Womens Attitudes towards Online Shopping Dissertation

Womens Attitudes towards Online Shopping - Dissertation Example This essay discusses that women are traditionally responsible for household shopping. And according to several studies, shopping is a task more preferred by women and they express more favourable attitudes towards catalogue shopping and ‘brick-and-mortar’ store than men. Nevertheless, the innovative shopping medium presented by the Internet has been discovered to lead to an unusual, if not reverse, buying behaviour between women and men. Even though some studies have discovered that there is no significant disparity between non-shoppers and online shoppers as regards to gender, males were discovered to buy more online than females. According to Alreck and Settle, the attitudes of men towards online shopping were roughly similar to or even more positive than females’ perceptions. The Internet was previously designed mostly for men and for a purposeful assessment intended for the product information and price comparison. In the recent decades online shopping has tur ned out to be more pleasant, with customer evaluations and testimonials and a richer array of products/services and online experience. This development has encouraged women, as well. Furthermore, it appears that most people no longer find any considerable shortcomings of online shopping. A decade ago people were in the habit of worrying about the safety or trustworthiness of making payments online and the guarantee of delivery. These issues are no longer a problem today, with innovative means like secure online money transfers and a record of encouraging experiences (Park & Stoel 2002). As stated by Khosrowpour (2004), the progress of online shopping is distinguished by the finding that people have been allotting much more time for online activities since 1998. In general, there are dissimilarities between the buying behaviour of men and women. Women would prefer, more than men, to look for relevant information on products/services and to be encouraged; this is the same behaviour ob served in traditional shopping. Men would prefer to decide quickly. It is the shopping

Marketing Solution Essay Example for Free

Marketing Solution Essay This paper will use a problem solving model to solve Classic Airline’s marketing problem. The company is suffering within the airline industry due to several factors, a couple being the massive increase of costs for fuel and labor. The resolution in conquering the airlines dilemma will be addressed in a comprehensive nine-step problem solving model. This model will include Defining the Problem, Gathering Facts, Feelings, and Opinion, Identifying the Real Problem, Generate Possible Solutions, Generate Possible Solutions, Evaluate Alternatives, Select Best Alternatives, Gain Approval and Support, Implement Decision and Evaluate Results. The factors of this difficulty in the marketing of this company will be identified, analyzed, followed by a robust decision on the strategy to resolve Classic Airlines’ crisis. Step One: The Problem There has been a reduction in employee morale (which is at an all time low), the increase in fuel and labor has contributed to the increase in expenses these factors have the airline in a tailspin within the industry. This is not all due to marketing the company can not be held accountable for the price of fuel nor can it take responsibility for the scrutiny on the airlines from the sectors of the economy outside of the airline industry. According to the American Marketing Association Board of Directors (2012), Marketing research is the function that links the consumer, customer, and public to the marketer through information used to identify and define marketing opportunities and problems; generate, refine, and evaluate marketing actions; monitor marketing performance; and improve understanding of marketing as a process (Definition of Marketing Research, sec. 2). The research in marketing is vital to Classic Airline’s ability to correct most of its problems it will not only bring loyal customers back but provide other opportunities for the airline to further stabilize itself within the airline industry. The key to the research required for the airline is to be as in depth as possible with the opinion of the public, it will also require the company to find the most cost effective resources for fuel and labor. The research shows that economic conditions have contributed to a reduction of ticket purchases however it is not the price of the ticket that has caused the decline. Step Two: Gathering the Facts, Feelings and Opinions The position in the airline industry of Classic Airlines is that it is the 5th largest airline in the world. The leader with the airlines comprises more than 375 jets that travel to 240 cities and run in excess of 2,300 flights a day (University of Phoenix, 2012). The company employs about 32,000 professionals to maintain its massive operation. This industry colossal earned over $10 million in profit on $8. 7 billion in ticket sales. In spite of the leader position in the business Classic Airlines is experiencing some negative changes recently. In the last year, the Classic Reward Program saw a 19% decline in the number of members and the current members purchased 21% less flights (University of Phoenix, 2012). The feelings of the employees are based on the public’s opinion of the airline industry which has caused them to have doubts about their line of work and the stability of the business. The Labor Union is the focal point in gathering the feelings of the employees, which are the airline greatest assets. Classic Airlines can increase moral by addressing the employees’ labor contracts to show their staff that they are appreciated. During the Shareholders meeting the company officials can hear the opinions of the group of people that do not control the everyday operation of the company but provide vital capital to the airline. In many ways the opinion of the Shareholders are a direct reflection of the publics’ view of the industry and the company. Shareholders are the owners of a business and are the ultimate decision-makers on the direction of a company. While the management of a company has the day-to-day decision-making power, shareholders guide the strategy, financing and selection of management of the firm. In many cases, shareholders are the management of the firm (Azcentral. com 2013). The opinion of the upper management via the CEO, Amanda Miller, and CFO, Catherine Simpson, are strictly addressing the problem through looking at the numbers and trying to make adjustments accordingly. This is of the opposite opinion on the CMO, Kevin Boyle, who feels that marketing will regain the trust of the general public, the employees and the shareholders to increase confidence in the airline. The conflict for Classic Airlines lies in whether or not the vastly different opinions on how to provide a olution to the company can be merged or selectively decided upon. Step Three: Identify the Real Problem The facts have been gathered and it has previously been stated that the confidence in the industry has not been the same across the board. This is due to events that have nothing to do directly with the 5th largest airline in the world, Classic Airlines, or any other company in the business. The othe r side effect of the catastrophe of September 11th caused the economy to shift in a downward motion which triggered prices to rise. The effects of the economy and the disaster have caused a serious predicament in the increase in expenses for materials, fuel, labor, costs of goods and services, and labor which also reduced customer confidence. The Classic Rewards Program is suffering losses every year and the frequent flier association has suffered a loss of around 20% of its members (University of Phoenix, 2012). The feelings of the employees are likewise a reflection of the lack of confidence the general public feels towards the industry and Classic Airlines is not developing confidence by refusing to address its labor issues to stabilize their employees. The Shareholders are also not confident in the company not because it was not preserving its market share or position in the industry however the external factors caused them to be a bit more cautious in investing their money. The final real problem is the polarization in upper management which has to be resolved immediately to not only reflect a positive direction for shareholders but that will result in a solution that sets Classic Airlines apart from its competition. Another real problem for example, is the data system the company uses which is the Customer Relationship Management system (CRM) that has not been utilized properly and in doing so has allowed the company to not actualize what is causing their customer’s dissatisfaction. In correlation to the opinion of the CMO, Kevin Boyle, in addressing the needs of the customer could provide profitability and the ability to give their customers what they are lacking. The upper management should not look at this time as a number crunching session nor should it drift away in contentment. Conversely Classic Airline should take this opportunity to explore new ideas and options that will solidify the fact that they are one of the industry leaders for a reason. If all these real problems are address correctly the company will maintain or even increase its place in the airline industry. Step Four: Generate Possible Solutions There are several possibilities that will affect the profitability of the airline. They can merge with another airline or downsize the company by separating the domestic and international businesses with the possibility of selling off the lower producing divisions. Sell the less used planes and equipment to generate immediate income for the company to use in other areas. The shareholders can deem the Upper Management as underachieving and begin to replace them with what they would consider more qualified candidates, in hopes of getting into the correct position within the airline industry. Classic Airlines can concentrate its focus on the employees and customers to increase their confidence. The company could look at the financial picture of the company and make adjustments to make the streamline the firm. Selling off the plane and equipment may be risky because of the lack of customer confidence. Classic could also look to expand globally to gain a larger market share in the foreign market. The shareholder removing the Upper Management would be too time consuming and too much of a chance if in fact the replacement can not improve the missteps of the original managers. Concentrating on the employees and costumers may be the cornerstone of success for the company because the employees are already familiar with their duties and the customers were loyal in the past. This simply means that the pieces are already in place to stabilize the company but the strategies must be implemented. Step Five: Evaluate Alternatives Downsizing is almost like throwing in the towel for the 5th largest airline in the world and it probably would not be cost effective with the climate in the airline industry. Merging with another company within reason may help to increase the overall scope of the company if the opportunity to maintain market share was present. The company could streamline its resources and utilize every tool that is accessible to them in order to run a more efficient organization. Global expansion could bring in more revenue with a slight transference in the amount of flights from low producing locations. Step Six: Best Alternatives The solution to this vast problem within Classic Airlines starts with Upper Management. The management team needs to get on the same page, committed to gearing the company in a positive direction and being open minded then good things will follow for the company. The first problem to be addressed begins with the most valuable asset of any company, the employees. The CEO and CFO need to hold a meeting with the CMO to get an idea of why the employee moral is so low and what issues they have with the Labor Union. In doing so, they can form a strategy to allow the opinions of the employees to be heard but having themselves prepared to meet their employees’ demands and needs within reason. The next step in providing a possible solution is to gather as much data on the customers as possible to get them back to flying with Classic. The Customer Relationship Management system (CRM) needs to have a direct Administrator that is specifically in charge of gathering data about the customers. This information plays a major role in exploring the customer’s needs and wants. The administrator will provide the information to Upper Management so they will be informed of why they are loosing business yearly. Once the information is collected and documented management can strategize on meeting the customer’s needs. The airline may have to give away a few trips, coupons, provide better seating or more beer on longer flights, nonetheless if the company provides what the customer demands it will surely gain the business that it has lost and probably more than anticipated. Classic Airlines would not exist without its customers or its employees, therefore these problems should be address immediately. According to new research from the University of Missouri (MU), CEOs who pay attention to employees job satisfaction are able to boost both customer satisfaction and increase the number of customers who intend to do repeat business with the company (www. usinessnewsdaily. com 2013). The next problem can be solved by executing the previous solutions which will gain confidence in the marketplace and peak the interest of potential investors to start looking into Classic Airlines once again. Upper Management needs to hold a Shareholders meeting to address the changes that were identified in the two previous solutions and what that has provided for the company’s revenue potential. Hold the meeting will show the investors that they are up for the task as Upper Management and provide the investors with the confidence that hey desperately needed in the airline. The CMO, Keith Boyle has a former colleague, Osef Wymann, Marketing Executive of Skyway Airlines in Switzerland that can expand the business globally (University of Phoenix 2012). This opportunity can increase the European scope of the company and allow for growth in that arena. Implementing these solutions could increase the total profitability of Classic Airlines and curtail the financial difficulties that the company is currently confronting. Step Seven: Gain Approval and Support The solutions provided in the previous section would be presented to Upper Management, Employees and Shareholders alike. The company as a whole would be an open book and all opinions are addressed and heard throughout the process. It is the job of Upper Management to research and know the concerns of all contributors to the operation of the company. In any given situation everyone will not agree, however if the collect issues are addressed and met then the ideals, goals and expectations are set and should be fairly easy to implement. Step Eight: Implement Decision After Upper Management has gained the support of all of its contributors it is now time to implement the solutions. Weekly meetings will be held by all departments of the airline with all employees to reiterate what the goals of the company are moving forward. There will be monthly meetings with mid and upper management to discuss the results of the meetings and gather data on the success and the short comings. The CRM administrator should provide a daily report to the executives of Classic Airlines to insure customer satisfaction. The international venture with Skyway Airlines will be supervised by the CMO selecting a staff and monitoring the successes or failures. Eventually this will be removed as a responsibility of the CMO but because of the relationship he has with the executive of Skyway it would make sense for him to begin the business model. It is imperative that Upper Management address the labor Union and the shareholders to make sure their needs are being met on a quarterly basis. Step Nine: Evaluate Results In every facet of Classic Airlines there will be surveys, customer service inquiries, polling, advertisement offering a toll free customer service number, internet contact information for opinions on the customer’s experience. In every meeting room from the local employees’ weekly meeting to the quarterly shareholder gala there will be comment cards and surveys. This data will be collected and put into document form so that Upper Management will remain aware of there level of success. With all of these provisions in place Classic Airline is sure to overcome its current problems and fly above the competition.

Death Penalty Essay -- Capital Punishment Judicial Essays Papers

The Death Penalty   Ã‚  Ã‚  Ã‚  Ã‚  The Death Penalty can be considered one of the most debated issues in the United States. The death penalty is a judicially ordered execution of a prisoner for a serious crime, often called a capital crime (Capital). There are many people that oppose the death penalty and then there are many people who are for the death penalty. People who oppose the death penalty feel that it is not humane or it might be too expensive. The people who are for the death penalty feel that it gives a chance for individuals to be accused for their wrong acts. Most convicted murderers face the possibility of execution. The nature of the case is what decides whether or not the convict qualifies for the death penalty.   Ã‚  Ã‚  Ã‚  Ã‚  People who oppose the death penalty take the side that is too much money. They feel that it is far more expensive to execute the convict than keeping them in prison. In Texas, the cost of each execution case is roughly three times greater than detaining an inmate for forty years with the tightest security. Other states have similar statistics on how the death penalty is more expensive than imprisonment. One poll, "The Budgetary Repercussions of Capital Convictions" states that the cost of capital trials from 1982-1997 was $1.6 billion (Costs). Part of the taxpayers money goes to the cost of executing a criminal. Many feel that the money can be used for education or medicare. Also, many people opposing the death penalty feel that many convicts are inn...

Essay --

Told by a charming priest and kindly man, The Nun’s Priest’s Tale is a beast fable in Chaucer’s genius framed narrative, The Canterbury Tales. Written in the late 14th century, The Nun’s Priest’s Tale is a fable about an all too egotistic rooster named Chanticleer who dreams of his impending doom which takes the form of a beast. Deeply troubled, he seeks the consolation of other wise barn animals and his favorite wife, Pertelote. Being a beast fable, the Nun’s Priest mocks the Court World by lowering nobles to the level of animals to be mocked. As this fable displays that animals act like humans is to also imply that humans, namely people of the court, act like animals. Using the technique of a mock-heroic tale, the Nun’s Priest takes a trivial event and elevates it to a climatic story in an almost comic way. When the fox runs off with Chanticleer clenched in his jaws, the entire scene is narrated with elevated and sophisticated language used in many epics to enhance the climatic tones and spectacular actions taking place. By using intricate language to describe a fox snatching a rooster in a barnyard, the tale is given a very comical and ironic tone. The chase is described as, â€Å"O Geoffrey, thou my dear and sovereign master Who, when they brought King Richard to disaster And shot him dead, lamented so his death, Would that I had thy skill, thy gracious breath, To chide a Friday half so well as you! (For he was killed upon a Friday too.) Then I could fashion you a rhapsody For Chanticleer in dread and agony† (Chaucer, 228). By comparing this chase to King Richard the III and his death at the Battle of Bosworth Field suggests the Nun’s Priest’s mocking and comic absurdity of the situation. In doing so, the Nun’s Priest and possibl... ...ght. The phrases such as â€Å"redder than fine coral† or â€Å"battlemented like a castle wall† and â€Å"burnished gold† evoke the image of a knight in shining armor. The color azure is â€Å"one of the five standard colors in coats of arms† (asur, Middle English Dictionary Entry). This establishes his appearance as a person from the court. Thus, the prideful and charming Chanticleer is representative of the egocentric values of the court world that the Nun’s Priest is ridiculing. The irony of this tale is blatant. The highly philosophical intellect of the roosters and hens represents the ideals of the court world that is derided by having the setting as a barnyard. The Nun’s Priest is using this beast fable as a moral story of warning. The court world is insulted by the pointing out of its flaw: treachery through flattery. Chaucer himself could be criticizing the court of its fault.

Kraft Food’s Case Study

KRAFT FOOD COMPANY Chapter I INTRODUCTION A. COMPANY’S HISTORY According to Frank (2010), in 1903, there was a man named James Lewis Kraft who had begun cheese delivery service at Chicago area after he had been eased out from a cheese company at Buffalo. Every morning, he will buy cheese wholesale and resold it to the local vendors in order to avoid the cheese melt or spoil. The business was successful and several of his brothers who are known as Charles H. , John H. , Fred Walker and Norman had joined the company named J. L Kraft & Bros. Co. in 1909 as permanent employees (MAC 2011).James L. Kraft is a president of the company who had invented a revolutionary process in 1915. This process helps to pasteurize the cheese, thus it would not spoiled easily and can be transported long distances (NNDB 2009). Fundamentally, according to Phillip (2010), in 1920, Kraft purchased a Canadian cheese company and changed it to Kraft Cheese Company in 1924. Kraft Cheese Company had obtained a lot of sales which enable J. L Kraft to expand the company into Germany, Australia and Britain. During World War II, Kraft had supplied 4 million pounds of cheese to Britain.It had showed that Kraft was a main food supplier at that time. In 1945, the Kraft Cheese Company became Kraft Food Company (NNDB 2009). B. COMPANY’S DESCRIPTION Kraft Food Company’s headquarter had been located at Cheltenham, United Kingdom since Kraft has a close connection with the rest of Europe. The manufacturing site had been established at the Ban bury as a global manufacturing base that will supply a variety type of products worldwide in 155 countries including Malaysia, China and United State (Kraft Food Inc. 2010). Kraft Food Company was having more than 100,000 diverse employees all over the world.Currently, Kraft Food Company is a second largest food and beverage company in the world after Nestle. C. TYPE OF PRODUCTS Furthermore, according to Joel (2010), Kraft Food Company is popula r with cheese and dairy, snack foods and confectionary, beverage and convenient foods. However, Kraft Food Company is basically focusing more on cheese and dairy products such as cottage cheese and sour cream. Kraft produces a wide variety of natural cheese and American cheese slices. Besides that, Kraft also been known as snack food brands especially cookies and crackers.Some of popular snacks food offers by Kraft are Kraft cheese Nips, Wheat Thins crackers, Corn Nuts and Garden Harvest toasted chips (Kraft Food 2011). Instead of that, sweet and confectionary food brands produced by Kraft are Oreo cookies, Kraft Mayo with olive oil, Jet-Puffed Marshmallows and Kraft salad dressings whereas for beverage and convenient foods are Kraft Macaroni and Cheese, California Pizza Kitchen and DiGiorno frozen pizzas, Yuban Coffee and Maxwell House (David 2009). Chapter II STRATEGY FORMULATION A. VISION AND MISSION STATEMENTS 1.Kraft Foods Mission Statement: â€Å"Make Today Delicious† I n order to fulfill this mission Kraft Foods Inc. focuses on consumers in everything that they do. The company also understands that actions speak louder than words, so at Kraft Foods, they: – inspire trust. – act like owners. – keep it simple. – are open and inclusive. – tell it like it is. – lead from the head and the heart. – discuss – decide -deliver. 2. Kraft Foods Vision Statement: â€Å"Helping People Around the World to Eat & Live Better† Their vision captures the essence of who they are.Everything they do flows from their vision. They just don't happen to be a business that sells food – it's what they're all about. Their vision is about meeting consumers' needs and making food an easier, healthier, more memorable, and enjoyable part of the life. Revised Mission Statement Here at Kraft Foods we strive to produce superior products and services (2) to our customers (1) ranging from wholesalers to households. The 21st century is sure to bring more innovation, new products, and new food technology (4), thus enabling us to create and deliver better and healthier products.Kraft Foods continues to lead the food industry as the largest food supplier in North America (7) with plans to continue expansion into new and existing global markets (3). We support the goals of the company by applying the highest ethical conduct within our corporate philosophy in all our business transactions (6), treatment of employees (9), and social and environmental policies (8). We at Kraft Foods focus highly on our consumers’ lifestyles and aim to grow profitable in the worlds’ food market and provide a higher than expected return to shareholders (5).Our company takes pride in making today and the future-delicious. 1. ) Customers 2. ) Products and services 3. ) Markets 4. ) Technology 5. ) Concern for survival, growth, and profitability 6. ) Philosophy 7. ) Self-concept 8. ) Concern for public image 9. ) Concern for employees Revised Vision Statement Global leadership in offering the best food products enabling people to eat and live better. Explanation-This revised vision statement incorporates a vision for the Kraft Foods Inc. to become a global leader among its competitors-that is to be the number one.This statement shall encourage the whole organization of the corporation to think not only for the good but for the best. The corporation shall offer not only quality products but the best quality products helping their global market to live better through the consumption of their products. B. EXTERNAL ASSESSMENT 1. Competitive Profile Matrix (CPM) Table 1. Competitive Profile Matrix(CPM) for Kraft Foods Inc. Critical Success Factor | | | | | Rating | Rating | Rating | 1. Advertising| 3| 4| 2| 2. Financial Position| 3| 4| 2| 3. Global Expansion| 3| 4| 2| 4. Market Share| 3| 3| 2| . Product Diversity | 4| 4| 3| 6. Consumer Demands | 4| 3| 3| Average Rating | 20/6= 3. 33| 22/6= 3 . 67| 14/6= 2. 33| Note: 1=major weakness, 2=minor weakness, 3=minor strength, 4=major  strength The Competitive Profile Matrix shows  the relative strength of  Kraft Foods Inc. compared  to its competitors by using the critical success factors in  its industry. By identifying its strengths, we can also identify its relative weaknesses and address them to formulate effective strategies. Kraft Foods Inc. is relatively competitive in its industry, showing 3. 33 as its total score.The company has to improve on global strength, market share and attractiveness as an employer to improve on brand loyalty and customer retention. Its profit margin has a rating of 3 just like the other industry because it is considered as a minor strength for they all want to focus on their brand and customer satisfaction. 2. PESTLE Analysis The PESTLE analysis contains the analysis of Political, Economic, Social, Technological, Legal and Environmental environments of a country with reference to a  particular object. The PESTLE analysis of Kraft Foods Inc. is as follows: POLITICALThey support candidates who understand and appreciate the public policies that impact their  business, brands and employees. The company has started a political action committee called Kraftpac or Kraft Political Action Committee which makes  funding to state political parties, committees and candidates. ECONOMIC Kraft is making good earnings from its market involvements via  its products and brands. The company is delivering high quality earnings to  its shareholders despite the difficult economic environment. They are continuously investing in their brands and businesses to further  provide excellent product offerings to their customers.As a result of their investment strategies, the Kraft Foods is very well positioned to deliver sustainable top-tier  performance, with or without Cadbury (Kraft foods financial news, 2011). In 2008, Kraft Foods was once again named to the Dow Jones Sust ainability World Index and the Dow Jones Sustainability North America Index in recognition of the  company’s economic, environmental and social performance. SOCIAL The company took  initiative to improve the  living standards of more than 1 million farmers with effective partnerships with them.They  increased their cocoa and coffee purchase to further benefit their partner farmers. Kraft Foods reduced greenhouse gas emissions by 18% and water consumption by 30% since2005, as measured against total production. Furthermore, the  company improved the nutritional profile of more than 5,500  products during the last five years. They removed nearly 6. 5 million pounds (3  million kg) of salt from products in 2010 and helped to provide more than 1 billion servings of food since 1999 in the United States alone. TECHNOLOGICAL The company keeps consumer needs in  their minds  before designing their strategies.They adapt  and anticipate their needs in order to  mee t them efficiently. The company has employed SAP Net weaver technology platform to ensure effective information and business transformation strategy within all the business units (FBR, 2008). Kraft foods have established a hub and spoke model where a centrally led team focuses on the overall strategies, systems, enabling tools, networks and metrics. And, they have complemented that central team with R&D people the open innovation â€Å"technical scouts†? embedded in each  of Kraft's business units. LEGALThe company abides by the laws, rules, and regulations of the national as well as  international countries in order to sustain its  profitability and its business operations. Almost all of the activities of the company’s food operations outside of the United States are subject to local and national regulations similar to those applicable to Kraft Philippines  businesses and, in some cases,  international regulatory provisions, such as those of the European Uni on relating to labeling, packaging, food  content, pricing, marketing and advertising and related areas.ENVIRONMENTAL Kraft Foods has set an example  in the global industry by determining a push  to reduce the impact of its operations on the environment in the U. S. and  around the world. The company released  its CSR report in 2010 which stated its environmental goals agenda to reduce the effects of energy and the carbon dioxide emissions in food plants to the conservation of water and minimizing excess packaging. They are creating packaging that uses less material, weighs less and reduces impact  on landfills without compromising food safety or freshness.As part of their plan to  reduce our â€Å"carbon footprint,† Kraft foods are improving their energy efficiencies, using  less energy and finding new and cleaner sources of energy. Kraft Foods look for opportunities to reduce the use of water to  minimize the  impact of water discharge and even reuse wat er  in ways that help the environment and save money. Lastly they are not only focusing on creating less waste in the manufacturing process, they are also finding new and better  ways to reuse, treat and even put waste to work. 3. Porter’s Five Forces AnalysisBARGAINING POWER OF SUPPLIERS The food and beverage industry is quite high and competitive in nature. The  prices offered are usually competitive to  remain in the market. THE BARGAINING POWER OF BUYERS The buyers preferences changes with the passage of time and they are likely to switch to the seller who offers good  quality at  less price. Wal-Mart has played a  major  role in this case. It offers less priced goods to  attract the buyers ¶ attention. There is a significant opportunity for the buyers to  extract industry and firm profits. THE THREAT OF THE ENTRY OF NEW COMPETITORSThere are already so  many competitors present in the market that there are very less chances for the new comers to se t foot in and enjoy their share in the market. The existing companies have already spent  so much on their brands, quality and positioning that it will be difficult for the new comers to entice switching among consumers. RIVALRY AMONG ESTABLISHED COMPETITIONS Intense competition lies in the food and beverage industry. The main vehicle by which firms in the industry preserve market share  is through brand loyalty and diversification.In general, the products of these  firms are highly elastic with consumers weighing the tradeoff between price and quality between companies and products. Consumers in the industry have minimal switching costs and there is never the guarantee of brand loyalty. Therefore, the way these firms maintain market share is by providing  brand quality at an affordable price. Thus, there is some cooperation among  firms against the erosion of market share to  private label products. With all firms promoting brand quality, there are signals passed onto t he consumer that brand name products are superior  to private label products in quality and elegance.There have been restructurings and realignments at Kraft and at other companies in the industry in order to increase volume and profitability despite increasing input costs, sluggish top  line growth, margin contraction, and rising pension costs. THE THREAT OF SUBSTITUTE PRODUCTS OR SERVICES The consumers evaluate the quality of products and their prices with that of others to decide which product to  buy. The treat of substitutes is medium in this case. The  private label products, also referred to as  ? generic? products, pose a serious threat to industry and  firm profits. 4. Input Tools Table 2.External Factor Evaluation (EFE) Matrix for Kraft Foods Inc. Key External Factors| Opportunities| 1. Operates in many fast growing categories| 2. Growing demand for health and wellness products| 3. Decreased input costs [raw materials]| 4. Changing lifestyles. | 5. Increased tr ends of flavor enhancer for bottled water. | 6. Growth in the market overall. | 7. Cadbury acquisition provides new products. | Threats| 1. Increasing trend of dining out| 2. Health concerns| 3. Inflation [transportation]| 4. Unfavorable impact of foreign currency| 5. Customers switching to generic brands. | 6. Intense competition from Mars Inc. Nestle SA| C. INTERNAL ASSESSMENT 1. Internal Factor Evaluation (IFE) Matrix Table 3. Internal Factor Evaluation (IFE) Matrix for Kraft Foods Inc. Key Internal Threats | Strengths| 1. Strong R;D| 2 Increased organic revenues| 3. Availability| 4. Innovative advertising methods| 5. Diverse range of leading brands| 6. Focus on consumers| 7. Strong distribution network| 8. Strong brand image| 9. World’s second-largest food company| 10. 25% of global revenue from emerging markets| Weaknesses| 1. Difficulty in launching new brands| 2. Most of growth is dependent on acquisitions or expanding into new market. 3. Strong competition from Nestle , Hershey, etc. | 4. Poor performance of North-American segment| 2. Matching  Tools a. Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix   The  opportunities  and  threats  that  Kraft  Foods  Inc. possesses  are  now matched against its  strengths and  weaknesses by  using the SWOT matrix in order to generate appropriate strategies. Table 4. SWOT MATRIX for Kraft Foods Inc. 1| Strengths| SWOT MATRIX SWOT MATRIX | 1. Strong R;D| | 2. Increased organic revenues| | 3. Availability| | 4. Innovative advertising methods| | 5. Diverse range of leading brands| | 6.Focus on consumers| | 7. Strong Distribution network| | 8. Strong brand image| | 9. World’s second largest food company| | 10. 25% of global revenue from emerging markets| Opportunities| SO Strategies| 1. Operates in many fast growing categories| Focus on retailers and restaurants (O1,S1)Position itself as a healthy food producer (O4, S3, S8)Focus on ready to eat products (O4 S6)Promote r eady to drink beverages (O4, S5, S8)| 2. Growing demand for health and wellness products| | 3. Decreased input costs [raw materials]| | 4. Changing lifestyles. | | 5. Increased trends of flavor enhancer for bottled water. | 6. Growth in the market overall. | | 7. Cadbury acquisition provides new products. | | Threats| ST Strategies| 1. Increasing trend of dining out| Introduce low fat products (T3, S6)Outsource operations to cheaper logistics partners (T4, S7)| 2. Health concerns| | 3. Inflation [transportation]| | 4. Unfavorable impact of foreign currency| | 5. Customers switching to generic brands. | | 6. Intense competition from Mars Inc. , Nestle SA| | SWOT MATRIX SWOT MATRIX | Weaknesses| | 1. Difficulty in launching new brands| | 2. Most of growth is dependent on acquisitions or expanding into new market. | | 3.Strong competition from Nestle, Hershey, etc. | | 4. Poor performance of North-American segment| Opportunities | WO Strategies| 1. Operates in many fast growing categor ies| Look for divestiture in poor performing segmentsSell packaged coffees to cafes (W4, O1)  Ã‚  | 2. Growing demand for health and wellness products| | 3. Decreased input costs [raw materials]| | 4. Changing lifestyles. | | 5. Increased trends of flavor enhancer for bottled water. | | 6. Growth in the market overall. | | 7. Cadbury acquisition provides new products. | | Threats| WT Strategies| 1. Increasing trend of dining out| Launch a sub-brand (brand extension) for ealthier range of products(W3, T2)Market dependent; look into closing lower value markets and look to switch to higher value economies  Ã‚  Ã‚  Ã‚  Ã‚  | 2. Health concerns| | 3. Inflation [transportation]| | 4. Unfavorable impact of foreign currency| | 5. Customers switching to generic brands. | | 6. Intense competition from Mars Inc. , Nestle SA| | | | | | IP IP c. Boston Consulting Group (BCG) Matrix Division| Revenue (millions)| Percent Revneues| Profit (millions)| Percent Profit| Relative Market Share| Indus try Growth Rate (%)| Company| $ 42,201| 100%| $2,901| 100%| 0. 38| 6. 41%| In the BCG matrix, Kraft Foods Inc. ervices are presented and compared with industry’s growth rate. The percentage market share of Kraft Foods Inc. was computed as follows: (2010 Kraft Foods net sales/ 2010 industry total net sales) X 100%= $42,201/$111,507= 38% The percentage industry growth rate was obtained from the annual increase in revenues. Table 5. Boston Consulting Group (BCG) Matrix for Kraft Foods Inc. (Global Market Share) Relative market share in the industry (percentage) Relative market share in the industry (percentage) 1. 0 . 50 0. 0 2. . 50 0. 0 +20 0 20 +20 0 20 Industry Sales Growth Rate (Percentage) Industry Sales Growth Rate (Percentage) Question Marks I Question Marks I Stars II Stars II Dogs IV Dogs IV Cash Cows III Cash Cows III Kraft Foods belongs to Question Marks Group seen in Quadrant I, it remains to be competitive enough although its market share is not that high but its g rowth rate in industry is high enough to cover the market. In order to be on Stars the company must pursue an intensive strategy to strengthen the company and meet its goals in the industry. Table 6.Boston Consulting Group (BCG) Matrix for Kraft Foods Inc. (Domestic Market Share) Relative Market Share Position in the Industry Relative Market Share Position in the Industry 1. 0 . 500. 0 2. 0 . 500. 0 Industry Sales Growth Rate (Percentage) Industry Sales Growth Rate (Percentage) +20 0 -20 +20 0 -20 Question Marks I Question Marks I Stars II Stars II Dogs IV Dogs IV Cash Cows III Cash Cows III Kraft Foods belongs to Stars Group seen in Quadrant II, its market share is high and highly competitive in the industry, but because of fast growing market, Kraft is required to have a huge investments to maintain their lead.Division| Revenue (millions)| Percent Revneues| Profit (millions)| Percent Profit| Relative Market Share| Industry Growth Rate (%)| Company| $ 42,201| 100%| $ 2,901| 100%| 0 . 70| 6. 41%| The percentage market share of Kraft Foods Inc. was computed as follows: (2010 Kraft Foods net sales/ 2010 industry total net sales) X 100%= $42,201/$60,287= 70% The percentage industry growth rate was obtained from the annual increase in revenues. d. Internal-External (I/E) Matrix IFE Total Weighted Scores IFE Total Weighted Scores Table 7. Internal-External (I/E) Matrix for Kraft Foods Inc.Strong Average Weak Strong Average Weak 4. 0 High 3. 0 to 4. 0 3. 0 Medium 2. 0 to 2. 99 2. 0 Low 1. 0 to 1. 99 1. 0 4. 0 High 3. 0 to 4. 0 3. 0 Medium 2. 0 to 2. 99 2. 0 Low 2. 0 to 1. 99 1. 0 3. 0 to 4. 0 3. 0 2. 0 to 2. 99 2. 0 1. 0 to 1. 99 1. 0 3. 0 to 4. 0 3. 0 2. 0 to 2. 99 2. 0 1. 0 to 1. 99 1. 0 Grow and buildGrow and build I| 2. 57, 3. 14 2. 57, 3. 14 II | III| IV | Hold and Maintain Hold and Maintain V| VI| VII| VIII| Harvest or Divest Harvest or Divest IX| EFE Total Weighted Scores EFE Total Weighted Scores Division| Revenues (millions)| Percent Revenues| Profit (millio ns)| Percent Profit| IFE Scores| EFE Scores| Company| $ 42,201 | 100%| $ 2,901 | 100%| 2. 57| 3. 14| Kraft Foods Co. is in the Grow and Build position which means that its internal strengths are on the average and response to the external factors are on the above average.This means that Kraft can proceed in doing intensive and integrative strategies as suggested by the IE Matrix. e. Grand Strategy (GS) Matrix Rapid Market Growth Rapid Market Growth Table 8. GS Matrix for Kraft Foods Inc. Quadrant II| Quadrant I 1. Market Development 2. Market Penetration 3. Product Development 4. Forward Integration 5. Backward Integration 6. Horizontal Integration 7. Related Diversification| Quadrant III| Quadrant IV| Strong Competitive Position Strong Competitive Position Weak Competitive Position Weak Competitive Position Slow Market GrowthSlow Market Growth Kraft Foods Inc. falls under Quadrant I which is characterized by rapid market growth and strong competitive position. For Kraft Foods Inc. it would be best for them to continue their concentration on their current markets and strategies that would be best to use are market penetration and market development as suggested earlier in the other matrixes. If Kraft Foods is too heavily committed to a single product, then related diversification may reduce the risks associated with a narrow product line. g. Functional areas of the firm MarketingKraft's management performed an international consumer survey to determine if consumers were aware of the product quality and whether they were receptive to Kraft's product quality. After receiving a favorable survey response, KFI decided to produce an adaptive, revitalization, and business acquisition marketing campaign; tailored for specific foreign markets. An organization can make a creditable business case for product adaptation when the product modification develops into higher revenues and profits. Kraft's product brand managers developed ways and methods to revitalize existing food products to sell in foreign markets.The brand managers revisited products that were more than 35 years old and revitalized them by positioning the products as mild, hot, or spicy and microwavable. Consequently, product revitalization influenced consumer behaviors. Shortly after product revitalization, the initial response occurred when new customers became enticed by the repositioned products and younger consumers became interested in Kraft products. Finance At Kraft, cash is king When Kraft Foods needed to cut costs and free up cash, its supply chain organization rose to the challenge.Better inventory turnover played a leading role in boosting cash flow by 20 percent. If the company could make just the right amount of goods for a market and get them quickly into the hands of the consumer, it would speed up the cycle for converting products to cash. The relationship between inventory and cash flow put Kraft's supply chain organization front and center in the multiyear project. Research, Development ; Quality When it comes to bold thinking, Research, Development ; Quality is the place to be exciting new tastes. Packaging that extends the shelf life of our products – and is biodegradable.State-of-the-art machinery. That’s the kind of thing we’re aiming for. And what we come up with. Kraft Foods R;D Center At Kraft Foods, we have been focusing on inventing delicious foods and improving life quality. Thus we sincerely invite the best R;D staff and establish 6 R;D centers in world. All of our professional knowledge in nutrition and food safety allow us to accelerate product research and development, bringing the best technologies and products to benefit people all over the world. Kraft Foods Global R;D center located in Glenview, Illinois, has established professional labs for hemical and flavor analysis. We attract excellent R;D staffs and provide strong technique supports of product development for North America and other areas in global . We believe innovation is a journey. In 2010, Kraft Foods China launched a strong pipeline of innovative products including OREO Ice Cream Flavor and Mini-snack biscuits. Pacific Whole Grain is the first real whole grain biscuit on the market that has enjoyed great success among Chinese consumers. Production/operation Kraft Foods Inc. is a holding company, our principal source of funds is from our subsidiaries.Our wholly owned subsidiaries currently are not limited by long-term debt or other agreements in their ability to pay cash dividends or make other distributions with respect to their common stock. Reportable Segments We manage and report operating results through three geographic units: Kraft Foods North America, Kraft Foods Europe and Kraft Foods Developing Markets. We manage the operations of Kraft Foods North America and Kraft Foods Europe by product category, and we manage the operations of Kraft Foods Developing Markets by location. Our reportable segments are U. S. Beve rages, U. S. Cheese, U. S. Convenient Meals, U.S. Grocery, U. S. Snacks, Canada ; North America Foodservice, Kraft Foods Europe (formerly known as European Union) and Kraft Foods Developing Markets. †¢ We transitioned our European Biscuit, Chocolate, Coffee and Cheese categories to fully integrated business units, further strengthening our focus on these core categories. To ensure decisions are made faster and closer to our customers and consumers, each category is fully accountable for its financial results, including marketing, manufacturing and R;D. Category leadership, based in Zurich, Switzerland, reports to the Kraft Foods Europe President.These business units now comprise the Kraft Foods Europe segment. Information Systems Innovation can only happen if we’ve got the infrastructure to support it. And everything we do, every minute of the day, relies on having the right technology and information immediately available. Information Systems are the key. But they do mu ch more than just answer helpdesk calls and fix our computers. Information Systems also invent neat solutions to our technological problems, and work out what systems and equipment we need to support our ideas. Chapter III STRATEGY IMPLEMENTATION A. EXECUTIVE DECISION RESPONSIBILITIESKey decisions at Kraft are made by the following three organizations: †¢ Global Marketing and Category Development †¢ Commercial Units †¢ Functional Areas Global Marketing and Category Development is responsible for decisions on global category strategies, new product growth platforms and marketing excellence. Commercial Units are responsible for determining the marketing and sales programs that best meet the needs of local consumers and customers, with profit and loss responsibility for the results. Functional Areas are strongly aligned and linked to the Global Marketing ; Category Development group and the two commercial units.The functions are centers for excellence, with responsibilit y for identifying and sharing best practices and using Kraft’s global scale to best advantage. The leaders within these organizations all report directly to the CEO. The leaders are: †¢ Global Marketing and Category Development: – EVP, Global Marketing Resources ; Initiatives – EVP, Global Category Development †¢ Commercial Units: – President, North America Commercial – President, International Commercial †¢ Functional Areas: – EVP, Global Corporate Affairs – EVP ; Chief Financial Officer – EVP, Global Human Resources – EVP, General Counsel ; Corporate Secretary EVP, Global Strategy ; Business Development – EVP ; Chief Information Officer – EVP, Global Technology ; Quality – EVP, Global Supply Chai B. EXECUTIVE DEVELOPMENT ; SUCCESSION †¢ Executive development at Kraft takes place on the job. Unlike other companies where executive development takes place in an academic setting, Kr aft creates management opportunities on the job for its employees. †¢ Beginning even with their earliest assignments, young managers are expected to demonstrate an ability to carry responsibility and sophisticated thinking that’s usually reserved for top tier executives at other companies. As managers ascend the ranks, Kraft encourages them to develop leadership skills such as creativity, the power to persuade and influence, and the willingness to take risks. †¢ Kraft gives its young managers broad authority that helps to challenge themselves and spur their leadership skills. †¢ Each function within Kraft has an Advancement Planning Policy in place. This policy provides the guidelines for identifying replacements for executives. Generally, there are two to three potential replacements already identified for any executive in case he or she leaves the company.C. INSIDER’S VIEW ON KRAFT CULTURE †¢ Insiders have commented that Kraft is very diverse and that they have many qualified minorities in management positions. †¢ Even though working at Kraft is stressful, insiders have commented that many people enjoy working there. †¢ However, insiders have also commented that morale is low due to layoffs and the resultant heavy workloads on the remaining employees. There have also been comments made that employees from acquired companies suffer from low morale because of difficulty in adjusting to Kraft culture.Chapter IV STRATEGY EVALUATION Table 8. Balance Scorecard for Kraft Foods Inc. GOALS| STRATEGIES| MEASURES| TIME COMPLETION| Customer Perspective| | | | Provide quality products for all customers| Product Development| Developing quality products such as low fat and less cholesterol| Immediately after 2013| Internal Business Process| | | | More efficient internal control| Semi-centralization of the organization| A main branch per areas which controls other branches| 4th quarter 2007-2008| Financial perspective| | | |Attain ment of 2011, 2012, and 2013 revenue target| Having a large share in the global economy| Using effective marketing and extensive product developmentCutting cost if possible| 3rd quarter 2013| Learning and growth| | | | Increase industry awareness regarding service in other country. Development of intensive training program for human resources| Intensify marketing promotionsOffering seminars that will enhance skills in communicating and decision-making| Use the partner company’s expertise regarding the marketability of the countryIncrease of effectiveness and efficiency of skill performance| 2nd -3rd quarter 2014Immediately after 2013|As an evaluation tool, the balanced scorecard shows the various selected key strategies on aspects of consumer perspective, interval business processes, financial perspective and learning growth. A set of quantitative measures has been enumerated for each strategy to enable the company to monitor progress or strategy attainment on a regular basis and review whether these need to be changed or revised SUMMARY Kraft Foods remains to be competitive enough although its global market share is not that high but its growth rate in industry is high enough to cover the market.The company must pursue an intensive strategy to strengthen the company and meet its goals in the industry. Its domestic market share is high and highly competitive in the industry, but because of fast growing market, Kraft is required to have a huge investment to maintain their lead. Kraft Foods Co. internal strengths are on the average and response to the external factors are on the above average. This means that Kraft can proceed in doing intensive and integrative strategies as suggested by the I/E Matrix. For Kraft Foods Inc. t would be best for them to continue their concentration on their current markets and strategies that would be best to use are market penetration and market development as suggested earlier in the other matrixes. If Kraft Foods is too heavily committed to a single product, then related diversification may reduce the risks associated with a narrow product line. CONCLUSION Food industry is one of the fast growing industries ever since it started to appear  in the global market. United States is the home where leading food companies are  principally  located.Indeed  the  advance  technological  adaptation  in  this country led the food industry to become innovative and more eager to develop new products as time goes by. The challenge in this industry is the tough competition of the various companies belonging in the same industry. On how they could penetrate the market and what would be their advantage over their  competitor. Kraft Foods is one of the companies belonging in this category. It can achieve its leadership and growth by doing intensive promotion and management of its existing clients and venturing other countries to promote business. RECOMMENDATONSRECOMMENDED REVISE ORGANIZATIONAL STR UCTURE. The organizational structure of the company is fully a centralized one. It is only compose of the top executives of the company. We suggest the that company develop a line and staff structure wherein the middle and lower level of the organization is seen and have a direct communication in terms of decision making and finding solutions to the problems both on top to lower level management. RECOMMENDED STRATEGIES Upon the using the matrixes presented, the following are the recommended strategies that Kraft Foods Inc. should use. Market Penetration Increase advertising expenditures and specifically target the household population. †¢Offer extensive sales promotion during peak season and creating bonus packages. †¢Decrease the cost of the product if it would be possible so that buyers will be attracted to patronize it. Product Development †¢Develop  products  containing  low  fat  and  calories  for  those  healthconscious individuals. †¢Dev elop  confectionary  products  that  are  sugar  free  to  attract  retiringindividuals. †¢Package products that are inter-related †¢Improve technological systems, especially the  online  shopping  center for  mothers at home.BIBLIOGRAPHY http://www. kraftfoodscompany. com/SiteCollectionDocuments/pdf/KFT_RDQ_Innovatio n_Investments_FactSheet. pdf http://www. kraftfoodscompany. com http://www. Kraft. com http://www. Kraft's Cadbury Deal May Force Cocoa Consolidation, Moneynews. com http://www. scribd. com/doc/77538204/Kraft-Matrixes http://www. management480. wikispaces. com/file/view/Kraft. ppt http://www. mondelezinternational. com/ph/en/home/index. aspx CURRICULUM VITAE JENEVA V. VICENTE Rizal East, San Isidro, Isabela Mobile No. 09358723111 ————————————————- EDUCATIONAL BACKGROUND: TERTIARYBS in Business Administration Major in Manage ment Accounting Isabela State University – Echague San Fabian, Echague, Isabela * SECONDARYSan Isidro National High School San Isidro, Isabela S. Y. 2008-2009 * PRIMARYSan Isidro West Central School San Isidro, Isabela S. Y. 2004-2005 PERSONAL DATA: Date of Birth:March 9, 1993 Age:19 Civil Status:Single Gender:Female Height:5’ Weight:45 kgs. Religion:Pentecostal Christian Nationality:Filipino Language Spoken:Tagalog, English I hereby certify that the above information is true and correct to the best of my knowledge and belief. Jeneva V.Vicente JOANA MARIE S. MARQUEZ Mabini,Alicia, Isabela Mobile No. 09267907457 ————————————————- EDUCATIONAL BACKGROUND: * TERTIARYBS in Business Administration Major in Management Accounting Isabela State University – Echague San Fabian, Echague, Isabela * SECONDARYAlicia National High School Paddad, Alicia, Isabela S. Y. 2008-2009 * PRIMARYMabini Elementary School Mabini, Alicia, Isabela S. Y. 2004-2005 PERSONAL DATA: Date of Birth:March 30, 1993 Age:19 Civil Status:Single Gender:Female Height:5’1 Weight:48 kgs. Religion:Roman Catholic Nationality:FilipinoLanguage Spoken:Tagalog, English I hereby certify that the above information is true and correct to the best of my knowledge and belief. Joana Marie S. Marquez Reila A. Abenojar Rizal East, San Isidro, Isabela Mobile No. 09358194873 ————————————————- EDUCATIONAL BACKGROUND: * TERTIARYBS in Business Administration Major in Management Accounting Isabela State University – Echague San Fabian, Echague, Isabela * SECONDARYSan Isidro National High School San Isidro, Isabela S. Y. 2006-2007 * PRIMARYSan Isidro West Central School San Isidro, Isabela S. Y. 2002-2003 PERSONAL DATA:Date of Birth:July 20, 1990 Age:22 Civil Status:Sing le Gender:Female Height:5’ Weight:40 kgs. Religion:Methodist Nationality:Filipino Language Spoken:Tagalog, English I hereby certify that the above information is true and correct to the best of my knowledge and belief. Reila A. Abenojar Angela V. Almolanida San Fabian, Echague, Isabela Mobile No. 09068334307 ————————————————- EDUCATIONAL BACKGROUND: * TERTIARYBS in Business Administration Major in Management Accounting Isabela State University – Echague San Fabian, Echague, Isabela * SECONDARYEchague National High SchoolSan Fabian, Echague, Isabela S. Y. 2008-2009 * PRIMARYBanaba Elementary School Banaba, Dapdap, Bamban, Tarlac S. Y. 2004-2005 PERSONAL DATA: Date of Birth:October 21, 1992 Age:19 Civil Status:Single Gender:Female Height:5’2 Weight:40 kgs. Religion:Roman Catholic Nationality:Filipino Language Spoken:Tagalog, English I hereby certify that the above information is true and correct to the best of my knowledge and belief. Angela Almolanida Joylyn M. Adop Catabban, Burgos, Isabela Mobile No. 09359504631 ————————————————- EDUCATIONAL BACKGROUND: * TERTIARYBS in Business AdministrationMajor in Management Accounting Isabela State University – Echague San Fabian, Echague, Isabela * SECONDARYDona Aurora National High School Sta. Rita, Aurora, Isabela S. Y. 2008-2009 * PRIMARYCatabban Elementary School Catabban, Burgos, Isabela S. Y. 2004-2005 PERSONAL DATA: Date of Birth:February 22, 1993 Age:19 Civil Status:Single Gender:Female Height:5’3† Weight:48 kgs. Religion:Born Again Christian Nationality:Filipino Language Spoken:Tagalog, English I hereby certify that the above information is true and correct to the best of my knowledge and belief. Joylyn M. Adop Gaymarie A. FelipeBagong Tanza, Aurora, I sabela Mobile No. 09359029090 ————————————————- EDUCATIONAL BACKGROUND: * TERTIARYBS in Business Administration Major in Management Accounting Isabela State University – Echague San Fabian, Echague, Isabela * SECONDARYDona Aurora National High School Sta. Rita, Aurora, Isabela S. Y. 2008-2009 * PRIMARYBagong Tanza Elementary School Bagong Tanza, Aurora, Isabela S. Y. 2004-2005 PERSONAL DATA: Date of Birth:September 26, 1992 Age:20 Civil Status:Single Gender:Female Height:5’4† Weight:58 kgs. Religion:Latter-Day Saints Nationality:FilipinoLanguage Spoken:Tagalog, English I hereby certify that the above information is true and correct to the best of my knowledge and belief. Gaymarie A. Felipe Ryan A. Darang Silauan Sur, Echague, Isabela Mobile No. 09352083261 ————————————â €”———- EDUCATIONAL BACKGROUND: * TERTIARYBS in Business Administration Major in Management Accounting Isabela State University – Echague San Fabian, Echague, Isabela * SECONDARYEchague National High School San Fabian, Echague, Isabela S. Y. 2008-2009 * PRIMARYEchague West Central School San Fabian, Echague, Isabela S. Y. 2004-2005PERSONAL DATA: Date of Birth:November 23, 1992 Age:19 Civil Status:Single Gender:Female Height:5’6† Weight:55 kgs. Religion:Born Again Christian Nationality:Filipino Language Spoken:Tagalog, English I hereby certify that the above information is true and correct to the best of my knowledge and belief. Ryan A. Darang Vic Rodriguez Catabban, Burgos, Isabela Mobile No. 09359504631 ————————————————- EDUCATIONAL BACKGROUND: * TERTIARYBS in Business Administration Major in Management Accounting Isabela State University – Echague San Fabian, Echague, Isabela SECONDARYDona Aurora National High School Sta. Rita, Aurora, Isabela S. Y. 2008-2009 * PRIMARYCatabban Elementary School Catabban, Burgos, Isabela S. Y. 2004-2005 PERSONAL DATA: Date of Birth:February 22, 1993 Age:19 Civil Status:Single Gender:Female Height:5’3† Weight:48 kgs. Religion:Pentecostal Christian Nationality:Filipino Language Spoken:Tagalog, English I hereby certify that the above information is true and correct to the best of my knowledge and belief. Vic Rodriguez Fernando Ramos Catabban, Burgos, Isabela Mobile No. 09359504631 ————————————————- EDUCATIONAL BACKGROUND: TERTIARYBS in Business Administration Major in Management Accounting Isabela State University – Echague San Fabian, Echague, Isabela * SECONDARYDona Aurora National High School Sta. Rita, Aurora, Isabela S. Y. 2008-2009 * PRIMARYCatabban Elementary School Catabban, Burgos, Isabela S. Y. 2004-2005 PERSONAL DATA: Date of Birth:February 22, 1993 Age:19 Civil Status:Single Gender:Female Height:5’3† Weight:48 kgs. Religion:Pentecostal Christian Nationality:Filipino Language Spoken:Tagalog, English I hereby certify that the above information is true and correct to the best of my knowledge and belief. Fernando Ramos

Top Feminist Organizations of the 1970s

Top Feminist Organizations of the 1970s If we use the definition of feminism that feminism is about explicit organizing of action (including education and legislation) to promote equality or equal opportunity for women, the following organizations would be among the feminist organizations active in the 1970s. Not all would have called themselves feminist. National Organization for Women (NOW) The NOW organizing conference October 29-30, 1966, grew out of frustrations of women at slow movement of the EEOC in applying Title VII of the Civil Rights Act of 1964. Key founders were Betty Friedan, Pauli Murray, Aileen Hernandez, Richard Graham, Kathryn Clarenbach, Caroline Davis and others. In the 1970s, after 1972, NOW focused heavily around passing the Equal Rights Amendment. The purpose of NOW was to bring women into equal partnership with men, which meant supporting a number of legal and social changes. National Women’s Political Caucus The NWPC was founded in 1972 to increase women’s participation in public life, including as voters, party convention delegates, party officials and officeholders at local, state and national levels.  Founders included Bella Abzug, Liz Carpenter, Shirley Chisholm, LaDonna Harris, Dorothy Height, Ann Lewis, Eleanor Holmes Norton, Elly Peterson, Jill Ruckelshaus, and Gloria Steinem.  From 1968 to 1972, the number of women delegates to the Democratic National Convention tripled and the number of women delegates to the Republican National Convention doubled.   As the 1970s progressed, working for pro-ERA and pro-choice candidates became a major focus; the NWPC Republican Women’s Task Force won the fight in 1975 to continue the party’s platform endorsement of the ERA. The Democratic Women’s Task Force similarly worked to influence its party’s platform positions. The organization worked through active recruitment of women candidates and also through running training programs for women delegates and candidates. The NWPC also worked to increase the employment of women in Cabinet departments and to increase the appointments of women as judges. Chairs of the NWPC during the 1970s were Sissy Farenthold, Audrey Rowe, Mildred Jeffrey, and Iris Mitgang. ERAmerica Founded in 1975 as a bipartisan organization to win support for the Equal Rights Amendment, the first national co-chairs were Republican Elly Peterson and Democratic Liz Carpenter.  It was created to raise funds and direct them to the ratification efforts in the states which had not yet ratified the ERA and which were considered possible successes. ERAmerica worked through existing organization as well as lobbying, educating, distributing information, raising funds and organizing publicity.  ERAmerica trained many pro-ERA volunteers and created a speakers bureau (Maureen Reagan, Erma Bombeck, and Alan Alda among the speakers).  ERAmerica was created at a time when Phyllis Schlafly’s Stop ERA campaign was energizing opposition to the ERA.  Participants in ERAmerica also included Jane Campbell, Sharon Percy Rockefeller and Linda Tarr-Whelan. National League of Women Voters Founded in 1920 to continue the work of the woman suffrage movement after women won the vote, the National League of Women Voters in the 1970s was still active in the 1970s and remains active today.  The League was and is nonpartisan while, at the same time, urging women (and men) to be politically active and involved.  In 1973, the League voted to admit men as members. The League supported such pro-women’s rights actions as the 1972 passage of Title IX of the Education Amendments of 1972 and various anti-discrimination laws and programs (as well as continuing work on civil rights and anti-poverty programs). National Commission on the Observance of International Womens Year Created by an Executive Order of President Gerald R. Ford in 1974, with subsequent authorization of Congress to sponsor state and territorial meetings on the rights and responsibilities of women, members were appointed by President Jimmy Carter in 1975 and then again in 1977. Members included Bella Abzug, Maya Angelou, Liz Carpenter, Betty Ford, LaDonna Harris, Mildred Jeffrey, Coretta Scott King, Alice Rossi, Eleanor Smeal, Jean Stapleton, Gloria Steinem, and Addie Wyatt.  One of the key events was the National Women’s Conference in Houston on November 18-21, 1977.  Elizabeth Atahansakos was presiding officer in 1976 and Bella Abzug in 1977.  Sometimes called the IWY Commission. Coalition of Labor Union Women Created in March, 1974, by union women from 41 states and 58 unions, CLUW’s first president was Olga M. Madar of the United Auto Workers.  The organization was founded to increase women’s involvement in unions and political activities, including getting union organizations to better serve the needs of women members.  CLUW also worked legislation to end discrimination against working women, including favoring affirmative action. Addie Wyatt of the United Food and Commercial Workers was another key founder. Joyce D. Miller of the Amalgamated Clothing Workers of America was elected president in 1977; in 1980 she was to become the first woman on the AFL-CIO Executive Council. In 1975 CLUW sponsored the First National Women’s Health Conference, and moved its convention from a state that had not ratified the ERA to one that had. Women Employed Founded in 1973, Women Employed worked in the 1970s to serve working women - especially non-union women in offices, at first - to gain economic equality and workplace respect.  Large campaigns to enforce legislation against sex discrimination.  A case filed first in 1974 against a large bank was finally decided in 1989.  Women Employed also took up the case of a legal secretary, Iris Rivera, who had been fired because she refused to make coffee for her boss. The case not only won Riveras job back but significantly changed the consciousness of bosses in offices about fairness in working conditions. Women Employed also ran conferences to inspire women both in self-education and in knowing their workplace rights.  Women Employed still exists and works on similar issues. Key figures were Day Piercy (then Day Creamer) and Anne Ladky.  The group began as a Chicago-oriented group but soon began to have more national impact. 9to5, National Association of Working Women This organization grew out of a Boston 9to5 grassroots collective, which in the 1970s filed class action suits to win back pay for women in offices.  The group, like Chicagos Women Employed, expanded its efforts to help women with both self-management skills and understandings of their workplace legal rights and how to enforce them.  With the longer new name, 9to5, National Association of Working Women, the group went national, with a number of chapters outside Boston (at this writing, in Georgia, California, Wisconsin and Colorado).   Groups like 9to5 and Women Employed also gave rise in 1981 to Local 925 of the Service Employees International Union, with Nussbaum as president for almost 20 years, with the object of gaining collective bargaining rights for women working in offices, libraries and day care centers. Womens Action Alliance This feminist organization was founded in 1971 by Gloria Steinem, who chaired the board until 1978. More directed at local action than legislation, though with some lobbying, and about coordinating individuals and resources at the grass-roots, the Alliance helped to open the first shelters for battered women.  Others involved included Bella Abzug, Shirley Chisholm, John Kenneth Galbraith, and Ruth J. Abram, who was the director from 1974 to 1979.  The organization dissolved in 1997. National Abortion Rights Action League (NARAL) Originally founded as the National Association for the Repeal of Abortion Laws, and later called the National Association for Abortion and Reproductive Rights Action League, and now NARAL Pro-Choice America, NARAL was focused narrowly on the issue of abortion and reproductive rights for women.  The organization worked in the 1970s first to repeal existing abortion laws, and then, after the Supreme Courts  Roe v. Wade  decision, to oppose regulations and laws to limit abortion access.  The organization also worked against limits to womens access to birth control or to sterilization, and against forced sterilization.  Today, the name is NARAL Pro-Choice America. Religious Coalition for Abortion Rights (RCAR) Later renamed the Religious Coalition for Reproductive Choice (RCRC), RCAR was founded in 1973 to support the right of privacy under  Roe v. Wade, from a religious standpoint.  Founders included both lay leaders and clergy from major American religious groups. At a time when some religious groups, notably the Roman Catholic Church, opposed abortion rights on religious grounds, the voice of RCAR was meant to remind legislators and the general public that not all religious people opposed abortion or womens reproductive choice. Womens Caucus, Democratic National Committee During the 1970s, this group worked within the Democratic National Committee to push a pro-women’s rights agenda within the party, including on the party platform and in appointments of women to various positions. Combahee River Collective The Combahee River Collective met in 1974 and continued to meet throughout the 1970s as a means to develop and implement a black feminist perspective, looking at what would today be called intersectionality: the way in which race, sex, and class oppression worked together to divide and oppress. The groups critique of the feminist movement was that it tended to be racist and exclude black women; the groups critique of the civil rights movement was that it tended to be sexist and exclude black women. National Black Feminist Organization (NBFO or BFO) Founded in 1973, a group of African American women was motivated to form the  National Black Feminist Organization for many of the same reasons The Combahee River Collective existed - and indeed, many of the leaders were the same people. Founders included Florynce Kennedy, Eleanor Holmes Norton, Faith Ringgold, Michel Wallace, Doris Wright, and Margaret Sloan-Hunter; Sloan-Hunter was elected the first chairperson.  Though several chapters were established, the group died out about 1977. National Council of Negro Women (NCNW) Founded as an â€Å"organization of organizations† in 1935 by Mary McLeod Bethune, the National Council of Negro Women remained active in promoting equality and opportunity for African American women, including through the 1970s under the leadership of Dorothy Height. National Conference of Puerto Rican Women As women began to organize around women’s issues, and many felt that the mainstream women’s organizations did not adequately represent the interests of women of color, some women organized around their own racial and ethnic groups.  The National Conference of Puerto Rican Women was founded in 1972 to promote both preservations of Puerto Rican and Latino heritage, but also full participation of Puerto Rican and other Hispanic women in society - social, political and economic. Chicago Womens Liberation Union (CWLU) The more radical wing of the womens movement, including the Chicago Womens Liberation Union, was far more loosely structured than the more mainstream womens organizations were. CWLU was a bit more clearly organized than womens liberation supporters in other parts of the U.S.  The group existed from 1969 to 1977.  Much of its focus was in study groups and papers, as well as supporting demonstrations and direct action. Jane (an underground abortion  referral service), the  Health Evaluation and Referral Service (HERS) which evaluated abortion clinics for safety,  and the  Emma Goldman Womens Clinic were three concrete projects around womens reproductive rights.  The organization also gave rise to  the National Conference on Socialist Feminism and the Lesbian Group which became known as Blazing Star. Key individuals included Heather Booth, Naomi Weisstein,  Ruth Surgal,  Katie Hogan and  Estelle Carol. Other local  radical feminist  groups included Female Liberation in Boston (1968 - 1974) and Redstockings  in New York. Womens Equity Action League (WEAL) This organization spun off from the National Organization for Women  in 1968, with more conservative women who did not want to work on issues including abortion and sexuality.  WEAL supported the Equal Rights Amendment, though not particularly vigorously. The organization worked for equal educational and economic opportunity for women, opposing discrimination in academia and the workplace.  The organization dissolved in 1989. National Federation of Business and Professional Womens Clubs, Inc. (BPW) The 1963 Commission on the Status of Women was established with pressure from the BPW.  In the 1970s, the organization generally supported ratification of the Equal Rights Amendment, and to support women’s equality in professions and in the business world. National Association for Female Executives (NAFE) Founded in 1972 to help women succeed in the business world in which mostly men were successful - and often not supportive of women - NAFE focused on education and networking as well as some public advocacy. American Association of University Women (AAUW) AAUW was founded in 1881.  In 1969, the AAUW passed a resolution supporting equal opportunities for women on campus at all levels. A 1970 research study, Campus 1970, explored sex discrimination against students, professors, other staff and trustees. In the 1970s, AAUW supported women in colleges and universities, especially working to secure passage of Title IX of the Education Amendments of 1972 and then to see to its adequate enforcement, including working for regulations to ensure compliance, monitoring and reporting on compliance (or lack thereof), and also working to establish standards for universities: Title IX: â€Å"No person in the United States shall, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any education program or activity receiving federal financial assistance.† National Congress of Neighborhood Women (NCNW) Founded in 1974 out of a national conference of working-class women, NCNW saw itself as giving voice to poor and working-class women. Through educational programs, NCNW promoted educational opportunities, apprenticeship programs, and leadership skills for women, with the purpose of strengthening neighborhoods.  At a time when the mainstream feminist organizations were criticized for focusing more on women at the executive and professional level, NCNW promoted a kind of feminism for women of a different class experience. Young Womens Christian Association of the U.S.A. (YWCA) The largest women’s organization in the world, the YWCA grew out of the mid-19th-century efforts to support women spiritually and, at the same time, respond to the Industrial Revolution and its social unrest with action and education. In the United States, the YWCA responded to the issues facing working women in industrial society with education and activism.  In the 1970s, the USA YWCA worked against racism and supported repeal of anti-abortion laws (before the Roe v. Wade decision). The YWCA, in its general support of women’s leadership and education, supported many efforts to expand women’s opportunities, and YWCA facilities were often used in the 1970s for feminist organization meetings. The YWCA, as one of the largest providers of daycare, was also both promoter and target of efforts to reform and expand child care, a key feminist issue in the 1970s. National Council of Jewish Women (NCJW) A faith-based grassroots organization, the NCJW was founded originally at the 1893 World Parliament of Religions in Chicago.  In the 1970s, the NCJW worked for the Equal Rights Amendment and to protect Roe v. Wade, and carried out a variety of programs addressing juvenile justice, child abuse, and day care for children. Church Women United Founded in 1941 during World War II, this ecumenical women’s movement sought to involve women in post-war peace-making.  It has served to bring women together and has worked on issues especially important to women, children, and families.  During the 1970s, it often supported women’s efforts to have expanded roles in their churches, from empowering women deacons and women’s committees in churches and denominations to ordination of women ministers.  The organization remained active on issues of peace and global understanding as well as getting involved in environmental issues. National Council of Catholic Women A grassroots organization of individual Roman Catholic women, founded under the auspices of the U.S. Catholic bishops in 1920, the group has tended to emphasize social justice. The group opposed divorce and birth control in its early years in the 1920s.  In the 1960s and 1970s, the organization supported leadership training for women, and in the 1970s especially stressed health issues. It was not significantly involved in feminist issues per se, but it had in common with feminist organizations the goal of promoting women taking leadership roles within the church.

Qualitative and quantative research is to analyze and interpret data Essays

Qualitative and quantative research is to analyze and interpret data Essays Qualitative and quantative research is to analyze and interpret data Essay Qualitative and quantative research is to analyze and interpret data Essay Qualitative and quantitative research designs are used to roll up, analyze and interpret informations so that more meaningful information is obtained. Qualitative research efforts to set up a mostly narrative, and holistic description to enable the research worker understand about a given cultural or societal phenomenon. A qualitative research is conducted within natural scenes with the usage of interviews, paperss reappraisals, and observations which can be used at the same clip. Qualitative research has got many features including being inductive, subjective and being realistic among other features. Qualitative research uses purposeful type of trying to roll up informations. Quantitative research is the orderly experimental probe of phenomena and quantitative belongingss and their relationships. Quantitative research is loosely used in societal scientific disciplines for case, sociology, political scientific discipline, psychological science and anthropology. The quantitative research designs are either experimental or descriptive. Quantitative research is characterized by being deductive, nonsubjective, and usage of Numberss. It uses random trying to obtain informations from a given population. Qualitative research design Qualitative research can be defined as the system of question that attempts to set up a mostly narrative, and holistic description to enable the research worker understand about a given cultural or societal phenomenon. A qualitative research is conducted within natural scenes with the usage of interviews, paperss reappraisals, and observations which can be used at the same clip. Therefore a qualitative research design is a program for assemblage and using the qualitative information for the coveted information to be obtained with equal preciseness or in order for the void hypothesis to be tested in the right manner. Qualitative research covers many signifiers of enquiry that are of import in understanding and explicating the significance of societal phenomena with really small perturbation to the natural scenes if any. The signifiers of enquiry include realistic enquiry, field survey, interpretive research, instance survey, descriptive anthropology, participant observation, and induc tive research ( Maxwell, 2005 ) . Qualitative survey has got several features and they include realistic enquiry, holistic position, inductive analysis, qualitative information, personal contact and penetration, alone instance orientation, dynamic systems, empathic neutrality, context sensitiveness, subjectiveness and design flexibleness. Naturalistic enquiry is concerned with analyzing state of affairss in the real-world without pull stringsing or upseting the participants, and holding an observation on what takes topographic point such that the facts are accepted as they unfold. Naturalistic enquiry goes beyond mensurable or touchable variables to focus on on the research participants societal buildings. Social buildings are the merchandises of sense devising, intending doing mental activities in which human existences take part as a consequence of interaction with others. Social buildings are critical since they can find the response of persons or groups to state of affairss, interactions, and events that they encounter. It is non the event, interaction, or state of affairs which influences the response of an single, but instead the point of view, societal location, age, gender, societal category, values, beliefs, and attitudes determines their response ( Ritchie A ; Lewis, 2003 ) . The holistic position is another feature of qualitative survey. It is concerned with scrutiny of the whole phenomenon as a many-sided system. Inductive analysis is a characteristic of qualitative research in which an person is involved in blossoming informations, in order to detect the concealed interrelatednesss and dimensions every bit good as analyzing the unfastened inquiries. Unique instance orientation is a feature in which each and every single instance is given value and examined closely, with the thought of roll uping the inside informations of the instances which predominate. Qualitative research design is subjective such that the research worker is actively involved in the state of affairs of research ( Ritchie A ; Lewis, 2003 ) . With qualitative research, a type of trying called purposeful sampling is used to roll up informations for analysis. Purposeful is a type of trying that picks out information that is rich in instances for the intent of in-depth survey. This information that is rich in instances is one that provides a research worker with a great trade of issues refering cardinal importance to the purpose of research. There are many types of purposeful trying viz. , strength sampling, extreme and aberrant instance sampling, maximal fluctuation sampling, typical instance sampling, homogenous sampling, stratified purposeful sampling, concatenation or sweet sand verbena sampling, critical instance sampling, standard sampling, timeserving sampling, corroborating and disconfirming instance sampling, operational sampling, assorted purposeful sampling, and convenience sampling ( Maxwell, 2005 ) . The purposeful sampling is a really of import technique in qualitative research since it increases the effectivity of a plan as the research worker reaches the lower socioeconomic groups. The research worker can now larn much more by sing in deepness on understanding the involvements, inducements, and demands of a little figure of carefully chosen unfortunate households such that it is economical and really enlightening. The research worker will be able to concentrate on the typical cases which can expose a broad assortment ( Ritchie A ; Lewis, 2003 ) . Quantitative research design Quantitative research can be defined as the orderly experimental probe of phenomena and quantitative belongingss and how they are related. The purpose of quantitative research is to construct up and use the theories, hypotheses, and mathematical theoretical accounts holding to make with phenomena. The measuring procedure is cardinal to quantitative research since it offers the cardinal connexion between the mathematical looks of quantitative dealingss and the empirical observations. Quantitative research is loosely used in societal scientific disciplines for case, sociology, political scientific discipline, psychological science and anthropology. In quantitative research, the research worker s purpose is to happen out the relationship between an independent variable and the result or dependant variable within a population. The quantitative research designs are either experimental or descriptive. In a descriptive survey, topics are usually measured one time and the survey establishes simply the relationships between different variables while in an experimental survey the topics are evaluates before and after an intercession and the survey establishes causality ( Creswell, 2003 ) . There are three major types of quantitative research designs viz. , descriptive, quasi-experimental, and experimental research design. A descriptive research design is designed to obtain adequate information sing a certain feature in a given field of survey. It is possible for a descriptive survey to assist in developing theory, placing jobs utilizing current pattern, warranting the current pattern and in doing judgements sing what other may be making while in similar state of affairss. The quasi-experimental designs are meant to give alternate agencies to analyze causality in those state of affairss which are non favourable to experimental control. The experimental research design is designed to promote the highest sum of control in order for the causality to be examined closely ( Punch, 2005 ) . Quantitative research is normally characterized by being deductive, nonsubjective, and can utilize Numberss. Bing deductive agencies that quantitative research trials theory. Quantitative research is nonsubjective because the research worker is believed to obtain, analyze and construe a quantitative information or information, while being isolated. Quantitative research uses the informations that can be structured in signifier of numerical values or that can be converted into Numberss instantly ( Creswell, 2003 ) . Random sampling is a technique that is used during the quantitative research, and it deals with taking a figure of observations which are independent, from a given chance distribution without prosecuting any existent population. A sample is an point selected from a given population under survey, for investigational intents. A random sample is the point that is selected by a technique affecting an irregular constituent. Some times random fluctuations occur, which means that the sample does non stand for the population from which is obtained, and this is referred to as trying mistake. The different types of trying include simple random sampling, stratified sampling, and bunch sampling ( Punch, 2005 ) . In simple random sampling, a sample is chosen such that all samples with similar size are given an equal opportunity of being chosen from the population under probe. Stratified sampling is concerned with taking independent samples from different groups, strata, or subpopulations in a given population under probe. In graded sampling, wise stratification brings about efficiency. Cluster sampling is concerned with taking the sample units within a group under probe ( Creswell, 2003 ) . Differences between quantitative and qualitative research designs Both qualitative and quantitative designs are systematic since to measure up for a specifying rule of research the designs must hold a system. The quantitative research is believed to be nonsubjective while qualitative research is thought to be subjective. It is believed that, in obtaining, analysing and construing a quantitative information or information, the research worker can remain on stray and nonsubjective. This is non the instance with qualitative research since with this type of research the research worker actively involved within the state of affairs of research. Quantitative research is deductive while most qualitative research is inductive. Bing deductive, quantitative research trials theory while the qualitative research generates theory and hence inductive. By the usage of quantitative designs of research, research workers normally obtain consequences that can be easy generalized while the qualitative designs of research normally produce the consequences that are non easy to generalise. Quantitative research uses the informations that can be structured in signifier of numerical values or that can be converted into Numberss instantly while qualitative research uses informations that can non be transported instantly into numerical values.

Gonzalez Surname Meaning and Origin

Gonzalez Surname Meaning and Origin Gonzalez is a patronymic surname meaning son of Gonzalo. The given name Gonzalo comes from the medieval name Gundisalvus, which was the Latin form of a Germanic name composed of the elements gund, meaning war or battle and salv which is of unknown meaning. Gonzalez is the 21st most popular surname in America, according to the 2000 census. The Gonzalez surname is also common in Mexico- the 5th most common, according to 2006 electoral rolls. Origin:Â  Spanish Alternate Spellings:Â  Gonzales, Conzalaz, Gonzalas, Gonsalas, Goncalez, Gonsales, Goncales Origins WorldNames PublicProfiler places the majority of the individuals named Gonzalez in Spain, especially the regions of Asturias, Islas Canarias, Castilla Y Leon, Cantabria, and Galicia. Gonzalez is the most popular surname in a number of countries according to data from Forebears, including Argentina, Chile, Paraguay, and Panama. It also ranks second in the nations of Spain, Venezuela, and Uraguay, and third in Cuba. Famous People Tony Gonzalez: professional American football playerJaslene Gonzalez: winner of Americas Next Top ModelEmiliano Gonzalez Navero (1861-1934): former president of ParaguayFelipe Gonzalez: former prime minister of Spain

Rhetorical Analysis Essay Example | Topics and Well Written Essays - 250 words - 5

Rhetorical Analysis - Essay Example Swift launches attack on the irresponsibility of the Ireland‘s lawmakers, the presence of the well-being in the society, dictatorship of the Englishmen and the desperation in which he sees the Irish people living in. He also puts across the Irish peoples reluctance and inability to stand on themselves. The work shows that the state, English and the Irish people are responsible for the misery state of the country. Political failure was all over the nation during the Swift time hence leading to several works written to criticize the political leadership. Their objectives were to pressurize them to provide solutions to economic problems, poverty and misuse of the poors children for the gain of the rich. The author protests bitterly on the inability of political leadership and attacks the introduction of several reformers towards economic changes. In conclusion, the main challenge to Swifts work is to get the public attention whose indifference was well focused. He puts his point negatively, to bring out the themes of morality, political incapacity and poverty which should be

Financial Accounting Week 12 Course Project Assignment

Financial Accounting Week 12 Course Project - Assignment Example Only the operating sections deals with direct and indirect cash flows. To compare the income statement and the operations section, one needs to point out the difference in timing existing between the cash and income collections (Pratt, 2000). The comparison also highlights the timing difference between the cash payment and expenses. Large gap might show that the company is aggressive to recognize income, or the organization is spending a lot of money to maintain or buy assets, a fact that is not common in income statement. In direct method, the cash flows are listed in the operation part of cash flow statement. Cash flows arise due to transaction from client collection and cash payments made to employees, suppliers, and other. The section also records the cash payments for interest and income tax. The problem of using the direct method is that the organization fails to keep the information in the appropriate manner. For instance, organizations that use the accrual accounting lump the credit and cash sales together (Kimmel, Weygandt & Kieso, 2011). They make special provision in tracking their cash sales separately. Direct method is not commonly used in companies compared to indirect method. The direct method adds the cash flows inside and outside the business in every operations areas; financing, operations, and investment. The method is easy to understand but it does not help much, it only tells the customer what he already knows. The direct method is normally used in commonwealth countries. Conversely, in indirect methods, one needs to adjust the net income to change it to cash basis from accrual basis. The method is common and begins with the net profit and then changes accordingly the non-cash items balance, balance sheet items, and accounts receivables. The method is helpful to the customer when used together with the balance sheet and the income statement. They also need one to add again the non-cash expenses like amortization, depreciation, loss

Reader response Essay Example | Topics and Well Written Essays - 250 words - 1

Reader response - Essay Example For someone like me, who has worked for hours to narrow down on objective and summary statements, it is disappointing to know that my hard work can go unnoticed! Contrary to Rands screening technique, Mulligan in his article mentions that some hiring managers look at the education of the candidate first focusing on their degree, major, graduation date and GPA. Now this, I am willing to live with! One thing that I found very useful in these readings is the information that a resume should be simple and should provide a glimpse into the most recent years of professional career focusing on the key accomplishments and skills. It should also have a hook – which would leave hiring managers with a question to know more about the candidate. After reading the different perspectives of hiring managers, I feel encouraged because I now know how to write my resume - focusing more on the professional experience, skills and extracurricular activities and less on objective and summary statement – since some managers find it

'Regional inequalities in income and opportunity are developing in Essay

'Regional inequalities in income and opportunity are developing in such a way that the gap emerging between rich and poor regions could threaten Russia's integr - Essay Example Regional inequalities in income and opportunity refer to inequalities that make the gap between the rich and poor that could threaten Russia’s integrity. For the inequality to make to threaten Russia’s integrity, it must be defined as that will merit political or social action on the part of the Russian government. To undertand that extent of this inequality, there must be a way of measuring the same. A way to do it is the Gini coefficient, which a measure of inequality of a distribution. Italian statistician Corrado Gini developed this Gini coefficient and published the same in his 1912 paper "Variability and Mutability". The term is a ratio with values between 0 and 1: where the numerator is the area between the Lorenz curve of the distribution and the uniform (perfect) distribution line and the denominator is the area under the uniform distribution line. The Gini index then is the Gini coefficient that is converted as a percentage, by multiplying it by 100. The Gini coefficient is used to measure income inequality, where 0 corresponds to perfect income equality and 1 corresponds to perfect income inequality (Wikipedia, 2007) (Paraphrasing made). The coefficient could be used to measure both inequality of income and opportunity. Inequality in income could be easily understood to refer to per capita income but inequality of opportunity must be defined clearly. Mitra, P. and Yemtsov, R. (2006) distinguished equality of opportunity and equality of outcomes as follows: â€Å"The World Development Report (2006) makes a persuasive case for policies that promote equality of opportunity, defined as opportunities to pursue a life of an individual’s choosing and be spared from extreme deprivation in outcomes. However, it cites the examples of decollectivization of agriculture in China in the late 1970s and wage decompression in Central and Eastern Europe following the onset of transition in those countries as cases