Criminal Addiction- America’s Social Crisis Essay

The United States boasts some of the finest medical knowledge in the world is know for its charitable serving to third world countries and yet in that respects an epidemic that it chooses to ignore and even vilify. Drug habituation, to both illegal and legal medicates, is on the rampage. In 2001, 16. 6 million cases of medicate dependency were reported- thats 7. 3% of the population. Our emergency rooms be overflowing with drug related emergencies and our jails are packed with criminals charged with drug related crimes.The American medical society can be partially blamed for our bailiwick addictions. From heroin and cocaine in the early 1900s, to tranquilizers and diet pills in the 60s and 70s to todays highly addictive pain killers, doctors have pushed pills at us , toting them as miracle cures, and the like. Americans are a society that is always looking for saucy ideas and new ways to solve problems, and these instant solutions always seem like a good thing- and comm except arent (King, 2006).Unfortunately, doctors are less(prenominal) inclined to treat those they addict- they would rather ignore the problem or folderol it up to a weak will, than face the fact that without their overzealous marketing, the bulk of these people would never have become addicts. Those doctors that wish to help their patients are met with little choice if the patient has no insurance, there are rattling few treatment centers. Its the middle and lower class addicts that offer the most- due to lack of currency, influence and insurance.One the other side of addiction- that is to say street drugs, we again see the want for a miracle cure. Many kids audition out of curiosity, but the majority that become heavy drug users unremarkably start using drugs as an escape and because they see their parents do drugs too. They to a fault see drugs as a way of making quick money and to escape the poverty they live in ( habituation, 2002). Unfortunately for either font of us er, there is no escape. Drugs often lead to death- whether suicide, accidental overdose, fighting between dealers, or the various diseases that can come from chronic drug use.At least one spell of incarceration is guaranteed for the street drug user- commonly for dealing or violence related to dealing. Conversely, prescription drug addicts usually end up in incarceration for various crimes to support their habits- crimes that are usually more sophisticated such as theft and forgery. any way, however, these addicts end up in jail- in a system that is only there to make sure they serve a sentence- rather than help them to overcome the problem (Addiction, 2002).A movement to change drug addiction from a crime to a public health problem is stem in America. This approach has already been tried in the Netherlands with results showing a marked reduction in the number of heroin addicts over a two-year period. There, drug traffickers are prosecuted, and drug addicts that commit other cri mes such as theft are punished for those crimes, but are non charged with possession. Instead rehabilitation is ordered and received. (Bertran, Sharpe, Andreas, 1996)In 2007, the Second happening Act was put before Congress. This bill will allow currency to be allotted to State governments to set up alcohol and warmheartedness abuse programs for inmates. It also authorizes the creation of drug treatment and rehabilitation centers as alternatives to incarceration for non-violent offenders. While this is still in the legislative process, it is a clapperclaw toward changing the futures of many Americans. Conclusion Its time for Americans to step adventure and take a long look at their attitudes about drug addiction.Its obvious from our jails and morgues that our current policies and ideas are not working. References King, Rufus (2006) The Drug light Up, Americas Fifty-Year Folly retrieved from http//www. druglibrary. org/special/king/dhu/dhu5. htm Drug Addiction is an Illness, n ot a Crime (2002) retrieved from http//www. drug -addiction. com/addiction_is_illness. htm Bertran, Eva Sharpe, Kenneth Andreas, Peter (1996 )Drug War political science The Price of Denial University of California Press retrieved from http//books. google. com /books? id=baWsThZgBaQC&printsec on January 31 2009.

Eulogy for Romeo & Juliet Essay

Citizens of fair Verona, today we gather hither to remember the ii star-crossed lovers, Romeo and Juliet who sacrificed their lives for each other. We ar here to say goodbye to our two lovers, Romeo Montague and Juliet Capulet. These two young teenagers were deeply in love with each other, but deplorably died at a very young age. Although fate has already set up its deed, we can still remember the legacy Romeo and Juliet have left at such a tender age. We are here today to watch the life of Romeo. Romeo was a kind, handsome, intelligent, and sensitive boy. He always tried to wee-wee things right. He is not at all interested in violence. Romeo was a very impulsive person. He was impulsive when he wanted to hold back married to Juliet very quickly, some may even say besides quickly. His only interest is love. When he first laid eyes on Juliet, he had already fallen in love with her. This was a snatch of a problem because both families were not the best of friends. Romeo had c hanged immensely and became a whole new person over the last few weeks of his life.We are also here to celebrate the life of Juliet. Juliet was a beautiful, young char from the Capulet Family. She was born almost 14 short years ago into the theatre of operations of Capulet. She has had her ups and downs with her families. Given the sacrifices of Juliet, we all hope that the hatred and violence between her dramatic art and the house of her lover, Romeo of the Montague family will end permanently. It is sad that she has been taken to heaven today. In the streets of Verona, let the families learn to keep the Peace. For look at what happened to dear Juliet. whitethorn you rest in peace, sweet Juliet. To all of my friends that have gathered here today, I would like to say thank you in helping us remember the lives of the wonderful star-crossed lovers Romeo and Juliet. I pray that we can live as a single family, and that the houses of Montague and Capulet will live happily for the rema inder of days. give thanks you all for being here and staying strong. May peace be with you all.

Main Events of World War 2

man state of war II started on the third of September 1939 and ended in April 1945. Over these years the were many significant events in World war Two such as Germany declaring war on the U. S and the onslaught of Poland. A few that is of some importance that will be discussed in detail in following are the Nipponese bombing osseous tissue Harbour, when Germany surrenders after Hitler commits suicide and when the U. S drops a bomb everywhere Hiroshima and Nagasaki. The struggle on pearl Harbour was a horrific ordeal because it was a surprising attack on the U.S navel base at Pearl Harbour conducted by the Imperial Japanese Navy. The attack was in hullo on the morning of December 7, 1941. The U. S base was attacked by 353 Japanese fighters, all eight U. S battleships were damaged some way or another. Some being sunk, two being dis pratd from the water and with for repaired, over all there were six in total to return to emolument later in the war. There were numerous reasons for the Japanese for attacking the U. S on Pearl Harbour. The tension between the two nations started in 1931 when the onset on Manchuria by the Japanese.Although there was multiple events in World War 2 the bombing of Pearl Harbour only feed the stir of the great world war. Adolf Hitler died on the 30th of April 1945 by his own pot in Fuherbunker in Berlin. His wife Eva died along side of him by ingesting cyanide. From these acts it resulted in Germany surrendering, This is also extraordinary on account of the war ending. Hitler realizing that all hope was lost and not whishing to suffer Mussolinis fate, the dictator of Germany committed suicide. Germany raise the white flag to the Western Allies and the soviet Union took place in late April and early May 1945.

How P&G Tripled Its Innovation Success Rate

SPOTLIGHT ON PRODUCT asylum slur ARTWORK Josef Schulz, traffic pattern 1, 2001 C-print, 120 x 160 cm How P&G Tripled Its establishment Success Rate Inside the alliances impudently- growth grinder by Bruce Brown and Scott D. Anthony 64 Harvard trade brushup June 2011 HBR. ORG Bruce Brown is the chief technology o? cer of Procter & take chances. Scott D. Anthony is the managing director of Innosight. June 2011 Harvard note check into 65 B SPOTLIGHT ON PRODUCT INNOVATION 66 Harvard Business check into June 2011 BACK IN 2000 the prospects for Procter & chances surge, the biggest rat in the companionships fabric and ho theatrical rolehold c be division, seemed limited.The laun alter detergent had been al more or less for more(prenominal)(prenominal) than than than 50 old age and still dominated its event market places, dear it was no longer growing fast enough to support P&Gs take. A decade modernr soars r n adeptthe slightues confirm n primaeval doubled , functioning push annual division revenues from $12 billion to al close $24 billion. The shop is surging in rising markets, and its iconic bullseye logo is turning up on an crash off of naked harvest- cartridge holders and even naked logical argumentes, from instant vestments fresheners to neighborhood dry decipherableers. This isnt accidental. Its the result of a strategical ride by P&G everywhere the past decade to systematize novelty and growth.To understand P&Gs out railway line, we need to go foul more than a century to the sources of its inspiration Thomas Edison and henry pass over. In the 1870s Edison effectd the worlds outset industrial research lab, Menlo greenness, which gave rise to the technologies coffin nail the modern electric-power and motion-picture industries. Under his inspired direction, the lab churned out mentations Edison himself ultimately held more than 1,000 patents. Edison of course unders to a faultd the importance of mass produc tion, scarce it was his friend Henry Ford who, decades later, perfected it.In 1910 the Ford Motor Company shifted the production of its illustrious Model T from the Piquette Avenue Plant, in Detroit, to its impudently mountainous Park complex nearby. Although the assembly line wasnt a novel c oncept, Highland Park showed what it was capable of In four courses Ford slashed the time required to skeleton a car from more than 12 hours to just 93 minutes. How could P&G marry the creativity of Edisons lab with the speed and reli cogency of Fords milling machinery? The closure its clueing devised, a saucy-growth factory, is still ramping up. moreover already it has helped the partnership streng indeed or so(prenominal) its core line of agate linees and its ability to capture innovative new-growth opportunities. P&Gs efforts to systematize the serendipity that so very muchtimes sparks new-business creation carry crucial lessons for leading faced with shrinking product life cycles and increasing global competition. laying the Foundation Innovation has long been the backbone of P&Gs growth. As chairman, president, and chief executive officer Bob McDonald nones, We know from our history that while publicitys whitethorn win quarters, induction wins decades. The company spends nearly $2 billion annually on R&Droughly 50% more than its nestled competitor, and more than most former(a) competitors combined. Each year it invests at to the lowest degree an other $400 million in foundational consumer research to discover opportunities for grounding, conducting some 20,000 studies involving more than 5 million consumers in nearly 100 countries. odds atomic number 18 that as youre reading this, P&G researchers ar in a interpose somewhere sight shoppers, or even in a consumers home.These investments ar necessary but not sufficient to achieve P&Gs foundation garment goals. hoi polloi bequeath innovate for financial gain or for competitive advan tage, but this bunghole be self-limiting, McDonald says. at that place needs to be an emotional divisor as wella source of inspiration that motivates people. At P&G that inspiration lies in a sense of purpose dictated from the top downthe message that each innovation improves peoples lives. At the start of the 2000s only closely 15% of P&Gs innovations were coming upon revenue and cyberspace targets.So the company launched its now cognize Connect + Develop program to bring in external innovations and built a robust stage-gate operation to help manage ideas from inception to launch. (For more on C+D, see Larry Huston and Nabil Sakkab, Connect and Develop Inside Procter & Gambles New Model for Innovation, HBR March 2006. ) These actions showed early signs of raising innovation success rates, but it was clear that P&G needed more break by means of innovations. And it had to come up with them as reliably as Fords factory had trilled out Model Ts.HOW P&G TRIPLED ITS INNOVAT ION SUCCESS set up? HBR. ORG Idea in Brief Procter & Gamble is a famous innovator. Nonetheless, in the early 2000s only 15% of its innovations were meeting their revenue and pro? t targets. To incubate this, the company set about building organizational structures to systematize innovation. The resulting new-growth factory includes large-mouthed newbusiness creation groups, focussinged meet squads, and entrepreneurial guides who help teams rapidly example and test new products and business models in the market.The teams follow a meter-by-step business phylogenesis manual and use change project and portfolio trouble tools. Innovation and strategy assessments, once recrudesce, are now combined in revamped executive reviews. P&Gs experience suggests six lessons for leaders looking to build new-growth factories Coordinate the factory with the companys core businesses, be a vigilant portfolio motorbus, start small and grow grapplefully, create tools for gauging new busin esses, take form sure the make up people are doing the right work, and nurture cross-pollination. ithout a further boost to its organic growth capabilities, the company would still go trouble hitting its targets. P&Gs leaders recognise that the kind of growth the company was after couldnt come from simply doing more of the same. It needed to come up with more break done innovationsones that could create exclusively new markets. And it needed to do this as reliably as Henry Fords Highland Park factory had rolled out Model Ts. In 2004 Gil Cloyd, wherefore the chief technology officer, and A. G.Lafley, then the CEO, tasked two 30-year P&G veterans, John Leikhim and David Goulait, with designing a new-growth factory whose intellectual underpinnings would derive from the Harvard Business School professor Clayton Christensens fast-innovation theory. The underlying concept of disruptiondriving growth through new offerings that are uncomplicatedr, more convenient, easier to access, or more affordablewas hardly foreign to P&G. Many of the companys powerhouse brands, including zoom, jacket, Pampers, and Swiffer, had followed turbulent paths.Leikhim and Goulait, with support from other managers, began by holding a two- mean solar day workshop for seven new-product-development teams, guided by facilitators from Innosight (a firm Christensen cofounded). The attendees explored how to shake up embedded ways of thinking that tooshie inhibit disruptive undertakees. They formulated creative ways to address life-sustaining commercial questionsfor example, whether demand would be sufficient to warrant a new-product launch. discipline from the workshop helped spur the development of new products, much(prenominal) as the probiotic add-on Align, and also bolstered live ones, such as Pampers.In the years that followed, Leikhim and Goulait shored up the factorys foundation, workings with Cloyd and other P&G leaders to learn senior management and project team mem bers the mind-sets and behaviors that foster disruptive growth. The training, which has changed over time, initially ranged from short modules on topics such as assessing the demand for an early-stage idea to multiday courses in entrepreneurial thinking. Form a group of new-growth-business guides to help teams working on disruptive projects.These experts office, for instance, advise teams to re primary(prenominal) small until their projects find commercial questions, such as whether consumers would habitually use the new product, encounter been answered. The guides include several(prenominal)(prenominal) entrepreneurs who befool succeededand, even more important, failedin starting businesses. Develop organizational structures to drive new growth. For example, in a handful of business About the units the company created small groups focused foreground Artist Each month we illustrate primarily on new-growth initiatives.The groups our Spotlight package with (which, like the traini ng, have evolved signifi stoogetly) a series of works from an acaugmented an existing entity, FutureWorks, whose complished artist. We hope charter is to create new brands and business mod- that the lively and rational creations of these photograels. Dedicated teams within the groups conducted phers, painters, and instalmarket research, developed technology, created lation artists will infuse our pages with additional brawn business plans, and tested assumptions for specific and intelligence and amplify projects. hat are often complex and Produce a litigate manuala step-by-step abstract concepts. This months artist is guide to creating new-growth businesses. The Josef Schulz, a German manual includes overarching principles as well as photographer who often detailed procedures and templates to help teams turns his lens on modern industrial constructs and withdraw opportunities, identify requirements for digitally strips away de? ning success, monitor progress, make go/no-go decis ions, details to render moreand more. abstract, universally relRun demonstration projects to showcase the evant images. In the ? rst step Im a photographer emerging factorys work. One of these was a line of with his limitations, he pocket-size products called Swash, which quickly once told an interviewer, refresh fabrices For example, someone whos in a and then an artist with his freedom of decisions. hurry crapper give a not-quite-clean enclothe a spray rather View more of the artists than putting it through the wash. work at josefschulz. de. June 2011 Harvard Business survey 67 SPOTLIGHT ON PRODUCT INNOVATION Sustaining CommercialCommercial innovations use creative marketing, packaging, and promotional approaches to grow existing o? erings. During the 2010 Winter Olympics, P&G ran a series of ads celebrating mothers. The campaign covered 18 brands, was viewed repeatedly by hundreds of millions of consumers, and control $100 million in revenues. P&Gs quartette Types of Inno vation Sustaining innovations bring incremental improvements to existing products a little more modify power to a laundry detergent, a better ? avor to a toothpaste. These cater what P&G calls er bene? sbetter, easier, cheaperthat are important to sustaining share among on-going customers and getting new people to savor a product. Sharpening the Focus By 2008 P&G had a working prototype of the factory, but the companys innovation portfolio was weighed down by a proliferation of small projects. A. G. Lafley charged Bob McDonald (then the COO) and CTO Bruce Brown (a coauthor of this article) to dramatically extend innovation output by focusing the factory on less but bigger initiatives. McDonald and Browns team drove common chord unfavorable improvements.First, rather than strictly separating innovations designed to bolster existing product lines from efforts to create new product lines or business models, P&G enlarged its emphasis on an intermediate category transformational -sustaining innovations, which give major new benefits in existing product categories. knock over the Crest brand, the market leader until the late 1990s, when it was usurped by Colgate. Looking for a comeback, in 2000 P&G launched a disruptive innovation, Crest Whitestrips, that made teeth whitening at home affordable and easy.In 2006 it introduced Crest Pro-Health, which squeezes half a dozen benefits into one tubethe toothpaste fights cavities, plaque, tartar, stains, gingivitis, and bad breath. In 2010 it rolled out Crest 3D White, a line of advanced oral care products, including one that whitens teeth in two hours. Such efforts helped Crest retake the lead in many markets. Pro-Health and 3D White were both transformational-sustaining innovations, meant to appeal to current consumers while attracting new ones. These sorts of innovations share an mportant trait with market-creating disruptive innovations They have a high degree of uncertaintysomething the factory is specific ally designed to manage. Second, P&G strengthened organizational supports for the formation of transformationalsustaining and disruptive businesses. It established several new-business-creation groups, larger in size 68 Harvard Business Review June 2011 and oscilloscope than any previous growth-factory team, whose resources and management are kept carefully separate from the core business.These groups dedicated teams led by a general managerdevelop ideas that cut across multiple businesses, and also pursue totally new business opportunities. One group covers all of P&Gs beauty and personal care businesses another(prenominal) covers its household care business (the parent unit of the fabric-and-household and the family-and-baby-care divisions) a third, FutureWorks, focuses generally on alter divers(prenominal) business models (it helped guide P&Gs youthful partnership with the Indian business Healthpoint Services).The new groups supplement (rather than replace) existing support s such as the Corporate Innovation Fund, which returns seminal fluid capital to ideas that might distinctly slip through the cracks. P&G also created a change team called LearningWorks, which helps plan and execute in-market experiments to learn about purchase decisions and postpurchase use. Third, P&G revamped its strategy development and review process. Innovation and strategy assessments had historically been handled separately. Now the CEO, CTO, and CFO explicitly link company, business, and innovation strategies.This integration, coupled with new analyses of such issues as competitive factors that could threaten a given business, has surfaced more opportunities for innovation. The process has also prompted examinations of each units production schedule, or pipeline of growth opportunities, to ensure that its robust enough to show against growth goals for the next seven to 10 years. Evaluations are made of case-by-case business units (feminine care, for example) as well a s broad sectors (household care).This revised approach calls for each business unit to determine the mix of innovation types it needs to deliver the required growth. HOW P&G TRIPLED ITS INNOVATION SUCCESS RATE? HBR. ORG Transformational-Sustaining Transformational-sustaining innovations reframe existing categories. They typically bring order-of-magnitude improvements and fundamental changes to a business and often lead to breakthroughs in market share, pro? t levels, and consumer acceptance. In 2009 P&G introduced the wrinkle-reducing cream Olay Pro-X.Launching a $40-a-bottle product in the depths of a recessional might seem a questionable strategy. But P&G went ahead because it considered the product a transformational-sustaining innovationclinically proven to be as e? ective as its much more expensive prescription medicine counterparts, and superior to the companys other antiaging o? erings. The cream and link products generated ? rst-year sales of $50 million in U. S. food ret ailers and drug butt ins alone. dissipated Disruptive innovations represent newto-the-world business opportunities.A company enters unaccompanied new businesses with radically new o? erings, as P&G did with Swi? er and Febreze. Running the manufacturing plant Lets return now to Tide, whose dramatic growth highlights the potential difference of P&Gs approach. Over the past decade the brand has launched numerous products and product-line extensions, carved new paths in emerging markets, and tested a promising new business model. If you had looked for Tide in a U. S. supermarket 10 years ago, you would have found, for the most part, ordinary bottles and boxes of detergent.Now youll see the Tide institute on dozens of products, all with different scents and capabilities. For example, in 2009 P&G introduced a line of laundry additives called Tide Stain Release. Within a year, building on 26 patents, it inembodiedd these additives into a sible to 70% of Indian consumers and has helped to significantly increase Tides share in India. much radically, Swash moved the Tide brand out of the laundry room. The line has clear disruptive characteristics Swash products take int clean as thoroughly as laundry detergents or remove wrinkles as efficaciously as professional pressing.But because theyre quick and easy to use, they offer wide-cut enough occasional alternatives between washes. Swash took an unconventional path to commercialization. When the products were first sold, in a store near P&Gs headquarters in Ohio, they carried a different brand name and had no apparent connection to Tide. After that experiment, P&G opened a pop up Swash store at The Ohio State University. some(prenominal) Tide prohibitionist Cleaners is a factory innovation that represents an entirely new business model. new detergent, Tide with Acti-Liftthe first major redesign of Tides liquid laundry detergent in a decade.The products launch drove immediate marketshare growth of the Tide brand i n the United States. P&G has also customized formulations for emerging markets. Ethnographic research showed that about 80% of consumers in India wash their clothes by hand. They had to choose between detergents that were relatively gentle on the sputter but not very good at actually cleaning clothes, and more-potent but harsher agents. With the problem clearly identified, in 2009 a team came up with Tide Naturals, which cleaned well without causing irritation.Mindful of the need in emerging markets to come through greater benefit at lower costmore for lessP&G priced Tide Naturals 30% below comparably effective but harsher products. This made the Tide brand accestests helped the company understand how consumers would purchase and use the products, which P&G then began selling exclusively through Amazon and other online channels. In early 2011 the company ramped down its promotion of Swash, although learning from the effort will inform its work on other disruptive ideas in the cl othes-refreshing space.Whereas Swash was a new product line, Tide Dry Cleaners represents an entirely new business model. It started when a team began exploring ways to disrupt the dry-cleaning market, using proprietary technologies and a unique store design grounded in insights about consumers frustrations with existing options. Many cleaning establishments are dingy, unfriendly places. Customers have to park, walk, and wait. Often the cleaners hours are inconvenient. P&Gs alternative bright, boldly colored cleaners June 2011 Harvard Business Review 69 SPOTLIGHT ON PRODUCT INNOVATIONThe Factorys Consumer look at Work In October 2010 P&G launched the Gillette Guard dress in India, a transformational-sustaining innovation whose strategic intent was simple to provide a cheaper and e? ective alternative for the hundreds of millions of Indians who use double-edged razors. The companys researchers spent thousands of hours in the market to understand these consumers needs. They gained important insights by observing men in rural areas who, lacking indoor plumbing, typically shave outdoors using little or no waterand dont shave every day.The single-blade Gillette Guard was thus designed to clean easily, with minimal water, and to manage longer stubble. The initial retail price was 15 rupees (33 cents), with re? ll cartridges for ? ve rupees (11 cents). Early tests showed that consumers preferred the new product to double-edged razors by a six-to-one margin. Its breakthrough performance and a? ordability position it for rapid growth. featuring specialized treatments, drive-through windows, and 24-hour storage lockers to facilitate after-hours drop-off and pickup.Using the new-growth factorys process manual, the development team identified key assumptions about the proposed dry cleaners. For example, could the business model generate enough returns to attract store owners willing to cave in up to $1 million for franchise rights? In 2009 P&Gs guides helped the team open three pilots in Kansas City to try to find out. That year P&G also formed agile Pursuits Franchising, a subsidiary to oversee such efforts, and transferred ownership of the dry-cleaning surmisal to FutureWorks, whose main mission is to pursue new business models that lie outside P&Gs established systems.It remains to be seen how Tide Dry Cleaners will fare, but one promising sign came in 2010, when Andrew Cherng, the founder of the Panda Restaurant Group, announced plans to open 150 franchises in four years. He told BusinessWeek, I wasnt around when McDonalds was pickings franchisees, but Im not going to miss this one. To ensure strategic cohesion and smart resource apportioning, Tides innovation efforts have been closely coordinated through regular dialogues among several leadersCEO McDonald, CTO Brown, the vice-chair of the household business unit, and the president of the fabric care division.Theyve also been the focus of discussions at Corporate Innovation Fund meetings and similar reviews. This isnt just the organized pursuit of a single innovation. Its part of a steady stream of ideas in developmenta factory hum with work. and learning, and personally engage. Our journey at P&G suggests six lessons for leaders looking to create new-growth factories. 1. Closely coordinate the factory and the core business. leaders sometimes see efforts to foster new growth as completely distinct from efforts to bolster the core indeed, many in the innovation society have argued as much for years.Our experience indicates the opposite. First, new-growth efforts depend on a healthy core business. A healthy core produces a hard cash flow that can be invested in new growth. And weve all known times when an ailing core has demanded managements full circumspection a healthy core frees leaders to think about more-expansive growth initiatives. Second, a core business is rich with capabilities that can support new-growth efforts. Consider P&Gs excellent relationships with major retailers. Those relationships are a powerful, hard-to-replicate asset that helps the factory expedite new-growth initiatives. Swiffer wouldnt be Swiffer without them.Third, some of the tools for managing core efforts curiously those that track a projects progressare also useful for managing new-growth efforts. And finally, the factorys rapid-learning approach often yields insights that can strengthen existing product lines. One of the project teams at the 2004 workshop was seeking to spur conversion in emerging markets from cloth to useable diapers. Subsequent in-market tests yielded a critical discovery Babies who wore disposable diapers fell incognizant 30% faster and slept 30 minutes longer than babies wearing cloth diapersan obvious benefit for infants (and their parents).Advertising campaigns touting this advantage helped make Pampers the number one brand in several emerging markets. 2. Promote a portfolio mind-set. P&G communicates to both internal and external s takeholders that it is building a varied portfolio of innovation Lessons for Leaders Efforts to build a new-growth factory in any company will fail unless senior managers create the right organizational structures, provide the proper resources, allow sufficient time for experimentation 70 Harvard Business Review June 2011 HOW P&G TRIPLED ITS INNOVATION SUCCESS RATE? HBR. ORG approaches, ranging from sustaining to disruptive ones. See the sidebar P&Gs Four Types of Innovation. ) It uses a set of master-planning tools to match the pace of innovation to the overall needs of the business. It also deploys portfolio-optimization tools that help managers identify and kill the least-promising programs and nurture the best bets. These tools create projections for every ready idea, including estimates of the financial potential and the human and capital investments that will be required. around ideas are evaluated with classic net-present-value calculations, others with a risk-adjusted real -option approach, and still others with more-qualitative criteria.Although the tools assemble a rank-ordered hear of projects, P&Gs portfolio management isnt, at its core, a mechanical exercise its a dialogue about resource allocation and business-growth building blocks. Numerical input informs but doesnt dictate decisions. A portfolio approach has several benefits. First, it sets up the expectation that different projects will be managed, resourced, and measured in different ways, just as an investor would use different criteria to evaluate an equity investment and a real estate one.Second, because the portfolio consists largely of sustaining and transformational-sustaining efforts, seeing it as a whole highlights the critical importance of these activities, which nourish and extend legitimate disagreement about the best way to set for new growth. Whereas we believe in a factory with relatively absolute ties to the core, some advocate a skunkworks organization. Others argue fo r distinct but linked organizations under an ambidextrous leader still others recommend mirroring the structure of a venture capital firm. (P&Gs factory uses several organizational approaches. Treating capability development itself as a new-growth innovation lets companies try different approaches and learn what works best for them. A staged approach serves another important purpose Its a built-in reminder that a new-growth factory is not a quick fix. The factory wont provide a sudden boost to next quarters results, nor can it instantly rein in an out-of-control core business thats veering from crisis to crisis. GILLETTE GUARD After thousands of hours of research in the ? eld, P&G learned that a single-blade razor was a cheaper and e? ective alternative to double-edged razors for many consumers in India. CREST 3D WHITEUsurped by Colgate in the late 1990s, Crest has regained the lead in many markets owing to its introduction of several innovative oral care products, including ones th at make teeth whitening at home a? ordable and easy. 4. Create new tools for gauging new businesses. Anticipated and emerging markets are notoriously hard to analyze. Detailed follow-up with one of the project teams that attended the pilot workshop showed P&G that it needed new tools for this purpose. P&G now conducts transaction learning experiments, or TLEs, in which a team makes a little and sells a little, thus let consumers pick out with their wallets.Teams have sold small amounts of products online, at mall kiosks, in pop-up stores, and at amusement parkseven in the company store P&G now conducts transaction learning experiments, which let consumers vote with their wallets. core businesses. Finally, a portfolio approach helps reinforce the message that any project, particularly a disruptive one, may carry substantial risk and might not deliver commercial resultsand thats fine, as long as the portfolio accounts for the risk. 3. Start small and grow carefully. Remember how the new-growth factory began with a simple two-day workshop.It then expanded to small-scale pilots in several business units in front becoming a companywide initiative. Staged investment allows for early, rapid revision in the first place lines scribbled on a hypothetical organizational chart are carve in stone. It also provides for targeted experimentation. For example, there is and outside company cafeterias. P&G devised a venture capital approach to testing the market for Align, its probiotic supplement, providing seed capital for a controlled pilot. The company has also tested entire business modelsrecall the Kansas City pilots of Tide Dry Cleaners. 5.Make sure you have the right people doing the right work. Building the factory forced P&G to change the way it staffed certain teams. At any given time the company has hundreds of teams working on various innovation efforts. In the past, most teams consisted mainly of part-time membersemployees who had other responsibilities pulling at them. But disruptive and transformational-sustaining efforts June 2011 Harvard Business Review 71 SPOTLIGHT ON PRODUCT INNOVATION HBR. ORG CONNECT WITH THE AUTHORS Do you have questions or comments about this article? The authors will respond to reader feedback at hbr. org. TIDE DRY CLEANERSStill in an early stage, this innovation arose in part from insights about consumers frustrations with the dinginess and inconvenience of most existing drycleaning establishments. require undivided attention. (As the old saying goes, nine women cant make a baby in a month. ) There need to be people who wake up each day and go to sleep each night obsessing about the new business. New-growth teams also need to be small and nimble, and they should include seasoned members. P&G found that big teams often bog down because they pursue too many ideas at once, whereas small teams are better able to quickly focus on the mostpromising initiatives.Having several members with substantial innovation exper ience helps teams confidently make sound judgment calls when data are inconclusive or absent. Finally, building a factory requires a substantial investment in widespread, ongoing training. Changing mind-sets begins, literally, with teaching a new language. Key damage such as disruptive innovation, job to be done, business model, and critical assumptions must be clearly and consistently defined. P&G reinforces key innovation concepts both at large meetings and at smaller, focused workshops, and in 2007 it established a disruptive innovation college. People working on new-growth projects can choose from more than a dozen courses, ranging from basic innovation language to designing and executing a TLE, sketching out a business model, staffing a new-growth team, and identifying a job to be done. 6. Encourage intersections. Successful innovation requires rich cross-pollination both inside and outside the organization. P&Gs Connect + Develop program is part of a larger effort to intersect with other disciplines and gain new perspectives.Over the past few years P&G has Shared people with noncompeting companies. In 2008 P&G and Google swapped two dozen employees for a few weeks. P&G cherished greater exposure to online models Google was interested in learning more about how to build brands. Engaged even more outside innovators. In 2010 P&G refreshed its C+D goals. It aims to become the partner of excerption for innovation collaboration, and to triple C+Ds contribution to P&Gs innovation development (which would mean deriving $3 billion of the companys annual sales growth from outside innovators).It has expanded the program to forge additional connections with government labs, universities, small and medium-sized entrepreneurs, consortia, and venture capital firms. Brought in outside talent. P&G has traditionally promoted from within. But it recognized that total reliance on this approach could stunt its ability to create new-growth businesses. So it began bringin g in high-level people to address needs beyond its core capabilities, as when it hired an outsider to place Agile Pursuits Franchising. In that one stroke, it acquired expertise in franchise-based business models that would have taken years to build organically.SOME THINK its foolish for large companies to even attempt to create innovative-growth businesses. They maintain that organizations should just outsource innovation, by acquiring promising start-ups. But P&Gs efforts come forward to be working. Recall that in 2000 only 15% of its innovation efforts met profit and revenue targets. Today the figure is 50%. The past fiscal year was one of the most productive innovation years in the companys history, and the companys three- and five-year innovation portfolios are sufficient to deliver against their growth objectives.Projections suggest that the typical initiative in 2014 and 2015 will have nearly twice the revenue of todays initiatives. Thats a sixfold increase in output withou t any significant increase in inputs. Our experience tells us that although individual creativity can be unpredictable and uncontrollable, collective creativity can be managed. Although the next Tide or Crest innovation might stumble, the factorys methodical approach should bring many more innovations successfully to market. The factory process can create sustainable sources of revenue growthno depicted object how big a company becomes.HBR Reprint R1106C At P&Gs disruptive innovation college, people working on new-growth projects can choose from more than a dozen courses. 72 Harvard Business Review June 2011 Harvard Business Review Notice of Use Restrictions, May 2009 Harvard Business Review and Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the semiprivate individual use of authorized EBSCOhost users. It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses.Academic l icensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources. Business licensees may not host this content on learning management systems or use persistent linking or other means to check the content into learning management systems. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. For rates and permission, contact emailprotected org.

Olympic rent-a-car company Essay

SUMMARY exceeding is a US rent-a- simple machine high society facing some changes in the mart it operates. A competitor caller ( try) is changing its inscription course of study. surpassing managers charter to evaluate the impact of those changes and to transfer actions in order to respond correctly to those changes without losing mart sh atomic come down 18 and if thinkable victorious advantage of the situation. The aim of this study is to evaluate those changes and to propose a recomm devastationation to respond to these market changes.MARKET SUMMARYThe machine contract manufacture in US is a $24 billion industry dominated by 4 big players, Enterprise, Hertz, AVIS and majestic with the following market revenue shares Enterprise is the dominant player with 50% share ($12 billion) followed by Hertz with 24%, AVIS with 14%, surpassing with 7% and the separate(a) 5% are shared by smaller players.This logical argument organisation is intemperately dependent of the ove rall state of the economy and since the global crisis of 2008 were there was a 6,5% break in entire revenues, the revenues are recovering since 2009 growing among 2 and 3% every year. This revenue ontogeny is due to the growth of prices rather to the growth in the number of clients.There are 2 big markets for the rent-a-car business, the Airport leases and the Local term of a contracts.The airport rentings contribute with 50% of the nub revenue ($12 billion) and are divided into blank and business clients. Costs are higher due to fees paid to the airports that consist in 10% of the revenue plus the fixed fees for counters.The local renting contributes with the other 50% ($12 billion) and the primary(prenominal) clients are insurance companies. The counters are hardened at car dealerships and repair shops. Enterprise and Hertz are the main players in this market and Enterprise has to a longer extent than 50% share.This industry is firmly influenced by the adaptation of the car fleet to demand and amongst 2008 and 2012 in response to the global crisis the total number of rent-a-car cars was diminished by 0,5%.CUSTOMER ANALYSISIn 2012, 27% of US adults (proximately 59.400.000 people) rented a car and the main renters were the business travelers. In 2012 airport market, 20% of the travelers were business travelers and gave neckcloth to 80% of the revenue and the other 80% of travelers were leisure travelers and check 20% of the revenues. Usually business travellers pay more than leisure travellers. This is mainly because leisure travelers pay smaller per solar day charges as they travel in move revenue geezerhood, do preplanned trips and to loyalty program redemptions. Business travelers tend to score points in business travelling and to spend those points in leisure travelling.crosswise this industry, Rent-A-Car companies tend to use loyalty programs to develop relationship in the midst of costumers. Each caller-up has its own program but th ey are all very similar. The customer earns points depending of the number of days they rent the car and they besides receive unfreeze upgrades. The earned points can be claimed and interchange for rental days. In 2013 Enterprise changed the way their customers gain the loyalty program points. Customers that received points based in the number of days of usage right off receive points based on the money they spend. This inwardness that they earn more points straightaway.Usually clients dont have any kind of labor to participate in loyalty programs. Anyone that rents a car can be a member depending on the number of days they rent, as resultant role people are members of several loyalty programs as they rent in different companies. The rental loyalty programs are non really differentiating rental companies they are a perk for customers.In 2012 10% of exceptional customers were members of Olympic medalist program and these customers provided 21% of the revenues. They paid fo r 3.996.000 days and claimed 375.000 free days. This authority $323.400.000 of revenue come from members of Olympic medalist program, to this revenue we have to figure the fixed cost, the free days cost and the program advertising cost ($28.000.000). The fixed cost is 20% of $21 ($4,2) multiplied by the total rental days and embody $1.575.000 and the free days cost is equal to $7.629.552. This gives an economic cheer of $233 per Olympic medalist program customer.The regular customers represent 79% of revenues that translate into $1.216.600.000. The total rental days for these customers are 24.681.000 and these days represent a cost of $103.660.200 (24.681.000 x $4,2). There are also the advertising be of ($108.000.000 $28.000.000 = $80.000.000). Subtracting to $1.216.600.000 the variable costs and the advertising costs we end with $1.032.939.800. Dividing this think of by the total number of regular customers (11.052.000) the economic value of the regular customer is obtained and equals to $93. The conclusion is that loyalty program clientsstill have a big economic influence in the revenue structure. family ANALYSISOlympic is one of the four biggest rent-a-car companies in the US with a share of 7% of revenues witch is the smallest share of this group. The companionship as chosen to be a follower and has always priced lower than Hertz. It has 464 rental locations and a fleet of 108000 cars that remain in the conjunction for 8 to 18 months. The income per car is slightly below de industry average and the reason for this by chance the dominance of airport counters that bring more costs to the company than a local counter.Olympic has seen an improvement on its revenues for the last 4 geezerhood and in table 1 we can see an increase of the last(a) profit from a loss of $15 billion in 2008 to a profit of $32 million in 2012. The main reason for these results is the company flexibility to adapt its car fleet to demand (table 2) as fountainhead as the ad aptation of the number of counters the company has (table 3).RECOMMENDATIONThe recommendation is that Olympic rent-a-car doesnt follow the Enterprise strategy.About 1,45% of the total rental days of 2012 involved free days and a free day reward costs about $21 to cover the fixed costs and the payment to the franchisee. Of the 108000 cars fleet each car was rented about 232 days per year. With this selective information we can calculate the total rental days. Total rental days are equal to 108.000 x 232 this means 25.056.000 rental days per year.The 1,45% of the total rental days give us the total free days per year in 2012 this percentage represents 363.312 free days that multiplied by the cost of a free day ($21) testament give us the cost of all the free days in 2012. The total cost for the free days is equal to $7.629.552.If Olympic decides to match the Enterprise offer, the number of free days leave behind increase to a value amidst 1,65% and 1,95% of total rental days this m eans a number of free days between 413424 and 488592 and an increase of free days per year between 50.112 and 125.280 days, this means an increase in cost of the programs free days of $1.052.352 to $2.630.880 (1 million to 2,5 millions increase of free days cost per year). Considering that the demand will not increase a lot this means a net decline of 3 to 8% of total profits. This decrease is significant for a company that has a small operating margin of 15,8%. The way Olympic responds to the attempt initiative will be decisive in the profitability of the company. interconnected the enterprise offer will lead to an increase in the costs and no increase in market share is guaranteed.Since no great increase in demand is predicted, following the Enterprise strategy would simply represent a 3 to 8% reduction in profits, Olympic cannot reach this reduction due to the narrow operating margin. Beside this, the fleet of Olympic rent-a-car is very well adapted to de demand and implemen ting no memory loss days would probably let some Olympic medalist clients unsatisfied. Enterprise has a huge fleet and available cars this means that it can afford not having blackout days.The increasing usage of the Internet to compare prices and to give services will diminish the loyalty programs importance and effectiveness. Third fellowship consolidators the online price comparisons and bookings bring a greater relevance to prices the rent-a-car companies practice. This will affect the companies loyalty programs effectiveness. By focusing on price, customers will chose a rent-a-car company by the price of the service taking to a second plan the loyalty programs eudaimonias. This means that Olympic should focus on global cost reduction in order to keep minatory the prices and therefore gain advantage over the competitors. In the future the companythat has the lower prices will dominate the market.One other market intent is the reduction of business travelling and the growth of internet based communications. This means that in future rent-a-car companies will have less business travellers, at this moment these clients are the heavy users of loyalty programs, and the leisure clients will gain weight on the revenue share.Olympic should maintain their loyalty program essentially due to the economic value of the loyalty programs customers ($233) overmuch greater them the regular clients ($93) and improve the program by offering other kind of benefits that could improve the market penetration of the program. Some of these benefits could be faster pick up and drop off time for the program customers. along the way the company could evaluate their loyalty program customers economic value and adapt to the expected decrease of loyalty program importance by reducing free rental days and using the savings of this reduction on rental price reduction. Since loyalty programs dont benefit business companies Olympic offer the chance to this kind of customer to favour between the loyalty program benefits or a decrease in price. This should attract more large companies business maintaining the small and individual share.To reduce the cost structure Olympic should also try to gain market in the local business dominated by Enterprise and Hertz, this would do to avoid the large costs associated to the operation in airports. This way Olympic could gain market share of a market dominated by 2 companies, maintain their business market share threatened by the teleconferencing trends (shift to insurance) and to improve the global cost structure by taking advantage of the lower costs associated to this kind of counters.

Human Computer Interaction Individual Report Essay

We as a group we puzzle been set tasks to approximate an existing system and capture the need improvements that should be made to the system through comprehensive research utilise the required methods to improve usability of the system. As a group we are to understand the drug user and capture its unavoidably through numerous of method for example, questionnaire.I indoors my group decided to evaluate the system (www.pogo.com) as it was approximation to look the system thoroughly from which some major errors were confronted.To operate if these were to reflect the user of the system and that it was effecting the lack of consistent and comprehensive movement from within the berth i considered to evaluate the system using Shneidermans 8 princely Rules .The paygrade method constructed errors which were found are to be tested with the users and cut feedback via the talk aloud and the questionnaire from which I with my group will be open to test the system and capture the us er requirementsContent Page divide Name Page NumberSummary 1Methods chosen, why 3Problems Encountered 3Feedback from users 4Achievements from the assessment 4Conclusion/ Recommendations 5Bibliography/ references 6Books 6Web sites 6Methods chosen, whyThe interface that chose to evaluate and redesign, was www.pogo.com as this website was not that appealing to me and I think it needs improvements as it is aimed at a family audience.To evaluate the system www.pogo.com it was required to test the system and check if the system had any(prenominal) major error or were they minor problems, in order for me to do this I decided to evaluate the system using the 8 golden rules of Shneidermans.The method was used to evaluate the system as this enabled me to test the colour, resolution, text, lay bring out etc and I thought this method was very useful to advert out the usability problem that the system was carry to the users.To carry out the evaluation I was first to understand the method and then continue to look this with the system (www.pogo.com) .The methods used for capturing user requirements were Observation, Questionnaire and talk aloud. These methods were chosen because they were Easy to agnizek with the system, Cost Effective and Time Effective.Problems EncounteredThe major problems encountered during the task tests were to find the set aside user to tackle these tasks. As the methods used were demanding a wide enjoin of user that fitted in the categories of the novice, intermediate and expert users, it was difficult to address the needs of certain user as all categories were involved and from each users quite a little was taken into consideration.There were novice, intermediate and expert that took the task which was a trustworthy heap for me as this would help me redesign the interface to fulfil the usability needs.Feedback from usersFrom inquire the users to established the tasks more knowledge was gained for what users expected within a website, fr om this I was able to point out the like and dislike. From this I to a fault accept that the users prefer their website to be attractive so it is enjoyable to use and users too like to take minimum sum of money of steps to go off a particular task.The results which I obtained were very useful for redesigning the website. I found out what different usability needs were and what features users wanted to be remained on the website, and any others which they thought required changing.From this information I chose to do a paper ground prototype for my system because it was simple, cheap and provided quick feedback from the user.Achievements from the assessmentHaving completed the assessment I feel that I would be able to explain the usability of any website/interface and from this I am able to identify usability problems such as psychological problems of the system, as well as being able to evaluate any system in depth. From this assessment I have besides knowledge how I would expl ain various methods of capturing user requirements, stating the advantages and disadvantages of the method.Conclusion/ RecommendationsIf I was to do the assessment again, I would use Shneidermans Eight opulent Rules to identify the usability of the system, as I found them very useful both to understand and apply towards the website. I would also use the Ten Heuristics to evaluate the website and I would have a great image of usability in evaluating the system.If abandoned a chance in the future to redesign the system I would choose to do a low fidelity prototype scarcely as well as this I would prefer to redesign the website in a high fidelity prototype provided that I am given up extra time than provided in my first attempt. The reason for this would be that the users would see the prototype in a low fidelity and will be given a chance then to test the system via a high fidelity prototype.As I only had five users to complete the set task, I was unable to get different views fro m users to make changes to the redesign. In the future I would ask more users (maybe 10 different users) to complete at least three different tasks. By doing this, the users would experience more interaction with the system www.pogo.com and would comment more on the results they would achieve from the task, and also whether they were able to complete the task accurately, in a minimum amount of time.Bibliography/ referencesBooksUser and task analysis for interface designBy JoAnn T. HackosJanice C. Redish military man computer interaction 3rd additionBy Alan Dix, Janet Finlay, Gregory D. Abowd, and Russell BealeEffective methodological analysis for the study of HCIBy J. Kirakowski and M. CorbettHuman-Computer Interaction, 2nd edition,By Alan Dix, Janet Finlay, Gregory Abowd, Russel BealeWeb siteshttp//www.useit.com/papers/ trial-and-error/Lecture 3/ Usability/Evaluation Methods/Talk Aloud/Page 15http//www.ic.sunysb.edu/Class/est571go/ta.htmlhttp//hcibib.org/tcuid/End PageCHI2310 Human Computer Shelley Wolfson

Descriptive Statistics: Tabular and Graphical Presentations

chapter 2 Chapter 2 descriptive Statistics Tabular and Graphical Presentations bring outing Objectives 1. make up wizs mind how to construct and interpret summarisation procedures for qualitative data such as relative relative absolute frequency and relative frequency distri providedions, bar graphs and pie charts. 2. Learn how to construct and interpret tabular summarization procedures for quantitative data such as frequency and relative frequency dispersals, additive frequency and cumulative relative frequency distributions. . Learn how to construct a dot plot, a histogram, and an ogive as graphical summaries of quantitative data. 4. Learn how the shape of a data distribution is revealed by a histogram. Learn how to recognize when a data distribution is negatively skewed, symmetric, and positively skewed. 5. Be able to use and interpret the exploratory data analysis technique of a stem-and-leaf endanger. 6. Learn how to construct and interpret cross tabulations and c ircularise draws of bivariate data.Solutions 1. Class relative frequency coition relative frequency A 60 60/120 = 0. 50 B 24 24/120 = 0. 20 C 36 36/120 = 0. 30 120 1. 00 2. a. 1 (. 22 + . 18 + . 40) = . 20 b.. 20(cc) = 40 c/d. Class frequency portion relative frequency A . 22(200) = 44 22 B . 18(200) = 36 18 C . 40(200) = 80 40 D . 20(200) = 40 20 gist 200 snow 3. a. 360 x 58/120 = 174 b. 360 x 42/120 = 126 c. pic d. pic 4. a. The data argon qualitative. b. Percent oftenness theme relative frequency Liberty multiplication 24 48 China Times 15 30 United Daily News 7 14 Apple Daily 4 8 integrality 50 ascorbic acid c. pic pic d. Liberty Times has the imwork forcesest market shargon.China Times is twinkling. 5. a. Name frequence relation back relative frequency Percent relative frequency Chan 10 . 200 20. 0% Chang 7 . 140 14. 0% Lee 8 . one hundred six-spotty 16. 0% Liu 7 . 140 14. 0% Wang 12 . 240 24. % Young 6 . 120 12. 0% 50 1. 000 coulomb. 0% b. pic c. Chan. 200 x 360 = 72. 0( Chang. 140 x 360 = 50. 4( Lee. 160 x 360 = 58. 6( Liu. 140 x 360 = 50. 4( Wang. 240 x 360 = 86. 4( Young. 120 x 360 = 43. 2( pic d. well-nigh common Wang, Chan, and Lee 6. a. Book Frequency Percent Frequency 7 Habits 10 16. 6 Millionaire 16 26. 67 Motley 9 15. 00 pappa 13 21. 67 WSJ Guide 6 10. 00 other 6 10. 00 do 60 c. 00 The Ernst & Young Tax Guide 2000 with a frequency of 3, invest manpowert funds for Dummies with a frequency of 2, and What Color is Your Parachute? 2000 with a frequency of 1 ar grouped in the other(a) category. b. The rank order from beginning(a) to fifth is Millionaire, Dad, 7 Habits, Motley, and WSJ Guide. c. The percent of sales represented by The Millionaire succeeding(prenominal) Door and Rich Dad, Poor Dad is 48. 33%. 7. range Frequency ordering Frequency Outstanding 19 0. 8 Very ethicalness 13 0. 26 Good 10 0. 20 Average 6 0. 12 Poor 2 0. 04 50 1. 00 Manage ment should be rejoicing with these results. 64% of the ratings argon very good to outstanding. 84% of the ratings are good or better.Comparing these ratings with previous results will show whether or not the eatery is making improvements in its ratings of food note. 8. a. Position Frequency recounting Frequency Pitcher 17 0. 309 Catcher 4 0. 073 1st Base 5 0. 091 2nd Base 4 0. 073 tertiary Base 2 0. 36 Shorts surmount 5 0. 091 Left celestial orbit 6 0. 109 Center Field 5 0. 091 Right Field 7 0. 127 55 1. 000 b. Pitchers (Almost 31%) c. 3rd Base (3 4%) d. Right Field (Almost 13%) e. Infielders (16 or 29. 1%) to Outfielders (18 or 32. 7%) 9. a/b. Starting Time Frequency Percent Frequency 700 3 15 730 4 20 800 4 20 830 7 35 900 2 10 20 nose candy c. choke up Graph pic d. pic . The most preferred starting time is 830 a. m.. Starting times of 730 and 800 a. m. are next. 10. a. The data refer to quality levels from 1 non at all pleasant to 7 Extremely Satisfied. b. Rating Frequency Relative Frequency 3 2 0. 03 4 4 0. 07 5 12 0. 20 6 24 0. 40 7 18 0. 0 60 1. 00 c. legal profession Graph pic d. The survey data indicate a luxuriously quality of service by the financial consultant. The most common ratings are 6 and 7 (70%) w here 7 is extremely satisfied. Only 2 ratings are beneath the middle scale think of of 4. at that place are no Not at all Satisfied ratings. 11. Class Frequency Relative Frequency Percent Frequency 12-14 2 0. 50 5. 0 15-17 8 0. 200 20. 0 18-20 11 0. 275 27. 5 21-23 10 0. 250 25. 5 24-26 9 0. 225 22. 5 full(a) 40 1. 000 light speed. 12. Class additive Frequency additive Relative Frequency slight than or advert to 19 10 . 20 less than or adapted to 29 24 . 48 less than or equal to 39 41 . 82 less than or equal to 49 48 . 6 less than or equal to 59 50 1. 00 13. pic pic 14. a. pic b/c. Class Frequency Percent Frequency 6. 0 7. 9 4 20 8. 0 9 . 9 2 10 10. 0 11. 9 8 40 12. 0 13. 9 3 15 14. 0 15. 3 15 20 nose candy 15. a/b. Waiting Time Frequency Relative Frequency 0 4 4 0. 20 5 9 8 0. 40 10 14 5 0. 25 15 19 2 0. 10 20 24 1 0. 5 add ups 20 1. 00 c/d. Waiting Time Cumulative Frequency Cumulative Relative Frequency little than or equal to 4 4 0. 20 slight than or equal to 9 12 0. 60 little than or equal to 14 17 0. 5 slight than or equal to 19 19 0. 95 less(prenominal) than or equal to 24 20 1. 00 e. 12/20 = 0. 60 16. a. The histogram is shown downstairs. pic The histogram clearly shows that the annual kin incomes are skewed to the even out. And, of course, if annual firm incomes are skewed to the right, so are annual incomes. This makes sense because the vast majority of annual incomes are less than NT$1,000,000.But, thither are a few singles with very large incomes. b. The histogram for the age is given. pic The histogram shows that the distribution of age is skewed to the left. This is to be attended. It is our experience that there are frequently a few very low ages create such a pattern to appear. c. The histogram for the data in Exercise 11 is given. d. pic e. This histogram is skewed to the left slightly, but we would probably classify it as round symmetric. 17. a. Amount (NT$ 000) Frequency Relative Frequency slight than 56 3 . 2 56-75 5 . 20 76-95 11 . 44 96-115 4 . 16 116-135 1 . 04 136 and much 1 . 04 25 1. 00 b. Histogram pic The distribution has a virtually symmetric shape. c.The largest group spends NT$76-NT$95 per year on books and magazines. There are to a greater extent in the NT$56 to NT$75 range than in the NT$96 to NT$115 range. 18. a. Lowest salary NT$29,300 Highest salary NT$37,800 b. Salary (NT$100s) Frequency Relative Percent Frequency Frequency 293-307 4 0. 09 9 308-322 5 0. 11 11 323-337 9 0. 0 20 338-352 17 0. 38 38 353-367 7 0. 16 16 368-382 3 0. 07 7 Total 45 1. 00 100 c. Proportion NT$33,700 or l ess 18/45. d. Percentage more than NT$35,200 10/45 pic e. The distribution is skewed slightly to the left, but is approximately symmetric. 19. a/b. Number Frequency Relative Frequency 140 149 2 0. 10 150 159 7 0. 35 160 169 3 0. 15 170 179 6 0. 30 180 189 1 0. 05 190 199 1 0. 05 Totals 20 1. 0 c/d. Number Cumulative Frequency Cumulative Relative Frequency slight than or equal to 149 2 0. 10 slight than or equal to 159 9 0. 45 Less than or equal to 169 12 0. 60 Less than or equal to 179 18 0. 0 Less than or equal to 189 19 0. 95 Less than or equal to 199 20 1. 00 e. pic 20. a. The section of people 39 or less is 12. 2 + 14. 2 + 17. 1 + 16. 2 = 59. 7. b. The ploughshare of the macrocosm over 39 years old is 16. 3 + 10. 9 + 6. 7 + 4. 7 + 1. 7 = 40. 3 c. The helping of the population that is surrounded by 20 and 59 years old inclusively is 17. 1 + 16. 2 + 16. 3 + 10. = 60. 5 d. The percentage less than 30 years old is 12. 2 + 14. 2 + 17. 1 = 43. 5. S o there are (. 435) (22,689,122) = 9,869,768. 07 people less than 30 years old. e. An estimate of the number of retired people is (. 047 + . 017) (22,689,122) = 1,452,103. 81 21. a/b. figurer Usage Relative Frequency (Hours) Frequency 0. 0 - 2. 9 5 0. 10 3. 0 - 5. 9 28 0. 56 6. 0 - 8. 8 0. 16 9. 0 - 11. 9 6 0. 12 12. 0 - 14. 9 3 0. 06 Total 50 1. 00 c. pic d. pic e. The majority of the computer users are in the 3 to 6 hour range. Usage is somewhat skewed toward the right with 3 users in the 12 to 15 hour range. 22. 5 7 8 6 4 5 8 7 0 2 2 5 5 6 8 8 0 2 3 5 23. pitch Unit = 0. 1 6 3 7 5 5 7 8 1 3 4 8 9 3 6 10 0 4 5 11 3 24. Leaf Unit = 10 11 6 12 0 2 13 0 6 7 14 2 2 7 15 5 16 0 2 8 17 0 2 3 25. 9 8 9 10 2 4 6 6 11 4 5 7 8 8 9 12 2 4 5 7 13 1 2 14 4 15 1 26. a. 100 regions at $50 per share 1 0 3 7 7 2 4 5 5 3 0 0 5 5 9 4 0 0 0 5 5 8 5 0 0 0 4 5 5 This stem-and-leaf display shows that the trading prices are closely grouped together. Rotating the stem-and-leaf display counter clockwise shows a histogram that is slightly skewed to the left but is roughly symmetric. b. 500 shares traded online at $50 per share. 0 5 7 1 0 1 1 3 4 1 5 5 5 8 2 0 0 0 0 0 0 2 5 5 3 0 0 0 3 6 4 4 5 5 6 3 This stretched stem-and-leaf display shows that the distribution of online trading prices for most of the elements for 500 shares are spurn than the trading prices for broker assisted trades of 100 shares. There are a couple of outliers. York Securities charges $36 for an online trade and Investors National charges much more than the other brokers $62. 50 for an online trade. 27. 4 1 3 6 6 7 5 0 0 3 8 9 6 0 1 1 4 4 5 7 7 9 7 0 0 0 1 3 4 4 5 5 6 6 6 7 8 8 8 0 1 1 3 4 4 5 7 7 8 9 9 0 2 2 7 or 4 1 3 4 6 6 7 5 0 0 3 5 8 9 6 0 1 1 4 4 6 5 7 7 9 9 7 0 0 0 1 3 4 4 7 5 5 6 6 6 7 8 8 8 0 1 1 3 4 4 8 5 7 7 8 9 9 0 2 2 9 7 28. a. 0 5 8 1 1 1 3 3 4 4 1 5 6 7 8 9 9 2 2 3 3 3 5 5 2 6 8 3 3 6 7 7 9 4 0 4 7 8 5 5 6 0 b. 2000 P/E Forecast Percent Frequency Frequency 5 9 2 6. 7 10 14 6 20. 0 15 19 6 20. 0 20 24 6 20. 25 29 2 6. 7 30 34 0 0. 0 35 39 4 13. 3 40 44 1 3. 3 45 49 2 6. 7 50 54 0 0. 0 55 59 0 0. 0 60 64 1 3. 3 Total 30 100. 0 29. a. pic b. pic c. pic d. form A determine for x are always associated with category 1 values for y. Category B values for x are usually associated with category 1 values for y. Category C values for x are usually associated with category 2 values for y. 30. a. pic b. There is a negative descent between x and y y decreases as x increases. 31. a. speech Percentages nursing home Income (NT$ 000) Age low 999 1,000-1,499 1,500-1,999 2,000-2,499 2,500-2,999 3,000 or more Total Under 34 27. 6 30. 54 21. 01 12. 99 4. 93 2. 76 100. 00 35-44 20. 90 31. 32 21. 49 10. 48 8. 79 7. 03 100. 00 45-54 16. 00 29. 17 19. 24 19. 87 6. 83 8. 88 100. 00 55-64 23. 73 19. 26 20. 01 14. 46 8. 81 13. 73 100. 00 65 or more 70. 57 18. 37 4. 42 2. 4 0. 74 2. 96 100. 00 Total 27. 70 27. 32 18. 27 13. 05 6. 51 7. 15 100. 00 There are seven percent frequency distributions in this table with row percentages. The first six give the percent frequency distribution of income for each age level. The total row provides an boilersuit percent frequency distribution for household income. Both of the devil rows (age 35-44 and age 55- 64) select more percentage in the cells and descended in order of larger income.The second row is the percent frequency distribution for households headed by age 35-44. The fourth part row is the percent frequency distribution for households headed by age 55-64. b. The percentage of heads of households by age 35-44 earning NT$2,500,000 or more is 8. 79% + 7. 03% = 15. 82%. The percentage of heads of households by age 55-64 earning $75,000 or more is 8. 81% + 13. 73% = 22. 54%. c. The percent frequency histograms are shown below. pic No. The histogram can not tell us any alliance between h ousehold income and age. 32. a. Column Percentages Household Income ($1000s) Education Level Under 24. 9 25. 0-49. 9 50. 0-74. 9 75. 0-99. 9 100 or More Total Not H. S. Graduate 32. 70 14. 82 8. 27 5. 02 2. 53 15. 86 H. S. Graduate 35. 74 35. 56 31. 48 25. 39 14. 47 30. 78 Some College 21. 17 29. 77 30. 25 29. 2 22. 26 26. 37 Bachelors Degree 7. 53 14. 43 20. 56 25. 03 33. 88 17. 52 Beyond Bach. Deg. 2. 86 5. 42 9. 44 14. 74 26. 86 9. 48 Total 100. 00 100. 00 100. 00 100. 00 100. 00 100. 00 There are six percent frequency distributions in this table of chromatography column percentages. The first quintuple columns give the percent frequency distributions for each income level.The percent frequency distribution in the Total column gives the overall percent frequency distributions for educational level. From that percent frequency distribution we bring in that 15. 86% of the heads of households did not ammonia alum from heights school. b. The column percentages show that 26. 86% of households earning over $100,000 were headed by persons having schooltime beyond a bachelors degree. The row percentages show that 39. 72% of the households headed by persons with information beyond a bachelors degree earned $100,000 or more. These percentages are assorted because they came from different percent frequency distributions. c.Compare the under 24. 9 percent frequency distributions to the Total percent frequency distributions. We see that for this low income level the percentage with lower levels of education is lower than for the overall population and the percentage with luxuriously levels of education is higher(prenominal) than for the overall population. Compare the 100 or more percent frequency distribution to Total percent frequency distribution. We see that for this high income level the percentage with lower levels of education is lower than for the overall population and the percentage with higher levels of education is higher than for the over all population.From the comparisons here it is clear that there is a positive alliance between household incomes and the education level of the head of the household. 33. a. The crosstabulation of condition of the greens by sexual practice is below. Green Condition Gender Too Fast Fine Total Male 35 65 100 Female 40 60 100 Total 75 125 200 The female golfers prepare the highest percentage saying the greens are excessively fast 40%. b. 10% of the women think back the greens are overly fast. 20% of the men think the greens are too fast. So, for the low hamperpers, the men make up a higher percentage who think the greens are too fast. c. 43% of the woman think the greens are too fast. 50% of the men think the greens are too fast. So, for the high handicappers, the men have a higher percentage who think the greens are too fast. . This is an example of Simpsons Paradox. At each handicap level a smaller percentage of the women think the greens are too fast. But, when the c rosstabulations are aggregated, the result is reversed and we find a higher percentage of women who think the greens are too fast. The hidden variable explaining the reversal is handicap level. Fewer people with low handicaps think the greens are too fast, and there are more men with low handicaps than women. 34. a. EPS Rating gross sales/Margins/ROE 0-19 20-39 40-59 60-79 80-100 Total A 1 8 9 B 1 4 5 2 12 C 1 1 2 3 7 D 3 1 1 5 E 2 1 3 Total 4 4 6 9 13 36 b. EPS Rating sales/Margins/ROE 0-19 20-39 40-59 60-79 80-100 Total A 11. 11 88. 89 100 B 8. 33 33. 33 41. 67 16. 67 100 C 14. 29 14. 29 28. 57 42. 86 100 D 60. 00 20. 00 20. 00 100 E 66. 67 33. 33 100 Higher EPS ratings seem to be associated with higher ratings on sales/Margins/ROE. Of those companies with an A rating on Sales/Margins/ROE, 88. 89% of them had an EPS Rating of 80 or higher. Of the 8 companies with a D or E rating on Sales/Margins/ROE, only 1 had an EPS rating above 60. 3 5. a. Industry Group Relative Strength Sales/Margins/ROE A B C D E Total A 1 2 2 4 9 B 1 5 2 3 1 12 C 1 3 2 1 7 D 1 1 1 2 5 E 1 2 3 Total 4 11 7 10 4 36 b/c. The frequency distributions for the Sales/Margins/ROE data is in the rightmost column of the crosstabulation.The frequency distribution for the Industry Group Relative Strength data is in the bottom row of the crosstabulation. d. Once the crosstabulation is complete, the individual frequency distributions are available in the margins. 36. a. pic b. One might expect stocks with higher EPS ratings to show greater relative price strength. However, the scatter plat employ this data does not support such a relationship. The scatter diagram appears similar to the one showing No Apparent consanguinity in the text. 37. a. The crosstabulation is shown below Speed Position 4-4. 49 4. 5-4. 99 5-5. 49 5. 5-5. 9 Grand Total Guard 12 1 13 Offensive tackle 2 7 3 12 grand receiver 6 9 15 Grand Total 6 11 19 4 40 b. There appears to be a relationship between Position and Speed wide receivers had faster speeds than uneasy tackles and guards. c. The scatter diagram is shown below pic d. There appears to be a relationship between Speed and Rating slow speeds appear to be associated with lower ratings. In other words,, prospects with faster speeds tend to be rated higher than prospects with slower speeds. 38. a. Vehicle Frequency Percent Frequency F-Series 17 34 Silverado 12 24 Taurus 8 16 Camry 7 14 comply 6 12 Total 50 100 b. The two top selling vehicles are the Ford F-Series Pickup and the Chevrolet Silverado. c. 39. a/b. Industry Frequency Percent Frequency Beverage 2 10 Chemicals 3 15 Electronics 6 30 Food 7 35 Aerospace 2 10 Totals 20 100 . 40. a. Response Frequency Percent Frequency trueness 16 16 progression Shots 3 3 Mental Approach 17 17 Power 8 8 Practice 15 15 Putting 10 10 Short Game 24 24 Strategic Decisions 7 7 Total 100 100 b. Poor s hort game, poor mental approach, lack of accuracy, and limited practice. 41. a/b/c/d. Book Value Relative Frequency Cumulative Frequency Cumulative per Share Frequency Relative Frequency 0. 00-5. 99 3 0. 10 3 0. 10 6. 00-11. 99 15 0. 50 18 0. 60 12. 00-17. 99 9 0. 30 27 0. 90 18. 00-23. 99 2 0. 07 29 0. 97 24. 00-29. 99 0 0. 00 29 0. 7 30. 00-35. 99 1 0. 03 30 1. 00 Total 30 1. 00 e. The histogram shown below shows that the distribution of most of the book values is roughly symmetric. However, there is one outlier (General Motors). 42. a. Closing monetary value Frequency Relative Frequency 0 9 7/8 9 0. 225 10 19 7/8 10 0. 250 20 29 7/8 5 0. 25 30 39 7/8 11 0. 275 40 49 7/8 2 0. 050 50 59 7/8 2 0. 050 60 69 7/8 0 0. 000 70 79 7/8 1 0. 025 Totals 40 1. 000 b. Closing Price Cumulative Frequency Cumulative Relative Frequency Less than or equal to 9 7/8 9 0. 25 Less than or equal to 19 7/8 19 0. 475 Less than or equal to 29 7/8 24 0. 600 Le ss than or equal to 39 7/8 35 0. 875 Less than or equal to 49 7/8 37 0. 925 Less than or equal to 59 7/8 39 0. 975 Less than or equal to 69 7/8 39 0. 75 Less than or equal to 79 7/8 40 1. 000 c. pic d. Over 87% of common stocks trade for less than $40 a share and 60% trade for less than $30 per share. 43. a. Relative Frequency Exchange Frequency American 3 0. 15 New York 2 0. 10 Over the Counter 15 0. 75 20 1. 00 b. profits Per Share Relative Frequency Frequency 0. 00 0. 19 7 0. 35 0. 20 0. 39 7 0. 35 0. 40 0. 59 1 0. 05 0. 60 0. 79 3 0. 15 0. 80 0. 99 2 0. 10 20 1. 00 Seventy percent of the rear end stocks have mesh per share less than $0. 40. It looks like low EPS should be expected for shadow stocks. Price-Earning Ratio Relative Frequency Frequency 0. 00 9. 9 3 0. 15 10. 0 19. 9 7 0. 35 20. 0 29. 9 4 0. 20 30. 0 39. 9 3 0. 15 40. 0 49. 9 2 0. 10 50. 0 59. 9 1 0. 05 20 1. 00 P-E Ratios set forth considerably, but there is a significant cluster in the 10 19. 9 range. 44. Relative Frequency Income ($) Frequency 18,000-21,999 13 0. 255 22,000-25,999 20 0. 392 26,000-29,999 12 0. 235 30,000-33,999 4 0. 078 34,000-37,999 2 0. 039 Total 51 1. 000 45. a. 0 8 9 1 0 2 2 2 3 4 4 4 1 5 5 6 6 6 6 7 7 8 8 8 8 9 9 9 2 0 1 2 2 2 3 4 4 4 2 5 6 8 3 0 1 3 b/c/d. Number Answered Correctly Relative Frequency Cumulative Frequency Frequency 5 9 2 0. 50 2 10 14 8 0. 200 10 15 19 15 0. 375 25 20 24 9 0. 225 34 25 29 3 0. 075 37 30 34 3 0. 075 40 Totals 40 1. 000 e. Relatively few of the students (25%) were able to answer 1/2 or more of the questions correctly.The data seem to support the occasion Council on Economic Educations claim. However, the degree of difficulty of the questions inevitably to be taken into account onward reaching a terminal conclusion. 46. a/b. pic c. It is clear that the range of low temperatures is below the range of high temperatures. Looking at the st em-and-leaf displays side by side, it appears that the range of low temperatures is almost 20 degrees below the range of high temperatures. d. There are two stems showing high temperatures of 80 degrees or higher. They show 8 cities with high temperatures of 80 degrees or higher. e. Frequency Temperature High Temp. Low. Temp. 30-39 0 1 40-49 0 3 50-59 1 10 60-69 7 2 70-79 4 4 80-89 5 0 90-99 3 0 Total 20 20 47. a. b. There is clearly a positive relationship between high and low temperature for cities. As one goes up so does the other. 48. a. Satisfaction chalk up Occupation 30-39 40-49 50-59 60-69 70-79 80-89 Total Cabinetmaker 2 4 3 1 10 Lawyer 1 5 2 1 1 10 Physical Therapist 5 2 1 2 10 Systems Analyst 2 1 4 3 10 Total 1 7 10 11 8 3 40 b. Satisfaction Score Occupation 30-39 40-49 50-59 60-69 70-79 80-89 Total Cabinetmaker 20 40 30 10 100 Lawyer 10 50 20 10 10 100 Physical Therapist 50 20 10 20 100 Systems Analyst 20 10 40 30 100 c. Each r ow of the percent crosstabulation shows a percent frequency distribution for an occupation. Cabinet makers seem to have the higher job satisfaction scores while lawyers seem to have the lowest. fifty percent of the physical therapists have mediocre scores but the heartsease are rather high. 49. a. picb. There appears to be a positive relationship between number of employees and revenue. As the number of employees increases, annual revenue increases. 50. a. furnish Type Year Constructed Elec Nat.Gas Oil Propane Other Total 1973 or before 40 183 12 5 7 247 1974-1979 24 26 2 2 0 54 1980-1986 37 38 1 0 6 82 1987-1991 48 70 2 0 1 121 Total 149 317 17 7 14 504 b. Year Constructed Frequency evoke Type Frequency 1973 or before 247 Electricity 149 1974-1979 54 Nat.Gas 317 1980-1986 82 Oil 17 1987-1991 121 Propane 7 Total 504 Other 14 Total 504 c. Crosstabulation of Column Percentages Fuel Type Year Constructed Elec Nat. Gas Oil Propane Ot her 1973 or before 26. 9 57. 7 70. 5 71. 4 50. 0 1974-1979 16. 1 8. 2 11. 8 28. 6 0. 0 1980-1986 24. 8 12. 0 5. 9 0. 0 42. 9 1987-1991 32. 2 22. 1 11. 8 0. 0 7. 1 Total 100. 0 100. 0 100. 0 100. 0 100. 0 d. Crosstabulation of row percentages. Fuel Type Year Constructed Elec Nat. Gas Oil Propane Other Total 1973 or before 16. 2 74. 1 4. 9 2. 0 2. 8 100. 0 1974-1979 44. 5 48. 1 3. 7 3. 7 0. 0 100. 0 1980-1986 45. 1 46. 4 1. 2 0. 0 7. 3 100. 0 1987-1991 39. 7 57. 8 1. 7 0. 0 0. 8 100. 0 e. Observations from the column percentages crosstabulation For those buildings using electricity, the percentage has not changed greatly over the years.For the buildings using innate(p) liquid, the majority were constructed in 1973 or before the second largest percentage was constructed in 1987-1991. Most of the buildings using oil were constructed in 1973 or before. All of the buildings using propane are older. Observations from the row percentages crosstabulation Most of the buildings in the CG&E service eye socket use electricity or natural gas. In the period 1973 or before most used natural gas. From 1974-1986, it is fairly evenly dissever between electricity and natural gas. Since 1987 almost all new buildings are using electricity or natural gas with natural gas being the clear leader. 51. a. Crosstabulation for stockholders equity and profit. wampums ($000) Stockholders Equity ($000) 0-200 200-400 400-600 600-800 800-1000 1000-1200 Total 0-1200 10 1 1 12 1200-2400 4 10 2 16 2400-3600 4 3 3 1 1 1 13 3600-4800 1 2 3 4800-6000 2 3 1 6 Total 18 16 6 2 4 4 50 b. Crosstabulation of Row Percentages. Profits ($000) Stockholders Equity ($1000s) 0-200 200-400 400-600 600-800 800-1000 1000-1200 Total 0-1200 83. 33 8. 33 0. 00 0. 00 0. 00 8. 33 100 1200-2400 25. 00 62. 50 0. 00 0. 00 12. 50 0. 0 100 2400-3600 30. 77 23. 08 23. 08 7. 69 7. 69 7. 69 100 3600-4800 0. 00 0. 00 0. 00 33. 33 66. 67 100 4800-6000 0. 0 0 33. 33 50. 00 16. 67 0. 00 0. 00 100 c. Stockholders equity and profit seem to be related. As profit goes up, stockholders equity goes up. The relationship, however, is not very strong. 52. a. Crosstabulation of market value and profit. Profit ($1000s) marketplace Value ($1000s) 0-300 300-600 600-900 900-1200 Total 0-8000 23 4 27 8000-16000 4 4 2 2 12 16000-24000 2 1 1 4 24000-32000 1 2 1 4 32000-40000 2 1 3 Total 27 13 6 4 50 b. Crosstabulation of Row Percentages. Profit ($1000s) Market Value ($1000s) 0-300 300-600 600-900 900-1200 Total 0-8000 85. 19 14. 81 0. 00 0. 00 100 8000-16000 33. 33 33. 33 16. 67 16. 67 100 16000-24000 0. 00 50. 00 25. 00 25. 0 100 24000-32000 0. 00 25. 00 50. 00 25. 00 100 32000-40000 0. 00 66. 67 33. 33 0. 00 100 c. There appears to be a positive relationship between Profit and Market Value. As profit goes up, Market Value goes up. 53. a. Scatter diagram of Profit vs. Stockholders Equity. pic b. Profit and Stockholders Equ ity appear to be positively related. 54. a. Scatter diagram of Market Value and Stockholders Equity. pic b. There is a positive relationship between Market Value and Stockholders Equity. pic pic pic

Yvain

Yvain or The Knight with the lion The Introduction of Literary Strengths There are few novels today that let the adventure which takes place through place Yvain (aka The Knight with the social lion). Chretiens use of mental synthesis in this poem has surely learnd the modern day novel. Yvain was unitary of the first-class honours degree books to introduce the genre of Chivalric Romance, which umteen authors still mimic today. The genre capturing this tale clearly defined literature at that placeafter and was the beginning of a new era in story-telling. In Northrop Fryes definition of modes, we ignore see that this poem is clearly in Romance Mode.In the supposition of modes, Frye identifies literary works to be classified by the heros power of be activeion. By distinction of any novels hero, the audience can have sex whether the main character or hero has powers biger, less, or roughly the like as the audiences. The romance mode is the second mode of Fryes distinction. In this poem, the hero of the story is human, but is certainly superior to natural humans it is a story in which the hero has marvelous strengths and powers of endurance. The pose of the story may in addition meagrely suspend the laws of nature in a way that allows magical things to happen.As Frye says, this is the world of legends, folk tales, and fairy tales. In this novel, the main character Yvain portrays the essence of these qualities. Yvain has many instances throughout the poem, in which he miraculously overcomes obstacles. There was not one event in which he lost against another knight or creature. The fact that Yvain intruded on a fight between a lion and a snake, is in itself, marvelous. No human in real life, would risk their life for this situation. In this persuasion, as Yvain chose to slay the snake by chopping it into pieces, and the lion shows a sense of gratefulness. The Lion rose on his hind feet and joined his forepaws in complete submissiveness and conseque ntly he spread his forepaws out and bowed his head in great humility (pg 95). It was after this point that they became companions, and the lion would never leave his side. This scene illustrates the Romance mode as the basic laws of nature are slightly obstructed by the lions ability to express feelings. taking a closer look, we can discern the subcategory of this romance mode to be chivalric and contain urbane love. The entire story is full of many events in which even Chretien noted as chivalric.These consist of the knightly set of courage and loyalty as well as extreme compliancy to others, especially women. In these civilized times, the royalty- living in castles and employing warriors- created these rules of combat and urbane manners that knights should carry out. It was the main goal for every knight to fulfil the good deeds, because it was the honorable thing to do, not because its adventure was of interest. In the poem, Calogrenant went in search for a marvel to enter tain himself with adventure.But when this lead to disaster, Yvain had to stand by his side because they were cousins, and blood relatives were not to be abandoned. Yvain went out in hopes to revenge his cousin Calogrenant, The lord did not sit down or tallyend he poured some water on the great green stone. The impel came, just as he had k straightwayn (pg 23). Here, Yvain committed the same act that got Calogrenant in trouble, yet Yvain did not commit this act in hopes of a marvel, but rather to hold honor because it was the right thing to do for his family.This act rein shoved Yvains knightly duties, furthering his intent to be chivalrous. slavish for the configuration of any chivalric identity in a chivalrous romance, this genre entices the male audience with its tales of lone adventuring, jousting with common men, killing beasts, rescuing virgins, and bit in fateful battles. It also introduces a new side (in the chivalric time period) to male and female relations, fascina ting the idea of courtly love. The sort of courtly love was a social phase that society move during the time of the poem.It was the idea that love was a service that gentlemen carried out for their women. It also reflected the principle that men and women could have conversation, and flirt. One could even run into in love at first sight by a physical process in through the eyes, and passing down to the heart, and from there taking over the entire body as though captured by loves poison. In the poem, the audience sees Yvain express his feelings through courtly love. A new Love sweetens him with sugar and honey. Love, at whim, has hunted in her lands today, and now she gathers in her prey.His enemy has his heart (pg 38). By this quote, we see that the force of love is overpowering, and Yvain is the prey wounded by love, because this woman, whose husband he has killed, now has his heart. When Yvain was published, society had just recently become civilized, as opposed to their prev iously barbaric state. People were becoming accustomed to mannerism and sense of ruling. In the poem, we see a little of both sides of this society. In most of the story, Yvain and his surroundings are civilized, he is a proper knight and he is carrying out duties of society in a refined way.But when Laudine brought shame upon him for breaking his forecast to her, we see Yvain turn to the opposite of civilized society. Yvain became so ashamed of himself he turned to a barbaric state of society, a whirlwind broke detached in his brain, so violent that he went insane, and clawed himself, tore off his clothes and fled across the fields and rows (pg 79). By entering the forest in this manner, Yvain indicated his complete abandonment of everything his aristocratic culture stood forhe no thirster takes the part of a husband, or even a knight, but however a wild animal.The entire poem is composed with many idiosyncratic stories. What made this poem such an inspiration for the future genre was its completeness. deal Aristotle mentioned, a good story must have a beginning, put and an end. Yvain, is compiled with many intricate stories chronologically placed, perfect and large enough for one to remember them all. The uniqueness of the Chivalric Romance genre had great influence on subsequent literature, but presenting three definite parts in the story is why Yvain or The Knight with the Lion became so renowned.

Blown to Bits Essay

Technology has rapidly advanced, affecting standards on privacy, telecommunications, and criminal law. all(prenominal) day, we encounter unexpected consequences of data flows that could not have happened a few years ago. ascribable to the bits explosion, the world changed very suddenly. Almost everything is stored in a computer somewhere. Court records, grocery purchases, precious family photos, radio programs It is all creation reduced to zeroes and ones bits. The bits be stashed on disks of home computers and in the data centers of enormous corporations and government agencies. The disks lavatory hold so many bits that there is no need to pick and choose what gets remembered. So much disk retentiveness is being produced every year that it could be used to record a page of information, every minute or two, about you and every otherwise human being on earth. Once something is on a computer, it can replicate and move around the world in a heartbeat. reservation a million perf ect copies takes but an instant copy of things we wish everyone in the world to see, and likewise copies of things that werent meant to be copied at all. Due to instantaneous transfers, some data leak. Credit card records are mantic to stay locked up in a data warehouse, but thresh into the hands of identity thieves. And we sometimes give information away skillful because we get something back for doing so. A company will give you vindicate phone calls to anywhere in the worldif you dont sense watching ads for the products its computers hear you talking about. The book presents 7 koans or principles regarding the bits and the solvent of it on humanity. Koan 1 Even though your computer seems to present pictures, texts, songs, and videos, they are all composed of bits. Everything thats digital are ruled by bits. Even as we speak, bits are flying through the airwaves by our phones. Koan 2 Every copy made by a computer is perfect.The earned run average of booksbeing handwritten oftentimes resulting to mistakes, has now been closed by digital explosion. And even though these machines do fail as long as the bits have been communicated, the probability of error of the bits is so slim. Koan 3 Vast as world-wide data storage is today, quintet years from now it will be ten times as large. Yet the information explosion means, paradoxically, the leaving of information that is not online. Outdated software and information not stored in the computer are usually assumed as inexistent. Koan 4 The invigorate of a computer is usually measured by the number of primary operations, such as additions, that can be performed in one second. The windy computers available in the early 1940s could perform about five operations per second. The fastest today can perform about a trillion.Koan 5 Exponential growth is actually smooth and steady it near takes very little time to pass from unnoticeable change to exceedingly visible. In the rapidly changing world of bits, it pays to notice even itsy-bitsy changes, and to do something about them. Koan 6 Data stored will all be kept forever, unless there are policies to get rid of it. The Internet consists of millions of interconnect computers once data gets out, there is no getting it back. Victims of identity stealth experience daily the distress of having to remove misinformation from the record. It seems never to go away. Koan 7 In the bits world, in which messages flow instantaneously, it sometimes seems that distance doesnt enumerate at all.The instantaneous communication of massive amounts of information has created the misimpression that there is a place called Cyberspace, a land without frontiers where all the worlds concourse can be interconnected as though they were residents of the same crushed town. The book introduces two basic morals. The first is that information engine room is inherently neither intimately nor badit can be used for good or ill, to free us or to shackle us. Second, new technology brings social change, and change comes with both risks and opportunities.Any technology can be used for good or ill. Nuclear reactions create electric business office and weapons of mass destruction. The same encryption technology that makes it possible for you to email your friends with agency that no eavesdropper will be able to decipher your message also makes it possible for terrorists to plan their attacks undiscovered. The key to managing the ethical and moral consequences of technology succession nourishing economic growth is to regulate the use of technology without forbidding or restricting its creation.

Positioning Strategy of Grameen Phone

Positioning Strategy By creating product, service, channel, people & image differentiation Grameenphone stint the consumer touch point more effectively & efficiently in comp are with their competitors in the highly militant telecommunication sector. 1. Product Differentiation web (best, quality) Grameenphone has the largest network with the widest coverage around the country, bringing 98 percent of the creation under the coverage of its network. The entire Grameenphone network is also EDGE/GPRS enabled, chuck up the spongeing GP subscribers to access the Internet from eitherwhere within its coverage area.The 10,000 Base displace are located in about 5,700 sites around the country. The company has so far invested more than BDT 10,700 crore (USD 1. 6 billion) to build the network infrastructure since its lineage in 1997. It has invested over BDT 3,100 crore (USD 450 million) during the first three quarters of the current course of instruction while BDT 2,100 crore (USD 310 mil lion) was invested in 2006 alone. Grameenphone is implementing an aggressive roll-out program by installing upstart network elements with an emphasis on maintaining quality service.A number of steps are being interpreted to identify the problems spots in the network in order to constantly improve quality. Special efforts are being taken to constantly monitor and ensure network quality in the urban areas. In Dhaka and other major cities in- building coverage solutions and microcells ca-ca been deployed to provide improved coverage in important high-rise buildings and nimble street junctions. 2. Service Differentiation billet Solutions is a complete, quality stage business communications service from Grameenphone designed especially for the business community in Bangladesh.Their clientele Solutions teams are here to help provide their clients with customized telecommunications solutions through computer address with their customers. Messaging Services GrameenPhone allow vario us messaging services allow the customers ways to communicate smarter, faster, more efficiently and more cost- effectively on the go. SMS (Short Message Service) Fast and affordable messaging through SMS. Send a SMS to any wandering phone in Bangladesh and to more than 115 countries with their global SMS service. Voice SMS Save time and personalize message through a voice SMS.This service provides the flexibility to record it up to 120 seconds of sound recording MMS (multimedia messaging) The MMS service provides to take pictures customize it with animation, music, video clips and send it across the solid ground within seconds. Cell e-mail Send emails without a computer. With cell e-mail, Customers have the facilities to e-mail any GP number through an SMS and email any PC across the globe. SMS Banking jollify hassle- relax account updates from re at presentned banks like banner Chartered Bank, BRAC Bank, Bank Asia, etc. Customer ServicesGP strive to take negociate of their c ustomers all telecommunications needs. Key Account Managers and Customer Service Managers are charge to provide prioritized service to Business Solutions subscribers right from the inauguration of the relationship. Priority Service GP believe in the importance of homophile touch in the business world. As they step into third twelvemonth of providing innovative communication solutions, Business Solutions aims to provide enhanced priority services. Prioritized Hotline 121 Enjoy prioritized customer service by simply dialing 121.Dedicated customers care managers are forthcoming round-the-clock, 24 hours a day and 7 days a hebdomad only to serve. Business Solutions postpaid subscribers can call 121 absolutely free of cost. Value Added Services Take customer business to new heights. Business Solutions pioneers in introducing state of the art Value Added Service to help. Missed bring forward Alert Missed Call Alert and get SMS notification of the move call when phone was off. To sub scribe the service, type on and send to 6222. rakehell Information The latest updates of the Dhaka and Chittagong Stock Exchange are now in consumer palm.To avail this service, go to GP WORLD (wap. gpworld. com), then Business City, and download the Bull application. 4. Channel Differentiation GP gain competitive advantage through the way they design their channels coverage expertise & performance. 3. People Differentiation Almost half the total number of employees of GrameenPhone Ltd. straight off (Tuesday), participated in the companys biggest customer care program to date. This customer service causal agent follows up on the Stay Close promise from GrameenPhone.As a fondness company, GrameenPhone values its subscribers, stands by them and takes care of them when they need help, explained GrameenPhone CEO Anders Jensen. Management aggroup led by, over 2000 employees, representing most of the functional divisions and all the regional offices of GrameenPhone, played out the day interacting with the customers in 124 popular local area markets and important unrestricted places across the country. The purpose was to interact with the customers, help them in solving their mobile phone related queries, and demonstrate Grameenphones commitment as a steadying and customer-oriented company. . Image Differentiation GrameenPhone logo differentiates from the other companies. For that reason customer intimately identify them in the market, which is another effective competitive advantages for GrameenPhone. Positioning bid Company and Brand Positioning should be summed up in a positioning statement. GrameenPhone positioning statement is Stay Close which explain that customer can easily express their emotion with their close relatives & friends through use GrameenPhone.