Different type of market in oil & gas industry Essay

Different type of market in oil & gas industry - Essay Example The oil price dynamics in the global market are more likely to influence by a number of key factors ranging from balance amongst supply and demand; geopolitical and macroeconomic conditions; to the transitions in exchange rates of the dominant economies across the world. In this regard, changing conditions of the global financial markets has also been witnessed to have major influence on the oil and gas industry (Levy & Kolk, 2002). Although the continuous technological breakthrough has made the international producers and suppliers to effectively deal with the issues, but the oil and gas industry underpins major concerns for the nations in order to eliminate the prevailing challenges. This is owing to the fact that the industry is centrally driven by the wave of changing supply and demand along with the unabated financial challenges of the global nations (Sadorsky, 2001). The study emphasises on the key challenges and increasing numbers of threats from the different market challenges. In this context, the study aims to conduct a critical evaluation of the current oil and gas industry of China to determine whether the industry is monopolised by China National Petroleum Corporation (CNPC), which is one of the leading and dominant oil and gas corporations in the nation. In this essay, the discussion mainly focuses on developing relevant arguments or positions in relation to the literatures used in the previously developed articles. In order to claim appropriateness as well as validity of the research works, this essay tends to include a real example by elucidating the dominant performance of CNPC in the current oil and gas industry of China. In order to explore the market trends of the current oil and gas industry in China, the discussion critically addresses the present trend in microeconomic factors including the fashion of demand and supply in China. In addition to determine the current performance of CNPC, the discussion also incorporates a clear

Learning the Theory of Knowledge Essay Example | Topics and Well Written Essays - 1000 words

Learning the Theory of Knowledge - Essay Example Russell further contends that if a belief is to be causally important it must be defined as a characteristic of behavior. This explanation cannot be termed as definite because the result of the behavior or action determines if the belief held was true or false. If the search for food results in success, the belief was true but in case of failure, the belief is considered false. This does not truly justify that knowledge is true belief. Russell believes there are two methods of inference – deduction, and induction. The deduction is merely saying the same thing in another way while induction can be mistaken inference. Human beings have been endowed with sense organs or the organs of perception but most often these are all taken for granted. People know many things like whether they feel cold or hot; whether it is raining or snowing, or when the sun will rise or set. Descartes argues that the ideas about taste, feel, pain, pleasure, hunger, thirst, sadness or happiness come to us without our consent (Newman, 2005). All these are perceived through the sense organs and with the assistance of the memory, they reach the imagination. The mind receives the data through the nerves from all parts of the body to produce sensory awareness. The mind has a habit of believing what it perceives. This registers in the mind as an experience or knowledge gained through experience. Each person acts or behaves according to their prior experience or their sense of perception. Organs of sight do not increase knowledge. The physical eyes merely see but unless what has been seen can be absorbed or truly perceived, the ‘seeing; has no meaning. Seeing is involuntary; perception is not. We conceive, perceive and assimilate what we are interested in. This experience differs from one person to another. When a glass is partially filled with water, the physical eyes perceive it.

To Explain Fire Setting Behaviour Psychology Essay

To Explain Fire Setting Behaviour Psychology Essay Intentional firesetting is a costly and serious form of anti social behaviour that can have devastating consequences, both personally and financially. Encapsulating this notion, fire departments in the United States confirmed that in 2007, there were over 300,000 intentionally set fires recorded, causing hundreds of fatalities, thousands of injuries and generated over a billion dollars of financial costs (Hall, 2010). The term firesetting is often used interchangeably with the legal term arson, defining the specific criminal act of intentionally or recklessly setting fire to damage or defraud (Vaughn et al, 2010). Conversely, firesetting is the term used to describe to incidences whereby the deliberate setting of fires may not have been prosecuted for a variety of reasons (e.g. insufficient severity to cause damage or has not been detected as a deliberate fire; identity of the firesetter is unknown; insufficient evidence to gain a conviction; or the young age of the setter; Dickens Sugarman, 2012). Firesetting is therefore applicable to a wider scale of people who deliberately engage in setting fires, than the narrow definition of arson. Existing research suggests that such behaviour is more frequently perpetrated by child and juveniles than adults (Kolko, 1985). However recent findings show that approximately one million people in the United States, and 200,000 in UK have set a fire since the age of 15 (Dickens Sugarman, 2012), thereby suggesting firesetting often continues into adulthood (Blanco et al, 2010; Vaughn et al, 2010). Research into the potential origins of the behaviour indicates that such actions are strongly correlated with a range of individual characteristics and antecedents (Vaughn et al, 2010). What is more, firesetting is a symptom of pyromania, however as the community prevalence of this is apparently rare (Grant, Levine, Kim Potenza, 2005; Lejoyeux, Arbarateaz, McLoughlin Adà ©s, 2002), the suggestion of co-morbidity between firesetti ng and more common types of mental disorder, as found by a range of scholars (Anwar, Là ¥ngstrom, Grann Fazel 2011; Blanco et al, 2010; Bradford Dimock, 1986; Richie Huff, 1999; Vaughn et al, 2010) has been preferred. As a result, these associations have largely featured in the construction of typologies, single factor and multifactor theories that attempt to explain firesetting behaviour. This essay aims to critically assess such theories. A fundamental basis for effective assessment and treatment of criminal behaviour is awareness of, and comprehensive understanding of etiological theory. This provides a core framework from which to plot the interrelationships between an offenders presented clinical phenomena and central psychological variables. Within literature relating to sexual offending, Ward and Hudson (1998) eluded to a meaningful method of conceptualising etiological theory into two types; single factor and multi factor theories (Ward Hudson, 1998). As these figure throughout the essay, it is favourable to address each style. Single factor theories are those which focus on explaining a lone factor and its causal relationship with offending. Conversely, multifactor theories unite various single factor theories into a thorough outline of offending, providing an account of how the factors are merged to facilitate offending behaviour (Gannon, Ó Ciardha, Doley Alleyne, 2012). A further, and relatively underdeveloped form of theory absent from those detailed by Ward and Hudson (1998) is taxonomic classification, or typologies. Here, various offenders are subtyped into groups, based on shared motivational factors, personality characteristics, demographic aspects or a combination of each (Gannon Pina, 2010). These classifications represent unilateral assemblage that when deemed sufficient and reliable, play an effective role in assessment and treatment, as well as feeding into more comprehensive theories of offence behaviour (Gannon et al, 2012). Because of this reason, typologies will feature at the beginning of this evaluation. Before commencing however, it is beneficial to portray what constitutes the typical firesetter. Firstly, reports from several scholars have suggested that the majority of apprehended firesetters are white (Bennett Hess, 1984; Ritchie Huff, 1999; Rix, 1994). Concerning gender, figures confirm that male firesetters are more frequent than female firesetters, for example one study highlighted that in excess of 80% of self reported firesetters were male, equal to a male:female gender ratio approximating 5:1 (Blanco et al, 2010; Vaughn et al, 2010). In support, similar gender ratios that approach or exceeding this are common in various selected samples (Bourget Bradford, 1989; Lewis Yarnell, 1951; Stewart, 1993). Firesetting therefore, appears largely to be a male activity. In relation to age, studies have found that more than half of firesetters were aged 18-35 years, compared to 31% of the non-firesetter control population. In addition, older firesetters were found to be rare, with 4% aged 65 years and over, compared with 16% of population controls (Blanco et al; Vaughn et al, 2010). Other scholars have also reported a tendency towards youth as a risk factor (Bourget Bradford, 1989; Puri, Baxter Cordess, 1995). Therefore, firesetters appear to be generally young and moreover, a large number of studies further show that the majority of which are typically younger than non-firesetting criminals (Hurley Monahan, 1969; Rice Harris, 1991). Lastly, firesetters tend to be low achievers in education and more likely to be unemployed or unskilled than other non-firesetting offenders (Bradford,1982; Harris Rice, 1991), disadvantaged in terms of social class (Hurley Monahan, 1969) and also possess difficulties in forming long lasting relationships, as many are typically reported to be living alone and never to have married (Bourget Bradford,1989; Puri et al, 1995; Ritchie Huff, 1999; Dickens, Sugarman, Edgar, Hofberg, Tewari Ahmad, 2009). Representing the very earliest stages of theory development are typologies, of which there have been many (e.g. Icove Estepp, 1987; Inciardi, 1970; Lewis Yarnell, 1951; Rix, 1994). Perhaps the first researchers to provide a classificatory system for firesetters were Lewis and Yarnell (1951) who, using 2000 reports of firesetting identified four reasons as to why fires were set, these included: unintentionally, through delusions, through erotic pleasure and to acquire revenge (Lewis Yarnell, 1951). This early typology was pioneering since it laid the foundations for other researchers to add to (Bradford, 1982). One scholar who obliged several years later was Inciardi (1970) who examined records of paroled firesetters released from state prisons over a six year period and observed six categories of firesetter: institutionalised, insurance claim, vandalism, crime concealment, excitement and revenge (Inciardi, 1970). A key strength of Inciardis (1970) work was the amount of participants studied, but another was that there were similarities between two of the categorisations proposed by himself, and Lewis and Yarnell (1951). This is significant as the presence of these categories within firesetting can be linked to and supported by other empirical findings. For example, in reference to their erotic pleasure (Lewis Yarnell, 1951) and excitement (Inciardi, 1970) categories, these hold particular relevance to symptoms of pyromania (American Psychiatric Association, 2000), an impulsive disorder characterised by intense fascination with and a desire to associate oneself with fire and fire paraphernalia, though as there are many diagnostic restrictions, the prevalence of pyromania is rare (Doley, 2003). An additional similarity seen between the two typologies (Lewis Yarnell, 1951; Incairdi, 1970) is the inclusion of revenge as a category, which is supported as a motive for firesetting by many scholars (e.g. Koson Dvoskin, 1982; Pettiway, 1987; Rix, 1994). A key criticism of the typologies proposed by Inciardi (1970) and similar ones that followed (e.g, Dennet, 1980; Icove Estepp, 1987; Rautaheimo, 1989) was that their categories were generally too broad (Gannon et al, 2012). Therefore, later typologies used a smaller number of categories using data driven strategies (e.g. Almond, Duggan, Shine Canter, 2005; Canter Fritzon, 1998; Harris Rice, 1996; Rice Harris, 1991), providing an empirically stronger classification of firesetters (Gannon et al, 2012). One such example by Rice and Harris (1996) investigated 11 variables thought to be closely associated with firesetting, in a sample of 243 mentally disordered firesetters. They discovered four categories labelled as: psychotics (motivated by delusions and characterised by few incidents), unassertives (motivated mainly by anger or vengeance and characterised by low assertiveness), multifiresetters (primarily set fires in institutions and characterised by poor developmental experience s), and criminals (likely to operate at night, characterised by poor developmental experiences and, personality disorder) (Rice Harris, 1996). Rice and Harriss (1996) typology is possibly one of the strongest available as not only does it state the criteria required for group membership, but many of their aspects above are supported by empirical research (Gannon et al, 2012). For instance, the presence of personality disorder in Rice and Harriss (1996) criminal category is supported by findings that show antisocial personality disorder is particularly common in firesetters (APA, 2000; Bradford, 1982; Kolko, 1985; Kolko Kazdin, 1991). This is in addition to support for the presence of delusions as a motivation for firesetting, since a link between firesetting and schizophrenia has also been demonstrated (Geller, 1987; McKerracher Dacre, 1966; Richie Huff, 1999). One could argue however, that the presence of psychopathology within Rice Harriss (1996) sample was expected, as it was limited to those who were mentally disordered (Gannon et al, 2012). Although one of the adjudged reasons identified by Lewis and Yarnell (1951) as to why a fire may be set was through delusions (Lewis Yarnell, 1951), and this research was based on a sample free from mental disorder. Shared characteristics of firesetters identified in typologies often help to initiate scholars to explain these through psychological theory, thus our attention is now shifted towards single factor theories of firesetting. Possibly the earliest single factor theory was proposed by Freud (1932), later elaborated upon by other authors (Gold, 1932; Macht Mack, 1968). Here it was hypothesised that firesetting originates from either a urethral or oral fixated sexual drive. Firstly, youngsters are believed to experience enuresis as a means of attempting to extinguish firesetting occurring in dreams and secondly, firesetting is seen to symbolise repressed sexual urges (Gannon Pina, 2010). Other psychodynamic accounts made use of instinctual drives, such as aggression and anxiety to explain firesetting (e.g. Kaufman, Heims Reiser, 1961). However as there is a notorious lack of empirical evidence to offer support to psychodynamic theory (Hollin, 2013), it is unsurprising that there is litt le support this, or the suggestion that that those who set fires find the act sexually arousing (Rice Harris, 1991; Quinsey, Chaplin Upfold, 1989), or that there is a high rate of enuresis amongst firesetters. In contrast, considerably more praise has been gathered by researchers focusing on the role of biology and neurological impairment in order to explain firesetting behaviour (Gannon Pina, 2010). For example, evidence suggests that firesetters have decreased concentrations of cerebrospinal fluid monomaine metabolites (Roy, Virkkunen, Guthrie Linnoila, 1986; Virkkunen, Nuutila, Goodwin Linnoila, 1987; Virkkunen, Dejongm Bartko Linnoila, 1989). Furthermore, Virkkunen et al (1989) found that recidivist firesetters were those most likely to have such abnormalities relative to non-recidivist firesetting, therefore suggesting that such abnormal neurotransmitter defects could account for prolonged and impulsive cases of firesetting. However as firesetting is often co-morbid with impulse disorder (Lidberg, Belfrage, Bertilsson, Evenden Ã…sberg, 2000), such abnormalities are unlikely to be specific to the act of firesetting itself. Perhaps the most supported concept relating to neuropsychological and biological theories of firesetting, is through brain injury. Evidence has found 28% of arsonists referred to forensic psychiatry services had a history of brain injury (Puri et al, 1995) and furthermore, abnormal electroencephalography readings were found amongst arsonists also when compared to non-offending and other offending controls (Bradford, 1982; Hill et al, 1982). Here it is believed that such trauma may exert an exaggerating force that leads one to engage in firesetting behaviour (Kolko, 2002). One main area of praise for biological perspectives of firesetting is that they offer promise for rehabilitation, depending on the nature of the abnormality (e.g. provision of serotoninergic drugs for offenders with low levels of cerebrospinal fluid monomaine metabolites; JoviĆ¡, MirkovĆ¡, MajiĆ¡-Singh MilovanoviĆ¡, 1999). However, cases of firesetting associated solely on biological causes are rare, meaning this may limit professional examination of psychological and sociological factors that are also likely to be associated with firesetting (Gannon Pina, 2010). The final and most contemporary single factor theory of firesetting left to address is Social Learning Theory (Bandura, 1976). The main assertion here is that firesetting is the product of reinforcement contingencies and learning through modelling or imitation (Bandura, 1976; Kolko Kazdin, 1986; Macht Mack, 1968; Singer Hensley, 2004). For example, Vreeland and Levin (1980) propose that firesetting can be instantly reinforcing via sensory excitement connected to fire, in addition to the sirens, noise and crowds elicited by fire (Vreelin Levin, 1980). Furthermore, as positive reinforcement does not necessarily need to be directly experienced for social learning to transpire, learning associated with fire may occur vicariously through mere exposure to fires (legitimate or illegitimate), or key models of firesetting behaviour (e.g. parents and caregivers; Gannon et al, 2012). In support, there is key evidence showing firstly, that firesetters fathers occupations often involve consid erable exposure to fire (e.g. firemen; Stewart, 1993). Secondly, firesetters tend to be raised in environments where fire is more pervasive (e.g. countryside locations; Wolford, 1972), or used as punishment (Ritvo, Shanok Lewis, 1983). And finally, firesetters often orginate from families with a history of firesetting (Rice Harris, 1991). Social Learning Theory can also be applied in conjunction with earlier discussion of firesetting typologies, of which a common category proposed was firesetting that related to revenge or was anger induced (Lewis Yarnell, 1951; Inciardi, 1970; Rice Harris, 1996). For example, Social Learning Theory forecasts that self-regulatory responses are created as a product of reinforcement contingencies. Consequently, poor childhood socialisation personified through exposure to negative developmental experiences and role models are likely to result in aggression, poor coping skills and a lack of assertiveness (Gannon Pina, 2010). As there is a wealth of evidence to support the presence of such traits amongst firesetters (e.g. Ainsworth, 1989; Bowlby, 1969; Jackson et al, 1987; Rice Chaplin, 1979; Rice Harris, 2008; Root, Mackay, Henderson, Del Bove Warling, 2008; Showers Pickrell, 1987; Smith Short, 1995), these are likely to incline individuals towards reckless behaviours (Nagin Pate rnoster, 1993) and launch a propensity to light fires to gain positive environmental control (Vreeland Levin, 1980). Thus Social Learning Theory foretells that various developmental experiences, cues, cognitive perceptions and expectations shape a persons proclivity for firesetting, notably as a form of learnt aggression (Gannon Pina, 2010). However one key limitation is that it is unclear which combination of factors culminates in facilitating other forms of firesetting (Gannon Pina, 2010). The final type of theory to consider addresses key features of previous theories to present a more holistic view to the path of firesetting, known as multifactor theories. Here, interactions are explicitly defined between individual characteristics and features of the social environmental that are integral to the decision to offend. Within this perspective there are two main approaches to consider. The first of which used Functional Analysis Theory principles (Sturmey, 2008), to explain firesetting as an interaction of antecedents and behavioural consequences (Jackson et al, 1987). Referring to their clinical experience of firesetters, research literature and tenets of Social Learning Theory, Jackson et al (1987) formulated the core associative links hypothesised to produce and reinforce firesetting. Regarding antecedents, five factors were assumed: psychosocial disadvantage, life dissatisfaction and self loathing, social ineffectiveness, factors determining the individuals experienc es of fire and internal or external firesetting triggers (Jackson et al, 1987). Within this paradigm, firesetters are viewed as individuals who, throughout their early years experience significant social difficulties and are unable to satisfy their emotional and social needs through appropriate means (Jackson et al, 1987). However, involvement in fire and fire paraphernalia allows for some control to be exerted over their environment, which is ordinarily unobtainable to them. This is in addition to increased attention from distracted or distanced caregivers such that fire interest is positively reinforced. Such increases in personal effectiveness and self esteem, alongside sensory stimulation of the fire therefore increases interest in fire, thereby mounting the likelihood of firesetting in the future (Gannon et al, 2012). Jackson et al further add that negative reinforcement priniciples may play an equally important role in developing and maintaining firesetting. Here they suggest punitive consequences of firesetting (e.g. rejection, punishment, intense and increased supervision) may strengthen the offenders personal inadequacies already experienced, such that firesetting behaviours are continued (Jackson et al, 1987). A main strength of the Functional Analysis Theory (Jackson et al, 1987) is that there is a wealth of evidence available that favours the hypothesised association between firesetting and psychosocial disadvantage (e.g. Blackburn, 1993; Geller, 1987, Hollin, 1989; Inciardi, 1970). For example, as well as being generally psychiatrically disturbed (Barnett Spitzer, 1994), many firesetters suffer specifically from depression, low self esteem and substance abuse (Coid, Wilkins Coid, 1999; Puri et al, 1995; Repo, 1998). Whats more, researchers also note specifically that firesetters are frequently socially inept and experience maladjustment across several life domains, such as education and employment and peer personal relations (Bradford, 1982; Harris Rice, 1984; OSullivan Kelleher, 1982; Vreeland Levin, 1980). Although, many of these psychosocial variables are found to be common among other types of offender (Hurley Monahan, 1969), therefore it may not be wise to generalise such fin dings wholly to firesetters. Nevertheless, Jackson et als work is deserving of praise in its unification of isolated findings and hypotheses together into one whole (Gannon Pina, 2010), coupled with its relevance for clinicians, helping to underpin and guide contemporary treatment for firesetting (Swaffer, Haggert Oxley, 2001; Taylor, Thorne Slavin, 2004). As in Functional Analysis Theory (Jackson et al, 1987), the other multifactor theory of firesetting known as the Dynamic Behaviour Theory (Fineman, 1980; 1995), followed the view that such behaviour is a product of historical psychosocial influences that shape a persons tendency to set fires through social learning experiences. The theory stipulates that firesetting is the result of an interaction between historical factors predisposing antisocial actions (e.g. social disadvantage), previous and existing environmental reinforcers (e.g. childhood experiences) and instant environmental reinforcers (e.g. external, internal sensory reinforcement) (Fineman, 1995). The latter is further split into numerous variables that Fineman (1995) argues should be explored by clinicians. These include, impulsivity triggers (e.g. rejection or trauma), crime scene features that may provide reasoning behind such behaviour (e.g. target of a specific individual), cognitions and affects prior to, during an d post firesetting, and lastly any external (e.g. financial reward) or internal reinforcers (e.g. satisfaction or sensory satisfaction). Fineman (1995) ultimately hypothesises that firesetting stems from the culmination of interactions between these aforementioned factors, proceeding to recommend careful investigation of each when assessing and treating firesetters (Fineman, 1995). Akin to Functional Analysis Theory (Jackson et al, 1987), Dynamic Behaviour Theory (Fineman, 1995) plays a key role in developing professional understanding of firesetting. A specific strength of this theory was that the attention paid to the more proximal variables related to firesetting, as this expresses how crucial psychological factors contribute to the development and maintenance of firesetting behaviour (Gannon Pina, 2010). Away from these strengths however, is the problem that empirical support for this theory has largely been limited to findings from juvenile firesetters, meaning many mechanisms associated with adult firesetting are left unexplained by this theory (Gannon et al, 2012). This evaluation has shown that the majority of empirical work undertaken with firesetters has focused on the production of typological classificatory systems and the examination of firesetters psychopathological and sociodemographical features. This information is useful in gaining an essential understanding of a variety of motives behind firesetting behaviour and has paved the way for scholars to address the underlying meaning of such motives through etiological theory. This in turn aims to help deliver effective treatments to firesetters. In response, several single factor theories have been applied to explain firesetting, however these are unable to explain the myriad of features that typically interact to facilitate and maintain firesetting (Gannon Pina, 2010). Though, one key addition to single factor theories is Social Learning Theory (Bandura, 1976; Vreeland Levin, 1980), of which key aspects featured throughout both available multifactor theories of firesetting, Functional Analysis Theory (Jackson et al, 1987) and Dynamic Behaviour Theory (Fineman, 1980; 1995). Both multifactor theories hold several strengths, particularly their focus on developmental experiences as a factor explaining interest in, and reinforcement of firesetting (Gannon Pina, 2010). However, despite being the most appropriate method of explaining firesetting, absent from their accounts is any reference to the full range of risk factors or criminogenic needs associated with the broad range of firesetting behaviours, nor is there acknowledgement of the potential factors linked with a desistence from firesetting (Gannon et al, 2012). This inevitably led to the recent development of the Multi-Trajectory Theory of Adult Firesetting (Gannon et al, 2012) not discussed in specific detail here, but which integrated the current theory, typological, and research findings considered throughout this essay into one sizeable etiological theory of firesetting and its maintenance and desistence.

Hacking :: science

Hacking Describe a negative aspect of ICT’s impact on the information society. Describe how ICT has brought this about and what society is has done in response to it. Abstract Hacking has been and still disease different societies suffer from. The essay aims to provide the reader with knowledge regarding the effects hacking caused to our society, and how the society responded and tried to solve or minimize those effects. Different issues regarding hacking are discussed, such as the motivations that were behind guiding hackers who were at first computer professional to perform unauthorized activities, at the same time a discussion about the types of attacks can be found. The society response to hacking attacks lacks till this moment the ability to stop or completely prevent attacks from happening because as long as security tools are developed, more sophisticated hacking attacks are invented. That’s why we should start to think about hacker’s psychology as the main way to prevent and stop attacks by understanding their needs or desires. Introduction The Oxford English Dictionary defines hacking as â€Å"cut or chop roughly; mangle: cut (one’s way)†Ã¢â‚¬ ¦ to its present definition as â€Å"gain unauthorized access (to data in a computer)†. Banks (1997:11) defines hacking as â€Å"something that boring mainframe computer operators did to improve performance and battle boredom.† Here banks focuses on boredom as the reason of hacking. A more technical definition of hacking according to Digital Guards data base (2001) is â€Å"unauthorized use, or attempts to circumvent or bypass the security mechanisms of an information system or network.† Darlington (2001) believes hacking is not limited to accessing data or information but also includes an attack on the privacy of all people. Almost all different opinions agree on the illegality of hacking. On the other hand the word hacker is the agent of hack or hacking and it was defined as a person who enjoys accessing files whether for fun, imposing power or the interest related to the accessed files or data according to Taylor (1999). While Marotta (in Taylor, 1993) has a negative view of the hacker as a data lord, a barbarian who takes what he wants. Himanen (2001) defines hacker as any person who performs illegal actions whether they were related to computer or not which means the usage of a device apart from its functionality. Seems hacking according to Himanen is related to any illegal or unauthorized action. Seebach (1999) finds hacker as a person who feels delighted and full of joy when being able to access a system and break the security utilities but Himanen (2001) doesn’t consider hacker as a thief.

ZARA’s IT for Fast Fashion

Ezra, a trendy Spanish clothing retailer founded in 1975 by Manioc Ortega in La Curran. It is a flagship retail store of Inedited Group, a holding company that owns other fashion brands such as Misaims Audit, Berserk, Pull and Bear, Strabismus, Kiddy's Class, and Shoo. The company still lives by the simple idea of Amoco Ortega to link customer demand to manufacturing and link manufacturing to distribution, which ultimately able to respond very quickly to the demands of targeted customers, who are young and fashion-conscious city dwellers.Inedited operates 1,558 stores in 44 countries, of which 531 stores are part of Ezra chains. Ezra generates a majority of Indies's sales accounting for 73. 3%. Of the three departments inside Ezra, Women accounted for 60% of sales, with the rest evenly split between Men and Children division. In 2002, Inedited posted a net income of ? ¬ 438 million on revenues of ? ¬3,974 million, which is a net margin of 1 1. 02%. Overall, the company shows net margin continuously growing indicating profitable growth. As a result, the company's earnings have tripled since 1996. To reach consumer's demands quickly and accurately, Ezra established a recurring process of ordering, fulfillment, and design and management. Each section (Women, Men, and Children) of a Ezra store places an order to headquarters twice a week on the store's PDP devices. The orders include both replenishment of an existing item and requests for a new items. Store managers determined replenishment quantities by walking around the store and determining what has been selling by counting garments and talking to salespeople.Fulfilling each store's demands of clothes involves group of commercials from headquarters, who are responsible to match up the supply of finished clothes coming from factories to distribution centers then finally to the stores. The commercials works with two types of information – aggregated orders from all stores and the total supply of invent ory in the distribution centers at the same point in time. Finally, Ezra introduces new design collections at the start of fall/winter and spring/summer buying periods. In addition to that, they continuously introduce new items throughout the year, allowing them to be ahead within the industry.Note: Detail information for design and management is in â€Å"Competition† Section). SUPPLIERS: Ezra owns a group of factories in and around La Corona to do the initial production of dyeing and cutting cloth. However, they sent out the cut fabrics that needs to be sewn into garments, to network of small local workshops (not owned by Inedited) in Galatia and northern Portugal, which guarantees quick turnaround time. Finally, the sewn garments are sent to a Ezra facilities, where they are ironed, inspected, tagged, and sent to a distribution centers.COMPETITION: Ezra faces competition from multinational clothing retailers such as Gap, H&M, and Benton, Combined, these companies has over 2 00,000 employees, operating in 140 countries with net income of ? ¬1,067 million or a net margin of 15. 3%. What separate's Ezra from its competitors is it's unique approach to its marketing and business operation. Unlike its competitors, Ezra virtually does no marketing. The company place ads twice a year promoting sales and to announce the opening of new stores. As a result, their marketing expenditures average 0. % of revenue, instead of 3%-4%, which is typical for competitors. They also always make sure their stores are located in a city prime retail district and the prices for their items are established for the Spanish market. Prices for other countries is set at a fixed percentage of this baseline, taking into account distribution costs and market condition. Ezra also priorities time-to-market through vertical integration enabling them to constantly introduce new items throughout the year in a short period of time.In a typical year, Ezra introduces approximately 11,000 new items, were as its competitors average 2,000 – 4,000 items. Consequently, Ezra does not try to produce classics† clothes that would always be in style. They intend their clothes to have a fairly short life span. About 75% of the merchandise in the average store is changes over three to four weeks, resulting in their experience shoppers to visit the stores often to purchase the new items. Furthermore, Sara's senior managers takes advantage of their employee's intelligence and trust their Judgment in decision making.Store Managers are given responsibilities to deal with customers, contractors, landlords, and decisions in garments should be on sale at their individual stores. They place orders for the teems they think would sell, rather than simply accepting and displaying what headquarters decide to send them. Ezra has minimum invested in IT budget and has no formal process to set decisions for specific technology investments or projects. Usually senior management decides what new systems, if any, is required.Overall, there is very little Justification for IT efforts, which results in having no cost/benefit analysis for current and future projects. Also, Sara's business model uses POS terminal that runs on an outdated DOS operating system, which is not supported by Microsoft. This makes the operations such as ordering, fulfillment, design and manufacturing, and in-store operations inefficient. They also use handheld Pad's for ordering and for tasks such as handling garment returns to distribution centers and conveying information from headquarters to all stores. This causes redundancy.The POS terminals also makes it difficult to check in-store inventories, check inventories in other stores, and share information. The store managers would have to call to check for available SSW, which is a time consuming process. Finally, Ezra makes no use of the internet to make sales. The website is only there to maintain a presence. The issue for lack of internet sales is because the company's distribution center is not configured for picking up small orders and shipping to consumers. And, it is complicated to handle returns of merchandise bought online.The challenges above shows where Ezra can make the use of proper IT/IS infrastructure. Currently, Ezra has continued to use their systems without any changes to it. However, they have the opportunity to improve its infrastructure by investing in new IT systems. This proper implementation can also provide great opportunity for Ezra to improve its value ham operations. Before Ezra makes any decision regarding the upgrade of their old information system, they need to analyze the costs and benefits of the new system.A new operating system such as Linux, Windows, or UNIX, it will allow Ezra to develop capabilities on the outdated DOS software for POS terminals. As they install the new operating system on all the computers, they need to consider the costs of each operating system. For example, Linu x does not have one-time license cost, while Windows has a one-time license cost of ? ¬140 and UNIX of ? ¬160 per CUP]. Linux may offer the cheapest implementation costs for Ezra, but they have a higher ongoing costs, such as service contract cost that ranges from ? ¬10-? ¬150 per CUP].To upgrade the system Ezra will also have to install new hardware and replace the old POS terminals. The cost of POS terminals is ? ¬5000 per store, which will also require installation of new cables, routers etc. The wireless routers and Ethernet cost, staff training cost, software installation and maintenance cost, and the connectivity cost per store, will also add to the upgrade costs. Overall, if Ezra decides to use Linux operating system, the total cost for the initial year will be ? ¬ 56 million.This includes ? ¬ 379 thousand of operating cost and ? ¬ 2,777 million for non-operating (fixed), which is purchase of new POS terminals, wireless router and wireless Ethernet. If they us e Windows or UNIX, total initial cost will be ? ¬ 3,167 million or ? ¬ 3,175 million, respectively. This may be a very costly for the company, but it is a direct expense, which meaner the cost will depreciate over the years. For example, the total operating cost for Linux, Windows, and UNIX will decrease to ? ¬ 371 K, ? ¬ KICK, and ? ¬ ASK in the second year, respectively.The benefit of a new system will improve Sara's efficiency, which will directly influence their revenue. With the smooth communication among the stores and the headquarters, Ezra can better predict the future needs of material, and save cost by hedging them at a low cost. The system will also allow them to make clothes prototypes at a quicker rate and get a faster response from the customers. Therefore, there will be more sales, less cost, more revenue, and ultimately more profit. RECOMMENDATIONS I would recommend Ezra to upgrade their current system gradually. In the short term, there is no immediate nee d to upgrade the system.However, they need to make the changes over a long period of time. First, senior management should develop a formal IT department by hiring a COT to set decisions. Second, the new IT team should develop a strategy for the change. Third, they should develop a budget for implementing the whole upgrade. Once they have the strategy and budget in place, they should stop any more investments in the current systems and conduct a pilot test at one of their flagship store to collect data of its outcomes. Ezra should make the investments in stages. For example, the current Pads used for ordering are inconvenient.They should be replaced with convenient equipment such as the PC's. In addition, the Pads and POS are not connected. In order to improve the networking capabilities at each store, Ezra should switch from modem-based network to a broadband-based network. This will allow them to stay connected with the other stores as well as with the headquarters. POS terminals that operates on the outdated DOS system needs to be updated with a more modern and compatible operating system. As a result POS should have the customer based functionalities that will scored sales, returns, exchanges, etc.POS system should also handle functions such as inventory control, purchasing, and receiving and transferring of products to and from other locations. After the final stages, I strongly recommend to run the old and the new systems side by side, until the new system is operating smoothly. Finally, Ezra should use the internet to make online sales, and take advantage of the social media to promote itself. This can enhance their operations and ultimately increase revenue. Also, it will give them more competitive edge with the new competitors and the existing competitors. ZARA’s IT for Fast Fashion Ezra, a trendy Spanish clothing retailer founded in 1975 by Manioc Ortega in La Curran. It is a flagship retail store of Inedited Group, a holding company that owns other fashion brands such as Misaims Audit, Berserk, Pull and Bear, Strabismus, Kiddy's Class, and Shoo. The company still lives by the simple idea of Amoco Ortega to link customer demand to manufacturing and link manufacturing to distribution, which ultimately able to respond very quickly to the demands of targeted customers, who are young and fashion-conscious city dwellers.Inedited operates 1,558 stores in 44 countries, of which 531 stores are part of Ezra chains. Ezra generates a majority of Indies's sales accounting for 73. 3%. Of the three departments inside Ezra, Women accounted for 60% of sales, with the rest evenly split between Men and Children division. In 2002, Inedited posted a net income of ? ¬ 438 million on revenues of ? ¬3,974 million, which is a net margin of 1 1. 02%. Overall, the company shows net margin continuously growing indicating profitable growth. As a result, the company's earnings have tripled since 1996. To reach consumer's demands quickly and accurately, Ezra established a recurring process of ordering, fulfillment, and design and management. Each section (Women, Men, and Children) of a Ezra store places an order to headquarters twice a week on the store's PDP devices. The orders include both replenishment of an existing item and requests for a new items. Store managers determined replenishment quantities by walking around the store and determining what has been selling by counting garments and talking to salespeople.Fulfilling each store's demands of clothes involves group of commercials from headquarters, who are responsible to match up the supply of finished clothes coming from factories to distribution centers then finally to the stores. The commercials works with two types of information – aggregated orders from all stores and the total supply of invent ory in the distribution centers at the same point in time. Finally, Ezra introduces new design collections at the start of fall/winter and spring/summer buying periods. In addition to that, they continuously introduce new items throughout the year, allowing them to be ahead within the industry.Note: Detail information for design and management is in â€Å"Competition† Section). SUPPLIERS: Ezra owns a group of factories in and around La Corona to do the initial production of dyeing and cutting cloth. However, they sent out the cut fabrics that needs to be sewn into garments, to network of small local workshops (not owned by Inedited) in Galatia and northern Portugal, which guarantees quick turnaround time. Finally, the sewn garments are sent to a Ezra facilities, where they are ironed, inspected, tagged, and sent to a distribution centers.COMPETITION: Ezra faces competition from multinational clothing retailers such as Gap, H&M, and Benton, Combined, these companies has over 2 00,000 employees, operating in 140 countries with net income of ? ¬1,067 million or a net margin of 15. 3%. What separate's Ezra from its competitors is it's unique approach to its marketing and business operation. Unlike its competitors, Ezra virtually does no marketing. The company place ads twice a year promoting sales and to announce the opening of new stores. As a result, their marketing expenditures average 0. % of revenue, instead of 3%-4%, which is typical for competitors. They also always make sure their stores are located in a city prime retail district and the prices for their items are established for the Spanish market. Prices for other countries is set at a fixed percentage of this baseline, taking into account distribution costs and market condition. Ezra also priorities time-to-market through vertical integration enabling them to constantly introduce new items throughout the year in a short period of time.In a typical year, Ezra introduces approximately 11,000 new items, were as its competitors average 2,000 – 4,000 items. Consequently, Ezra does not try to produce classics† clothes that would always be in style. They intend their clothes to have a fairly short life span. About 75% of the merchandise in the average store is changes over three to four weeks, resulting in their experience shoppers to visit the stores often to purchase the new items. Furthermore, Sara's senior managers takes advantage of their employee's intelligence and trust their Judgment in decision making.Store Managers are given responsibilities to deal with customers, contractors, landlords, and decisions in garments should be on sale at their individual stores. They place orders for the teems they think would sell, rather than simply accepting and displaying what headquarters decide to send them. Ezra has minimum invested in IT budget and has no formal process to set decisions for specific technology investments or projects. Usually senior management decides what new systems, if any, is required.Overall, there is very little Justification for IT efforts, which results in having no cost/benefit analysis for current and future projects. Also, Sara's business model uses POS terminal that runs on an outdated DOS operating system, which is not supported by Microsoft. This makes the operations such as ordering, fulfillment, design and manufacturing, and in-store operations inefficient. They also use handheld Pad's for ordering and for tasks such as handling garment returns to distribution centers and conveying information from headquarters to all stores. This causes redundancy.The POS terminals also makes it difficult to check in-store inventories, check inventories in other stores, and share information. The store managers would have to call to check for available SSW, which is a time consuming process. Finally, Ezra makes no use of the internet to make sales. The website is only there to maintain a presence. The issue for lack of internet sales is because the company's distribution center is not configured for picking up small orders and shipping to consumers. And, it is complicated to handle returns of merchandise bought online.The challenges above shows where Ezra can make the use of proper IT/IS infrastructure. Currently, Ezra has continued to use their systems without any changes to it. However, they have the opportunity to improve its infrastructure by investing in new IT systems. This proper implementation can also provide great opportunity for Ezra to improve its value ham operations. Before Ezra makes any decision regarding the upgrade of their old information system, they need to analyze the costs and benefits of the new system.A new operating system such as Linux, Windows, or UNIX, it will allow Ezra to develop capabilities on the outdated DOS software for POS terminals. As they install the new operating system on all the computers, they need to consider the costs of each operating system. For example, Linu x does not have one-time license cost, while Windows has a one-time license cost of ? ¬140 and UNIX of ? ¬160 per CUP]. Linux may offer the cheapest implementation costs for Ezra, but they have a higher ongoing costs, such as service contract cost that ranges from ? ¬10-? ¬150 per CUP].To upgrade the system Ezra will also have to install new hardware and replace the old POS terminals. The cost of POS terminals is ? ¬5000 per store, which will also require installation of new cables, routers etc. The wireless routers and Ethernet cost, staff training cost, software installation and maintenance cost, and the connectivity cost per store, will also add to the upgrade costs. Overall, if Ezra decides to use Linux operating system, the total cost for the initial year will be ? ¬ 56 million.This includes ? ¬ 379 thousand of operating cost and ? ¬ 2,777 million for non-operating (fixed), which is purchase of new POS terminals, wireless router and wireless Ethernet. If they us e Windows or UNIX, total initial cost will be ? ¬ 3,167 million or ? ¬ 3,175 million, respectively. This may be a very costly for the company, but it is a direct expense, which meaner the cost will depreciate over the years. For example, the total operating cost for Linux, Windows, and UNIX will decrease to ? ¬ 371 K, ? ¬ KICK, and ? ¬ ASK in the second year, respectively.The benefit of a new system will improve Sara's efficiency, which will directly influence their revenue. With the smooth communication among the stores and the headquarters, Ezra can better predict the future needs of material, and save cost by hedging them at a low cost. The system will also allow them to make clothes prototypes at a quicker rate and get a faster response from the customers. Therefore, there will be more sales, less cost, more revenue, and ultimately more profit. RECOMMENDATIONS I would recommend Ezra to upgrade their current system gradually. In the short term, there is no immediate nee d to upgrade the system.However, they need to make the changes over a long period of time. First, senior management should develop a formal IT department by hiring a COT to set decisions. Second, the new IT team should develop a strategy for the change. Third, they should develop a budget for implementing the whole upgrade. Once they have the strategy and budget in place, they should stop any more investments in the current systems and conduct a pilot test at one of their flagship store to collect data of its outcomes. Ezra should make the investments in stages. For example, the current Pads used for ordering are inconvenient.They should be replaced with convenient equipment such as the PC's. In addition, the Pads and POS are not connected. In order to improve the networking capabilities at each store, Ezra should switch from modem-based network to a broadband-based network. This will allow them to stay connected with the other stores as well as with the headquarters. POS terminals that operates on the outdated DOS system needs to be updated with a more modern and compatible operating system. As a result POS should have the customer based functionalities that will scored sales, returns, exchanges, etc.POS system should also handle functions such as inventory control, purchasing, and receiving and transferring of products to and from other locations. After the final stages, I strongly recommend to run the old and the new systems side by side, until the new system is operating smoothly. Finally, Ezra should use the internet to make online sales, and take advantage of the social media to promote itself. This can enhance their operations and ultimately increase revenue. Also, it will give them more competitive edge with the new competitors and the existing competitors.

Proposal Argument Essay

Licensing for personal trainers: legitimizing the profession. â€Å"In its present form, personal training only dates back a few decades, yet it is among the fastest growing professions in the U. S. † (Holt). In the 80’s and 90’s personal trainers were predominantly heavy lifters who looked like they could soon compete in a bodybuilding contest. The muscular physique automatically qualified each of them as â€Å"guru† in the fitness world and helped quickly build a clientele.Towards the late-90's, the situation started to change: gyms became less and less of an intimidating environment for a wide category of people with no desire to become â€Å"huge. † Personal trainers of a new generation expanded their specialization to weight loss, cardio vascular health, toning and general fitness which made training itself more accessible for all age groups, people with different skill levels and special requirements. As a result. , the trainer’s job to day has become very complex and goes much farther instructions during a workout session.It can’t be successfully performed without a strong knowledge of anatomy, kinesiology, program development and even psychology You will assume that someone who guides and assists you in developing health and fitness must be a specialist in this area of knowledge. Of course! But do you know that one can become â€Å"a certified personal trainer† by taking an online test for less than 100 dollars? It’s true! Competence and skill level of many trainers you see at health clubs and gyms is low and they are surely not worth the money spent.Moreover, your health is under potential risk! The solution to this problem can be achieved through a required licensing of personal trainers just like other health/medical professionals. This would benefit both the public and the personal training profession. As a fitness trainer for over seven years, I truly believe that our industry desperatel y needs more regulations. My background in gymnastics in addition to two certifications from Wellness Academy (Russia) and International Sports Science Association (USA) surely give me a big advantage over someone who spent $69.95 and a couple weeks learning â€Å"all the nitty-gritty of personal training† to obtain so called ExpertRating Online Certification (Personal Training Certification).So you may think: the less my competitors know the better my services look in comparison with their. No, it’s not that easy! I would rather have a strong competition than constantly disprove common opinion about personal trainers as people with weak knowledge base who flirt with clients, bark orders and very often behave unprofessionally.A few times I trained people who had bad experience with a trainer in the past and it felt like I had to break the wall of apprehension and distrust before they took me seriously. Not only I had to defend myself in some ways but there were also fi nancial consequences when clients refused to pay me upfront (usually a client prepays for a package of sessions) and that’s why I got paid on session-by-session basis with no commitment from client’s side. I personally know a few trainers who collected money for the training and disappeared while their clients have been left with nothing!Therefore, such a practice like licensing could be a very effective control instrument for the industry and could keep trainers accountable for their actions. From clients’ perspective, mandatory licensing can become a guarantee of receiving a high quality service – safe and efficient workout. Nancy Howard, a health professional and a Certified Running Coach, states in her article â€Å"Poll: Should Personal Trainers Be Licensed†: â€Å"When we place our trust in those who will direct us on the proper path to reclaiming our health and fitness, it is important that we have full disclosure of their qualifications.â € Her words means a lot in today’s situation, when many people seeking for personal trainers’ help have some kind of health issue that limit their ability to perform certain movements or type of physical activity. I had the opportunity to work with clients who had knee replacements, severe stage of scoliosis, arthritis, diabetes, past injuries and so on. You can easily hurt a client or worsen an existing condition by using inappropriate exercising techniques and approaches. Once I’ve seen a trainer who made his new client with swayback (lordosis) do multiple low back exercises with significant weight.With such a spine condition you have to be extremely careful when perform any activity involving low back and must primarily focus on strengthening your abdominal muscles and back of the thighs in order to balance the inward curvature of spine. As a result of that unconsidered workout the client had extreme back pains and decided to stop training. Not only this c ould be prevented if a trainer had more knowledge about lordosis (which is pretty easy to determine), but the client would be able to improve his back condition with appropriate exercise routine.This example shows that some certification organizations fail to provide the market with well-qualified and knowledgeable professionals. They are not regulated by state and often offer take-home or on-online tests which objectivity is questionable. Licensing, on the other side, means a nationally standardized test and leaves no place for cheating. It is interesting to note that Howard makes a comparison between personal trainers and other health professionals like â€Å"Registered Nurses, Licensed Vocational Nurses, Physical Therapists and Registered Dietitians† who required to be licensed by the state which they practice.According to her, there is no reason why personal trainers should be treated any different as their services belongs to the same field (Howard). In my opinion, this analogy is more than appropriate considering that clients are paying almost as much for a private training session as for the one-hour massage or a visit to dietician. Moreover, Howard mentions two interesting points in favor of the licensing. First, it â€Å"will facilitate referrals from traditional health care providers,† and, secondly, the insurance companies â€Å"will be more likely to reimburse for services if personal trainers are licensed† (Howard).This means more people would be able to afford training that is safe and effective. Clearly, the transformation of personal training industry won’t be easy. Joe Cannon (personal trainer, author and health educator) states that â€Å"a government mandated fitness license might also mean an end to fitness organizations all together. † At the present moment, there are dozens of certifying fitness organizations within US and, for obvious reasons, they are resisting to proposed legislation changes.â€Å"If personal trainers needed a license† – Cannon says – â€Å"then all fitness organizations would come under the jurisdiction of the government and the ‘licensing’ would be standardized. † I understand how much multimillion dollar certification business would be affected but new market conditions will automatically eliminate companies like ExpertRating Online Certification and increase the entrance barrier into the profession. I’m sure strong certification organizations like NASM, ACE, IFTA, ACMS and a few others would find their place in the restructured industry although they will fight against licensing to the last breath.As a negative factor of licensing Cannon mentions that â€Å"each trainer would be paying the government every year or so to maintain their license; that’s in addition to what they pay for fitness continuing education classes. † Of course, no one would be happy about it but the level of discontent will d epend on the amount of a fee. I’m already paying about 500-600 dollars every two years to keep my certification valid and another 400 dollars for insurance so if the new expense would stay within the same range there shouldn’t be a problem. Another concern regarding potential licensing of personal trainers is difficulties in its obtaining.Senate Bill 2164 (â€Å"Fitness Professional Licensing Act†) proposed in New Jersey in 2008 requires a licensure: To complete an approved course of study of not less than 300 in-person classroom hour†¦. which shall include not less than 50 hours of an unpaid internship in the presence of and under the direct supervision of, a licensed fitness professional, which internship shall be provided by the school providing the approved course of study; and (b) have passed an examination administered or approved by the board; or (2) possess an associate's or bachelor’s degree in physical education, exercise science, exercise physiology or adult fitness.(S2164) The majority of fitness professionals’ community finds this bill inappropriate for experienced and qualified trainers who are in the business for years. It basically means they would have to go back to school and put their clients aside for a while. I personally know a few trainers without a degree but with years of work in the field and several certifications of all kinds. There are no doubts about their qualification! Nevertheless according to the â€Å"Fitness Professional Licensing Act† these people would need 50 hours of unpaid internship which is absolutely ridiculous!Joe Stein, president of Renaissance Fitness & Wellness Inc. , also expresses his negative opinion about the bill by saying that â€Å"the New Jersey state senate is trying to balance the bloated state budget on the backs of personal trainers and their clients† (Halvorson). On the other side, proposed legislation requirements establish a comprehensive educat ional program for people entering the field.Therefore beginner trainers would not only have a strong theoretical skills  but a real life work experience in the gym. There is no such certification at the present moment that can offer internship or any kind of workshop unless you are ready to pay another 600 dollars on top of the certification cost. Despite all advantages that licensing can potentially bring into the personal training industry, proposed legislation in New Jersey, Maryland and Georgia in 2008 achieved no success (State Licensing of Personal Trainers Update – December 2008).The bill doesn’t consider existing circumstances of the profession and is unrealistic at its present format. However, National Board of Fitness Examiners started to work on â€Å"one nationally standardized examination process in lieu of 50 different state board exams† (State Licensing of Personal Trainers Update – December 2008). So when the time is right it can be used by states and will avoid a possibility â€Å"when the exams could be developed by people outside the profession† (State Licensing of Personal Trainers Update – December 2008).After all, I strongly believe that licensing is necessary in personal training business as it legitimizes the profession. I want to be recognized as a â€Å"specialist† in the eyes of potential clients and people in a health/medical field. From the business owner’s perspective, licensing would be extremely helpful in finding properly educated and experienced trainers whose work can correspond to the high standards that I set for my clients.

The Sweater Essays

The Sweater Essays The Sweater Essay The Sweater Essay The hockey sweater, loyalty One of Quebec’s leading writers Roch Carrier, in his short story, â€Å"The hockey sweater†, tells of a boy’s loyalty to a Montreal Canadians hockey player Maurice Richards. Carrier’s idea is to deliver a theme of loyalty by establishing a sentimental tone in order to appeal similar feelings or experiences in his audience. Carrier begins by acknowledging the desire the young boy and his friends have to be exactly the same as there hockey idol. He writes â€Å"We all wore the same uniform as he, red, white and blue uniform of the Montreal Canadians, the best hockey team in the world; we all combed our hair in the same style as Maurice Richards† and â€Å"you’ll never put it in my head to wear a Toronto Maple leafs sweater†. Carrier describes the boys loyalty using everyday diction to allow for an array of audiences to be entertained. Shifting to Carriers outstanding use of punctuation he directs the reader’s attention to the words that follow by using colons. For example â€Å"with tears in my eyes, I found the strength to say: I’ll never wear that uniform†. Carrier is able to support his them of loyalty with his use of complex-compound sentences like: â€Å"Wearing my Toronto maple leafs sweater i went to the church, where I prayed to God, I asked him to send, as quickly as possible, moths that would eat up my Toronto maple leafs sweater†. In conclusion, Carrier’s strategy of neutral diction, passionate tone, complex-compound sentences and punctuation, Carrier is able to support his them of loyalty throughout his short story.

Googles Strategic Plan Analysis Essay

Googles Strategic Plan Analysis Essay Google Strategy Plan Analysis Essay Google Strategy Plan Analysis Essay Google Inc. is one of the largest and most powerful technology companies dealing with internet related products and services. Although the company started from a humble beginning, it has grown significantly, and developed some of the most convenient applications and online services that we use today. These applications include Gmail, Google Earth, Google Chats, and Google Maps among others. The company has managed to win the competition against former giant corporations such as Yahoo, Alta Vista and Microsoft. The current paper presents a strategic plan for this giant technology company for a period of five years starting from 2014. Four strategic goals discussed in this paper include; to become the primary interface of the world, to improve the quality and access to the internet, to â€Å"own the home† and to control more of the purchase cycle. By becoming the primary interface of the world, the company plans to be the main choice in all internet and non-internet related oper ations of our daily living. In terms of â€Å"owning the home† the company plans to have gadgets and appliances that will be used in all aspects of living, at home and even at the workplace. By controlling more of the purchase cycle, Google plans to influence the commercial activities’ patterns of its customers and increase its share of the financial pie by indulging more into the commercial world. Improvement of the quality and access to the internet will be the key goal of the company’s expansion and efficiency as most of its activities require reliable and convenient internet connections. The Most Dominant Search Tool The most dominant search tool on the web today is Google; a company that was born in 1998 in a garage, in the minds of Sergey Brin and Larry Page. Google has seen a rapid and steady growth and success story from nothing to becoming the dominant search engine in less than 8 years. Today, Google Inc. is the largest multinational company that specializes in various internet-based products and services. These products and services include software, online advertising technologies, cloud computing and search services among others. The company has several subsidiary companies such as YouTube, DoubleClick, Songza and feedBurner. On the 10th of August 2015, Google announced the reorganization of its interests as a holding company, and became the leading subsidiary of Alphabet Inc. After the restructuring process Google became the umbrella company for the entire Alphabet’s internet interest (Google, 2015). Over the years, Google has made significant strides in the world of internet related products and services, creating some of the most widely used online services that had previously not been thought of. These products and services include a combination of search engine options, photo and file sharing platforms, Google maps, operating systems and applications that run in a vast array of devices among many other life changing inventions and ideas. It is evident that Google made these strides in the contemporary world owing brilliant ideas and strategic planning and effective implementation of such strategies. This paper seeks to explore Google’s strategic plan, paying attention to its mission and vision, assets, competitiveness, challenges and opportunities, and its strategic goals. Mission and Vision Statements Since 1998, Google has grown according to the guidelines provided in its Mission and Vision statement, which has led it to its current position as one of the most powerful and valuable brands over the globe. Its Mission statement outlines the strategies of business, such as the creation of new products and services. It is focused on innovation and excellence. Furthermore, Google’s Vision statement pushes the company to achieve new heights through rapid innovation and excellence. The company’s success can be attributed to the company’s efforts to fulfill their Mission and Vision statements. Google’s Vision statement is â€Å"to provide access to the world’s information in one click.† This vision statement reflects the nature of the company’s business. The most popular product of Google is the search engine service, which provides easy access to information to and from people around the world. There are three fundamental variables in this Vision statement; accessibility, world’s information and one click. The company gets world’s information by searching webpages. It then maintains databases that contain the indexes of these webpages. Finally, the firm fulfils the accessibility variable by providing its search engine services to all people around the world with access to the worldwide web. The one click component here signifies the ease of access to information to anyone and anywhere on the planet. Google’s Mission statement is â€Å"to organize the world’s information and make it universally accessible and useful.† Since its foundation, the company has focused on creating proprietary algorithms that maximize its effectiveness and ensure that people have access to the information they need. The Mission Statement has four variables; world’s information, organization, universal accessibility and usefulness. The company effectively follows its Mission and Vision statements by searching webpages, and organizing the information through its proprietary algorithm. It then provides universal accessibility to this information through their search engine services available worldwide. Summary of Internal Assets Assessment The main stakeholders of Google include; investors, users, employees, advertisers and developers. Google provides services to more than 12 billion users every month and this translates to more than 70 percent of the world searches. In the US, Google has more than 89 percent of the mobile search market. This is a huge clientele base and the strategies are aimed at keeping them happy and satisfied. Google has more than 53,600 full time employees and generates about 66 billion dollars in revenue globally (Statista, 2015). Their guiding organizational value and culture focus on the user, and they believe in doing something â€Å"really well.† The company also believes in fast internet connections and â€Å"democracy† on the web. The provision of fast online services and the ability to choose from an assortment of available services help Google to achieve their mission, and it is evident they have become the largest online goods and service provider among the available. Goog le has achieved these milestones by providing valuable and organized online services at convenient level that is imperfectly imitable, like in mobile gadgets and devices (Jurevicius, 2014). Summary of External Environment Factors Google’s external factors are mainly based on technological changes, and they serve either as opportunities or threats to the company. The outlook for the industry and market is very promising, especially if the company will be able emphasize its strengths and work to seal its weak points. The most significant political factors among Google’s external environmental factors include; globalization, stable political climate in major markets and state-sponsored online companies that pose a threat. These political factors in Google’s external environment are mainly opportunities. Globalization increases the demand for online advertising. The stable political climate in major markets minimizes obstacles to the firm’s expansion. Economic factors that will impact Google include rapid economic growth of developing countries and continued economic stability in major markets. These factors present an opportunity for growth as they create a momentum that can be exploi ted by the company for global expansion. As for social and cultural factors, there is a rising diversity of users in today’s world, which presents an opportunity, and as noted, the increase in the use of social media advertising poses a threat to Google’s main revenue producer. Technological factors include the significantly rising growth rates of internet access in developing nations and rapid adoption of mobile gadgets and devices globally. An improvement on the available mobile-friendliness of available online products and creation of new ones to meet changes in global markets will boost the company’s growth. Despite the fact that Google generates most of its income online, the company is subject to ecological and environmental factors. The increasing awareness, spread of environmentalism, and growing interests in sustainable businesses present an opportunity for Google to integrate these factors into its product and service delivery. This will improve customer responses as most people perceive environmentalism and sustainability in a very positive way. Legal factors have a significant influence on the operations of the company. The increased regulations on online privacy and intellectual property rights give a chance to Google to improve its privacy measures and protect its clients, in addition to discouraging the violation of intellectual property rights. This will give clients a sense of security and they will be happy with Google’s online services. These factors present an opportunity for the company to achieve its vision and strategy, which will be faced with a few challenges, although the company has a potential to overcome these threats and accomplish its mission and vision (Google, 2014). Assessment of Industry Competitiveness Google is well suited to compete with companies that offer similar goods and services. With the ever changing and rising diversity of internet users, tapping this opportunity will give Google a competitive advantage over potential rivals. There is reported an increase in social media usage, which can be perceived as a threat as some social media websites like Facebook are being used for advertising. However, Google still has an advantage, since its ads are found in different websites providing different kinds of information to a wide variety of clientele. Based on Porter’s Five Forces analysis on Google, competitive rivalry exerts a significant force on the company. Threats of substitution and new entries are moderate considerations to the business industry environment. The bargaining powers of both suppliers and buyers are minimally significant factors, and Google should focus on addressing the strong forces of competition. The diverse set of products comes with a diverse set of competitors, and the only significant threat is the low switching cost to other similar companies (Smithson, 2015). Summary of Opportunities and Identified Key Challenges There are numerous opportunities that can be a boost to Google if they are exploited to their full potential. These include The driverless car that Google is working on could significantly improve Google’s income in addition to bringing convenience in the society, especially for people who are unable to drive. Google’s Nest is developing â€Å"the internet of things.† This is a low level Operating System(OS) meant to run on a variety of devices, creating a communication layer like a weave that will allow devices with low level OS to communicate, making it easy to control them. Robotics projects. Google owns several robotics projects that create a variety of robots ranging from robotic dogs to disaster response robots. Other Moonshot projects in their development stages, such as project Loon and Project Glass. There are also key challenges faced by Google today, and moving into the future. These include; Overdependence on search. Today, more than 80 percent of the profits made by Google are generated from search. This shows that they are heavily dependent on search services, indicating that if the search service collapses, the company will face extreme difficulties in raising revenues. State-sponsored online companies pose a threat to Google, as in the case of the Chinese government’s control of large firms in China. Strategic Goals Google has a strategic plan to be effected in the course of five years starting from 2014. This plan consists of four strategic goals. To become the primary interface of the world. In our day-to-day activities, we connect, create and discover, and we use a bunch of tools that primarily make our lives better. Although these tools have constantly changed over the years, they are a fundamental part of who we are. The primary strategy of Google here is to become the ultimate life tool, to be the primary lenses between the customer and everything else, to be the link between a person and the world around him or her. There is power and beauty in connecting the things that are used to shape the world around us. Google seeks to provide the option to live almost every aspect of our daily lives through its interface. This strategy will tighten their hold on search in addition to opening up new revenue models. For instance, a Google made gadget wakes a person up in the morning, he or she runs on a Google Glass enabled treadmill, and then a self-driving car takes that person to work. At work, the person spends the entire day using Google business applications on Google devices, ordering food, chatting with family and friends on same devices, and then watches TV shows in the evening when he or she gets home (Wilson, 2014). To improve the quality and access to the internet. Google’s operations, growth and the speed of innovation are closely related to and dependent on widely available and fast internet connections. Today, Google is exploring all possible pathways to achieve this goal. Google fiber will continuously rollout to different areas around the globe, putting pressure on other similar service providers to deliver cheaper and faster services. This strategy can also be implemented within the wireless industry, carrying out small implementations to meet customer demands while staying away from government watchdogs. In the near future, Google will facilitate more high speed Wi-Fi networks similar to the one in Chelsea, New York, in public transportation and neighborhoods to make more partnerships between Google and companies with similar visions. Projects like Loon will create additional connectivity, aiming at connecting more than 50% of the world’s population that is not yet connected by 2018 (Wilson, 2014). To â€Å"own the home† The house or home is one of the main focuses of Google’s strategic plan. A home provides a self-contained environment that gives opportunities for technological innovation, especially when it comes to connectivity, automation and content. Google’s acquisition of Nest puts the company in a leading position to build on smoke alarms and digital thermostats to conquer the emerging connected home and security market. These markets are coveted by cable and telecommunication companies, but Google has an upper hand when it uses central development platforms such as Android (Wilson, 2014). Content is the main aspect of Google’s strategy for the home. Competitive TV products in specific Google Fiber Areas and Chromecast are turning into solid content platforms, with access to contents such as NFL among other deals to expand its Google Play service. New content owners are continuously brought to YouTube Platform in paid YouTube channels, generating more revenues. Automation is also on the strategic plan, with companies like Boston Dynamics aimed to create robots that will help out in executing household chores. To control more of the purchase cycle. Currently, Google only enjoys a small portion of the commerce pie, which they seek to increase significantly by 2018. Google plans to use online ads to influence different aspects of products purchased. For instance, they seek to connect online advertisement to retail shops and stores by sending taxi to pick the customer for free and take them to the store to purchase the item they clicked on an advertisement online. Google is also expanding product comparison tools by offering the â€Å"recent press† around Google’s Flight Search evolution. They also plan to add purchasing functions in the main content platforms such as YouTube, Chromecast and Glass. Possible moves to increase their percent of the purchase cycle in the near future will include acquisition of more companies with unique yet fundamental products and services (Wilson, 2014). SMART Objectives for Each Strategic Goal To become the primary interface of the world. To become the primary choice of connection by 2020 To create gadgets and devices that will enhance convenience and connectivity in day-to-day life To provide primary and secondary connections between gadgets in the office To improve the quality and access to the internet. To provide fast internet connections with other partners in major cities by 2020. To expand Google Fiber network by 150 percent in the next five years. To provide low cost fast internet connections in 100 cities in the developing countries that will exhibit potential for growth by 2020. To â€Å"own the home† To set up content streaming services including big league games like the NFL To establish and maintain a strong customer base for Nest’s products, like smoke alarms and thermostats among other. To provide affordable â€Å"home office† working packages for users in major cities in the next two years. To control more of the purchase cycle. To increase the share of purchase cycle by 10 percent in every financial year until 2020 To use online advertisements to market goods and services offered by Google and its subsidiaries in order to increase revenue by 15-20 percent by 2018 To roll out more products and services that are market oriented in the next financial year. Placeholder Sections Marketing Plan Google is more than just a search engine as it specializes in technology and innovation. The search engine serves as a window to all sorts of webpages, videos, clouding books and music. The company’s main income is generated by an advertising program called AdWords. The program uses Keyword-based ads that are sold to companies. For instance, if one sells spectacles and sunglasses, they bid against other similar dealers for the highest place in the order at which the search results appear to customers (Studymarketing.org, n.d.). Implementation Plan The company will invest available resources in implementing plans while paying attention to the small details, especially regarding customer preferences and satisfaction. Google is also willing to invest significant amount of resources to smaller firms with the capacity and the knowhow to create revolutionary gadgets, inventions and services. Other companies with similar interests that are looking for strong, both short and long-term partnership with Google will be highly considered. The rolling out of better quality and access to the internet, especially in the developing world will open up opportunities to exploit numerous untapped potential for the numerous products and services offered by Google. Human Resources Plan One of the main human resource tricks by Google is to make employees happy and satisfied. A team of experts will be hired regularly to test employees and gather information on how to improve products and service provision to customers. Keen attention is to be paid to the small things that have a great impact, such as the welfare of employees, namely health, and ensuring minimal wastage of precious resources such as time. Data will be used to establish the way of thinking among employees, and how to better manage the operations of the company. Financial Plan There is a concerted financial plan put in place that ensures the growth of revenues in an accelerating pace. The available resources will be invested in key areas that exhibit maximum effectiveness in managing costs and generating revenues. Resources will be made available to new expansion projects, innovations and developments that show great potential for growth. A team of experts will be working round the clock to forecast possible future financial results and determine the best pathways to invest the company’s resources along with the pursuit of the short and long-term goals. Contingency Plan Diversification will be a key goal for the company going into the future. Generating income from different angles will shield the company from collapsing. However, in case of any unfortunate occurrence and if Google is adversely affected, the company has set aside enough resources to raise the company back to its feet and start operations again. The company has agreements with other financial institutions that will ensure provision of enough resources to fund the company back to operation in case of a disaster.

An analysis of aldis strategy

An analysis of aldis strategy Introduction In 1948, the brothers Theo and Karl Albrecht opened the grocery store ‘Albrecht Discounts’ (Aldi) in Essen (Ruhr Valley), Germany. The store had a simple layout and provided a great deal of products at a low price. The company grew rapidly, owning 13 stores in 1950 and about 300 stores in 1961 across Germany. In 1961, Theo and Karl divided the company into Aldi North (run by Theo) and Aldi South (run by Karl). The reasons for this division, according to Dieter Brandes, a former managing director of Aldi in Schleswig-Holstein, Germany, were different views about how to develop the business. However, the brothers normally exchanged information about a range of issues such as performance and cost figures, current and potential suppliers and they also conducted joint negotiations with suppliers. In 2003, Theo and Karl resigned as CEOs. Theo’s son, Theo Albrecht Jr, now runs Aldi North, and Juergen Kroll and Norbert Podschlapp run Aldi South. Since the â €˜Spend a little Live a lot’ message is being known by more and more people, and Aldi has been obtained ‘Best Supermarket 2009 Award’ in 2009, Aldi has become one of most reputable retailer in the international business, and it operates over 7,000 stores worldwide. Considering of this situation, it would be interesting to understand and analyse the management strategies of Aldi. Therefore, my project will analyse management strategies of Aldi which operates a discount supermarket chain in the retail industry. The paper begins by using PEST analysis, Porter’s 5 forces analysis and Competitors’ analysis to analyse the environment of supermarket industry. The next section is to analyse the strategic capability of Aldi. The following section discusses purpose of Aldi, and the final section draws recommendations for improvement of Aldi’s strategy. Section 1: Environmental Analysis PEST analysis Based on using a PEST analysis, it is likely to re cognize the core environmental influences on Aldi. Firstly, it is well-known that the major economic factor is the global recession which originally caused by the United States housing bubble during the period from 2005 to 2008. This financial event has been to strongly motivate customers who begin to purchase inexpensive products with high quality. This means that Aldi will attract a great deal of customers without advertising and doing activities of sales promotion. Because of this situation, it is not necessary to conduct new strategies for the growth of customers. On the other hand, global recession possibly result in the increase of product’s cost, thus there is a doubt of whether Aldi could sale low-price products with good quality. Therefore, Aldi should consider this problem in order to ensure future growth. Furthermore, social factors impact on Aldi includes the change in consumer taste, some of lifestyle changes and health concerns. It is clear that in recent years more and more consumers start changing their taste, for instance, an increasing demand for organic foods and ban of GM foods. Aldi should consider this factor because it may impacts on the future products’ development of strategy. Moreover, there is not doubt that some of lifestyle changes such as home shopping and interest usage might increase online shopping, thus according to this factor, Aldi possibly invest more funds to enhance their online service and delivery’s service. Recently, health concern has become a key issue around the world, so consumers tend to purchase health products without worrying about the price. For example, BSE outbreak precipitated ban of British beef (Elliott, 2005).

The Lady With The Toy Dog Essay Example | Topics and Well Written Essays - 250 words

The Lady With The Toy Dog - Essay Example The story ends with the two of them preparing to take on the beginning of their mysterious relationship. The relationship that Gomov was trying to create with Anna was similar to the relationship he had built up with his wife. He had loved his wife, but found himself waning in his attraction to her. This was something that he did not see coming. Gomov was looking for something new, but the ending of the story, which is no ending at all, reveals that his new relationship with Anna is as uncertain as his relationship had been with his wife. The lack of a proper ending suggests that what happens to Gomov and Anna is as unexpected as what took place between Gomov and his wife. The relationship was perfect at first, but then Gomov started to stray. By not ending the short story, Chekov carries on the concept that anything could have happened to the new couple, just as anything happened to the previous couple. The majority of the relationship between Gomov and Anna was based on silence, another aspect of mystery and uncertainty. Their togetherness and love was built on silence, as was the growth of their relationship. Chekov strengthened this silence by continuing to remain silent as to Gomov and Anna’s future, playing on the mystery that their relationship was already shrouded in. This same mystery covers every relationship, fictional or real. There is no definite outcome for any relationship, but there will always be something more, though it will remain a mystery until it

The 'New Look' in Foreign Policy Essay Example | Topics and Well Written Essays - 2000 words

The 'New Look' in Foreign Policy - Essay Example or action against the Soviets, and Eisenhower's inability to confront them militarily in Europe or elsewhere that instigated the rationale behind the 'New Look' foreign policy that began in 1954. The concept was to create a large-scale nuclear force capable of massive retaliation. The plan was highly controversial when Eisenhower introduced it and it was considered impractical by both the Navy and the Army (The Army and the New Look, 2001). They viewed the plan as being carried out at the expense of a reduction in forces that would be required to fight a more convention style war. The critics "[...] denounced the 'New Look' as a dangerous gamble likely to force the US in the event of a crisis to choose between a humiliating climb down or the unleashing of a mutually devastating nuclear exchange with the Soviet Union" (Dockrill & Hopkins, 2006, p. 59). The Army insisted that the budget adequately fund a conventional force. The Secretary of Defense would often find himself negotiating among the services for scarce funding. According to the US Army Office of History, "As the Air Force's share of the budget increased in the mid-fifties to procure expensive bombers and missiles an d as the United States' capability to wage less than general nuclear war decreased, opposition to the massive retaliation policy mounted" (The Army and the New Look, 2001). Because the 'New Look' was aimed at massive retaliatory capability, it was primarily aimed at the Air Force. This meant reduction in Army forces and would cause Army Chief of Staff General Ridgeway to remark, "The present United States preoccupation with preparations for general war has limited the military means available for cold war to those which are essentially by-products or leftovers from the means available for general... Th paper outlines the necessity of 'New Look'. In retrospect, faced with a nuclear threat from the Soviets and their aggressive nature after World War II, the United States did not have a lot of options to attempt to roll back Soviet domination in Eastern Europe. The 'New Look' policies were a reasonable approach in line with the policies of containment practised at the time. Early on into the massive build-up program, it was recognised that nuclear weapons were of no value to discourage an enemy or wage a regional war. When called on to use them in Dien Bien Phu in 1954, Eisenhower was faced with the reality that the eventual outcome was simply too horrendous to ever be of use. Yet, in the long run, the potential of mutually assured destruction may have prevented a major nuclear detonation by either side. The build-up and arms race that resulted from Eisenhower's 'New Look' foreign policy left a deep and lasting impression on the American psyche. It created the biggest arms race in the history of the world and as for preventing a nuclear attack, whether it did or not, we are certain that it did not happen.

Introduction to Network Management Essay Example | Topics and Well Written Essays - 750 words - 1

Introduction to Network Management - Essay Example Building A incorporates the administrative staff, Building B incorporates Academic Staff and Building C incorporates student’s network Building ‘A’ houses administration staff. Amongst their responsibilities is the provision for storing and updating student information - such as personal details and course-related details. They are currently working on an ancient 4Mbps Token ring network. They often complain about speed of the network. The Token Ring networks in each building are stand-alone – i.e. staff in each of the buildings cannot intercommunicate. There are approximately 15 members of admin staff in each building. Each Admin PC has a 4Mbps NIC installed. NIC â€Å"provides a hardware interface between a computer and a network. The term NIC most commonly refers to network adapter hardware in the form factor of an add-in card. These devices plug into the system bus of the PC and include jacks for network cables. NICs are usually Ethernet adapters, but some NICs support alternate physical layer protocols like ATM† (Network interface card.2007). The student database is held on a central server and is accessed via telnet, this is extremely slow and the software interface is dated. Staff has indicated that the method of access and interface needs to be updated. The Academic Staff network is similar to the administration network in that it is again a token ring network that is not connected to the administrational network - or to staff networks of other buildings. There are approximately 30 members of academic staff in each building. Each member of the academic team has a 4Mbps Token Ring card installed. Staff has no requirements to access student information directly; this is normally done via the administration staff. They do however need to send documents to admin staff and also require access to common areas of storage with both admin staff and students. Academic members of staff need to be able to publish course documentation on the World

Memory Game maths GCSE Essay Example | Topics and Well Written Essays - 1000 words

Memory Game maths GCSE - Essay Example Most theoretical models of memory distinguish three main systems or types: sensory memory, short-term or working memory, and long-term memory. Within each of these categories are further divisions. Sensory memory refers to the initial, momentary recording of information in our sensory systems. When sensations strike our eyes, they linger briefly in the visual system. This kind of sensory memory is called iconic memory and refers to the usually brief visual persistence of information as it is being interpreted by the visual system. Echoic memory is the name applied to the same phenomenon in the auditory domain: the brief mental echo that persists after information has been heard. Similar systems are assumed to exist for other sensory systems (touch, taste, and smell), although researchers have studied these senses less thoroughly.(Encarta reference library 2003) We can keep information circulating in working memory by rehearsing it. Several experiments can be performed to test this. The experiment can be performed on the assumption that is the person is able to recall more he/she can be said to have more observation power. It can also be assumed that the things that are recalled are ore familiar to the person. We can recall events,things and also facts that are more familiar to us quickly than those that are unfamiliar. For example in a 1966 experiment, subjects were shown a series of 15 words, then tested for their recall of the words immediately or after 30 seconds. When tested immediately, people remembered items at the beginning and end of the series better than those in the middle, a phenomenon called the serial position effect. Memory for words at the end of the list faded when the test was delayed 30 seconds. The experiment The experiment is simple. The players are given a series of 10 words . These words would appear on the computer screen for a brief period of 30 seconds and the players would observe what they see. After 30 seconds the words would disappear and the players would write them on papers provided to them. This process would continue several times with different words each time. The words may be meaningful or meaningless. The experiment is performed in the following phases Phase 1 The following ten words are taken. Since it is the first phase the words are simple and easy to remember: Bun,tea,biscuit,plane,ink,pen,pencil,earth,bat,ball The outcome: All the five members could recall successfully all the words. The number of words are taken in the y-axis and the persons are taken in the x-axis i.e. 1 indicates person 1 and so on. From the above observation it can be inferred that recalling words depends upon the ease of words. Phase 2 In this phase the following words are taken: Abberant,adjourn ,ablong,abound,abrasive,abort,abstract,affiliate,aliterate,astounding The outcome: Person 1 2 3 4 5 Number of words 10 8 5 4 6 From the table it can be inferred that the first person recalled 10 words, the second person recalled 8 words, the third person recalled 5 words, the fourth person