected to increase the regional| | | | export market. | Restructuring Status of Automobile Industry in 2000: Economics of Automobile Industry: Today’s global automotive industry is full of opportunities and risks which are everywhere — in emerging and mature markets alike. However, profitable growth is becoming more difficult to achieve due to challenges prevailed from the supply chain to the retail environment. Currently, the automotive industry has too much of everything — too much capacity, too many competitors and too much redundancy and overlap. The industry is in the grips of a global price-war. Production: Today, the large car manufacturers has a production facility in the different markets and from each platform a car is produced for that market as well as for exports to other markets. Big players in automobile industry do not have just one big factory which exports its products to all other countries. In addition, the products are not identical in each different market. It may have the same technical platform, but the design and the options and features differ between countries. They are different because the demands of customers differ between countries. For example, in South America, incomes are lower than in Western Europe and customers need more affordable cars. In the USA the customers want more space in the car, and that’s an important factor for a car to be successful there. On the contrary, small cars are quite popular in India. It is not possible to be in the high volume market and to send the same cars to every market all over the world. So car makers are researching what their customers want and changing the car for each market otherwise they will loose customers. More and more CKD (completely knocked down) cars are being produced for some countries in smaller volumes. That is often the case if there are barriers to exporting cars to particular countries, and they are only being sold in smaller volumes. With larger markets, where sales of particular models are high, companies really need their own plant which has its own suppliers of parts. Due to sharp competition and changing customer demand, product development process advances have been more significant than changes in product architecture. Product cycles continue to grow shorter as more companies adopt the simultaneous engineering approach pioneered by Japanese automakers†¡. At the same time, advances in Computer-Aided Design (CAD) and Computer-Aided Engineering (CAE) tools are being used to replace physical prototypes and testing processes. Now, major players (in post M&A situation) take greater responsibility for product design and allow production base to get shifted to advantageous location for low cost. However, still due to lack of standardization, number of tiers at the supply chain is not reduced. Moreover, when design is replicated with modification for physical product development, several domestic issues need to be taken into consideration. These are mainly legal liability, and regulatory procedures. Furthermore, there is a technological move towards modules, i. e. self-contained functional units with standardized interfaces that can serve as building blocks for a variety of differen.

Locke and Hobbes on Revolution

Thomas Hobbes (1588-1679) and John Locke (1632-1706) belonged to the same generation of philosophers.   However, both philosophers viewed English Revolution differently.   Hobbes had experienced the English Revolution as a time of brutality.   Thence, the philosopher compared the revolution to what he referred to as the â€Å"state of nature† (or, a state of primitiveness). This state was ruthless and uncouth.   Hobbes believed that revolutions were similarly a negative state, and in order to guard itself against the malice of revolutions, society needed a strong king and strict governance, somewhat akin to the Panopticon state of Michel Foucault.   Locke, on the other hand, lauded the concept of revolution as a necessity during times of governmental disturbance.   In other words, the philosopher with a good view of revolution believed in dismantling the government if it does not work (â€Å"Locke and Hobbes†). Sharp (2006) explains the difference between Locke’s and Hobbes’ viewpoints on revolution thus: At least part of the difference between Hobbes and Locke can be attributed to their  historical circumstances.   Hobbes witnessed the English Civil War, which destroyed every  opportunity for happiness for many people.   His all-powerful state must have seemed like the  lesser of two evils, since it would at least be stable and life would not devolve into anarchy.  Ã‚   Locke, however, witnessed the Glorious Revolution, where the government was completely  changed without bloodshed. For him, revolution must not have seemed like such a terrible  thing.   Most likely, both views are too extreme.   Revolution is usually a costly endeavor, since  those in power rarely relinquish it willingly.   However, the possibility or revolution is a key   part of maintaining rights, since an all-powerful government could suppress our rights without  fear of repercussion. Hobbes, being senior to Locke in age and experience, had apparently seen a bloody war that Locke had not been a witness of.   Thus, the views of the philosophers differed with respect to the English Revolution.   Had Locke also lived through the English Civil War, he might have been bitter about the idea of revolution as well.   Nevertheless, it is important to note that both philosophers believed in human rights.   Locke was not a violent agitator.   Furthermore, it is clear that his philosophy on revolution was written with ultimate peace in mind. Locke wrote about â€Å"abuse of power by the government† as a reason for a revolution.   In order to serve justice, he considered it ethical for citizens to fight for their rights, even if they must fight the government for the same reason.   In Locke’s view, â€Å"rebellion† was a necessity at times of governmental corruption and dissidence.   Besides, in the perspective of the philosopher, the people could be trusted to make decisions as regards civil rights.   The important matter to consider remained, however, that people could achieve â€Å"restoration of their rights† via a revolution (Kemerling, 2000). Locke’s philosophy on revolution makes the kinds of allowances for the common people that Hobbes’ philosophy does not allow for.   In the latter’s view, revolutions are bad because they lead to bloodshed.   So therefore, governments should be strong enough to rule the people without letting them express their agitation in any form whatsoever. Locke’s philosophy can debate with Hobbes’ view quite simply by claiming that the victims of bloodshed are usually the common people; and if they are the ones taking responsibility for a revolution, they are the ones also responsible for guarding their safety at all costs during a revolution.   Governments that try to quell public rebellion through military violence are bad in any case.   Hence, the public is right in demolishing such governments.   At the same time, the public must protect itself from the agitation of the government during a revolution. Thus Locke’s philosophy of revolution allows for public liberty unlike Hobbes’ philosophy, which is similar to the Panopticon.   Michel Foucault’s (1995) Panopticism begins with a detailed description of the measures to be taken against a seventeenth century plague. The government was meant to exercise absolute control over all citizens during such time, as spaces were to be partitioned and houses were to be closed off.   Stray animals were to be killed, and human beings were to be advised that they could only leave town if they wanted to be killed too.   Moreover, guards were to be put on duty to keep a constant eye on the people.   Every guard was to be informed that â€Å"if he leaves the street, he will be condemned to death.† The government aimed to create a pure and disciplined community through these orders.   What is more, as Foucault points out, it was a â€Å"political dream† to create such an obedient community, even for a brief period of time.   Such an obedient community happens to be a model for other communities and other times.   This plagued community was further marked by: †¦strict divisions; not laws transgressed, but the penetration of regulation into even the  smallest details of everyday life through the mediation of the complete hierarchy that assured  the capillary functioning of power; not masks that were put on and taken off, but the  assignment to each individual of his ‘true' name, his ‘true' place, his ‘true' body, his ‘true'  disease.   The plague as a form, at once real and imaginary, of disorder had as its medical and  political correlative discipline.   Behind the disciplinary mechanisms can be read the haunting  memory of ‘contagions', of the plague, of rebellions, crimes, vagabondage, desertions, people  who appear and disappear, live and die in disorder. The Panopticon state is the literal embodiment of Hobbes’ philosophy of government.   Totally unlike Locke’s state of freedom, which is equal to democracy in present times, Hobbes’ is a restrictive state with police control at best.   From these two differing philosophies of government arise two dissimilar, defining concepts of revolution.   People through history have found it difficult to believe in both at the same time.   To answer their concerns, both Hobbes and Locke advise their readers and thinkers to use their reason in changing or adopting a form of government (Sharp). References Focault, Michel. (1995). Panopticism. Retrieved 20 May 2007, from c. Kemerling, Garth. (2000). Locke: Social Order. Philosophy Pages. Retrieved 20 May 2007, from http://www.philosophypages.com/hy/4n.htm. Locke and Hobbes, Two Contrasting Views of the English Revolution. Retrieved 20 May 2007, from http://www.iun.edu/~hisdcl/h114_2002/Locke%20and%20Hobbes.htm. Sharp, Robert. (2006, September 5). Hobbes Vs. Locks: A Question of Rights. Retrieved 20 May 2007, from http://philosophy.suite101.com/article.cfm/hobbes_vs__locke.      

Business Plan & Product

| ‘November 2012| | | | | | | | | | | | BUSINESS PLAN & PRODUCTSCertificate IV in Business: TAFE Sydney Institute| Teacher: Henry Forte Teacher: Henry Forte | | | | | | | | | | | | | | | | | | | | | | | SWASTI ARIANI| BUSINESS PLAN & PRODUCTS 1. BUSINESS PROFILE 2. 1 Business Activity Retail fashion is through times has gone through so many rapid changes with constant demand for new clothing products created by fashion designers.However in a clothing line business, the specifications and descriptions of the designs and clothes are so general that they can fit more than one costume, which actually are quite different in nature from each other and this is solely dependent on the taste of people. We look this fact as a good opportunity to set up a fashion line especially in Sydney where the women and girls have the sexiness angle covered. The proposed business will be a fashion line. This proposed business is a start-up retail of uptown fashion line that reflects edgy but glamorou s style.The apparel is designed with individual sophistication with a modern spin. Targeted for women and girls, the brand includes styles such as Tops, Dresses, Pants, Shirts, Skirts, Jackets and accessories with a glamorous touch. While our initial goal is to open one boutique, expansion plans include potentially franchising our retail store and/or building a well-recognized brand name. In turn, we would hope to penetrate a sizable portion of the online retail market. 2. 2 Ownership Structure The business will be operated as a partnership with Swasti Ariani and Richard D. Kitts as co-owners of fashion line.The proprietors have chosen to operate as a partnership to gain benefits by combining their different skills and financial resources. And both are agreed to hold equal shares of ownership in the company. 2. 3 Business Name The business will trade under registered name of â€Å"Gritty Glam†. 2. 4 Business Location Gritty Glam fashion line will be located at 471 Kent St, Sy dney. Our company is a retail establishment selling fashionable women's clothing. Our business operates within the retail industry and is classified under Australian and New Zealand Standard Industrial Classification (ANZSIC) Class 4251 – Clothing Retailing.The gorgeous area includes numerous restaurants, an art gallery, coffee shop, candy store and a picturesque park in the town square. We have signed a one-year lease for a 120 square meters building. Also we have signed a one-year lease for Stitching Unit Building for warehouse ; production. Working with the property owner Interior Design consultant, we have secured a $4,000 to beautify the facade of the building to include painting, signage and a new awning. Only slight internal renovations will be required – such as the installation of dressing rooms and decorative items.When considering the addition of wall mounts for merchandise, multi-level clothing displays as well as creative floor planning, this facility is l arge enough to support future growth. Additionally, we will be able to conduct all aspects of our business from this location. This includes deliveries and shipments, inventory management and administrative duties such as finance, buying and marketing 2. 5 Entry Strategy The business will be started up as a new operation. The reason for starting up as a new business is because we believe there are few uptown fashion lines that reflect edgy but glamorous styles in Sydney.Gritty Glam fashion line recognizes the importance of marketing. And to that end, we plan to promote our retail business with an ambitious, targeted marketing campaign, which will include a grand opening event, local media coverage, print advertising and a direct-mail campaign. Our goal is to keep our marketing budget to no more than 3% of our gross annual sales, and we will partner with some Rising new-comers Band and artist in Entertainment Industry to endorse them in events as often as possible. 2. 6 Legal Require ments The legal requirements to operate the business are: . Business name registration with the Australian Securities and Investments Commission(ASIC) b. Home business use permit from the local council c. Registration for GST with the Australian Taxation Office d. Registration for Australian Business Number (ABN) with Australian taxation office (ATO). e. Business account with Commonwealth Bank Legal requirements will continue to be met during the course of operation. 2. 7 Business Objectives Gritty Glam line aim is to offer a great quality of clothes for women and girls that have an edgy but classy personal style.Gritty glam store will cater women and girls in Sydney area, and position ourselves as a boutique store servicing in particular market specifically in range of age 18 – 30 yet affordable for their pocket. Our objectives in set up Gritty glam line are: a. Become only store with unique styles currently not found in Sydney b. Strong competitive advantage on quality and pricing c. Committed to make a positive impact on our customers through Monthly Online updates. d. To receive a 30% profit margin within the first year 2. Environment and Workplace Health ; Safety (WHS) We responsible to ensure the workplace are safety for all staffs and customers. Some of our responsibilities to support this are by: a. Provide training for all staffs, including warehouse staffs (Stitching Unit, Ironing Unit ; Merchandising) also Store staffs on how to use machines, materials, process ; how to report incidents. b. Provide regular evacuation training for staff so they understand emergency procedures, including evacuation instructions, assembly point locations and use of fire alarms and equipment. c.Provide Fire Extinguishers in both store building ; stitching unit building. 2. 9 Financial aspects Gritty Glam fashion line requires $149,950 to launch successfully. We've already raised $70,000 through personal investments of the co-owners. We are currently seeking addit ional funding from outside angel investors and business loan. Start-up funds will be used store interior design, inventory (fabrics, accessories), stitching machines, and operating expenses such as rent & business registration. Our company will earn revenue from our customers' purchases of our products.Gritty Glam’s first-year income statement (see appendix) illustrates a profit margin of at least 35%, with a net income of $71,543 per annum – before taxes. We project our annual profits to reach $200,000 by year three. Our company will generate revenue from the retail sale of clothing and other accessories. First year sales are projected at $81 63,860, and we expect sales to surpass $1. 6 million by the end of year three. We will achieve month-to-month profitability within the first year. Our business will collect immediate payment from customers, so our cash flow statement will be substantially similar to our income statement.Our cash flow statement clearly demonstrate s our ability to cover all bills 2. 10 Monitoring To monitor our business, co-owners will directly handle day to day business at store and at the warehouse. As a retail establishment, Gritty Glam store will conduct business seven days a week from 9 am. to 7 pm. During the holiday seasons and during special events, store hours will be extended. In addition to the two full-time co-owners, two part-time employees will be hired to serve customers during those seasons. Our company will secure fabrics and accessories local manufacturer ; international manufacture located in Indonesia.We'll also have access to Fabrics Elsegood, which is the largest wholesale textiles and fabrics in Australia. Additionally, we will work closely with our regional sales representative, endorse rising new comer artist & band on events as often as possible. We will also attend relevant pre-season fashion trade shows. To control costs, track inventory and manage stock levels, an inventory control system will be set in place. This will include the standard bar code with its related equipment and software. Staff will conduct annual inventory audits and hire outside auditors when necessary.Accounting & Finance matters will be maintained using MYOB software. 2. MARKETING STRATEGY Gritty Glam fashion line will solely focusing on sell an edgy glamorous clothing product for young and women. We will closely follow generational fashion trends as well as our own customers purchasing preferences. Moreover, we will tailor our inventory to meet the needs of our special clientele. Our main staples are tops, dresses, jackets, Skirts, Shorts, and pants, but we will also offer some accessories such as belts, scarves, and hats. Profits will be earned via the sale of our products.Our pricing structure will utilize a value-based pricing structure, which measures the value of our products to our customers such as easy access, quality, customer service and styles flattering to our target consumer. End of season sales, holiday and overstock sales, multi-buy savings and promotional coupons will be implemented at strategic intervals. 2. 1. SWOT ANALYSIS We have identified the opportunities, challenges for the business in the next two years as following: Strengths * Experience and understanding of the fashion industry for women and girls Unique shopping experience with exceptional customer service * Great downtown location * Large and growing consumer base * Competitive prices with a special & made from good quality fabrics * Provide products tailored to all shapes and sizes of women Weaknesses * New line, could be unrecognized by customers at the first time * Must follow the fashion trends & changes all the times * Original ideas of design Opportunities * Outstanding shopping experience by customers will lead to repeat business * Expand the business into others apparel for example, Men’s Apparels, Shoes & bags. * Establish online store Endorse rising new comers artist will rise brand public awareness Threats * High Competitions, New retail shops that may or may not open in the future * Ideas/products copy by another competitors * Lower prices given by competitors 2. 2. INDUSTRY CONDITIONS Direct observation shows Sydney fashion retailer is dominated by megastores such as MYERS, DAVID JONES, ZARA, etc. Even the product prices offered by those multinational company is higher than other small company & the quality is sometimes not worth the price, but for the sake of brand image people don’t mind to spent lot of money shop on that place.Brand Awareness is the main important in promoting Gritty Glam fashion line. Market growth is in an upward motion, despite some of the latest economic downturns Statistics analysis reported by ABS show negative trends on clothing Industry. However, this business will always exist and will always be high on demand. By make a good promotion and marketing strategy, Gritty Glam fashion line will be able to compete with multinatio nal retailer as mentioned above because the retail fashion industry is a solid business with ever-changing styles and ever-present consumer demands. . 3. PROMOTIONS Gritty Glam will follow an aggressive yet creative promotional plan but keep the marketing budget no more than 5% of our gross annual sales. This will allow us to focus directly on our target customer. Below are some promotions strategies we will do; a. Select Magazines that most read by women and girls to promote our product, b. Partner with top 10 most view by women and young TV programs to endorse the actress as often as possible. These strategic partnerships will allow us to piggyback on publicity for local events. c.Social Media, to keep our customers aware with our new arrival products & our promo programs d. Participate in fashion exhibitions events to promote our products and sell in the same time. e. Print out brochures and distributed throughout every houses/apartments in particular areas by Direct mail strateg y every 4 months/ new seasons. Manage a direct mail program that will focus on our top 50% customers spotlighting any in-house sales and promotions f. Spot radio advertisements on two local FM radio stations that most heard by women and girls. . Posting sale flyers on community bulletin boards. 2. 4. STRATEGIES Since Co-owners have marketing backgrounds and recognize the significance of effective marketing. We expect our strategy to draw consumers into Gritty Glam from the very beginning. Strategies we will propose are: a. Hire a local Public Relation firm to help us develop and implement a strategic marketing plan and guide our publicity efforts in a cost-effective manner. b. Offer a 100 day return/exchange policy to build trust with our customers and maintain retention and loyalty. c.Hold a drawing for a $50 shopping spree and fashion consultation. Entry collection will start at the grand opening and continue throughout the week. Names and contact information will be utilized for follow up marketing initiatives. d. Give 10% discounts for birthday member who shopping at Gritty Glam store. Finally, marketing opportunities will be continually utilized as we expand our business and our consumer numbers grow. 2. 5. COSTS See Appendix 2. 6. RESOURCES Gritty Glam fashion line is a small business and therefore requires a simple organizational structure.Swasti Ariani & Richard D. Kitts will act as Co-Owners. Richard D. Kitts will manage the day-to-day operations including supervising staff, maintaining inventory and bookkeeping. He will be helped by one Part time Accounting Staff, Swasti Ariani will oversee the merchandise buying for the store as well as maintain a keen awareness of trends within the industry. Swasti Ariani will also work with public relations firm to ensure superior marketing plans are in place and implemented.Gritty glam will employ 1 designer, 2 pattern Makers & 2 Dress Makers that will be directly supervised by Swasti, a Store manager & 3 part-ti me associates. These positions are still vacant. Our sales associates will be paid an hourly wage, plus commission. Bonuses will be provided with each year of service following an annual review to encourage employee retention. All decisions are made in-line with the company objectives. Employee tasks are delegated based upon their level of expertise, creativity, strengths and weaknesses. Resources| Quantity| Who to consult|Designer| 1| Fashion School career centre or Job Agency| Store Manager| 1| Friends| Associate| 3| Advertise on Job Seeker Website| Accountant-Part time| 1| Advertise on Job Seeker Website| Pattern Maker| 2| Fashion School career centre| Dress Maker| 2| Fashion School career centre| Press/Iron man/Finishing| 1| Advertise on Job Seeker Website| Total| 11| -| REFERENCES 1. Writing your plan for small business success. Ian Birt. Prentice Hall. 2007 2. Australian and New Zealand Standard Industrial Classification – http://www. abs. gov. au/ausstats/[email  pro tected] nsf/0/D23C85FE73B2A765CA25711F00146EF3? pendocument 3. Business & Industry Portal – http://www. business. qld. gov. au/business/employing/employee-rights-awards-entitlements/personal-safety-workplace 4. Clothing Retailing in Australia: Market Research Report – http://www. ibisworld. com. au/industry/default. aspx? indid=407 5. Australian Bureau Statistics. Analysis by industry – http://www. abs. gov. au/ausstats/[email  protected] nsf/Latestproducts/8501. 0Main%20Features3Sep%202012? opendocument&tabname=Summary&prodno=8501. 0&issue=Sep%202012&num=&view= APPENDIX – FINANCIAL PLAN Business Plan & Product | ‘November 2012| | | | | | | | | | | | BUSINESS PLAN & PRODUCTSCertificate IV in Business: TAFE Sydney Institute| Teacher: Henry Forte Teacher: Henry Forte | | | | | | | | | | | | | | | | | | | | | | | SWASTI ARIANI| BUSINESS PLAN & PRODUCTS 1. BUSINESS PROFILE 2. 1 Business Activity Retail fashion is through times has gone through so many rapid changes with constant demand for new clothing products created by fashion designers.However in a clothing line business, the specifications and descriptions of the designs and clothes are so general that they can fit more than one costume, which actually are quite different in nature from each other and this is solely dependent on the taste of people. We look this fact as a good opportunity to set up a fashion line especially in Sydney where the women and girls have the sexiness angle covered. The proposed business will be a fashion line. This proposed business is a start-up retail of uptown fashion line that reflects edgy but glamorou s style.The apparel is designed with individual sophistication with a modern spin. Targeted for women and girls, the brand includes styles such as Tops, Dresses, Pants, Shirts, Skirts, Jackets and accessories with a glamorous touch. While our initial goal is to open one boutique, expansion plans include potentially franchising our retail store and/or building a well-recognized brand name. In turn, we would hope to penetrate a sizable portion of the online retail market. 2. 2 Ownership Structure The business will be operated as a partnership with Swasti Ariani and Richard D. Kitts as co-owners of fashion line.The proprietors have chosen to operate as a partnership to gain benefits by combining their different skills and financial resources. And both are agreed to hold equal shares of ownership in the company. 2. 3 Business Name The business will trade under registered name of â€Å"Gritty Glam†. 2. 4 Business Location Gritty Glam fashion line will be located at 471 Kent St, Sy dney. Our company is a retail establishment selling fashionable women's clothing. Our business operates within the retail industry and is classified under Australian and New Zealand Standard Industrial Classification (ANZSIC) Class 4251 – Clothing Retailing.The gorgeous area includes numerous restaurants, an art gallery, coffee shop, candy store and a picturesque park in the town square. We have signed a one-year lease for a 120 square meters building. Also we have signed a one-year lease for Stitching Unit Building for warehouse ; production. Working with the property owner Interior Design consultant, we have secured a $4,000 to beautify the facade of the building to include painting, signage and a new awning. Only slight internal renovations will be required – such as the installation of dressing rooms and decorative items.When considering the addition of wall mounts for merchandise, multi-level clothing displays as well as creative floor planning, this facility is l arge enough to support future growth. Additionally, we will be able to conduct all aspects of our business from this location. This includes deliveries and shipments, inventory management and administrative duties such as finance, buying and marketing 2. 5 Entry Strategy The business will be started up as a new operation. The reason for starting up as a new business is because we believe there are few uptown fashion lines that reflect edgy but glamorous styles in Sydney.Gritty Glam fashion line recognizes the importance of marketing. And to that end, we plan to promote our retail business with an ambitious, targeted marketing campaign, which will include a grand opening event, local media coverage, print advertising and a direct-mail campaign. Our goal is to keep our marketing budget to no more than 3% of our gross annual sales, and we will partner with some Rising new-comers Band and artist in Entertainment Industry to endorse them in events as often as possible. 2. 6 Legal Require ments The legal requirements to operate the business are: . Business name registration with the Australian Securities and Investments Commission(ASIC) b. Home business use permit from the local council c. Registration for GST with the Australian Taxation Office d. Registration for Australian Business Number (ABN) with Australian taxation office (ATO). e. Business account with Commonwealth Bank Legal requirements will continue to be met during the course of operation. 2. 7 Business Objectives Gritty Glam line aim is to offer a great quality of clothes for women and girls that have an edgy but classy personal style.Gritty glam store will cater women and girls in Sydney area, and position ourselves as a boutique store servicing in particular market specifically in range of age 18 – 30 yet affordable for their pocket. Our objectives in set up Gritty glam line are: a. Become only store with unique styles currently not found in Sydney b. Strong competitive advantage on quality and pricing c. Committed to make a positive impact on our customers through Monthly Online updates. d. To receive a 30% profit margin within the first year 2. Environment and Workplace Health ; Safety (WHS) We responsible to ensure the workplace are safety for all staffs and customers. Some of our responsibilities to support this are by: a. Provide training for all staffs, including warehouse staffs (Stitching Unit, Ironing Unit ; Merchandising) also Store staffs on how to use machines, materials, process ; how to report incidents. b. Provide regular evacuation training for staff so they understand emergency procedures, including evacuation instructions, assembly point locations and use of fire alarms and equipment. c.Provide Fire Extinguishers in both store building ; stitching unit building. 2. 9 Financial aspects Gritty Glam fashion line requires $149,950 to launch successfully. We've already raised $70,000 through personal investments of the co-owners. We are currently seeking addit ional funding from outside angel investors and business loan. Start-up funds will be used store interior design, inventory (fabrics, accessories), stitching machines, and operating expenses such as rent & business registration. Our company will earn revenue from our customers' purchases of our products.Gritty Glam’s first-year income statement (see appendix) illustrates a profit margin of at least 35%, with a net income of $71,543 per annum – before taxes. We project our annual profits to reach $200,000 by year three. Our company will generate revenue from the retail sale of clothing and other accessories. First year sales are projected at $81 63,860, and we expect sales to surpass $1. 6 million by the end of year three. We will achieve month-to-month profitability within the first year. Our business will collect immediate payment from customers, so our cash flow statement will be substantially similar to our income statement.Our cash flow statement clearly demonstrate s our ability to cover all bills 2. 10 Monitoring To monitor our business, co-owners will directly handle day to day business at store and at the warehouse. As a retail establishment, Gritty Glam store will conduct business seven days a week from 9 am. to 7 pm. During the holiday seasons and during special events, store hours will be extended. In addition to the two full-time co-owners, two part-time employees will be hired to serve customers during those seasons. Our company will secure fabrics and accessories local manufacturer ; international manufacture located in Indonesia.We'll also have access to Fabrics Elsegood, which is the largest wholesale textiles and fabrics in Australia. Additionally, we will work closely with our regional sales representative, endorse rising new comer artist & band on events as often as possible. We will also attend relevant pre-season fashion trade shows. To control costs, track inventory and manage stock levels, an inventory control system will be set in place. This will include the standard bar code with its related equipment and software. Staff will conduct annual inventory audits and hire outside auditors when necessary.Accounting & Finance matters will be maintained using MYOB software. 2. MARKETING STRATEGY Gritty Glam fashion line will solely focusing on sell an edgy glamorous clothing product for young and women. We will closely follow generational fashion trends as well as our own customers purchasing preferences. Moreover, we will tailor our inventory to meet the needs of our special clientele. Our main staples are tops, dresses, jackets, Skirts, Shorts, and pants, but we will also offer some accessories such as belts, scarves, and hats. Profits will be earned via the sale of our products.Our pricing structure will utilize a value-based pricing structure, which measures the value of our products to our customers such as easy access, quality, customer service and styles flattering to our target consumer. End of season sales, holiday and overstock sales, multi-buy savings and promotional coupons will be implemented at strategic intervals. 2. 1. SWOT ANALYSIS We have identified the opportunities, challenges for the business in the next two years as following: Strengths * Experience and understanding of the fashion industry for women and girls Unique shopping experience with exceptional customer service * Great downtown location * Large and growing consumer base * Competitive prices with a special & made from good quality fabrics * Provide products tailored to all shapes and sizes of women Weaknesses * New line, could be unrecognized by customers at the first time * Must follow the fashion trends & changes all the times * Original ideas of design Opportunities * Outstanding shopping experience by customers will lead to repeat business * Expand the business into others apparel for example, Men’s Apparels, Shoes & bags. * Establish online store Endorse rising new comers artist will rise brand public awareness Threats * High Competitions, New retail shops that may or may not open in the future * Ideas/products copy by another competitors * Lower prices given by competitors 2. 2. INDUSTRY CONDITIONS Direct observation shows Sydney fashion retailer is dominated by megastores such as MYERS, DAVID JONES, ZARA, etc. Even the product prices offered by those multinational company is higher than other small company & the quality is sometimes not worth the price, but for the sake of brand image people don’t mind to spent lot of money shop on that place.Brand Awareness is the main important in promoting Gritty Glam fashion line. Market growth is in an upward motion, despite some of the latest economic downturns Statistics analysis reported by ABS show negative trends on clothing Industry. However, this business will always exist and will always be high on demand. By make a good promotion and marketing strategy, Gritty Glam fashion line will be able to compete with multinatio nal retailer as mentioned above because the retail fashion industry is a solid business with ever-changing styles and ever-present consumer demands. . 3. PROMOTIONS Gritty Glam will follow an aggressive yet creative promotional plan but keep the marketing budget no more than 5% of our gross annual sales. This will allow us to focus directly on our target customer. Below are some promotions strategies we will do; a. Select Magazines that most read by women and girls to promote our product, b. Partner with top 10 most view by women and young TV programs to endorse the actress as often as possible. These strategic partnerships will allow us to piggyback on publicity for local events. c.Social Media, to keep our customers aware with our new arrival products & our promo programs d. Participate in fashion exhibitions events to promote our products and sell in the same time. e. Print out brochures and distributed throughout every houses/apartments in particular areas by Direct mail strateg y every 4 months/ new seasons. Manage a direct mail program that will focus on our top 50% customers spotlighting any in-house sales and promotions f. Spot radio advertisements on two local FM radio stations that most heard by women and girls. . Posting sale flyers on community bulletin boards. 2. 4. STRATEGIES Since Co-owners have marketing backgrounds and recognize the significance of effective marketing. We expect our strategy to draw consumers into Gritty Glam from the very beginning. Strategies we will propose are: a. Hire a local Public Relation firm to help us develop and implement a strategic marketing plan and guide our publicity efforts in a cost-effective manner. b. Offer a 100 day return/exchange policy to build trust with our customers and maintain retention and loyalty. c.Hold a drawing for a $50 shopping spree and fashion consultation. Entry collection will start at the grand opening and continue throughout the week. Names and contact information will be utilized for follow up marketing initiatives. d. Give 10% discounts for birthday member who shopping at Gritty Glam store. Finally, marketing opportunities will be continually utilized as we expand our business and our consumer numbers grow. 2. 5. COSTS See Appendix 2. 6. RESOURCES Gritty Glam fashion line is a small business and therefore requires a simple organizational structure.Swasti Ariani & Richard D. Kitts will act as Co-Owners. Richard D. Kitts will manage the day-to-day operations including supervising staff, maintaining inventory and bookkeeping. He will be helped by one Part time Accounting Staff, Swasti Ariani will oversee the merchandise buying for the store as well as maintain a keen awareness of trends within the industry. Swasti Ariani will also work with public relations firm to ensure superior marketing plans are in place and implemented.Gritty glam will employ 1 designer, 2 pattern Makers & 2 Dress Makers that will be directly supervised by Swasti, a Store manager & 3 part-ti me associates. These positions are still vacant. Our sales associates will be paid an hourly wage, plus commission. Bonuses will be provided with each year of service following an annual review to encourage employee retention. All decisions are made in-line with the company objectives. Employee tasks are delegated based upon their level of expertise, creativity, strengths and weaknesses. Resources| Quantity| Who to consult|Designer| 1| Fashion School career centre or Job Agency| Store Manager| 1| Friends| Associate| 3| Advertise on Job Seeker Website| Accountant-Part time| 1| Advertise on Job Seeker Website| Pattern Maker| 2| Fashion School career centre| Dress Maker| 2| Fashion School career centre| Press/Iron man/Finishing| 1| Advertise on Job Seeker Website| Total| 11| -| REFERENCES 1. Writing your plan for small business success. Ian Birt. Prentice Hall. 2007 2. Australian and New Zealand Standard Industrial Classification – http://www. abs. gov. au/ausstats/[email  pro tected] nsf/0/D23C85FE73B2A765CA25711F00146EF3? pendocument 3. Business & Industry Portal – http://www. business. qld. gov. au/business/employing/employee-rights-awards-entitlements/personal-safety-workplace 4. Clothing Retailing in Australia: Market Research Report – http://www. ibisworld. com. au/industry/default. aspx? indid=407 5. Australian Bureau Statistics. Analysis by industry – http://www. abs. gov. au/ausstats/[email  protected] nsf/Latestproducts/8501. 0Main%20Features3Sep%202012? opendocument&tabname=Summary&prodno=8501. 0&issue=Sep%202012&num=&view= APPENDIX – FINANCIAL PLAN

Pygmalion Act

What are Elijah's options, given by the setting of the play? What are some possible options and pros and cons of each? List 4. She might marry this is certainly an option this can be a pro because her husband can help her this Is a con because her husband can bring her dreams down Opening her own flower shop this Is a pro because this will totally help her advance In life.It will show hilling that even though they degraded her she was able to get what she wanted. 2. Writing Prompt: Now that you have read Act IV, you have a clear picture of Higgins' and Pickering's attitudes toward their â€Å"project. † Think about what Elise should do next t. Write two paragraphs explaining what Elise should do next. Consider each of the three characterizing, Pickering, and Alizarin pose your ideas from each of their perspectives. Be sure to: Define what you think Elijah's next steps should be. Address the three characters' perspectives.Support your position with textual evidence from Acts IV as appropriate. If I was Elise and I heard people saying I was simply their experiment I would be offend deed and mad. Higgins and Pickering shouldn't be thinking that they are better than Elise. They are the same as Elise in some ways, for instance they are bad spoken and they try to t hint as though they are more elite than her. Even though Elise was low class she seemed I eke a nice person. Hilling and Pickering were the opposite they were high class but very our De. What I think Elise should do next Is show them that she Is better than them and Is MO

Practitioner Skills for Managers Essay Example | Topics and Well Written Essays - 1000 words

Practitioner Skills for Managers - Essay Example That is why the professionals do command a high acceptance and a premium price in the job markets around the world. There exists a big demand for managers who evince professionalism in their daily work routine. This demand gap in fact speaks a lot about the relevance of professionalism at the work place. Professional managers tend to carry an aura and charisma in their personalities that reflects the attitude and the ability to deliver positive results amidst all the incumbent resource crunches and constraints. It is this attitude to deliver results amidst all odds that facilitates the professional managers with decisive cutting edge proficiency. The mere presence of professional managers within an organization imbues it with the ability to deliver positive results and a decisive growth. Most of the successful organizations owe their success to the hard work of professional managers who make a distinctive attitudinal and practical difference at the work place. To a great extent profe ssionalism is all about numbers. In fact numbers play a major role in the success of any organization. Professionals do command the ability not only to make the numbers work for themselves, but also for the organization they serve. Numbers do aid the task of quantification of resources and effort that go into an organization and professionals do always know how to make the numbers work. To a great extent numbers have to do with data and information. Simply speaking data is a collection of facts that may include within its ambit, values or observations. Data may come as numbers, description of things, observations, measurements, words etc. There are two kinds of data that are qualitative data and quantitative data. Qualitative data mostly comprises of some descriptive information that is it tends to define something. Quantitative data comprises of numerical information and it tends to quantify things. It goes without saying that a progressive and innovative approach towards data coll ection and processing could go a long way in imbuing the organizations with an unprecedented efficiency and success (Williams 2002). An optimal hold over organizational data helps the organizations to configure efficiency and growth plans that are in tandem with their business goals (Williams 2002). Many a times it happens that the resources lying at the disposal of organizations do not happen to be in consonance with their growth objectives. Herein, a data centered approach towards things helps the organizations to customize their growth plans in accordance with the resources and inputs that they have at their disposal (Williams 2002). A data centered approach towards things also enables the organizations to optimize the resources and assets that they have to usher in growth, efficiency and proficiency (Williams 2002). In the current globalized scenario, the consumer preferences and aspirations happen to fluctuate at a fast pace. A data centered approach towards changing market and economic scenarios helps organizations inculcate a built in flexibility within their frameworks and strategies to respond quickly to the altering business needs (Williams 2002). Data also helps the organizations to exploit the available automation tools and technologies to enhance availability and service levels. Herein, one also cannot ignore the relevance of information. Simply speaking information is a stimulus that carries a meaning within a specific context for its receiver, which may be an individual or an organization. Information constitutes the foundation of contemporary business processes and planning. Information enables the organ