Criminal Justice Essays (437 words) - Soviet Films,

Criminal Justice The Ghost and Hermann To develop his theme and address the issue of the reality of the ghost and the ghost information and Hermanns use of that information in The Queen of Spades exemplifies the complexity of Pushkins approach. Hermanns strong passion and fiery imagination and having a tenacity of spirit saved him from the usual errors of youth. Although at heart a gambler, he never took a card in his hand. As he would put it, to sacrifice the essentials of life in he hope of acquiring the luxuries, meanwhile he would sit at the card table with feverish anxiety. The story of the three cards had made a strong impression on his imagination . Hermann wanted the Old Countess to reveal her secret to him. What if she could tell me the names of these three winning cards? he replied. The he thought why not become introduced to her, try to win her favour, perhaps become her lover. In the meantime, many things happen. Three days after what was called a fateful night, the dead Countess funeral was going to be held. All what was going on in his head which kept on repeating: You are the murderer of the old woman! With having little religion belief, he was superstitious. He believed the dead countess could exercise a harmful influence on his life. He wanted to ask her forgiveness. After the funeral, Hermann returned home , he throw himself on the bed and fell into a deep sleep. After being awaken he sat on the bed and thought about the funeral . At that moment, he heard the door open. Hermann heard some footsteps A woman in a white dress entered. He thought it was the nurse, but the woman in white glided across the room and appeared saying, I have come to you against my will, but I have been order to fulfill your request. Three, seven, ace played in that ordered will win for you is what the countess told him. Hermann was only to play one card in twenty-four hours and never play again in his life. The countess told Hermann she would forgive him if he marry Lisaveta Ivanovna. So this what Hermann set out to do. In conclusion of all of this, Three, seven, ace, never left his thought. To the exclusion of others, one thought alone occupied his mind-making use of the secret which had cost him so much. Herman has simply paid the cost in the most dramatic way. Social Issues

Research Paper on Chocolate

Research Paper on Chocolate The Day Chocolate Company was set up through the efforts of Twin Trading Company (TTC) in the UK and Kuapa Kokoo Ltd (KKL) from Ghana. In 1992, TTC assisted cocoa farmers in Ghana to form a co-operative, Kuapa Kokoo Ltd, to trade in cocoa. The whole idea was to enable the cocoa farmers to obtain a better price from their cocoa in the world markets, particularly, the fair trade market. KKL later decided to own a chocolate bar. The main aim here has been to maximize returns to their members. In 1998, TTC and KKL established the Day Chocolate Company (DCC) to realize their dream. Both KKL and TTC have inter-laced missions. KKL’s mission is to get a fair or higher price for the cocoa farmers on the international market. TTC’s mission comes from their belief that primary producers should get a better deal for their products on the international market. DCC does not actually have its own mission statement but its aim is to send fairly traded chocolate onto the mainstream market with the aim of maximizing returns for Kuapa Kokoo farmers. Though DCC does not have its own mission statement, we are bound by our parent companies’ vision statements. TTL’s mission was mission was to assist small-scale farmers, through trading, to achieve:   Greater awareness and ability to plan and think strategically, to be protagonists in the market   Greater bargaining power through this knowledge and the ability to gain access to resources and infrastructure through ownership or negotiation with third parties   Greater income at the village community level and thus greater capacity to invest in human capital for the future. The DCC has, since its creation, produced three chocolate bars. These are Divine Chocolate, Divine Black Chocolate and Dubble. A new product, Divine Instant Chocolate Drink, will be launched latter part of 2002. The name ‘Divine’ was retained because of the value our customers attach to it as a chocolate product as well as its heavenly nature. DCC does not own any production facility. It contracts manufacturers to produce its products for a fee. This arrangement would be maintained for the new product. ATTRACTIVENESS OF THE PRODUCT Every year, in Britain, a combined total of Ј4 billion pounds is spent on chocolate. It would be nice to think that a proportion of this could find its way back to the families currently living in Ghana with no electricity, no running water, no transport, no schools and no medical facilities. All Divine products are known as the chocolate with a heart. The main idea behind this is the fact that for every time we buy and drink a cup of Divine Instant Chocolate Drink, we are helping to support farmers in poverty-stricken parts of Africa, pumping money into a poor economy, enabling village-folk to educate their children, and giving women the chance to make something of their lives. Plus it tastes good too! TARGET CONSUMERS Divine Chocolate, Divine Black and Dubble, have been aimed at specific targets. These being mid 20’s women, adults and kids respectively. Our initial market research indicates that, the product to be launched, Divine Instant Chocolate Drink should primarily be aimed at kids and expand the link Divine products have with kids. In the long term, other groups will be targeted. Initially, the focus is the English market. As a first step, the chocolate drinks, sold through dispensing machines, will be launched. At a later stage, a powdered form Divine Instant Chocolate Mix in containers will be added. BRAND MANAGEMENT Brand management should recognize that every product has a limited life. Products go through a series of four life cycle stages. These are: introduction, growth, maturity and decline. The Introduction phase is characterized by low sales, high costs, innovative customers, negative profits and few competitors. The Growth phase is characterized by rapidly increasing sales, costs stabilize, rising profits, customers are early adopters and competition is growing. At the Maturity stage, sales peak, costs are at their lowest per consumer, the stable number of competitors and profits begin to decline. The Decline stage has declining sales, profits, competition, costs are still low per customer. We are aware of the fact that the chocolate market is saturated and that there is the need to build on our core competence. Brand management, in this project, is considered in relation to the life cycle of the Divine Instant Chocolate Drink in the next sessions of this report. INTRODUCTION STAGE Product   Divine Instant Chocolate Drink is a delicious, sweet-tasting, sink-in the- heart chocolate drink. It is a drink for all. It contains cocoa beans, skimmed milk and sugar.   The drink will be sold hot or cold all the year round according to customers’ preferences. Price The drink is priced by cup sizes as follows: smaller size 79p: larger size Ј1.49. Even though the prices are bit higher than traditional chocolate drinks, the money accrued will find its way to the primary producers who live in poverty. Promotion Intensive promotional activities will be undertaken. These will cover the following:   Television adverts   Features articles in newspapers   Posters and leaflets   Road shows   Exhibitions   Co-branding with Starbucks and Cafe Nero   Free samples   Fair Trade fortnight activities   Internet advertisements   Competitions on Cartoon Network and Fox Kids to draw the awareness of our prime target to our products. This has already started and will continue.   Our special message about the need to ensure a fair deal for farmers from developing countries will be stressed in all our promotional activities Packaging   The drink comes in disposable cups of two sizes, namely, small and large, through dispensing machines. The smaller size is aimed at kids and first time buyers. The larger size is for adults and existing buyers. The Divine logo and DCC logo are embossed on the cup. The cup will also carry the Fair Trade Mark . Place   Presently all Divine products are available at Sainsbury’s, Iceland, Co-operative Shop, NUS shops, Body Shop and Tesco.   The new product will make use of Divine’s existing channels of distribution.   In addition, agreements have been made with Starbucks, CafÐ ¹ Nero, Waitrose and Morrison to sell the new product.   The distributors will provide their own dispensing machines. These machines will bear the Divine, DCC and Fair Trade logos. This will save DCC the cost of investing in dispensing machines.   The distributors will earn a commission on sales. GROWTH STAGE Our objective here is to maximize our brand equity. Product   Intensive market research will be undertaken to identify new target consumers.   A new concept for chocolate drinks will be developed. New flavors will be introduced to push the image of the product up.   The drink in powder form will be introduced.   Will seek to become a market leader of fair-trade chocolate drinks.   The powdered form of the chocolate mix will be introduced. Packaging   New and innovative designs will be made in response to consumer preferences. One of our aims here is to increase volumes and to maintain high-quality packaging solutions. A conversion from standard disposable cups to a niche type of cup may occur during this stage, if volumes warrant. Place   Review existing distribution channels to address any problems.   Increase the number of outlets for existing channels of distribution.   Introduction of new distributors e.g. work places, new supermarkets and schools. Promotion   Continue with intensive promotional activities to push the growth of the products.   Social marketing.   Will continue to emphasize our core message.   Fair Trade fortnight activities Price   Price review will be considered in response to competition.   Will, however, maintain our policy of fixing prices that are slightly higher than obtained in the normal chocolate drink market. MATURITY/STATIONARY STAGE Product   Analyze indicators through market research.   Diversify brands. Update and modernize current products.   Introduce more flavours e.g. Vanilla Flavour Chocolate Drink, Orange Flavour Chocolate Drink etc. Packaging   Depending on the product category and volume, enhanced disposable or re-usable cups are good packaging solutions during this stage.   Customized cups may be introduced.   The whole idea is to improve packaging Place   Undertake Intensive distribution to consolidate.   Non-profitable outlets would be withdrawn. Promotion   Discount offers.   2 for the price of 1 offer.   Competitions to be organized.   Co-branding e.g. we may co-brand with Orange Communications when launching our Orange Chocolate Drink.   Advertisement should also encourage brand switching.   Fair Trade fortnight activities Price   Price review will be considered in-depth in response to competition.   Will, however, maintain our policy of fixing prices that are slightly higher than obtained in the normal chocolate drink market. This would be to help the farmer in line with our mission. DECLINING STAGE Product   Will create new products to replace the old. This will bring new customers as well as the return of old customers who had shifted to other products.   Will continue to produce a limited quantity of old products. This will help to maintain our most loyal customers. Packaging With an emphasis on cost reduction and a decreasing emphasis on reusable cups, disposable cups packaging are an option. Place   Continue to consolidate our distribution channels while withdrawing from areas with no prospect. Promotion   Will promote our product at this stage by making attractive offers to consumers.   Will improve quality and upgrade our products in order to keep old and loyal customers. This is because, finding new customers costs more than keeping old ones.   Build relationships with customers.   Have newsletters on our website on our events and how to get involved.   Fair Trade fortnight activities Price At this stage price competition from dying products becomes more vigorous. Will stay in competition by stressing vigorously our core message and also keep our margins thin.

Enviromental science Movie Review Example | Topics and Well Written Essays - 500 words

Enviromental science - Movie Review Example The director asks this family to keep their every scrap of the garbage for three months. Later he shows the family where it all goes and what its doing to the world. This documentary film is definitely an eye opener for everybody. The theme, which attracted me very much from this film, is the injudicious consumerism and tis consequences. Uncontrolled consumerism is one of the biggest curses facing by the current generation at present. Since modern generation do not have much financial problems compared to the older generation, they consume many wanted and unwanted things. For example, it is the habit of many people to purchase latest mobile phones even if they have good mobile phones in their hand. In other words, many of the current consumers purchase goods not because of necessity but to keep their social status. While purchasing new things, they throw away the older ones. It should be noted that mobile phones like electronic goods have many toxic elements, which has the potential to destroy our environment. For example, the lead batteries of the mobile phones have the ability to cause major environmental problems. This film warns the public a bout the negative effects of uncontrolled or injudicious consumerism. This film warns the public that â€Å"from organic waste to the stuff they flush down the potty, the plastic bags they use to the water they drink out of bottles, the air pollution they create when transporting the kids around, to using lights at Christmas, the McDonalds discover that for every action there is a reaction that affects them and the entire planet† (Nisker). The biggest drawback of this film is that it gives us many problems and failed to give ample solutions. In other words, the film mainly focussing on the problem side of uncontrolled consumerism and it says less about the possible solutions. For example, it says that 1 trillion plastic bags are used in the world every five minutes. However, it says little about the alternate options

Viacom Company Case Study Example | Topics and Well Written Essays - 250 words

Viacom Company - Case Study Example Beginning in 1970s as cable operator, Viacom has managed to become a global entertainment content company. Currently a major media conglomerate operates through two main segments: Media Networks and Filmed Entertainment, producing and distributing a huge variety of motion pictures. Collecting sufficient number of failures and losses during long period of its formation, in late 1980s the company was bought by Sumner M. Redstone, who managed to see great potential of his acquisition. Hence with a help of numerous successful projects of launching classic sitcoms, Showtime movie network, Ha! Channel a leading conglomerate was able to purchase five television and nine radio stations. However, a decline in popularity of pay-TV compelled the senior management of Viacom to switch the main sphere of its performance, setting new challenges. In this respect, Redstone decided to aim at video rental markets. In 1990s the company made the biggest and most profitable deal, purchasing oldest produce r of motion pictures, Paramount Communications Inc. Later on acquiring Blockbuster, suddenly Viacom became the owner of thousands of video and music stores.

Harvard business publishing Essay Example for Free

Harvard business publishing Essay In mid-September of 2010, Emily Harris, vice president of New Heritage Doll Company’s production division, was weighing project proposals for the company’s upcoming capital budgeting meetings in October. Two proposals stood out based on their potential to strengthen the division’s innovative product lines and drive future growth. However, due to constraints on financial and managerial resources, Harris knew it was possible that the firm’s capital budgeting committee would decline to approve both projects. She also knew that New Heritage’s licensing and retail divisions would promote compelling projects of their own. Consequently, Harris had to be prepared to recommend one of her projects over the other. The Doll Industry Revenues in the U.S. toy and game industry totaled $42 billion in 2008 and were projected to increase by 4.6% per year to $52.5 billion by 2013. The market was divided into two broad segments: video games (48%) and traditional toys and games (52%). The second segment was further divided into infant/preschool toys (14.5%), dolls (14.1%), outdoor sports toys (12.3%), and other toys games (59.1%) including arts and crafts, plush toys, action figures, vehicles, and youth electronics. The U.S. market for toys and games was dominated by large global enterprises that enjoyed economies of scale in design, production, and distribution. Revenues were highly seasonal; the largest selling season in the United States coincided with the winter holiday period. Within the toy and game segment, U.S. retail sales of dolls totaled $3.1 billion in 2008 and were projected to grow by 3% per year to $3.6 billion by 2013. The doll category included large, soft, and mini dolls, as well as doll clothing and other accessories. The phenomenon of â€Å"age compression†Ã¢â‚¬â€ the tendency of younger children to acquire dolls that had traditionally been designed for older girls—reduced growth in the â€Å"baby-doll† sub-segment. Competition among doll producers was vigorous, as a small number of large producers targeted similar demographics and marketed their dolls through the same media. Lasting franchise value for a branded line of dolls was rare; the enormous success of Barbie ® dolls was an obvious exception. More recently and on a much smaller ________________________________________________________________________________________________________________ HBS Professor Timothy Luehrman and HBS MBA Heide Abelli prepared this case solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. Th is case, though based on real events, is fictionalized, and any resemblance to actual persons or entities is coincidental. There are occasional references to actual companies in the narration. Copyright  © 2010 Harvard Business School Publishing. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business Publishing. Harvard Business Publishing is an affiliate of Harvard Business School. Purchased for use on the MSc Business Valuation, at Imperial College London. Taught by James Sefton, from 21-Aug-2013 to 31-Dec-2013. Order ref F211857. Usage permitted only within these parameters otherwise contact [emailprotected] Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F211857 New Heritage Doll Company: Capital Budgeting 4212 | New Heritage Doll Company: Capital Budgeting scale, New Heritage also had created a durable franchise for its line of heirloom dolls. But the popularity of most doll lines waned after a few years. New Heritage Dolls By 2009, New Heritage had grown to 450 employees and generated approximately $245 million of revenue1 and $27 million of operating profit from three divisions: production, retailing, and licensing. The production division, discussed further below, designed and produced dolls and doll accessories. The retailing division offered a unique â€Å"intergenerational experience† for grandmothers, mothers, and daughters, centered upon the character histories and storylines of the company’s dolls and delivered through an online website (42%), a mail-order paper catalog (33%), and a network of retail stores (25%). In fiscal 2009, the retailing division generated roughly $190 million of revenue and $4.8 million of operating profit. The licensing division was started in 1998, and represented the company’s newest and most profitable division. It sought to extend the New Heritage brand and capitalize on high levels of customer loyalty by selectively licensing the company’s doll characters and themes to a variety of media that reached the firm’s target demographic of toddler to pre-teen girls. In fiscal year 2009 the licensing division generated $24.5 million of revenue and $14.5 million in operating profit. New Heritage’s Production Division Production was New Heritage’s largest division as measured by total assets, and easily its most asset-intensive. Approximately 75% of the division’s sales were made to the company’s retailing division, with the remaining 25% comprising private label goods manufactured for other firms. Table 1 summarizes the division’s various sources of revenue and operating income. Table 1 Production Division Data: Revenue ($ millions) Operating Income ($ millions) New Heritage’s dolls and accessories were offered under distinct brands with different price points, targeting girls between the ages of 3 and 12 years. The company’s baby dolls were generally priced from $15–$30, and were offered to younger girls in earlier stages of development. These dolls typically came with a â€Å"birth certificate† and a short personal history. Dolls in the higher-end of this category incorporated technology that produced a limited amount of speech and motion. For the 1 The division revenue figures include approximately $95 million of internal sales within divisions which are eliminated when considering consolidated revenue for the company. BRIEFCASES | HARVARD BUSINESS PUBLISHING Purchased for use on the MSc Business Valuation, at Imperial College London. Taught by James Sefton, from 21-Aug-2013 to 31-Dec-2013. Order ref F211857. Usage permitted only within these parameters otherwise contact [emailprotected] Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F211857 The New Heritage Doll Company was founded in 1985 by Ingrid Beckwith, a retired psychologist specializing in child development and the grandmother of two young girls. Dr. Beckwith believed the dolls produced by the major toy companies did little to develop girls’ imagination or foster a positive self-image, so she created a line of dolls with unique storylines and wholesome themes. Dr. Beckwith’s dolls struck a chord among mothers and grandmothers who also rejected the dated, clichà ©d images portrayed by the popular dolls of the day. New Heritage Doll Company: Capital Budgeting | 4212 New Heritage outsourced much of its production to a select number of contract manufacturers in Asia. To ensure product quality and safety, the company maintained a fulltime staff to oversee material sourcing, production, and quality control on site at each of its manufacturing partners. Manufacturing activities that required precise tolerances or proprietary processes, along with all the creative elements (design and product prototyping, for example), were handled in-house at the company’s headquarters facilities in Sacramento, California. Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F211857 Capital Budgeting at New Heritage New Heritage’s capital budgeting process retained some of the informality that characterized the company’s early years as an innovative startup. As the company grew, deliberate steps were taken to decentralize some of the project approval process and increase spending authority at the division level. However, large and/or strategic spending proposals were reviewed at the corporate level by a capital budgeting committee consisting of the CEO, CFO, COO, the controller, and the division presidents. The committee examined projects for consistency with New Heritage’s business strategy and sought to balance the needs and priorities of each division against practical financial and organizational constraints. The committee also sought to understand project interdependencies and the potential for a given investment to strengthen the whole company, not solely the division proposing it. New Heritage’s capital budget was set by the board of directors in consultation with top officers, who in turn sought input from each of the divisions. The capital and operating budgets were linked; historically, the capital budget comprised approximately 15% of the company’s EBITDA. The committee had limited discretion to expand or contract the budget, according to its view of the quality of the investment opportunities, competitive dynamics, and general industry conditions. Before being considered by the committee, projects were described, analyzed, and summarized in self-contained proposal documents prepared by each division. These contained business descriptions, at least five years of operating and cash flow forecasts, spending requirements by asset category, personnel requirements, calculations of standard investment metrics, and identification of key project risks and milestones. Financial Analyses Financial analysis began with operating forecasts developed with oversight from New Heritage operating managers. Revenue projections were derived from forecasts of future prices and volumes. Fixed and variable costs were estimated separately, by expense category. Forecasts of working capital requirements were likewise vetted by line managers, who paid particular attention to a project’s requirements for various types of inventory. Forecasts for fixed assets and related depreciation charges were developed in cooperation with analysts reporting to the controller. HARVARD BUSINESS PUBLISHING | BRIEFCASES Purchased for use on the MSc Business Valuation, at Imperial College London. Taught by James Sefton, from 21-Aug-2013 to 31-Dec-2013. Order ref F211857. Usage permitted only within these parameters otherwise contact [emailprotected] $75–$150 price range, New Heritage produced a line of heirloom-quality dolls and accessories. These were designed to appeal to older girls and to convey a sense of cultural and family tradition among grandmothers, mothers, and daughters. The heirloom dolls had more elaborate accessories and personal histories. Finally, the company offered a line of high-end dolls based on fictional â€Å"celebrities,† each associated with a charitable cause and embracing more contemporary fashion trends. These dolls targeted girls in the so-called â€Å"tween† age range of 8–12 years, and also were priced from $75–$150. Like the heirloom dolls, celebrity dolls also came with more elaborate stories and accessories. 4212 | New Heritage Doll Company: Capital Budgeting New Heritage assigned discount rates to projects according to a subjective assessment of each project’s risk. High-, medium-, and low-risk categories for each division were associated with a corresponding discount rate set by the capital budgeting committee in consultation with the corporate treasurer. Assessments of each project’s risk were made at the division level, but subject to review by the capital committee. Factors considered in the assessment of a project’s risk included, for example, whether it required new consumer acceptance or new technology, high levels of fixed costs and hence high breakeven production volumes, the sensitivity of price or volume to macroeconomic recession, the anticipated degree of price competition, and so forth. In 2010, â€Å"medium†-risk projects in the production division received a discount rate of 8.4%. High- and low-risk projects were assessed at 9.0% and 7.7%, respectively. Projects that created value indefinitely, given continuing investment, were treated as going concerns with a perpetual life. That is, NPV calculations included a terminal value computed as the value of a perpetuity growing at a constant rate. However, to preserve an element of conservatism, the capital committee generally insisted on relatively low perpetual growth rates – lower than New Heritage’s historical growth and lower than near-term growth forecasts for a given division. Investment Opportunities in the Production Division Emily Harris was focused on two of the production division’s most attractive current proposals. The first involved expanding the successful Match My Doll Clothing Line to include matching allseason clothing for tween girls and their favorite dolls. The second involved a new initiative, the Design Your Own Doll line, which employed web-based doll-design software to let users â€Å"customize† a doll’s features to the customer’s specifications. Match My Doll Clothing Line Expansion The Match My Doll Clothing line originally consisted of a few sets of matching doll and child clothing and accessories for warm weather. It quickly became successful after the daughters of a few celebrities were spotted and photographed wearing items from the line, and girls’ magazines included some of the line in â€Å"what’s hot to wear† sections. Given recent publicity, Marcy McAdams, the brand manager responsible for the line, believed the timing was perfect to expand. Specifically, McAdams proposed to create an â€Å"All Seasons Collection† of apparel and gear covering all four seasons of the year. She expected the new offerings to be at least as profitable as the existing line, since its current popularity would make it possible to maintain premium prices. She also hoped to take advantage of off-peak discounts offered by some suppliers and contract manufacturers as they tried to smooth their capacity utilization. In the same fashion, McAdams argued the expansion would help reduce, or at least not exacerbate, the seasonality in New Heritage’s sales and earnings. BRIEFCASES | HARVARD BUSINESS PUBLISHING Purchased for use on the MSc Business Valuation, at Imperial College London. Taught by James Sefton, from 21-Aug-2013 to 31-Dec-2013. Order ref F211857. Usage permitted only within these parameters otherwise contact [emailprotected] Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F211857 Operating projections for a given project were used to develop cash flow forecasts that would underpin calculations of net present value (NPV), internal rates of return (IRR), payback period, and other investment metrics. Cash flow forecasts were intended to capture the incremental effect of a proposed project on the firm’s cash flow for each year within the forecast period. That is, each project’s cash flow forecasts excluded non-cash items, such as depreciation charges, and nonincremental items such as sunk costs (i.e., costs that would be incurred regardless of whether a given project was undertaken or not). The cash flow forecasts were computed on an after-corporate-tax basis, but excluded all financing charges. Some elements of the cash flow forecasts were prepared with assistance from treasury analysts, but most of the necessary adjustments were well understood by division staff. New Heritage Doll Company: Capital Budgeting | 4212 To exploit the current popularity of the original Match My Doll Clothing line, especially given the fickle nature of children’s fashion trends, McAdams believed the opportunity had to be exploited without delay. Her investment proposal contained relatively large outlays for RD, market research, and marketing to maximize the probability of quick acceptance and longer-term success for the follow-on line. Upfront investment expenditures are summarized in Table 2. Table 2 Match My Doll Clothing Extension Outlays The RD and marketing expenditures would be deductible for tax purposes at New Heritage’s 40% corporate tax rate. The property, plant and equipment was expected to have a useful life of 10 years; the associated depreciation charges, shown in Exhibit 1, were based on the modified accelerated cost recovery system (â€Å"MACRS†) allowed by the IRS. Working capital requirements, shown in Table 2 for 2010 and in Exhibit 1 for subsequent years were based largely on recent historical experience with the original Match My Doll Clothing line. Finally, given the proven success of Match My Doll Clothing, Harris believed the project entailed moderate risk—that is, about the same degree of risk as the production division’s existing business as a whole. Design Your Own Doll This initiative targeted existing New Heritage customers, many of whom owned several of the company’s heirloom dolls. The company’s research showed that, when asked what features (e.g., appearance, ethnicity, â€Å"life story,† etc.) New Heritage should give to future dolls, loyal customers’ responses had a high correlation with their own personal data. That is, girls wanted dolls like themselves. Further research suggested that many loyal customers would purchase yet another doll if they could customize the doll’s features to create a â€Å"one-of-a-kind† addition to a girl’s or family’s existing collection of dolls. It also promised to increase the girl’s pride in and identification with the doll, both because of their shared features and because of the girl’s participation in creating the doll. This in turn further cemented customer loyalty. The customization process would begin with a new section of New Heritage’s website, where proprietary design software enabled the customer to select physical attributes of the doll such as hair color, hair length style, skin color, eye shape, eye color, and other facial features. The software could combine selected features and produce a photo-realistic image showing the finished doll with user-selected accessories. The customer could zoom in or out on the image and rotate it to see different aspects. The software made it easy to try out different combinations of features and accessories before making a purchase. Elizabeth Holtz, brand manager for heirloom dolls, was very excited about the project. She observed, â€Å"A girl’s relationship with her favorite doll is often partly mommy and partly big sister. Either way, having your doll look more like you is really powerful. And there’s excitement in the experience: exploring the website, naming the doll-to-be, selecting her first outfit†¦even the anticipation of waiting for the new doll to arrive. I really think this is big.† Holtz also believed that the dolls could command a premium price. â€Å"Customers will naturally expect to pay more [for a HARVARD BUSINESS PUBLISHING | BRIEFCASES Purchased for use on the MSc Business Valuation, at Imperial College London. Taught by James Sefton, from 21-Aug-2013 to 31-Dec-2013. Order ref F211857. Usage permitted only within these parameters otherwise contact [emailprotected] Initial Expenditures ($ thousands) 4212 | New Heritage Doll Company: Capital Budgeting custom doll],† she said. Market research with focus groups revealed significant enthusiasm for the product concept and supported the notion of premium prices. The web-based software tools and order entry system required New Heritage to make significant modifications to its existing technology infrastructure, expand its webhosting capacity, and modify the terms of its third-party service agreements to ensure a higher level of service quality. The majority of the RD expenditures shown below were related to software development, hardware upgrades, and web design. The development time involved, including product testing, was expected to be approximately 12 months. Initial outlays, some of which occurred in 2010 and some in 2011 As with Match My Doll Clothing, the required RD and marketing costs would be tax deductible. Manufacturing equipment had to be ordered by the end of 2010 to be ready for production at the beginning of 2012. While New Heritage had the option to pay for custom equipment in quarterly installments, the firm could get a substantial discount by paying for the equipment up front, in 2010. Figures in Table 3 and Exhibit 2 reflect the discounted cost of the equipment. To support the forecasted level of sales, substantial investment in working capital (primarily work in process inventory of partially manufactured dolls) would be required beginning in 2011. And still more equipment would have to be purchased and installed no later than 2014. In years 2015 and following, investments in working capital and equipment would revert to patterns familiar from the production division’s traditional lines of dolls. To complete development work, Holtz planned to use some of the company’s existing IT staff. The majority of the work would take place during calendar 2011. The number of people and their fully loaded costs are shown Table 4. These costs were not included by Holtz in the initial outlays shown in Table 3 or in the forecasts presented in Exhibit 2. The development personnel Holtz needed were considered â€Å"corporate† resources and were almost certainly available to work on the project. Table 4 Design Your Own Doll Development Personnel, ($ 000s) Application Development Personnel Costs: Web Application Developers Database Manager Systems Integration Specialist Total Cost BRIEFCASES | HARVARD BUSINESS PUBLISHING Purchased for use on the MSc Business Valuation, at Imperial College London. Taught by James Sefton, from 21-Aug-2013 to 31-Dec-2013. Order ref F211857. Usage permitted only within these parameters otherwise contact [emailprotected] However, even a limited degree of customization increased manufacturing complexity and expense. Further, because of the low production runs and volume, fixed costs on a per unit basis were expected to be relatively high. Consequently, the breakeven volume for the project was also expected to be high. New Heritage Doll Company: Capital Budgeting | 4212 Finally, Holtz needed to give Harris her assessment of the project’s riskiness. On the one hand, Design Your Own Doll had a relatively long payback period, introduced some untested elements into the manufacturing process, and depended on near-flawless operation of new customer-facing software and user interfaces. If the project stumbled for some reason, New Heritage risked damaging relationships with its best customers. On the other hand, the project had a relatively modest fixed cost ratio, and it played to the company’s key strength—creating a unique experience for its consumers. Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F211857 Emily Harris still needed to complete her review and financial analysis of the two proposals. McAdams and Holtz were in frequent touch with Harris and both had offered to respond to any questions she might have about the proposals: the business case, the financial projections, the operating details, or anything else. Harris expected that she would indeed have some follow-up questions as she worked through her financial analyses. She also knew that her final recommendation might disappoint some executives within the division, who would scrutinize it closely. It had to be well-supported.

Brains before Beauty in Charlotte Brontes Jane Eyre Essay -- Jane Eyr

Brains before Beauty  in   Jane Erye    Beauty is generally classified into two main categories: physical and mental. In the Charlotte Bronte's Jane Erye, the protagonist rejects by choice and submission, her own physical beauty in favor of her mental intelligence and humility, and her choice becomes her greatest benefit by allowing her to win the hand of the man of her desires, a man who has the values Jane herself believes in. She values her knowledge and thinking before any of her physical appearances because of her desire as a child to read, the lessons she is taught and the reinforcements of the idea appearing in her adulthood. During the course of the novel she lives at five homes. In each of these places, the idea of inner beauty conquering exterior appearance becomes a lesson, and in her last home she gains her reward, a man who loves her solely for her mind. She reads against her cousins wishes as a child at Gateshead, learns to value her intelligence as a child at the Lowood Institution, her mind and humilit y win the heart of Mr. Rochester at Thornfield Manor, she earns St. John's marriage proposal at Marsh's End, and in the end she wins her prize of Mr. Rochester's hand in marriage at Ferndean Manor. Jane Erye spent the beginning of her childhood at her Aunt's house, where she struggles to become more intelligent by reading books. Jane wants to learn, even though her cousin insists: "You have no business to read our books; you are a dependent" (pg. 42). Shortly after being struck for reading, she lays in bed and requests: "Gulliver's Travels from the library. This book I had again and again perused with delight" (pg. 53). Her ambition to read and better herself meets opposition from her cousins, yet she continu... ...f Love in Jane Eyre and Wuthering Heights. David Lodge, Fire and Eyre: Charlotte Brontà «'s War of Earthly Elements Fraser, Rebecca. The Brontes. 1st ed. New York:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Crown Publishers, 1988.    Bronte, Charlotte. Jane Eyre. 3rd ed. New York: The Modern Library. Bronte, Charlotte. "Charlotte Bronte's Letters". New York: W. W. Norton & Company, Inc., 1971. Diedrick, James.   Newman on the Gentleman.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://www.stg.brown.edu/projects/hypertext/landow/victorian/vn/victor10.html. Diedrick, James.   Jane Eyre and A Vindication   of the Rights of Woman.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://spider.albion.edu/fac/engl/diedrick/jeyre1.htm. Dickerson, Vanessa D. Victorian Ghosts in the Noontide.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://www.system.missouri.edu/upress/fall1996/dickerso.htm. Brownell, Eliza. Age Difference in Marriage: The Context for Jane Eyre   

Competency Differences between Associate degree Nurse and Baccalaureate Essay

This essay will explore the differences in competencies for nurses prepared at the associates and baccalaureate degree levels. Both degrees allow the nurse to enter in to the field of nursing as a Registered Nurse .The American Association of colleges of Nursing believes that education significantly impacts the knowledge base and competencies of nurse (AACN2010). BSN and ADN nurses have the same skills need to care for the patient’s, the BSN prepared nurse builds upon these skills. Educational preparation for both degrees includes a core curriculum focusing on preparing the nurse for acquired to in the clinical setting. There are the educational pathways for Registered Nurses. An associate degree nurse enters a two year community college program, earning a student in associate degree in nursing, a three year diploma program offered by hospitals and a four year university or college program, earning the student a bachelor’s of science degree in nursing. The associate degree program were first introduced in 1958 to relieve the shortage of nurses post world war. The program focused on providing direct care for a patient with a well- defined common diagnosis. Facilities have protocols which the nurse takes direction from and refers to for guidance. ADN curriculum is technical in nature focusing on task oriented clinical skill, while considering patient health conditions and need. ADN nurses understand the needs for standardized data collection and assist in obtaining data in a comprehensive manner Competencies set forth for AND’S intend to center on caregiver, councilor, and educator Activities (LUCY J HOOD 2009).ADN maintains accountability for her own actions and those of other health care peers for which she delegate task. ADN nurses assess, implement and plan patient care from admission to discharge. BSN NURSES BSN educational program last for four years. Baccalaureate curriculums include emphasis on critical thinking, research, leadership, management and community health . BSN nurses have excellent problem solving skills and have independent decision making capacities .The BSN program graduates assume the same responsibilities of the associate degree nurse yet their role is far  more expanded. The baccalaureate nurse incorporates the physical, social, spiritual, intellectual, and emotional components to address the overall health of the individual. Applying theory of nursing knowledge from evidence bases research in a holistic view of the individual, and their community. BSN nursing knowledge is based on theory and research which allows opportunities to teach, assume a leadership role in the health care environment. BSN nurses not only provide more complex aspects of daily care and patient education, but also design and co-ordinate a comprehensive plan of nursing care for the entire length of a patient’s stay from pre-admission to post-discharge , including supervising nurses’ aides and other unlicensed assistive personnel, designing discharge and teaching plans for patient’s and collaborating with patient Physicians, families and of the hospital departments and resource personnel. An example of differences in patient care, ADN and BSN nurse are as follows. (Patient situation) A 76 year old female patient admitted with the diagnosis of breast cancer to the oncology department .Cancer care technician arrives, providing daily care of a patient. An RN Arrives, welcome the patient, oriented the room, call bell, introduced staff, checks the vital signs, assess the skin, treatments given for the wound and evaluate the plan of care. A nurse with BSN degree is responsible for the co-ordination of all care provided, after assessing the patient and family needs. The nurse with a BSN collaborates with the physician, physical therapy pastoral care services, social worker and implement a plan of care for the patients based on their health care needs. The AACN â€Å"states the road to BSN, prepares the new nurse for a broader scope of practice across a variety of inpatient and outpatient setting† (AACN, 2010) .With the increase in complexity of today’s health care system, patient’s ,along with advances in technology, our health care requires more highly educated nurses. We as nurses embrace education that prepares us to provide the best care possible for our patients. References American Association of colleges of health of nursing (2010). The impact of education on nursing practice. Retrieved from American ASSOCIATION OF Nursing website: www.aacn.nche.edu/media/ factsheets/ impactednp.htm HOOD, L.J.(2010).