Seagate Technologies: Operation Hedging

Seagate Technologies: Operation Hedging The Seagate Technologies as a group assignment in our Production Logistics course. The purpose and aim of this case it to learn the impact of each assets (location) capacity on the overall profitability of the processing network. In addition, investigate how the entire capacity portfolio can be designed to provide an optimal hedge against uncertainty. We have been following six questions: i) what is Seagates corporate strategy? Describe and evaluate how its operational strategy and processes support the corporate strategy. Critically evaluate Seagates product and process development strategy, which calls for development in its respective product / process centre in U.S. and then exporting the developed process to site in the Far-East for high-volume production. ii) What are Seagates major risks? How does it manage those risks? iii) How would you describe the capacity of the processing network if the current CAR capacity proposal were implemented? What is the expected profit and ROI under this investment? (Given the short product life, assume the firm is making its decision for a single time period of length one year, at the end of which manufacturing capacity will zero salvage value). iv) The case states that the true demand forecast contains uncertainty. Given this forecast, recommend a capacity portfolio that maximizes expected NPV. (Recall, capacity investment must be performed before you observe actual market demand). Verify financial attractiveness of your recommendation. What is the expected profit and ROI now? v) Interpret your recommended capacity portfolio in intuitive terms: in what sense does your capacity configuration prepare you to hedging and why is your plan to be preferred? vi) In broad conceptual terms, what are the advantages of sales-plan driven capacity planning? What is wrong with that practice end how would you improve on it? LITERATURE REVIEW Operations Management: In operations management, there are two streams of research originating from two separate, but conceptually similar, definitions of operational hedging. The first definition, as introduced by Huchzermeier (1991) and quoted in Ding and Kouvelis (2001, p.2), states that Operational hedging strategies à ¢Ã¢â€š ¬Ã‚ ¦ can be viewed as real (compound) options that are exercised in response to demand, price and exchange rate contingencies faced by firms in a global supply chain context. Real options might have value-enhancing capabilities under uncertainty. The value-enhancing feature of real options under uncertainty is called exploiting uncertainty. Huchzermeier and Cohen (1996) analyze operational flexibility, which they define as the ability to switch among different global manufacturing strategy options. Cohen and Huchzemeier (1999) illustrate how the deployment of excess capacity can be a source of operational flexibility in global supply chains. They argue that investing in capacity in excess of the aggregate demand forecast provides flexibility in coping with demand uncertainties. Additionally, excess capacity enables the firm to produce more in that location, providing a value-enhancing opportunity in addition to reducing its downside risks. The second definition of operational hedging is found in Van Mieghem (2003). Without referring to real options, but making an analogy with its financial counterpart, financial hedging, Van Mieghem defines operational hedging as mitigating risk by counterbalancing actions in a processing network that do not involve financial instruments. He lists dual-sourcing, component commonality, having the option to run overtime, dynamic substitution, routing, transshipping, or shifting processing among different types of capital, locations or subcontractors, holding safety stocks and purchasing warranty guarantees as operational hedging strategies. One of the main contributions of this definition is the observation that operational hedging can be employed in the absence of tradable risks, particularly exchange rate risk, as all the other academic fields mostly consider operational hedging in an exchange rate framework. Again departing from the literature, Van Mieghem does not consider any particular risk measure to formalize the effect of operational hedging in terms of risk mitigation. In addition, the term counterbalancing actions is not formalized: criteria to determine whether given actions are counterbalancing are not developed, this term corresponds to investing in more than one resource, or betting on two horses that is, investing in operational flexibility, similar to the former definition of operational hedging. Finally, as with real options, counterbalancing actions described by Van Mieghem have a value-enhancing capability and increase expected profit in a risk-neutral setting. This is demonstrated on a two-product, two-stage production system where capacity imbalance is the operational hedging strategy (Harrison and Van Mieghem 1999, Van Mieghem 2003). By purposely unbalancing the capacity vector, i.e. having safety capacity (in excess of the capacity that would be optimal in the deterministic case), firms can hedge against demand uncertainty and increase expected profit. Counterbalancing actions, taken in such a way as to maximize expected profit for a risk-neutral decision maker, are called operational hedges. Finance In the finance literature, operational hedging is the course of action that hedges the firms risk exposure by means of non-financial instruments, particularly through operational activities. Similar to the operations management literature, operational flexibility is the major operational hedging strategy discussed in the finance literature. In addition to operational flexibility, geographical diversification is another operational hedging strategy in a multinational context. Geographical diversification is aligning the costs and revenues of a firm so that they are exposed to the same risks. Domestic firms selling to foreign markets can ensure that their production costs and sales revenues are exposed to the same exchange rate uncertainties by opening a production facility in these markets. Therefore, geographical diversification reduces the total variability of cash flows. Chowdry and Howe (1999) argue that the facility location decision is considered to be an operational hedging strategy only when firms are concerned with the variability of their operating profits. Hommel (2003) argues that operational flexibility is employed as a hedging device when the exchange rate and demand volatility are sufficiently large (in that case the minimum profit constraint is violated); otherwise it serves as a value driver to enhance expected profits. It is emphasized that because operational flexibility can be used for a purely value-enhancement motive, it is considered to be an operational hedging strategy only when there is a risk hedging motive for employing it. Generally speaking, operational actions are considered to be operational hedges if they are taken in order to reduce a risk measure of concern. In particular, if firms care about downside risk (e.g. having a minimum profit constraint), then operational hedges mitigate risk through a reduction in the downside exposure. In summary, the finance literature defines operational hedging as mitigating firms risks by operational means. Operational flexibility achieved through various operational means (ability to shift production, transferring technologies, product differentiation etc.) and geographical diversification is the operational hedges of firms utilized in conjunction with financial hedges. Compared to their financial counterparts, operational hedges require higher levels of capital investment (opening a production facility), but create longer term hedges against risk exposures including risks that are not contingent on asset prices (e.g. demand risks, political risks). Strategy and International Business Diversification is defined as having different lines of business through mergers and joint ventures (Wang and Lim 2003), of which geographical diversification is one type. Kogut (1985) analyzes diversification and operational flexibility as risk management tools of multinationals. He argues that an operational decision (the sourcing policy in this case) can create three different types of risk profile: speculative, hedged and flexible. The speculative profile is betting on one site mainly to benefit from economies of scale in operations. By matching the exchange rate exposure on the cost side with that on the profit side, the firm can create a hedged risk profile. This approach corresponds to the geographical diversification strategy. Finally, a flexible risk profile created through operational flexibility permits the firm to exploit uncertainties by creating real options. In the international business literature, Pantzalis et al. (2001) define operational hedging as the firms operational decisions (related to marketing, production, sourcing, plant location, and treasury) that are best suited to managing the exchange rate exposure on the firms competitive position across markets. In summary, the strategy literature focuses on operational flexibility and diversification as risk management tools without defining them as operational hedges. Operational flexibility achieved through several operational means (developing in-house capacity, product differentiation, keeping excess capacity etc.) creates both arbitrage and leverage opportunities for multinational firms. In addition to aligning costs and revenues, real option benefits of geographical diversification in the form of growth options are discussed. The international business research, similar to the finance literature, focuses on operational flexibility and geographical diversification as long-term operational hedges of multinationals against exchange rate exposures. Analysis of Seagate Technologies: Question 1: What is Seagates corporate strategy? Describe and evaluate how its operational strategy and processes support the corporate strategy. Critically evaluate Seagates product and process development strategy, which calls for development in its respective product / process centre in U.S. and then exporting the developed process to site in the Far-East for high-volume production. Answer: Seagate Technologies Corporate Strategy: The Barracuda The Cheetah are two new Seagates high-end disk-drive products families that are scheduled to go into volume production in the first calendar quarter of 1998. The capital appropriation request called for $ 103 million capital investment in two final assembly facilities, one for the Barracuda and one for the Cheetah and one for joint test facility. The companys establishment and ongoing expansion of production facilities in Singapore, Thailand, Malaysia, China and Ireland are directed toward cost reduction. Describe and evaluate how its operational strategy and processes support the corporate strategy. Operational Strategy and Processes: Manufacturing Strategy: Process Choice Establishment and maintenance of key vendor relationships. Produce and sell its disc drives in significant volume, continue to lower manufacturing costs and carefully monitor inventory levels. Transfer volume production of disc drives and related components between facilities, including transfer overseas to countries where labor costs and other manufacturing costs are significantly lower than in the U.S. Infrastructure The key element if the Seagates manufacturing strategy is high volume, low cost assembly and test; vertical integration in the manufacturing of selected components. Seagate continually evaluates its components and manufacturing processes. Seagate rapidly achieve high manufacturing yields in new production processes and obtain uninterrupted access to high quality components in required volumes at competitive prices. Marketing Strategy: Seagates ability to compete successfully depends on its ability to provide timely product introductions and to combine to reduce production costs. The companys establishment and ongoing expansion of production facilities in Singapore, Thailand, Malaysia, China and Ireland are directed toward such cost reductions. The two new products were planned to be in volume production only for the four quarters of 1998. The capital investment to build production capacity was significant and had two components. First, there were significant fixed costs estimated at about $ 40 million associated with designing, commissioning, and starting up the three new facilities. The second component was that the capital expense of building new capacity increased with the amount of capacity: larger production capacity required larger space requirements and tooling costs, leading to an linear increase in the capital expense. Seagate products include over 50 rigid disc drive models with from factors 2.5 to 5.25 inches and capacities from 1GB 10 23 GB. Seagate believes it offers the broadest range from of disc storage products available. It provides more than one product at some capacity points and differentiates products on a price / performance and form factor basis. Seagate typically devotes its resource to developing products with industries leading performance characteristics and to being among the first to introduce such products to market. The company continuously seeks to enhance its market presence in emerging segments of the rigid disc drive market by drawing on its established capabilities in high volume, low cost productions. The Marathon and Medalist disk drive product lines are targeted for the personal mobile and desktop computing market, respectively, while the high end workstation and server/multi user systems market is served with the Barracuda, Cheetah, and Elite product families. The Barracuda family of 3.5 inch drives was first introduced in 1992. At 7,200 rpm the Barracuda had the highest rotation speed of any drives produced at that time. In fiscal year 1997, Seagate introduced two new products in the Barracuda family, the Barracuda 4LP and the Barracuda 4XL, with 4GB and 4.5GB respectively. The Barracuda 4XL, which began volume production during the fourth quarter of fiscal 1997, was designed to provide a balance of price and performance for the workstation market as it matures. In August 1996, the company announced the 3.5 inch Cheetah family the worlds first drives to offer rotation speeds of 10,000 rpm for increased data throughout and lower latency times. The Cheetah drive is focused at the very high performance segment of the market. Volume production of the Cheetah 4LP and the Cheetah 9 began in the third and fourth quarters of fiscal 1997, respectively. Seagate is going to announce the fifth generation Barracuda 9LP and the second generation Cheetah 0LP in early fall 1997, with volume production schedule to begin in the first calendar quarter of 1998. Finally, the Elite product line covers the high end 5.25 inch market. In the third quarter of fiscal year 1997, production commenced on the Elite 23, a high performance, 5.25 inch disc drive with 23 GB of formatted capacity, a rotation speed of 5,400 rpm and mean time between failures of 500,000 hours. Critically evaluate Seagates product and process development strategy, which calls for development in its respective product / process centre in U.S. and then exporting the developed process to site in the Far-East for high-volume production. Product and Process Development: The content of the Seagate product/ process strategy: Seagate has the superior strategy, i.e. business strategy or corporate strategy, requirements on the product portfolio. It is described in the case the present state of the product portfolio. It is also described in the case what would be the future state of the product portfolio. A plan of action, i.e. how Seagate wanted product portfolio can be reached in practice. The five steps/activities are described below: Requirements on the product portfolio: The most central activity in the process is the identification of the requirements on the product portfolio. The requirements should be found both in the superior strategy, i.e. business strategy or corporate strategy, and also in other functional strategies. Requirements put on the product portfolio consist of among other range, mix and volumes of products. Seagate has number of segments which is introduced in the market. New product proposals: Ideas for new products can arise in different ways; customer, market analysis etc. The new product proposal capture, visualize and preserve the ideas that are found within and outside the company. The aim of the new product proposals is to attain a more distinct product development funnel as shown in Figure 12, where several ideas are evaluated in parallel. Seagates strategy for new products emphasizes developing and introducing on timely and cost effective basis products that offer functionality an d performance equal to or better than competitive product offering. Product development process: The product development process should fit the actual company, its products and its manufacturing. The product development process should also state which design method to use when and why. Seagate devotes significant resources to product engineering aimed at improving manufacturing processes, lowering manufacturing cost and increasing volume production. Seagates process engineering groups are located with the disc drive development groups and the reliability engineering groups in many cities of U.S. and also in Singapore. Product portfolio: When making decisions within the product development process it is important to have the product portfolio in mind and vice versa. Therefore it is emphasized that the same group of managers handles both the product development process and the product portfolio. Reengineering or product deleting: All products have a limited life span. Not unusual at companies aimed at in this research is some kind of facelifts of products during their lifetime. New requirements like new features, manufacturing processes, customer needs etc. on a product or product family require a reengineering or the product will be obsolete. Seagates product life cycles of disc drives are short (high volume products introduced and sold for about 6 to 7 quarters. Due to fast changing in technology in computer industries the product deleting is very short and re-engineering might cost extra money to Seagate due to rapid development. Question 2: What are Seagates major risks? How does it manage those risks? Answer: Competitive differentiation: (e.g., price, quality, time or customization) Market: Fundamental change in supply and demand functions or global prices for commodities. The rigid disc drive industry is intensely competitive, with manufactures competing for a limited number of major customers. In addition to the product performance dimension, the principal competitive factors in the rigid disc drive market include product quality and reliability, form factor, price per unit, price per megabyte, production volume capability and responsiveness to customers. The relative importance of these factors varies with different customers and for different products. Competitors offer new and existing products at prices necessary to gain or retain market share and customers. To remain competitive, Seagate believes it will be necessary to continue to reduce its price and aggressively enhance its product offering. Technological capabilities (lead or follow in technology innovation) With the proliferation of multimedia applications, the demand for increased drive capacities has and continues to increase at an accelerating rate since sound and moving pictures require many times the storage capacity of simple text. Economic: Ability to attract and retain staff in the labour market; exchange rates affect costs of international transactions; effect of global economy. Given the high demand uncertainty of the two product families, the current capital appropriation request moves Seagate towards financial risk in terms of expenditure. Socio-cultural: Demographic change affects demand for services; stakeholder expectations change. Operational: Relating to existing operations both current delivery and building and maintaining. A pessimistic scenario with likelihood estimated at 25%, would demand only 150,000 Cheetahs and 350,000 Barracudas. Mitigating Risk with Financial Hedging: If the counterbalancing actions involve trading financial instruments, including short selling, futures, and options, this is financial hedging. Financial hedging yields an elegant approach to incorporating risk without having to resort to utility functions and price its present value using risk-neutral discounting. The basic idea is to construct a perfect hedge, which is a portfolio that provides a constant future value in any state of nature and therefore can be priced using risk-free discounting. Financial hedging requires writing an unambiguous contract that specifies capacity usages in a form that is divisible, trade able, and enforceable. Mitigating Risk with Operational Hedging: Processing flexibility such as dual or multi-sourcing, using component commonality, having the option to run overtime or to dynamically reroute or shift production (among different types of capital, locations, or subcontractors); holding safety stocks; having warranty guarantees, etc. A variety of these actions can be grouped as counterbalancing capacities to mitigate risk, often by inducing some form of resource pooling. Question 3 How would you describe capacity of processing network if current CAR capacity proposal were implemented? What is the expected profit and ROI under this investment? (Given the short product life, assume the firm is making the decisions for a single time period of length one year, at the end of which manufacturing capacity will have zero salvage value) Answer: Expected Capacity Scenario (Capacity both for Cheetah and Barracuda is 300000) There are 2 different profit and cost structure PS=Profit of solved product C=Cost of unused capacity Contribution Margins Cheetah=$400 Barracuda=$300 Demands Pessimistic (25%) Expected (50%) Optimistic (25%) Cheetah 150 000 300 000 450 000 Barracuda 350 000 300 000 250 000 Demand for Cheetah in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $400*150000 ($30000*(150) +$80000*(150)) =$43.500.000 C= $30000*(150) + $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$8.500.000 Profit= $35.000.000 * 0.25 Demand for Cheetah in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $400*300000 ($30000*(300) +$80000*(300)) =$87.000.000 Demand for Cheetah in Optimistic Scenario (0.25) Profit= (PS)*(0.25) PS= $400*300000 ($30000*(300) +$80000*(300)) =$87.000.000 Total profit for cheetah = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$35.000.000 * 0.25+$87.000.000 * 0.50+$87.000.000 * 0.25 =$74.000.000 Demand for Barracuda in Optimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $300*250000 ($20000*(250) +$80000*(250)) =$50.000.000 C= $30000*(150) =$4.500.000 Profit= $45.500.000 * 0.25 Demand for Barracuda in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $300*300000 ($20000*(300) +$80000*(300)) =$60.000.000 Demand for Cheetah in Pessimistic Scenario (0.25) Profit= (PS)*(0.25) PS= $300*350000 ($20000*(300) +$80000*(300)) =$60.000.000 Total profit for barracuda = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$45.500.000 * 0.25+$60.000.000 * 0.50+$60.000.000 * 0.25 =$56.375.000 Total Profit for the System= Total profit for cheetah+ Total profit for barracuda -Fixed Cost = $74.000.000+$56.375.000- $40.000.000 = $90.375.000 Question 4: The case states that true demand forecast contains uncertainty. Given this forecast contains recommend a capacity portfolio that maximizes expected NPV. (Recall, capacity investment must be performed before you observe actual market demand).Verify financial attractiveness of your recommendation: What is the expected profit and ROI now? Answer: As mentioned above; we calculated the total profit according to the expected capacity scenario. In uncertainty situations we also calculate total profit pessimistic and optimistic scenarios as well Pessimistic Capacity Scenario (Capacity for Cheetah 150000 and Barracuda is 350000) Demand for Cheetah in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $400*150000 ($30000*(150) +$80000*(150)) =$43.500.000 C= $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$4.000.000 Profit= $47.500.000 * 0.25 Demand for Cheetah in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $400*150000 ($30000*(150) +$80000*(150)) =$43.500.000 Demand for Cheetah in Optimistic Scenario (0.25) Profit= (PS)*(0.50) PS= $400*150000 ($20000*(150) +$80000*(150)) =$43.500.000 Total profit for cheetah = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$47.500.000 * 0.25+$43.500.000 * 0.50+$43.500.000 * 0.25 =$44.500.000 Demand for Barracuda in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $300*350000 ($20000*(350) +$80000*(350)) =$70.000.000 C= $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$4.000.000 Profit= $66.000.000 * 0.25 Demand for Barracuda in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $300*300000 ($20000*(300) +$80000*(300)) =$60.000.000 Demand for Barracuda in Optimistic Scenario (0.25) Profit= (PS)*(0.50) PS= $300*300000 ($20000*(300) +$80000*(300)) =$60.000.000 Total profit for barracuda = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$66.000.000 * 0.25+$60.000.000 * 0.50+$60.000.000 * 0.25 =$61.500.000 Total Profit for the System= Total profit for cheetah+ Total profit for barracuda -Fixed Cost = 44.500.000+$61.500.000- $40.000.000 = $66.000.000 Optimistic Capacity Scenario (Capacity for Cheetah 450000 and Barracuda is 250000) Demand for Cheetah in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $400*150000 ($30000*(150) +$80000*(150)) =$43.500.000 C= $30000*(300) + $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$13.000.000 Profit= $30.500.000 * 0.25 Demand for Cheetah in Expected Scenario (0.50) Profit= (PS-C)*(0.50) PS= $400*300000 ($30000*(300) +$80000*(300)) =$87.000.000 C= $30000*(150) (The spare capacity cost 450-300=150) =$4.500.000 Profit= $82.500.000 * 0.50 Demand for Cheetah in Optimistic Scenario (0.25) Profit= (PS)*(0.50) PS= $400*450000 ($30000*(450) +$80000*(450)) =$142.500.000 Total profit for cheetah = (PS-C)*(0.25) + (PS-C)*(0.50) +PS*(0.25) =$30.500.000 * 0.25+$82.500.000 * 0.50+$142.500.000 * 0.25 =$84.500.000 Demand for Barracuda in Pessimistic Scenario (0.25) Profit= (PS-C)*(0.25) PS= $300*250000 ($20000*(250) +$80000*(250)) =$50.000.000 C= $80000(50) (The spare capacity cost is shared in Cheetah and Barracuda) =$4.000.000 Profit= $46.000.000 * 0.25 Demand for Barracuda in Expected Scenario (0.50) Profit= (PS)*(0.50) PS= $300*250000 ($20000*(250) +$80000*(250)) =$50.000.000 Demand for Barracuda in Optimistic Scenario (0.25) Profit= (PS)*(0.50) PS= $300*250000 ($20000*(250) +$80000*(250)) =$50.000.000 Total profit for barracuda = (PS-C)*(0.25) + PS*(0.50) +PS*(0.25) =$46.000.000 * 0.25+$50.000.000 * 0.50+$50.000.000 * 0.25 =$49.000.000 Total Profit For The System= Total profit for cheetah+ Total profit for barracuda -Fixed Cost = 84.500.000+$49.000.000- $40.000.000 = $93.500.000 Therefore according to the capacity scenarios profits are formed; Total Profit for Cheetah Total Profit for Barracuda Pessimistic Capacity Scenario $44.500.000 $61.500.000 Expected Capacity Scenario $74.000.000 $56.375.000 Optimistic Capacity Scenario $84.500.000 $49.000.000 Question 5: Interpret your recommended capacity portfolio in intuitive terms: in what sense does your capacity configuration prepare you to hedging and why is your plan to be preferred? Answer: Newsvendor: The newsvendor (or newsboy) model is a mathematical model in operations management and applied economics used to determine optimal inventory levels. It is (typically) characterized by fixed prices and uncertain demand. If the inventory level is q, each unit of demand above q is lost. This model is also known as the Newsvendor Problem or Newsboy Problem. In the case of Seagate Technologies, let K1 is the capacity for The Cheetah and K2 is the capacity for The Barracuda, K3 is the capacity of for The Final Test and D is the demand for each product family. The sales plan is 300 thousand units of The Barracuda and an equal amount of The Cheetah i.e. the sales plan corresponds to a demand vector (in thousands) D = (300, 300). The associated capacity investment vector for the three resources that makes this sales plan feasible is Kb = (300, 300, 600). The capacity portfolio Kb is balanced in the sense that all three resources are fully utilized at the sales plan. Capacity balance means that K1 + K2 = K3. Another capacity plan that may show up in practice is a plan that minimizes lost sales. In some settings, marketing managers may state that a customer lost once is lost forever and advocate ample capacity to prevent that. We refer to such plan as a total coverage capacity plan Kc. Obviously, a centralized, expected profit maximizing planner with knowledge of the probabilistic demand forecast can do better. Maximization of expected profit leads to increasing the investment in resources with high marginal return compared to marginal investment costs. This generalized typical newsvendor logic works in a coupled, multi-dimensional setting and show the risk-neutral or newsvendor network solution in Seagate case to be K* = (350, 35

My Papas Waltz :: essays research papers

A Drunken Dance   Ã‚  Ã‚  Ã‚  Ã‚  Theodore Roethke’s â€Å"My Papa’s Waltz† tells the reader of a small boy’s memory of his father. It explains how his father is intoxicated and the scene that goes along with it, using the word waltz to describe it.   Ã‚  Ã‚  Ã‚  Ã‚  In the first two lines, it recounts the smell of his father’s breath and the extent to which it reeked: â€Å"The whiskey on your breath / Could make a small boy dizzy† (1-2). As the third and fourth lines are read, a picture of a small boy hanging onto his father is instilled in the reader’s mind: â€Å"But I hung on like death / Such waltzing was not easy† (3-4). We would not normally associate this particular image with a waltz, a word Webster’s Dictionary defines as a ballroom dance in 3/4 time with strong accent on the first beat and a basic pattern of step-step-close. How can such an elegant dance be used to describe such a scene?   Ã‚  Ã‚  Ã‚  Ã‚  The fifth and sixth lines describe, sarcastically, a playful incident where pans fall off the kitchen shelf: â€Å"We romped until the pans / Slid from the kitchen shelf† (5-6). Finally the boy’s mother comes into play during the seventh and eight lines. Her facial expression â€Å"Could not unfrown itself† (8). This tells us that the mother was displeased but its rather discerning that she made no attempt at intervening. We would normally think of a mother’s love as unconditional and willing to do anything for her son. It really shows the degree of fear the father must have embedded into the mother with his actions.   Ã‚  Ã‚  Ã‚  Ã‚  The eleventh through fourteenth lines describe actual, bodily harm done to the young boy by way of his father’s acts: â€Å"At every step you missed / My right ear scraped a buckle / You beat time on my head / With a palm caked hard by dirt† (11-14). We can actually picture the boy clinging to his father as his ear scrapes the father’s belt buckle and his watch bumps hard onto the boy’s head.   Ã‚  Ã‚  Ã‚  Ã‚  I believe this poem tells a rather disturbing story of a boy’s time with his father in a very sarcastic way. I believe the theme to it is the sarcasm itself. It shows how some things that are bad can be described as good.

Trapped :: essays research papers

Crash, Swish, Roar. The lonely empty silence is overpowered by a wall of foam rushing towards me. Wheels of sand are churning beneath my feet. My golden locks are flattened and hunched over my head to form a thick curtain over my eyes. Light ripples are printed against my olive stomach as the sun beams through the oceans unsteadiness. I look below me and can’t see where the sand bank ends; I look above and realize it’s a long way to the top. Don’t panic Kate, you’ll get through this. I try to paddle to the top but am halted by something severely weighing me down- My board. That’s what got me in this mess in the first place. I can see the floral pattern peeping through the sand that is rapidly crawling over it. I quickly rip apart the Velcro of my foot strap and watch my board float to the surface effortlessly as I attempt climbing through the water to reach the surface. The fin of my board becomes more visible to me as I ascend. Finally, an alleviating sensation blasts through my mouth. Air. Crash, Swish, Roar. Just as I get a breath, the powerful monster swallows me once more. It finally hits me that I’m going to be under a long time. These are 20 ft waves, I think to myself. There is no way I am getting out of here the easy way. I feel the blood surge to my head as the paranoia sets in. When I was 5 years old, Dad woke me up one morning and informed me that he was finally going to teach me how to surf. I was ecstatic. I used to watch my brothers in envy as I crouched on the damp sand with my head between my hands resting on my knees, sulking at the fact that I wasn’t allowed to surf until I was 5. Well, that time arrived when Dad was taking me, and nothing was going to hold me back. I watched Dad approach me as he returned from a blue and white hire tent with a long (well what seemed long at the time), bright yellow foam board. It had a small white fin sticking out its rear. We stayed shallow and like any impatient 5 year old I began to suffer from frustration as I continuously nose dived into the sand at my efforts to stand up.

The Boeing Company :: PEST SWOT marketing strategy

CONTENTS 1.  Ã‚  Ã‚  Ã‚  Ã‚  COMPANY OVERVIEW†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦p.3 to 4 Company’s vision, mission statement and objectives Vision†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦p.3 Boeing- Airbus market share †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..p.4 2.  Ã‚  Ã‚  Ã‚  Ã‚  SITUATION ANALYSIS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.p. 5 to 10 PEST analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦p.5 SWOT analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦p.7 Boeing Corporate Culture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦p.10 3.  Ã‚  Ã‚  Ã‚  Ã‚  THE BOEING COMPANY MARKETING POLICY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦p.11 to 30 Segmentation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦..p.11 Boeing’s Positioning and Targeting Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦.p.12 Buyer behaviour†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦....p.15 Pricing strategy in the Boeing-Airbus duopoly †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. p.16 Analysis of Major Customers†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦.p.18 Description of Products and Services†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦..p.20 The life cycle of Boeing’s commercial airplanes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦p.23 Boeing’s Communication Policy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.p.24 Public Relations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦.p.27 Distribution policy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...p.28 4.  Ã‚  Ã‚  Ã‚  Ã‚  PROCUREMENT AND SUPPLY CHAIN MANAGEMENT †¦Ã¢â‚¬ ¦.p.31 to 34 Brief overview of Boeing’s procurement activity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦.p.31 e-procurement †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦p.32 Recommendations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦..p.34 5.  Ã‚  Ã‚  Ã‚  Ã‚  COMPARISON WITH AIRBUS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦p.35 to 37 Airbus S.A.S brief overview †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.p.35 Reasons behind the Duopoly †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦..p.35 Comparison of both Boeing and Airbus strategies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.....p.36 Latest commercial disputes †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦p.36 6.  Ã‚  Ã‚  Ã‚  Ã‚  ATTACK AND DEFEND STRATEGIES †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦p.38 Attack strategy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.†¦p.38 Defend strategy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.....p.38 7.  Ã‚  Ã‚  Ã‚  Ã‚  RECOMMENDATIONS †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦p.39 8.  Ã‚  Ã‚  Ã‚  Ã‚  APPENDIXES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.p.41 to 45 1.  Ã‚  Ã‚  Ã‚  Ã‚  COMPANY OVERVIEW Company’s vision, mission statement and objectives Vision Vision People working together as one global company for aerospace leadership Boeing- The future of flight. Mission To be the number one aerospace company in the world and among the premier industrial concerns in terms of quality, profitability and growth Objectives To achieve the above goals and fulfil Boeing’s mission, the following objectives will guide company: †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Continuous improvements in quality of products and processes: Our commitment to steady, long-term improvement in our products and processes is the cornerstone of our business strategy. To achieve this objective, we must work to continuously improve the overall quality of our design, manufacturing, administrative, and support organizations. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  A highly skilled and motivated workforce: Our most important resource is our human resource: the people who design and build our products and service our customers. Given the right combination of skills, training, communications, environment, and leadership, we believe our employees will achieve the needed gains in productivity and quality to meet our goals. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Capable and focused management To employ our technical and human resources with optimum efficiency, we must ensure that managers are carefully selected, appropriately trained, and work together to achieve our long-range goals. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Technical excellence In a world of fast-challenging technology, we can only remain competitive by continuously refining and expanding our technical capability. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Financial strength The high-risk, cyclical nature of our business demands a strong financial base. We must retain the capital resources to meet our current commitments and make substantial investments to develop new products and new technology for the future. This objective also requires contingency planning and control to ensure the company is not overextended should a severe economic downturn occur the plan period. †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Commitment to integrity Integrity, in the broadest sense, must pervade our actions in all relationships, including those with our customers, suppliers, and each other. This is a commitment to uncompromising values and conduct.

A summary of Literature Review of the Health Effects of Obesity

Heslehurst et al (2008), in a study about complications of obesity, sought to determine the effect of maternal BMI status on outcomes of pregnancy with immediate short-term obstetric resource implications.The study was a meta-analysis study that aimed to investigate the relationships between maternal obesity and its impact on obstetric care. Literature concerning cohort studies of pregnant mothers was searched. The pregnant women under study were required to have their anthropometric measurements taken within sixteen weeks gestation, followed up during pregnancy with at least 1 obese and 1 group for comparison.The meta-analysis showed that maternal obesity was significantly related to increased odds of instrumental and caesarian deliveries, hemorrhages, infections, longer hospital stay and increased requirement for neonatal care. Maternal obesity had a significant contribution to poor prognosis for mother and baby when delivering and immediately during the post-partum period.The Nati onal clinical for managing obese pregnant women and public health should urgently therefore come up with interventions to address health of mothers and their babies.Study 2Sullivan et al (2008) sought to investigate the effect of obesity on diabetes, hypertension and hyperlipedemia. The Medical Expenditure Panel Survey (MEPS) for 2000 and 2002 was used to estimate the impact of health on people with hyperlipedemia, diabetes and hypertension.Multivariate regression methods for controlling variables such as age, race, sex, ethnicity, education, insurance, income, smoking status, proxy response and morbidity were used.   Instruments used in the study include SF-12 physical component scale (PCS-12), mental component scale (MCS-12), visual analogue scale (VAS) and EQ-5D index. The least absolute deviation that was censored was used to for the VAS and EQ-5D while the ordinary least squares (OLS) were employed for the PCS-12 and MCS-12.It was concluded that, obesity significantly aggrava tes the association between diabetes, hypertension, hyperlipedemia and health function, health perception in United States.Merten et al (2008) undertook a study to investigate racial and gender differences in adolescent and young adult psychosocial outcomes. Sample size used was 7,881 African American (915 males and 1,073 females) and white (2864 males and 3029 females) adolescents. The study was basically concerned with examinations of psychosocial consequences that are encountered by obese adolescents.Results of the study showed that obesity in females is associated with lower status when one attains young adulthood. The obese females also tend to be depressive than normal weight females. However, obesity status does not affect the psychosocial outcomes in young adult males. There was no evidence to indicate an interaction between obesity and race.ConclusionObesity in individuals leads to both psychological and physiological consequences. Obesity in pregnant women causes various c omplications which include hemorrhages, neonatal trauma, caesarian and instrumental deliveries among others. Obesity in teenagers leads to low self esteem especially in girls. At the same time obesity exacerbates hyperlipedemia, diabetes and hypertension in individuals suffering from these conditions.ReferencesWang, F and Veugelers, P.J (2008). Self-esteem and cognitive development in the era of the childhood obesity epidemic. Obesity Reviews. 9(6): 615-623Qi et al (2008). Gene-environment interaction and obesity. Nutrition Reviews. 66(12):684- 694.Heslehurst et al (2008). The impact of maternal BMI status on pregnancy outcomes with immediate short-term obstetric resource implications: a meta-analysis. Obesity Reviews. 9(6): 635-683.Sullivan et al (2008). The impact of obesity on diabetes, hyperlipidemia and hypertension in the United States, Quality of Life Research 17(8):1063-1071Merten et al (2008). Adolescent Obesity and Young Adult Psychosocial Outcomes: Gender and Racial Diffe rences, Journal of Youth & Adolescence, 37(9):1111-1122. Other Sources for Literature Review of health effects of obesity

Indian National Congress and Dear Fellow Indians

straightaway we discover the 65th Independence Day of our big(p) Nation. On this joyous occasion I convey my greetings and good wishes to all the Indians existing in this beautiful country and implore for their peace, progress and prosperity. On this auspicious day, 64 years ago, India attained freedom from colonial rule and the people of our country became the know of their destiny. All in all, the past 64 years have been momentous.Despite serious challenges on varied fronts, including several attacks on the territorial reserve integrity of India, we have been able to alimentation the flame of democracy burning bright. And, today, India is looked upon as the largest and most vibrant democracy in the world. In recent years India has been healthful known the world over for its operations in several fields, particularly in the surface area of In produceation Technology. The struggle for Indian liberty began with the first war of Indian freedom in 1857.Although not fully a s uccess, this revolt sowed the seed for a wise force, which was to take this struggle to its rightful end. As British oppression strengthened so did the inspire to attain the freedom from it. This urge found voice in the form of many great leaders such(prenominal) as Subhash Chandra Bose, Lala Lajpat Rai, Bhagat Singh, Rajguru, Sukhdev, Khudiram Bose, Ram Prasad Bismil,Mahatma Gandhi, Jawaharlal Nehru, Sardar Vallabhbhai Patel to name a few. These great patriots along with a take unnamed freedom fighters sacrificed their lives for the cause of the nation.This inhalation of millions of Indians was realized when finally India got freedom on August 15, 1947. The joy of independence brought along with it the grief of partition The country was divide into two parts India and Pakistan. The greatest achievement of this country is that in spite of its spacious diversity and a population of 1/6 of entire humanity, the country has move to remain intact and strong dismantle after over six decades of independence. Today the nation is all set to process a big come back, in spite of all its odds. It is a feature that the Indi.

Analytical Essay About Leaders Essay

What is a leader? A leader is a person who leads or commands a group, organization, or country. There are many types of leadership. A leader washbasin be a capitalistic leader that lacks direct supervision and fails to provide standard feedback to those they lead, an autocrat that possesses total authority and take decisions upon their witness will without consulting those who are following or in time a participative leader who has the responsibility of making the final examination decision but greatly includes the opinions, ideas and feedback of those they lead.Leaders can also be transactional leaders who receive true tasks to conduct and give re struggleds or punishments to those under them ground on their performance or transformational leaders who remind following and increase productivity development communicative techniques and involvement in the tasks they set. Not only that, a leader also has to put on nearly traits that out become to their types of leadersh ip.For manakin, transformational leaders carry to be patient with their followers otherwise relationships can break down and the square idea of efficiency is destroyed. Leaders need to be ingratiatory as fountainhead to motivate and coax their followers to believe in an idea or their ability to do a task which they undulate to do or think they are otiose to. As seen in history and many novels, leaders lead differently than other leaders as ideas, methods and perceptions of perfection differ between them.For example, the ideas and methods used by queen mole rat Elizabeth the First differed from those used by Sampath Chawla from the novel entitled Hullabaloo in the Guava grove write by Kiran Desai as wholesome as Mark Antony from the play entitled The tragedy of Julius Caesar written by the famous William Shakespeare. The three of them tout ensemble differed in how they led their followers and using which ideas to do so. contempt differing in many aspects, they in in i n all shared slightly common traits that are the bases of leadership.In The Tragedy of Julius Caesar, some conspirators had killed the al close roman emperor, Julius Caesar. They did so, giving the sullen occasion that they wanted to rid him of the fear or matter to of death. Mark Antony, using convincing techniques, managed to change the mindsets of the familiar who believed in the conspirators reason into believing that Caesar was a serious man and had no bad intentions, which is what the conspirators thought. Mark Antony uses glib-tongued techniques like repetition, false intentions and sophistry.He uses these in his tongue at Caesars burial to convince the assemblage into believing his ideas by first commending Brutus on how equitable he is but then repeating how honorable he is to make the throng question their credit in Brutus. He also says that he did non arrive to praise Caesar but to bury him which is but the opposite of what he wanted to do. Another false i ntention was that he did not want to disprove Brutus which is exactly what he did by using bewitch facts. Lastly, his linguistic communication was sophisticated and so led the crowd to believing that he was superior to Brutus which cemented his gaining the crowds support.In Hullabaloo in the Guava orchard, the main character, Sampath, is a leader later on in the novel after losing his job at the post office where he reads every letter that passes him. He becomes a sort of spiritual leader as he passes on some of the knowledge, two useful and downright senseless, to those who believe he is one. He manages to convince the people who come to him for advice, as he seemingly has an answer that seems meaningful and wise, using persuasive techniques that include taut language and glittering generalities.An example of the responses he gives to people is when someone asked him if anyone could comprehend all there is to know most god to which Sampath replied one time you have broken t he bottle you can no longer distinguish the stock inside from the air outside This represents the colorful and loaded language Sampath represents as well as his ability to confuse and sidestep people into thinking meaningless sentences like these have greater meaning and that is the reason they cannot understand.He is also a leader because he represents a sign of knowledge and religious importance and this gives people something to emotional state forward to, believe in and rely upon. Queen Elizabeth the First was a leader as well when she ruled over England in 1588. She was brave, intelligent, caring and because of this, love by the people. At this time, England was about to go to war with Spain. The units in concern were the naval fleets of both nations that were about to engage in combat.The Spanish fleet, nicknamed the Spanish Armada, were in comparison to the English fleet, bigger, stronger and heavily armored and this caused the soldiers to discredit their own ability to win and caused large bouts of cowardice. contempt this, the English fleet came out victorious. Queen Elizabeth, on the eve of the Spanish Armada, gave a powerful speech that motivated her soldiers and showed her love and respect for the country.She used persuasive techniques like bandwagon appeal to bring out the proclivity to belong in the soldiers, rewards that gave incentive to the soldiers to fight, win and return, loaded language to appeal to her audience, a tone of say-so to show that she knows the position of power she is in and how she is not threatened by anything on the outside and lastly, the most powerful technique she used was to keep using the word we to show how they are all coupled and how she was willing to give up everything for the nation.This inspired the trust needed to win the battle. A leader is a person who leads or commands a group, organization, or country. This is what all three leaders have shown, the ability to lead. They have shown this in their ow n ways and with their own ideas. They all share this common trait as well as being persuasive and adapting intelligently to fit the situation. That is the basic leadership trait that all triple-crown leaders throughout history have shown and that is all that is needed in order to be a successful leader.