Friday, November 29, 2019

Example of Resume and Practical Application Letter free essay sample

On behalf of the School of Business and Economics, I submit herewith an application for the student mentioned below to conduct his/her industrial training under your esteemed organization. The industrial training program is one of the course requirements for student to complete their Bachelor of Business (with honors) degree at University Malaysia Sabah. For your information, the placement should last for 3 months from 24 June 2013 to 13 September 2013. The main objective of this placement is to expose the student to the working environment in the corporate world, of which can be explained further by the attached â€Å"Program Objectives’’. The following student (enclosed CV) is majoring in Entrepreneurship: 1. BB1011xxxx ALIA UMAIRA BINTI MOHD RAFI (I/C NO: 901228-01-xxxx) For further information, please do not hesitate to contact any number of the practicum coordinator during office hours. In addition, below are few other objectives with regard to practical training: o To brief the trainees the roles and task performed as well as to prepare daily/weekly schedule. We will write a custom essay sample on Example of Resume and Practical Application Letter or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page o To improve the trainees understanding on the company’s roles and contribution towards the industry. o To provide opportunity for trainees to be involved in the organization operation management and other activities such as briefing/seminars, workshops, exhibition and etc. o To improve communication and public relation techniques in order to enhance better relationship within the company as well as the customers.

Monday, November 25, 2019

Bigot, The All-Purpose Insult

Bigot, The All-Purpose Insult Bigot, The All-Purpose Insult Bigot, The All-Purpose Insult By Maeve Maddox Bigot, a word usually associated with religion, has expanded its meaning considerably. Its original sense was â€Å"a person who shows excessive religious zeal, a religious hypocrite.† Here are some (unedited) examples of its current use: Obama: Close-Minded Economic Bigot Sailor Calls Romney a ‘narrow-minded bigot’ Jehmu Greene: Portrait of Black Bigotry Liberals are some of the most bigoted people in America There are simple minded bigots on both sides of the isle. Kirstie Alley Slams Leah Remini as a Bigot After Anti-Scientology Remarks Elisabeth Hasselbeck flung a hefty tar ball in the direction of Joy Beharon Tuesday mornings The View Hot Topics segment, calling the carrot-topped co-host a bigot. [Arne] Duncans a bigot, a bully, an elitist and a foot-in-mouth fool all rolled into one The word bigot has been in the language since the Middle Ages. Of uncertain origin, it entered the language from French and quickly became a term of abuse. In modern usage, bigot, together with its other forms, bigotry and bigoted, is not confined to religious contexts. These definitions from the OED and Merriam-Webster illustrate the expanded usage. bigot: noun. a fanatical adherent or believer; a person characterized by obstinate, intolerant, or strongly partisan beliefs. OED bigot: noun. a person obstinately or intolerantly devoted to his or her own opinions and prejudices; especially: a person who regards or treats the members of a group (such as a racial or ethnic group) with hatred and intolerance. Merriam-Webster Bigot is a strong word, especially useful in today’s close-minded social and political climate. Its force is diluted by speakers who employ it as a knee-jerk term of abuse to fling at anyone who merely voices a different opinion on some matter. opinion: a view held about a particular issue; a judgement formed or a conclusion reached; a belief; a religious or political conviction. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:5 Uses of InfinitivesTry to vs. Try andNeither... or?

Thursday, November 21, 2019

Reducing Binge Drinking among Teens Essay Example | Topics and Well Written Essays - 500 words

Reducing Binge Drinking among Teens - Essay Example Since teenagers are the ones who decide the future of a nation, binge drinking habits should be regulated at any cost. Educating teenagers about the consequences of binge drinking, social norms marketing and alcohol screening for college students etc are some of the effective methods which can be utilized for reducing binge drinking among teenagers. School and college curriculum should be revised thoroughly to teenagers about the consequences of binge drinking. Prevention is better than cure. It is better to educate the teenagers before they start their binge drinking behaviour than treating them after they start their binge drinking habits. Hanson (2007) has mentioned that social norms marketing technique has repeatedly proven effective in reducing the use and abuse of alcohol among young people. â€Å"It’s based on the fact that the vast majority of youths tend to drink -- or drink more -- than they would otherwise, in an effort to â€Å"fit in† (Hanson, 2007). Youth s have a habit of spreading false data about the quantity of alcohol consumed by them in order to get recognition among peers. They often treat youths who consume more alcohol as heroes. In order to eliminate such false beliefs, it is better to convey them messages through social norms marketing. Internet, teenager’s favourite television programs, print media etc can be utilized for conveying the messages against binge drinking to the teenagers.

Wednesday, November 20, 2019

Reading response Essay Example | Topics and Well Written Essays - 500 words - 32

Reading response - Essay Example The amazing thing is that most of the ideas extended by the original work and its critics are in the nature of fictitious blames and lack any substantial material to base them on. The article also shows how the nation has a long standing history of being scared of minorities and diversity. It was not without a reason that the book, The Awful Disclosures of Maria Monk won an avid readership, not only in her days, but even today. The irony that the American masses do have a history of being afraid of the foreign and the different does ensue from this article. The writer in a way does succeed in bringing out the fact that the work The Awful Disclosures of Maria Monk did intend to present the Catholic Church as a symbol of evil and it strongly intended to present the Catholic priesthood as embodiment of carnal pleasures and immorality. The author brings out the fact that Maria Monks never resided in a Catholic convent and that her mental capacities and morality were never beyond doubt. There is other side of the coin also. It is obvious that the writer Ruth Hughes is a Catholic and intends to unravel the lying and falsehood resorted to by Maria Monks and her supporters, to debase and vilify the Catholic Church. However, while doing so, Hughes did fail many times to show the kindness, compassion and forgiveness that so typically define the Catholic faith. Instead one is resorting to the kind of aggressive and base tactics that were resorted to by one’s opponents. Ruth Hughes is trying to do away with the accusation made by Maria Monks and her supporters by vilifying their character and sense of morality and ethics. It would have been much saner if Hughes had come down on this vilification of the Catholic by taking a higher ground. This would have presented one’s faith to the readers in a more favorable and benign light and would have brought out the irresponsible

Monday, November 18, 2019

Import and Export Markets in the United Kingdom Essay - 1

Import and Export Markets in the United Kingdom - Essay Example This research will begin with the statement that the United Kingdom produces a vast amount of products for exports and imports a wide range of electronics, food, oil, and other consumer goods. The use of higher technology manufactured goods has caused a dramatic increase in both exports and imports. However, the recent financial crisis experienced around the world has led to a decline in imports and exports. In 2009, UK imports and exports totaled to $1,256 billion, which was equivalent to 4.3 of the world trade. The financial crisis has caused a rise in exchange rates of a sterling pound, which has caused an 8.6% decrease in exports and 9.1% decrease in imports (Great Britain, 2009). Over the past ten years, the UK has been a net oil exporter, but production has been decreasing consistently over the past years. The oil industry has recorded an average decrease of 5.3% per year in exports. This has converted the UK from an oil export to an oil import land. Oil production in the regio n is less than demand, which calls for supplements through increased imports. Imports of other energy sources such as coal, electricity, and gas have increased over the past five years. In 2010, the importation of liquefied natural gas increased to account for 35% of total gas imports, while gas exports have decreased slightly over the same period. Gas has also been increasingly used for electricity supply with the amount required increasing by 47%. Changes in the financial sector affect business sentiments and investment decisions, which are linked to global trade. Data service exports at the start of 2007 were about 30 billion pounds while imports were about 33 billion pounds. Mid 2008 recorded the peak imports and exports at 40 billion and 34 billion pounds respectively. The rate of imports and exports of data services decreased consistently since 2008 reaching a low of 32 billion in imports and 29 billion in exports in mid-2009. However, an increase was recorded towards the end of 2010 with imports and exports reaching 41 and 35 billion respectively.

Saturday, November 16, 2019

History of Domestic Violence and Legislation in the UK

History of Domestic Violence and Legislation in the UK Literature Review Definition of domestic violence Domestic Violence is a phenomenon affecting many societies directly and indirectly around the world; and somehow, after many years of research not a single definition describes this phenomenon adequately yet. Defining domestic violence can be very difficult, as it is a broad term used to describe a range of behaviours and has a multiplicity of meanings to different people in different contexts (Burton, 2008). Domestic violence usually begins as an isolated abusive incident, however, when the abuse is repeated and becomes a constantly abuse, it is defined as â€Å"battering† (McCue, 2008). Physical is not the only form of domestic violence. Psychological and emotional violence are common forms of domestic violence as well (Lowenstein, 2005) and therefore the government has widened the definition of domestic violence to cover psychological intimidation and controlling behaviour and at the same time, recognising that domestic violence occurs in younger people’s intimate relationships (Walker and Gavin, 2011), applying to victims under the age of 18 as well: â€Å"any incident or pattern of incidents of controlling, coercive, threatening behaviour, violence or abuse between those aged 16 or over who are, or have been, intimate partners or family members regardless of gender or sexuality†. This includes psychological, physical, sexual, financial and emotional abuse (Home Office, 2013). The new Home Office definition express controlling behaviour and coercive behaviour. Controlling behaviour is a reach of acts intended to make an individual subordinate or dependent by separating them from any kind of support, not allowing them to obtain personal gain by controlling and regulating their everyday move and behaviour. Coercive behaviour is an act of assault, threats, humiliation and intimidation or other abuse that is used to harm, punish, or frighten their victim (Home Office, 2013). As an example, The Supreme Court held in Yemshaw v. Hounslow London Borough Council [2011] that domestic violence was not confined to physical violence but extended to threatening or intimidating behaviour and any other form of abuse being applied directly or indirectly (Miles, 2011). Domestic violence and abuse is not regarded of age, class, wealth, education, gender, race or any other determinant. Domestic violence is as likely to be happening to a lawyer, a doctor, a teacher, or even a police officer (Gaz, 2012). History of domestic violence Domestic violence has existed for many years and has very long historical roots and it has been establish in the inequality between men and women in society (Hague and Malous, 1998). Historically, abuse to wife has been viewed as normal which was part of marriage, something that women should expect and tolerate when being married (Erez, 2002). In the mid-1800s most legal systems accepted wife beating as a valid exercise of a husbands authority over his wife, using the â€Å"rule of thumb† established by Sir Francis Buller, known as ‘Judge Thumb’ meaning that a husband could beat his wife with a stick not thicker than his thumb (Women’s aid, 2008) and it was allowed by the old British Common Law (Dipty, 2009). Only towards the end of the twentieth century, in the 1970’s, that domestic violence had been defined as a crime, justifying intervention by the criminal justice system (Erez, 2002). Legislations Pre-1970s In the 1500s, â€Å"the Golden Age of the Rod† had been used against women in the United Kingdom who were taught that it was their sacred duty to obey the man of the house and during this time, violence against wives was ample. Mid-1800s, the Code of Hammurabi decreed that a wife was subservient to her husband and that he could inflict punishment on any member of his household for any transgression (WomenSafe, 2002). Around the same time in Britain, a husband had absolute power to chastisement his wife in order to implement domestic discipline (ICADV, 1999). During that time, there was no laws to criminalize violence against wives regardless of such assaults being included within the 1861 Offences Against the Person Act, the judges did very little and sometimes did nothing to address chastisement of wives (Summers Hoffman, 2002, p.31). In the late 1800s, having the Queen Elizabeth in the throne, new reforms for women were established, some of which included that wives could no longer be kept locked and beatings that could cause life threatening were treated as a ground for divorce (Cumbee Center). The introduction of the Matrimonial Causes Act 1878 helped victims of violence in marriage to obtain separation orders if their husband was convicted of aggravated assault (Summers Hoffman, 2002) and in 1882, the Woman’s Property Act, allowed wives to obtain full control over their own money and property (Parliament). Second-wave feminism In 1960s and 1970s, there was a massive comeback of feminist activity, in conjunction with the womens liberation movement. This period has been called the Second Wave of feminism, having the first wave from 1848 to 1920, when women won the right to vote (Cree, 2008). The Second Wave of feminism developed in the United States, West Europe, Australasia and Japan. However, it started in small local female groups in the United Kingdom, aiming to campaign similar private problems they all shared ( ) such as equal rights in employment, education, public and private lives and of course campaigning against rape and domestic violence (Cree, 2008) and it was then when domestic violence started to emerge as a significant issue, being recognised as a major social problem needing for political response and remedies (Summers Hoffman, 2002). The great movement established networks for support, analysing and comparing womens roles and relationships in society and defined a set of demands for the social and economic equality for women (Mendes, 2009). The women’s movement campaign was so successful that women were able to gain a stronger voice and become a strong image for the public eye, therefore a series of laws were introduced to aid women equality, such as the Equal Pay Act 1970 granting equal wages for both women and men (Mendes, 2009). Post-1970s The women’s movement was so successful that it helped with several legislations development (Hughes, 2010). There has been considerable changes in the national policy of domestic violence in the United Kingdom in the past 30 years (Matczak et al, 2001) made by the local government authorities which began to undertake and develop actions on domestic violence, and it was all mainly in response to the high demand from groups and Non-Governmental Organisations (NGOs) for the housing, social services and court and police protection for domestic violence victims (Ashworth). Some of the legislations development included the Sex Discrimination Act 1975 which was passed outlawing sexual discrimination in the workplace and the Domestic Violence Act was passed in 1976 allowing married women to access court order to prevent further violence and to have the right to stay at home without the abuser (Hughes, 2010). Womens Aid was also developed as a result of the womens liberation movement and as all women gathered together, the big concern of violence at home as well as other types of abuse, including sexual abuse became highlighted. Before Women’s Aid, the organisation was the first Womens Aid federation which was set up in 1974, to provide practical and emotional support as part of the different services available to women and children experiencing violence (Women’s Aid). The 1970s brought three vital items of legislations, the Domestic Violence Matrimonial Proceedings Act 1976, which provide the police with powers of arrest for the breach of injunction in cases of domestic violence and allowed women to obtain the right to stay at the matrimonial home, the Domestic Proceedings Magistrates’ Courts Act 1978, which amend the use of injunctions to prevent further violence in the home and the law relating to matrimonial proceedings in magistrates’ courts and the Housing (Homeless Persons) Act 1977, which refers to persons who are homeless or threatened with homelessness which helped domestic violence victims with re-housing (UK Legislations). The acts were meant to produce legal remedies, however, the ways in which they were enforced meant that battered women continue to be inadequately protected leaving criminal law broadly untouched in terms of the protection of victims and the punishment of perpetrators of domestic violence (Summers Hoffman, 2002). However, in 1993 the Crown Prosecution Service, published a comprehensive guide for all staff to be able to deal with domestic violence cases adequately even is a victim decides to withdraw the request for prosecution which tends to happen occasionally as a result of intimidation or fear by the abuser (Ashworth). Furthermore, legislative reforms took place in the 1990s, Part IV of the Family Law Act 1996 being the most significant one which improved the protective orders available to domestic violence victims under the civil law (Burton, 2008). The Family Law Act 1996 Part IV which is now the main piece of legislation providing remedies under the civil law for victims of domestic violence (Burton, 2008) provides the victim with a statutory ‘home right’ meaning the victim cannot be evicted from the home unless there is a court order (Welstead Edwards, 2011). Throughout the period between 1997 and 2010, the principle arrangement of policy and legislation on domestic violence was being enforced based on prevention, protection and justice and allowing support to victims of domestic abuse to be established at local and national level (Matczak et al, 2011). Up to dated In 1986, the Home Office published the first circular regarding domestic violence called â€Å"Violence against women† which made it clear that it was obligatory for the police to ensure the safety of women and children at domestic deputes (Applegate, 2006) but it wasn’t until 1992 that both the Home Office Circular 60/1990 and the Association of Chief Probation Officers declared domestic violence to be a crime, given law enforcement agencies the power to punish the abuser (Kury Smartt, 2006). However, it did not make much of a change to the policy (Applegate, 2006). It was not until 2005 when the Domestic Violence Crime and Victims Act 2004 was introduced, that put some of these issues addressed by the criminal law and when some changes to the policy where actually made. The Act aims to increase the safety of domestic violence victims by providing the police with enormous power to approach and deal with domestic violence in better ways, establishing a new offence called â€Å"familial homicide† which provides the power of arrest for minor offences of common assault and linking some criminal and civil remedies (Women’s aid) and for the criminal justice, there is a statutory code of practice to ensure they provide support and protection to victims of domestic violence (Applegate, 2006). While the law itself does not distinguish between a domestic violence victim and a person who gets attack by a stranger in the streets, in practice the victims of domestic violence rarely obtain the law’s protection (Elliot Quinn, 2012). Unlike in some jurisdictions from other countries such as the United States, there is no specific offence of domestic violence in the United Kingdom, instead, there are a variety of criminal offences including sexual and physical assault, harassment offences and the crimes related to homicide, which can be applied in a case of domestic violence (Paradine Wilkinson, 2004) Today, the government is fully committed to tackle domestic violence in the United Kingdom in every possible way by allowing violence and abuse to be treated seriously by courts and the criminal justice system (Summers Hoffman, 2002). The government’s strategy to tackle domestic violence is based on three elements; prevention, protection and justice, and support (Blunkett, 2003). The government provides some of these elements by implementing local domestic violence conventions where the police, social services, housing services, probation, health services, legal professionals, and many other voluntary agencies gather and work together to tackle domestic violence at local level (Matczak et al, 2011). Although, there have been implementations of local domestic conventions and domestic violence units as well as many multi-agencies that work together to tackle domestic violence and changes in legislation and police policy, there are still some major concerns of how domestic violence is being dealt today. In 2012, around 1.2 million women suffered domestic abuse, over 400,000 women were sexually assaulted, less than 1 in 4 suffered abuse from their partners (Home Office, 2013) and on average, two women are being killed a week by a partner or former partner (CAADA, 2013). Furthermore, the police have been majorly criticised for failing to respond to domestic violence properly by not recording incidents as crimes (Paradine Wilkinson, 2004) with a 30% of domestic violence incidents reported to the police but not taken into actions and only 4% of reported incidents resulting in a conviction (Women’s aid) and they have been also criticised for not making arrests and failing to enforce civil injunctions (Paradine Wilkinson, 2004). For these reasons, in September 2013, the Home Secretary has commissioned Her Majesty’s Inspectorate of Constabulary (HMIC) to carry out an inspection into how police forces are responding to domestic violence and the review will be exanimating the performance of all forces around England and Wales and report back to the Home Office in April 2014. In the meantime, chapter 2.4 and 2.5 will be looking at the reporting and non-reporting of incidents and how the police is responding to domestic incidents after the establishment of domestic violence units were introduced across the country, and assess the changes in police policy and practice over the past years including the ‘pro-arrest’ policy which aims to reduce the number of domestic violence cases discontinued by the police or the Crown Prosecution Service (Hoyle Sanders, 2000). References Applegate, R.J., 2006. Changing local policy and practice towards the policing of domestic violence in England and Wales. Policing: An International Journal of Police Strategies Management. 29 (2): 368 – 383. Blunkett, D., 2003. Safety and Justice: The Government’s Proposals on Domestic Violence. Home Office. Norwich. Burton, M., 2008. Legal responses to Domestic Violence. Oxon: Routledge-Cavendish. CAADA (Co-ordinated Action Against Domestic Abuse). Key statistics on the prevalence of domestic abuse [online]. Bristol: Co-ordinated Action Against Domestic Abuse. Available from: http://www.caada.org.uk/policy/statistics.html. [Accessed 17 January 2014]. Cree, V., 2008. Feminism: Past It, Lost Cause or Unfinished Revolution? [online]. University of Edinburgh Social Work Seminar. Available from: http://www.socialwork.ed.ac.uk/events/lecture_notes/feminism_lecture. [Accessed 6th February 2014]. Cumbee Center. History of Domestic Violence [online]. Cumbee Center to Assist Abused Persons. Available from: http://www.cumbeecenter.org/domestic_violence_history.php. [Accessed 6th February 2014]. Dipty, D., 2009. The Three Dimensions of Domestic Violence. Oklahoma: Tate Publishing Enterprises. Elliot, C. and Quinn, F., 2012. Criminal Law. Ninth Edition. Harlow: Pearson Education Limited Erez, E., 2002. Domestic Violence and the Criminal Justice System: An Overview. Online Journal of Issues in Nursing [online]. 7 (1). Gaz, LS., 2012. Features: How to stop domestic Violence. Law Society Gazette [online]. 41. Home Office., 2013. Domestic violence and abuse [online]. Home Office. Available from: https://www.gov.uk/domestic-violence-and-abuse. [Accessed 4th February 2014]. Home Office, 2013. Ending violence against women and girls in the UK [online]. Home Office. Available from: https://www.gov.uk/government/policies/ending-violence-against-women-and-girls-in-the-uk [Accessed 4th February 2014]. Hoyle, C. and Sanders, A., 2000. Police Response to Domestic Violence. The British Journal of Criminology [online], 40 (1): 14-36. Hughes, C., 2010. Second Wave Feminism [online]. Available from: http://www2.warwick.ac.uk/fac/soc/sociology/staff/academicstaff/jonesc/jonesc_index/teaching/birth/second_wave_feminism.pdf. [Accessed 11th February 2014]. ICADV, 1999. History of Battered Women’s Movement [online]. SafeNetwork: California’s Domestic Violence Resource. Available from: http://www.icadvinc.org/what-is-domestic-violence/history-of-battered-womens-movement/. [Accessed 6th February 2014]. Kury, H. and Smartt, U., 2006. Domestic Violence: Recent Developments in German and English Legislation and Law Enforcement. European Journal of Crime, Criminal Law and Criminal Justice. 14 (4): 382-407. Lowenstein, L.F., 2005. Domestic Violence: Recent Research Part 1. Justice of the Peace [online]. 196 (37). Matczak, A., Hatzidimitriadou, E., and Lindsay, J., 2011. Review of Domestic Violence Policies in England and Wales. London: Kingston University and St George‘s, University of London. Mendes, K., 2009. Reporting the womens movement: A cross-national comparison of representations of second wave feminism and equal rights issues in the United Kingdom and United States daily press, 1968-1982. Cardiff University. Paradine, K. and Wilkinson, J., 2004. A Research and Literature Review Protection and Accountability: The Reporting, Investigation and Prosecution of Domestic Violence Cases [online]. National Centre for Policing Excellence, Centrex. Parliament. Key dates [online]. Parliament United Kingdom. Available from: http://www.parliament.uk/about/living-heritage/transformingsociety/private-lives/relationships/keydates/, [Accessed 6th February 2014]. Summers, R. and Hoffman, A.M., 2002. Domestic Violence: A Global View. Westport: Greenwood Press. United Kingdom Legislations. Housing (Homeless Persons) Act 1977 [online]. United Kingdom. Available from: http://www.legislation.gov.uk/ukpga/1977/48/introduction/enacted. [Accessed 11th February 2014]. Welstead, M. and Edwards, S., 2011. Family Law. Third Edition. New York: Oxford University Press Inc. Women’s aid, 2008. Domestic Violence a historical perspective [online]. Women’s aid. Available from: http://www.womensaid.org.uk/domestic-violence-articles.asp?itemid=1815itemTitle=A+historical+perspectivesection=00010001002200410001sectionTitle=Articles:+domestic+violence. [Accessed 4th February 2014]. Women’s aid. Our history [online]. Women’s aid. Available from: http://www.womensaid.org.uk/page.asp?section=0001000100190004 [Accessed 4th February 2014]. Women Safe, 2002. Overview of Historical Laws that Supported Domestic Violence [online]. Women Safe. Available from: http://www.womensafe.net/dv/dvlaws.html. [Accessed 3rd February 2014].

Wednesday, November 13, 2019

Everyday Use :: essays research papers

 ¡Ã‚ §Different points of view on culture and heritage ¡Ã‚ ¨  ¡Ã‚ §Everyday Use ¡Ã‚ ¨ is a literary explanation of what culture is. In  ¡Ã‚ §Everyday Use ¡Ã‚ ¨, the author Alice Walker confronts the question of what are the true values in one ¡Ã‚ ¦s heritage and culture. In the conflict between Dee and her mother, Alice Walker shows that one ¡Ã‚ ¦s culture and heritage are represented by neither the possession of objects or external appearances, but by the lifestyle and attitude. In "Everyday Use ¡Ã‚ ¨, Alice Walker personifies the different sides of culture and heritage in the characters of Dee (Wangero) and her mother (the narrator). Dee can be seen to represent a complex and modern way of life where culture and heritage are to be valued. Her mother represents a practical way of life where they are valued both for it is usefulness as well as personal significance. When Dee first comes to visit the family, she is wearing a long dress, even though the weather is very hot. We get the impression that Dee is more occupied with aesthetic appearances rather than practicality. The dress is colored with enough yellow and orange "to throw back the light of the sun"(1174). Dee is also wearing numerous pieces of jewelry, earrings and bracelets. Even more than Alice Walker ¡Ã‚ ¦s description of Dee is the significance of Dee ¡Ã‚ ¦s "name change" to Wangero that seems to symbolize Dee ¡Ã‚ ¦s attitude about one ¡Ã‚ ¦s culture and heritage. It seems to reflect a sort of glittery artificial pretense put on in order to assume sophistication. Dee disregards the importance of her name, the fact that she was named after her aunt Dicie.And when asked about why she changed her name, Dee can only discharge an answer, "I couldn ¡Ã‚ ¦t bear it any longer, being named after the people who oppress me."(1175) Another important detail is the words directly preceding her answer about what happened to her name  ¡V "She ¡Ã‚ ¦s dead..." (1175) is Dee ¡Ã‚ ¦s answer. By these words, Alice Walker shows that Dee has distanced herself even further from her family, heritage, and culture  ¡V despite her "new" name and the way of talking. Dee is portrayed as aggressive, to the point of total lack of regard for her family. When she first greets her family, she starts snapping pictures of the house and her mother before even greeting them with a kiss or a hug, or even a handshake. Later, when they are in the house, Dee begins just taking various items for herself, assuming they belong to

Monday, November 11, 2019

Managing Strategy: Case Study of Thornton plc Essay

1.0 Thornton Plc – an Overview: Occupying 8 percent market share of the UK boxed chocolate market in the year 2002 the company Thornton had witnessed a decline in its profits even from the year 1998. The turnover of the company and the operating profits of the company for the years 1994 to 2003 are presented below: The company was largely depending on its in house manufacturing facility and also adopted the marketing strategy of distributing the products through its own retail units established throughout the country. To some extent the company also adopted the franchising route also. Though the company was rich in its internal resources and good in the new product developments, the manufacturing and marketing strategy adopted by the company posed difficulties in meeting the seasonal demands which constituted a major percentage of the sales of the company. This part of the paper analyses the strength of the internal resources of the company. 1.1 Internal Resources: The success of any business depends on the strength of its internal resources which greatly facilitates sustaining the growth achieved by the firm. It is equally important for the company not only to achieve reasonable growth in the profits and sales but also to sustain the growth established by it. The internal resources of the company come in handy to help the company to retain the level of growth being achieved by the company. The internal resources of the company Thornton Plc can be detailed as below: A Complete Value Chain: The strategy of the company in having in house manufacturing facility coupled with its own retail outlets represented a complete value chain which is a distinct internal resource the company possessed. Even though the company resorted to external sources for non-core products and the basic liquid chocolate, the company retained the core manufacturing activity and the recipes. This enabled the company to ensure the quality of the ingredients to the chocolates and maintain its exclusivity in the market. Assets and Competencies of the Company: The distinct advantage the company was carrying was its capability to manufacture its requirements with its own facilities. This had enabled the company to maintain the freshness of its chocolates which became a distinguishing feature for Thornton’s products. This represents the internal resources of the company in the form of its ‘physical assets’. The other ‘physical assets’ that helped the company in maintain its market position is the number of the company’s own retail shops spread throughout the country. A graphical representation of the total number of retail outlets owned and franchised by the company is produced below: Intangible Assets: The goodwill earned by the company by maintaining the quality of its products and the quality of its service to the customers account for the intangible asset the company holding as an important internal resource of the company. Product Differentiation: Another feature that distinguished the chocolates of Thornton is the finishing. While competitors like Cadburys’ products are moulded, Thornton used a handmade appearance to the products by enrobing them in chocolates. In this way Thornton could make a marked ‘product differentiation’ that can be counted as a valuable internal resource that the company could use for improving its brand image. Quality of Service to the Customers: By having most of its sales done by its own shops, the company was able to provide a quality service to the customers. Through services like writing personalized messages on chocolates by icing on the top on important occasions, providing specialised gift wrappers etc the company could get to the fifth place by customers’ choice in the high-street vendors. Product Innovations: Developing new products was a passion for Thornton. This is evident from the fact that in the year the company could add 27 new ‘countlines’ and 132 new and updated products in the year 1998.       Unique and Core Assets and Competencies: The Unique assets of the company can be found in its in house manufacturing facilities that contributed largely for the quality of the products. However with the available manufacturing facility the company was unable to meet the peak seasonal demand which represented the threshold limit with respect to this unique asset. Similarly the core competency represented the company’s ability to innovate as many number of new products to cater to the market. But the threshold limit for this competency was the failure of the company to concentrate on the retailing and the poor locations of the shops that could not give the true advantage of this core competency of new product innovation. 1.2 Strengths and Weaknesses of Thornton Plc: While commenting on the internal resources of any firm it is customary to do an analysis of the firm’s relative strengths and weaknesses. An analysis of the strengths and weaknesses of Thornton is detailed below: Strengths: In house manufacturing facility: The availability of in house manufacturing facility enabled Thornton to ensure the quality of ingredient and thereby ensure the quality of its products. It was also possible to maintain the freshness f the products.   Own retail outlets: The establishment of the company’s own retails shops gave the strength of meeting a higher level of customer service and also an effective distribution of the products among own retail units. Capability to innovate new products: The distinct capability of the company to involve itself in innovative products with new recipes had resulted in increasing its sales at some point of time. Several attempts by the company to promote the sales on this strength had proved successful. Strong brand image: The quality of the Thornton’s products coupled with its freshness had created a set of loyal customers to the company and resulted in the creation of a very strong brand image for the company Sound technical knowledge in terms of recipes: This strength has helped the company to plunge in to the creation of many new products that finally proved successful in the market. Added marketing strength through franchisee stores: In addition to the own retail units, the company also adopted the policy of giving franchise rights to more retailers which proved a distinct strength for the company in terms of marketing of its products. Unique product differentiation: The Company had clearly excelled itself in the segment of boxed chocolates which has proved to be the company’s core strength. Strong market presence in the boxed chocolate segment: Having specialized in the boxed chocolate segment the company made its presence felt in the segment. Weaknesses: Heavy Seasonal Demand: More than 50 percent of the sales of the company resulted from the sales during Christmas, Easter, Valentine’s Day and Easter Sunday. This led to pressure on sales at shorter periods and at times poor sales if there were disturbances in the seasonal sales due to some reason. Dependence on one key product: Excessive dependence on a single product like boxed chocolates had always proved a cause for the failure in sales. Similarly the company depended on the sale of innovative Easter Eggs for the year 2000 that proved an expensive lesson in that more than 300,000 chocolate eggs were left in stock unsold, making the company to sell at half the price. Low quality products and service from franchisee and associated companies: Many a times the associate companies with whom the company had selling arrangements sold products of lower quality. The franchisees, their core product not being chocolates could not provide a quality service to the customers Poor automation capabilities leading to higher labour intensiveness: The finishing of the products with chocolate enrobing made the automation impossible and also due to seasonal sales the company had to employ additional labourers for manufacture as well as for sales during season times which proved expensive. Frequent changes in the marketing strategies: Due to some reason or other the company faced failures successively which made the company change in the marketing strategies. Also changes in the Chief Executives also brought new strategies into practice. Being impulsive purchase unpredictable demand: The chocolate being an impulsive purchase made the demand for the products unpredictable leading to manufacture of the products without a planned approach. Weather conditions affecting seasonal demands: Since the sales of the company were heavily seasonal, any weather conditions that affect the festivals also affected the sales of the company. This was evidenced in the Christmas for the year 1998, when the sales went down by 3.8 percent for the same period last year due to extended summer that affected the buying of customers. Shorter shelf life of the products: One of the major weaknesses of the company was the short shelf life of the products. As against the use of the vegetable fat as the base by the competitors which gave them longer shelf life, Thornton used cocoa base to keep the authentic quality of the products which made the shelf life shorter for the products. Product lines demanding own manufacture: Several products of the company were fit to be manufactured by the companies own manufacturing facilities only. On a research the management of Thornton identified that at least 70 percent of their products need their own manufacturing facility. Higher manufacturing costs: Since most of the products are being manufactured by its own facilities the company could not have a closer control in the manufacturing costs. Moreover the employment of additional workers on peak seasons also increases the manufacturing cost. 1.3 Product Market Research: The Company’s core product range included the boxed chocolates, where it has to meet the competition from major players like Cadburys and Nestle. The company had to compete with high street specialist retailers such as ‘Body Shop’ in  £ 5-10 price range. The percentage of market share of different companies in the boxed chocolate market is graphically represented below: It may be noted that Thornton was able to retain the market share of 8 percent from the year 1999 to 2002 sheer by the product quality against the stiff competition of not only other chocolate retailers but also form others selling postal gifts of wine and flowers. The introduction of 27 new products in ‘countlines’ in the year 1997 and 132 varieties in the year 1998 witnessed an increase in sales of up to  £ 133 million for 1998 and also brought new male, children and teenage customers lowering the average age of the customers. The company planned to increase the new products and re-launch of old products up to 92 percent for Valentines Day, 100 percent for Mothers day and 91 percent for Easter Sunday for the year 2000. New product development with a focus on day-to-day sales rather than for meeting the seasonal demand was taken up to reduce the excessive dependence on the seasonal sales. 1.4 Internal Resources and the Firm’s Competitive Advantage: The competitive position of a firm is determined by its product superiority and the relative market position. These aspects are enhanced by the internal resources and capabilities possessed by the company that adds the competitive edge of the organization In the case of Thornton, the company was clearly placed in more competitive position as compared to other players in the market. The better quality of its products that could be achieved as a result of its own manufacturing facilities is a distinct competitive edge the company possessed. Similarly the positive effects of other internal resources like the establishment of its own retail outlets and the product innovation capabilities had contributed much to the improvement in the marketing ability of the company.                Question 2: Marketing Strategy of Thornton Plc: The marketing strategy of Thornton can be analysed on the basis of the available marketing strategy models. 2.1 Porter’s Generic Strategies: As perceived by Michael Porter in his book ‘Competitive Strategy: Techniques for Analysing Industries and Competitors’ the competition in any business can be reduced to three broad strategies. These strategies are known as ‘Porter’s Generic Strategies’ and are: Cost Leadership Product Differentiation and Market segmentation The competitive strategy of Thornton can be identified with Product differentiation and market segmentation but not with the cost leadership as the company was never able to have a comfortable cost position because of its high packing costs and heavy seasonal demand for the products. 2.2 Bowman’s Clock: As compared to the Porter’s Generic Strategies Cliff Bowman had developed competitive advantages in relation to cost advantage or differentiation advantage. Bowman identified eight core strategies in any business based on the firm’s competitive advantages. They are: Low price/Low added Value: signifying segment specific strategy Low price: being adopted by a cost leader as a result of price wars and low margin on the products Hybrid Option: Represents low cost base and reinvestment in low price and product differentiation. Product Differentiation: This option is being exercised with a price premium and without a price premium. Focused Differentiation: Involving perceived added value to a ‘particular segment’ that needs a premium. Increased Price/Standard: higher margins if competitors do not value follow/risk of losing market share. Marketing Teacher Increased Price/Low Values: This option can be exercised only in a monopoly situation Low Value/Standard Price: This strategy will result in a loss of market share.    Out of these eight strategic options developed by Bowman, Thornton had been following the Product differentiation Strategy originally and later on shifted to ‘focused differentiation’   to capitalize on their product strength. In the case of Boxed chocolates the firm had adopted the   product differentiation with a price premium.          2.3 Ansoff’s Matrix: Developed by Igor Ansoff, this model uses two basic components of marketing namely Products and markets to identify four generic growth strategies namely Market Penetration, Market Development, Product Development and Diversification. Ansoff’s Matrix is â€Å"a framework for identifying the corporate growth opportunities† (Tutor2u) Market Penetration involves more of the same product to the same customers Market Development uses new customers for existing products Product Development uses new products for existing customers and Diversification involves new products and new customers. Ansoff’s Matrix: Example of Thornton The example of Thornton matching the Ansoff’s Matrix can be explained as below: Market Penetration: Increase in the share of chocolate business at the expense of Sainsbury and Asda. Market Development: Movement into more distribution channels like ‘joint venture’ shops with Birthdays Group – a 500 strong chain of greetings cards and novelties outlets; exclusive supply arrangement with Tesco; expansion in to France, Belgium and USA Product Development: Thornton attempted to do product development increasing the rate and scope of new product innovation, repackaging and re-launching of old products that added 27 products in the year 1997 and close to 132 products in the year 1998. Diversification: Thornton developed new product ranges like desserts, ice cream, sponge puddings, cakes and cheesecake.          2.4 Five Forces Model: Thornton’s position with respect to the industry can be analysed on the basis of Michael Porter’s Five Force analysis. â€Å"Porter provided a framework that models an industry as being influenced by five forces. The strategic business manager seeking to develop an edge over rival firms can use this model to better understand the industry context in which the firm operates.†(QuickMBA) Barriers to Entry: Though technologically there is no barrier for the new entrants to the market, the accesses to the distribution channels pose a great barrier to entry. Establishment of a new brand also would take considerable time and money in the form of advertising and promotional expenses. This acts as a barrier to the new entrant to the industry. The strength of this force is negligible. Threat of Substitute: There are a number of substitute products available for the products of Thornton. The new products from the competitors like Nestle and Cadburys as well as products from other brands and own label manufactures often pose a problem of substitute products available in the market. Switching to substitute products for the customers is inexpensive and easy as every brand is available in plenty in the various outlets like petrol bunks, novelty stores, greetings cards stores, super markets and specialized shops. The strength of this force is to be reckoned with. Buyer Power: The ultimate consumer being the buyer the force exerted by them on the industry is sizeable. Any small change in the quality of the products or in the level of service will make the buyers switch their loyalty to other brands. Moreover, being an impulse purchase the availability of a number of substitutes and the inexpensive way to switch to other brands make the buyer power act as a strong force.    Supplier Power:   The timely delivery of the product depends on the availability of the base materials in the right quality and right time. Though it is not difficult to establish new sources of supply it may take some time to establish the required level of quality and reliance on the timely deliveries. But the supplier cannot threaten to increase the price at his convenience as there a number of suppliers are available in the market. Hence it can be said that this force is only mildly acting on the industry. Competitive Rivalry: As such the industry is highly competitive with four major players occupying 72 percent of the market share. Any small downward trend in the market share of Thornton will be taken advantage of by the major players acting in the industry. Moreover except the force of ‘barriers to entrants’ and ‘suppliers power’ to some extent other forces are acting very strongly on the industry. Hence it can be said that the competitive rivalry is very high for Thornton Plc. Question 3: Relationship between Thornton and Marks & Spencer: The case study of Marks & Spencer also indicates the different strategies adopted by the firm to sustain its growth attained over a period. The basic weaknesses in the company that led to the downward trend of the company were: Excessive dependence on the suppliers within UK which increased the cost of the products for the company and affected the profitability Expansion of business within Europe and in the USA that finally proved unworthy or not maintainable due to various reasons Expansion and refurbishment of own retail units in the UK which increased the capital cost of the firm Development of new product lines like food when there was so much to be done in the existing clothing business. Thus the experiences of both Thornton Plc and Marks & Spencer can be identified as more or less same with the only difference is that Thornton depended heavily on the seasonal business. Marks & Spencer followed a Hybrid strategy under Bowman’s clock. With the experience of both the firms in the same direction it is quite possible that the business of the both the firms can be combined to take advantage of the advantage of the combiner synergy. However while combing the businesses by selling the chocolates through Marks & Spence r the following points need to be taken into account. 3.1 Overlap of Network: Though Thornton had a long standing supply arrangement with Marks & Spencer with a renewal of such supply arrangement may pose the problem of the overlapping of the network of the customers of both the stores, especially in locations where both Thornton and Marks & Spencer have their retail outlets. Being a commercial customer it is quite possible that the products offered by Marks & Spencer may differ by style and recipe from those provided through Thornton’s own outlets. It may not be possible for the customers to be sure as to whether the products were really made by Thornton. The authenticity of the products may not be fully realized in the perspective of the customers. This is one aspect that needs consideration when a decision to renew the contacts with Marks & Spencer is to be ever thought of by Thornton. Another issue that Thornton needs to consider is the quality of service to the customers. Marks & Spencer having it thrust on its core products of clothing, food and beauty products it may be difficult for the company to attach the same importance that Thornton gives its products. The personalized approach that is being attributed to every customer at the Thornton store may not be expected out of Marks & Spencer. The availability of substitute products by the side of the products of Thornton may also pose a problem for an effective increase in the sales of Thornton’s products. The product promotions and advertising for the competitors’ products will have its own impact on the sales of the Thornton’s products unless an exclusive arrangement with Marks & Spencer is entered only to deal with Thornton’s products. The display and product promotion of Thornton by Marks & Spencer is another area that needs to be addressed. The floor space and the kind of visibility to the products Marks & Spencer may offer to Thornton’s products will greatly depend upon the financial gain that M&S get out of the deal with Thornton. Hence a careful discussion and finalization of the contract is a pre requisite for Thornton to expect the kind of treatment for its products by M&S as the company expects to have. Thornton should look into the cost aspects and the projected sales through the outlets of M&S and decide on the financial working arrangement with M&S. 3.2 Possibilities of Other Working Arrangements: Thornton may look into the possibility of entering into other arrangements like renting a small shop floor area with M&S in the location where they don’t have their own retail units. Thornton may appoint its own staff to look after the sales and thereby can ensure the quality of service to its customer. The company may enter into a profit – sharing arrangement with M&S to create interest on the part of the latter to offer its shop area to Thornton. In this way both companies can retain their identities and at the same time work for the mutual profitability. This would eventually result in the increase in the sales of Thornton. This ‘shop within shop’ arrangement may be effective in controlling the cost of expansion for Thornton to expand in locations where M&S have its own stores. Moreover this sort of alliance is easy to work out and less complicated in terms of fixing the benefit to M&S. There will be no commitment on the part of M&S to assure any minimum sales also. 3.3 Merger: Another distinct possibility that can be worked out to the benefit of both the companies is a merger of both the companies for an agreed consideration to be paid to the shareholders of Thornton. This was what was tried by the company in the year 2003 to offer its management buyout arrangement. However, since the price for the control of the company was higher, at 180p per share there were no potential bidders for meeting the required price and the talk of a bid for Thornton disappeared in early 2004. Unlike this a workable merger proposal between both Thornton and Marks & Spencer can be worked out on reasonable terms that are beneficial for both the companies. This way the synergies of the merger of both the companies can be enhanced to take advantage of the combined forces of sale. Similarly there will be the distinct advantage of the customers of both the companies being attracted to the products of Thornton which may result in the improvement in the sales of the products of Thornton. Another distinct advantage may result in the form less cost of expansion for the merged company as the existing retail shops of Thornton can function as the retail units of the new merged entity or in the name o Marks & Spencer if it agreed to retain the name of M&S if it is agreed as a part of the merger arrangement. These shops can also market the products of M&S also depending on the availability of space in the erstwhile Thronton.                      References:    1.Marketing Teacher The Strategy Clock: Bowman’s Competitive Strategy Options http://marketingteacher.com/Lessons/lesson_bowman.htm Tutor2u Business Strategy: Ansoff’s Matrix http://www.tutor2u.net/business/presentations/strategy/ansoff/default.html QuickMBA Strategic Management: Porter’s Five Force, A Model For Industry Analysis   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  http://www.quickmba.com/strategy/porter.shtml   

Saturday, November 9, 2019

executing the death penalty essays

executing the death penalty essays The implementation of capital punishment in the United States today has become a seldom-used means to deter crime. The death penalty was established in order to punish those who are guilty and to discourage those who contemplate committing heinous crimes from doing so. Society has backed down from its very supportive stance on the death penalty since being barraged with propaganda that says capital punishment is cruel and unusual. Most of the crimes committed by those who face execution can be listed as either cruel or unusual, though. Through analyzing the effectiveness of deterrence, the ineffectiveness of life sentences, and the morality of capital punishment, the significance of the death penalty can be shown. Deterrence refers to the suggestion that executing murderers will decrease the rate of homicides by causing potential murderers not to commit murder for fear of being executed themselves. The fear of punishment is enough to dissuade many people from taking extreme actions. Since 1990, Harris County, a single county in Texas has had more executions than any other county in any state in the United States, according to David Bragdon, a Government/Pre-law major from North Carolina. During the period between 1990 and 1995, Harris County has had a forty-eight percent drop in crime, the greatest decrease in the United States. In Harris County, the highest homicide rate was in 1981, one year before the death penalty was reinstated in Texas. This directly indicates that the implementation of the death penalty correlates with a drop in the homicide rate(Guernsey,9). Deterrence is effective when properly put into practice. Many people have argued that the cost of executing a prisoner is higher than keeping him incarcerated for life. The annual cost of incarceration is $40,000 to $50,000 a year for prisoners who are serving life terms without parole(Wekesser,2). Executing a prisoner is much more cost ...

Wednesday, November 6, 2019

Southwest Airlines Case Analysis Essays

Southwest Airlines Case Analysis Essays Southwest Airlines Case Analysis Paper Southwest Airlines Case Analysis Paper Essay Topic: True Grit Southwest History 1966: Rollin King marched into Herb Kelleher’s law office with a plan to start a low-cost/low-fare airline that would shuttle passengers between San Antonio, Dallas, and Houston. Thought of this idea because businessmen were complaining about the commute. 1967: Kelleher filed papers to incorporate the new airline and submitted an application to the Texas Aeronautics Commission for the new company to serve Dallas, Houston, and San Antonio. 4 year legal and regulatory battle from rival airlines 1971 (January): Lamar Muse brought in as the CEO to get operations under way. Boeing supplied three new 737s, discounted price by $1 million (5gt;4) and financed 90% of the $12 million deal. 1971 (June): Southwest initiated its first flights with a schedule that soon included 6 round-trips between Dallas and San Antonio and 12 round-trips between Houston and Dallas. Disappointing results despite only $20 fare compared to rivals $27-28. Their funds stretched thin and they were putting fuel on Muse’s credit card. Employee morale was high. 1971 (November): Muse came up with idea to offer $10 fare to passengers on the Friday-night Houstongt;Dallas flight. The flight sold-out without advertising. Muse came up with a two-tier on-peak and off-peak pricing structure. BEGINNING OF THE NO-LAYOFF POLICY, they have never laid off or furloughed any employees. 1972: Moved flights in Houston from the newly opened Houston Intercontinental Airport to the abandoned Houston Hobby Airport (for money and location reasons). 1973: Reported its first-ever annual profit in 1973. Introduced a profit-sharing plan for senior employees (first in the airline industry) -Rest of the 1970s consisted of legal battles- 1977: Listed on the NYSE 978: Muse resigned; Howard Putnam became CEO after Kelleher turned down the offer. 1979: First route outside Texas (New Orleans) 1981: Putnam resigned; Kelleher became CEO. Southwest had 27 planes, $270 million in revenues, 2100 employees, and 14 destination cities. Kelleher did not run from his office but among the troops. 1983: 3 additional Boeing 737s purchased; Southwest flies more than 9. 5 million passengers. 1984: Sout hwest is ranked first in customer satisfaction among the U. S. airlines for the fourth straight year. 1985: Service begins to St. Louis and Chicago Midway. Southwest named the Ronald McDonald House as its primary charity (a pilot lost his daughter to leukemia). 1986: Southwest flies more than 13 million passengers. 1988: Southwest becomes the first U. S. airline to win the Triple Crown (best on-time record, fewest reports of mishandled baggage, and fewest complaints per 100,000 passengers) for a single month. 1990: Revenues reach $1 billion; only major U. S. airline to record both an operating and a net profit. The Culture Committee was formed to promote â€Å"Positively Outrageous Service. † 992: First annual Triple Crown; second-year running they were the only major U. S. airline to record both an operating and a net profit. 1993: Begins operations on the East Coast and wins second annual Triple Crown; revenues exceed $2 billion and profits exceed $100 million. Third consecutive year of being the only U. S. airline to record both an operating and net profit. 1994: Introduced ticketless travel in four c ities; third Triple Crown; acquires Morris Air (Salt Lake City) 1995: Ticketless travel becomes available system-wide; fourth consecutive Triple Crown. 996: Service to Florida begins; fifth consecutive Triple Crown; ~$740,000 to RMDH 1997: Service begins to Southwest’s 50th city; more than 50 million people fly Southwest. 1998: Named by Fortune as the best company to work for in America 1999: Service is added to three more cities. 2000: # of passengers exceeds 60 million; revenues surpass $5 billion; 28th consecutive year of profitability; 9th consecutive year of increased profits; becomes the 4th largest U. S. airline in terms of passengers carried. 2001: 30th Consecutive year of profitability; only U. S. airline to report a profit; record 64. million passengers 2001 (June): Kelleher stepped down as CEO but stayed chairman of the Board. James Parker and another trusted protege became CEO. 2002: Ranks second among companies across all industry groups (first in airlines) on Fo rtune’s 2002 list of most admired companies. Began changing the look of its planes. 2004: Parker retired unexpectedly. Gary Kelly appointed CEO. 2005: Becomes 2nd largest U. S. airline in terms of passengers carried. First significant blemish on Southwest’s safety record (overshot runway in Chicago). 2006: A record 96. 3 million passengers fly Southwest. 007: Becomes the largest U. S. airline in terms of passengers carried; profitable for the 35th consecutive year; named to Business Week’s first ever â€Å"Customer Service Champs† list and is voted â€Å"Overall Best Airline in the U. S. They introduced the Business Select fare to attract economy-minded business travelers. Did an â€Å"Extreme Gate Makeover† to improve experience. Ticketless travel accounted for more than 95% of all sales. Operation Kick Tail (customer service initiative) launched. 2008: More people were flying Southwest than any other U. S. airline and they were the only U. S. Air carrier that was consistently profitable and had been since 1973. Southwest did not choose to use a la carte pricing like other airlines; they stuck with an all-inclusive fare. Mission statement was revised to highlight customer service commitment. Belated Aircraft Inspections further tarnish Southwest’s reputation (placed three employees on leave). 2008 (May): Kelleher resigned as chairman of the board. Kelly assumed chairman of the board, president, and CEO. Southwest Financial and Statistical Background Key Financial Ratios | 2005| 2006| 2007| 2008| Gross Profit Margin| 31. 2%| 30. 54%| 26. 63%| 22. 07%| Operating Profit Margin| 9. 56%| 10. 28%| 8. 02%| 4. 07%| Net Profit Margin| 6. 38%| 5. 49%| 6. 54%| 1. 61%| Return on Total Assets| 3. 46%| 3. 71%| 3. 85%| 1. 27%| Return on Stockholders Equity| 7. 25%| 7. 74%| 9. 29%| 3. 59%| Earnings Per Share| 61. 00%| 63. 00%| 85. 00%| 24. 00%| Current Ratio| 94. 07%| 90. 09%| 91. 84%| 94. 55%| Quick Ratio| 90. 18%| 89. 37%| 87. 34 %| 88. 80%| Working Capital| -$228| -$286| -$395| -$153| Routes and Flight Data May 2008 serves 52 U. S. cities. Currently serves 69 U. S. cities. Top 10 Airports: May 2008| Current| Las Vegas| Las Vegas| Chicago Midway| Chicago Midway| Phoenix| Phoenix| Baltimore/Washington| Baltimore/Washington| Oakland| Denver| Houston Hobby| Houston Hobby| Dallas – Love Field| Dallas – Love Field| Los Angeles| Los Angeles| Orlando| Oakland| San Diego| San Diego| Aircraft Fleet: | May 2008| Current| Total A/C: | 527| 544| Total Seats:| 71,824| 74,153| Southwest tested Wi-Fi on four of there airplanes, and in late 2009, made the decision to begin installing satellite-delivered broadband from their Wi-Fi provider, Row 44, on the rest of their fleet. Southwest estimates that heir entire fleet will be Wi-Fi enabled in the 2013 timeframe. Number of Domestic Passengers by Air Carrier | 2000| 2005| 2006| 2007| Q1 2008| Southwest| 15. 32%| 19. 63%| 21. 68%| 21. 95%| 23. 21%| American| 14. 42%| 17. 16%| 17. 29%| 16. 48%| 16. 64%| Delta| 20. 68%| 17. 22%| 14. 29%| 13. 26%| 13. 43%| United Air| 15. 30%| 12. 25%| 12. 88%| 12. 14%| 11. 61%| US Airways| 11. 96%| 8. 22%| 7. 18% | 11. 17%| 11. 26%| Northwest| 10. 23%| 10. 36%| 10. 16%| 9. 43%| 9. 09%| Continental| 7. 73%| 7. 32%| 8. 05%| 7. 99%| 8. 18%| Jet Blue| 0. 24%| 3. 21%| 4. 07%| 4. 42%| 6. 59%| America West| 4. 11%| 4. 63%| 4. 41%| 3. 6%| 0. 00% *| * America West data is included with US Airway starting in 2007 due to merger. Operating Revenues of Selected US Airlines, 2000-2007 (in billions) | 2007| 2006| 2005| 2004| 2003| 2002| 2001| 2000| American| 1st$22. 9| 1st$22. 5| 1st$20. 6| 1st$18. 6| 1st$17. 4| 1st$15. 9| 2nd$15. 6| 2nd$18. 1| United| 2nd 20. 1| 2nd19. 3| 2nd17. 3| 2nd15. 7| 3rd13. 4| 2nd13. 9| 1st16. 1| 1st19. 3| Delta| 3rd 19. 2| 3rd17. 5| 3rd16. 5| 3rd15. 2| 2nd14. 3| 3rd12. 4| 3rd13. 2| 3rd15. 3| Continental| 4th 14. 2| 4th13. 1| 5th11. 1| 5th9. 9| 5th7. 3| 5th7. 4| 6th8. 2| 5th9. 4| Northwest| 5th 12. 5| 5th12. 6| 4th12. | 4th11. 3| 4th10. 1| 4th9. 2| 4th9. 6| 4th11. 0| US Airways| 6th 11. 7| 6th11. 6| 7th7. 2| 6th7. 1| 6th6. 8| 6th6. 9| 5th8. 3| 6th9. 2| Southwest| 7th 9. 9| 7th9. 1 | 6th7. 6| 7th6. 5| 7th5. 9| 7th5. 5| 7th5. 6| 7th5. 7| America West| *| *| 8th3. 4| 8th2. 5| 8th2. 2| 8th2. 0| 8th2. 0| 8th2. 3| Total| 110. 5| 105. 7| 96| 86. 8| 77. 4| 73. 2| 78. 6| 90. 3| *America West merged with US Airways in 2005. Major U. S. Airlines Fuel amp; Oil and Total Operating Expenses Per Passenger Revenue Miles Southwest Airlines had the 4th lowest fuel cost in 1995, 2nd lowest in 2000, and the lowest fuel cost from 2006 to Q1 2008 Southwest Airlines had the 2nd to the lowest total operating expenses in 1995 and the lowest from 2000 to Q1 2008. | 1995| 2000| 2005| 2006| 2007| Q1 2008| Fuel amp; Oil| | | | | | | America West| 1. 40| 2. 18| 3. 32| 3. 85| 3. 87| | American Airlines| 1. 53| 2. 04| 3. 67| 4. 15| 4. 34| 5. 75| Continental Air Lines| 1. 67| 2. 18| 3. 42| 3. 82| 3. 97| 5. 26| Delta Air Lines| 1. 70| 1. 73| 3. 68| 4. 18| 4. 32| 5. 67| Northwest Airlines| 1. 73| 2. 35| 4. 01| 4. 56| 4. 47| 5. 94| Southwest Airlines| 1. 56| 1. 95| 2. 44| 3. 37| 3. 71| 4. 54| United Air Lines| 1. 51| 1. 98| 3. 53| 4. 11| 4. 26| 5. 5| US Airways| 1. 59| 2. 44| 3. 89| 4. 30| 4. 45| 5. 63| | | | | | | | Total Operating Expenses| | | | | | America West| 10. 57| 12. 15| 14. 50| 16. 15| 15. 58| -| American Airlines| 14. 25| 14. 48| 15. 18| 15. 55| 15. 98| 18. 18| Continental Air Lines| 12. 87| 13. 70| 16. 38| 16. 51| 16. 56| 18. 81| Delta Air Lines| 13. 53| 12. 85| 16. 68| 17. 50| 17. 63| 20. 95| Northwest Airlines| 12. 77| 12. 99| 17. 40| 16. 20| 15. 90| 19. 25| Southwest Airlines| 10. 91| 10. 91| 11. 21| 12. 03| 12. 53| 13. 85| United Air Lines| 12. 58| 14. 65| 15. 35| 16. 07| 16. 27| 19. 13| US Airways| 17. 73| 19. 8| 18. 49| 20. 03| 20. 14| 21. 45| Operating Expenses per Average Seat Mile (Available Seat) | 1995| 2000| 2005| 2006| 2007| Compensation| 33. 95%| 36. 35%| 40. 62%| 37. 39%| 35. 38%| Fuel amp; Oil| 14. 29%| 17. 34%| 19. 63%| 26. 25%| 28. 02%| Maintenance| 8. 49%| 8. 15%| 6. 46%| 5. 80%| 6. 81%| A/C Rentals| 6. 65%| 4. 27%| 2. 36%| 1. 93%| 1. 76%| Landing Fees| 6. 22%| 5. 69%| 6. 58%| 6. 02%| 6. 15%| Depreciation| 6. 08%| 6. 08%| 6. 83%| 6. 36%| 6. 15%| Other Expenses| 24. 33%| 22. 12%| 17. 52%| 16. 25%| 15. 71%| 1. Is there anything that you find particularly impressive about Southwest Airlines? One of the most impressive facets about Southwest Airlines is the foundation the airline was built on and how that foundation remains present after 40 years, â€Å"true grit. † Southwest Airlines fought to be in existence, remain in existence, and today fights to remain a lean and fearless competitor by providing a low-cost, low-price and no-frills product. Southwest Airlines’ tenacity is very distinctive and they are proud to show it through their marketing campaigns, such as, â€Å"Nobody Is Going to Shoot Southwest Airlines Out of the Sky for a Lousy $13. † The value Southwest Airlines has for its employees is impressive. The low employee turnover rate and large number of applicants is a strong indicator that this value is real and not lip service. Another interesting fact in regards to employees at Southwest is that in 40 years there have only been four CEOs, with 20 of those years being one individual, Herb Kelleher. 2. What grade would you give Southwest management for the job it has done in crafting the company’s strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy? In respect to Southwest’s efforts in crafting the company’s strategy, we feel that the company deserves an A for its relentless efforts to stay true to its low-cost provider strategic intent and for its ability to be able to achieve a sustainable competitive advantage. As customers, we feel like the low prices are an extremely likeable aspect of the strategy. It is also important to mention that their customer service level is strong and leaves each passenger feeling a connection with the Southwest brand. However, we dislike the lack of creature comforts and the cattle-like approach to boarding. Southwest does maintain a winning strategy. One of the most important concepts that Southwest developed and grasped in their strategy was that it was not enough to be a low-cost provider; they needed to have a sustainable competitive advantage. The company addressed this by stressing that through the low-cost provider strategy, customer service, and customer satisfaction, they are able to achieve a sustainable competitive advantage, which is demonstrated in their financial and statistical data. A manager from Southwest stated â€Å"our fares can be matched; our airplanes and routes can be copied. But we pride ourselves on our customer service. † Although no strategy is without fault or mistake, Southwest has managed to significantly make its strategy into one that can thrive in both a short and long-term vision. With its focus on ways to keep cost low for customers, from paperless tickets to special programs for frequent flyers, the company has been able to effectively provide service to their customers and hold true to their mission. 3. What are the key policies, procedures, operating practices, and core values underlying Southwest’s efforts to implement and execute its low-cost/no frills strategy? Southwest has many key policies, procedures, operating practices and core values that help to implement and execute its low-cost/no frills strategy. Fare Structure: Southwest employs a relatively simple fare structure featuring low, unrestricted, unlimited, everyday coach fares, along with even lower fares available on a restricted basis. Route System: Southwest did not use the hub-and-spoke route systems like their rivals; instead their route system was carefully designed to concentrate on flights between pairs of cities 150-750 miles apart where there was enough passenger traffic that Southwest could offer a sizable number of daily flights. Relationship with Boeing: Southwest operates only one type of aircraft (Boeing 737s) to minimize the size of spare parts inventories, simplify the training of maintenance and repair personnel, improve the proficiency and speed with which maintenance routines could be done, and simplify the task of scheduling planes for particular flights. With their loyalty to Boeing they were able to acquire new aircrafts at favorable prices. Ticketless Travel Option: Southwest was the first major airline to use ticketless travel which eliminated the need to print and process paper tickets. They were also the first to allow customers to make reservations and purchase tickets at their website; this allowed them to bypass the need to pay commissions to travel agents for handling the ticketing process and reducing staffing requirements at reservation centers. Congestion Avoidance: Southwest de-emphasized flights to congested airports which helped them produce better-than-average on-time performance and reduce the fuel costs associated with sitting in line on taxiways or circling waiting for clearance to land. It also allowed them to avoid the higher landing fees and terminal gate costs at such high-traffic airports. No Reserved Seats Policy: To economize on the amount of time it took terminal personnel to check passengers in and to simplify the whole task of making reservations, Southwest stopped assigning seats. No Cleaning Crew: Southwest flight attendants were responsible for cleaning up trash left by deplaning passengers. No First-Class: Southwest does not entertain a first-class section in any of its planes nor do they entertain frequent fliers at fancy clubs in terminals. They also do not serve meals in order to make reprovisioning planes simple and quick. Bags Fly Free: Southwest does not charge a baggage transfer service fee. Passengers pick up their luggage themselves. Software Updates: They implemented use of new software that significantly decreased the time required to generate optimal crew schedules and help improve on-time performance. Cloth to Leather: Southwest concluded that an all-leather interior would be more durable and easier to maintain, more than justifying the higher initial costs. Fuel Hedging: Southwest was a first-mover to fuel hedging and derivative contracts to counteract rising prices. Their fuel hedging strategy had produced savings of about $3. 5 billion since 1998. Vertical Winglets: To enhance the performance and efficiency of the fleet, they added vertical winglets on the wing tips to reduce lift drag, allow aircraft to climb more steeply and reach higher flight levels quicker, improve cruising performance, extend engine life and reduce maintenance costs, and reduce fuel burn. New Technology: Southwest is investing in technology and software to replace its ticketless system and its back-office accounting, payroll, and human resource information systems. This will enhance data flow, operational efficiency, and customer service capability. 4. What are the key elements of Southwest’s culture? Is Southwest a strong culture company? Why or why not? What problems do you foresee that Gary Kelly has in sustaining the culture now that Herb Kelleher, the company’s spiritual leader, has departed? The key element of Southwest’s culture is the total employee benefit package, from compensation to training and development to promotion to retirement. Southwest’s operative principle states, â€Å"employees come first and customers come second. Management believes that by placing a high priority on employees, it would result in those employees being passionate about their jobs, but also lets the employees know that Southwest is concerned for their general well-being and would provide them with job security. It is important to note that Southwest Airlines has never laid off or furloughed any of its employees since beginnin g operations in 1971. Southwest’s simple thesis is as follows: Keep employees happy- then they will keep customers happy. CEO Gary Kelly even said, â€Å"Our people are our single greatest strength and our most enduring long-term competitive advantage. † Southwest is a very strong culture company. By placing their focus on employees first, they are ensuring that their customers will be well taken care of. They hire employees based on their attitude and then train them for skills. Herb Kelleher stated â€Å"We can train people to do things where skills are concerned. But there is one capability we do not have and that is to change a person’s attitude. So we prefer an unskilled person with a good attitude†¦Ã¢â‚¬  Southwest has the belief that superior, hospitable service and a fun-loving spirit flowed from the heart and soul of employees who themselves were fun-loving and spirited, who liked their jobs and the company they worked for, and who were also confident and empowered to do their jobs as they saw fit. Southwest also has the lowest employee turnover rate in the industry with pay scales above the industry average (sometimes even near or at the top of the industry). Another important part of their culture is their no-layoff policy. Kelleher stated â€Å"Nothing kills your company’s culture like layoffs†¦you want to show your people you value them and you’re not going to hurt them just to get a little more money in the short-term. † Southwest has two core values: LUV and fun. LUV turned into the code word for how to treat customers, with dignity and respect and demonstrating a caring, loving attitude. LUV and red hearts appeared on posters at company facilities to remind employees of the behavior that was expected towards customers and other employees. Fun at Southwest includes pranks and jokes, dressing up on holidays, charity benefit games, entertaining behavior of employees while on the job, and more. CEO Gary Kelly explains that the â€Å"Southwest Way†, which includes having a Warrior Spirit, Servant’s Heart and a Fun, Loving attitude are the three things that have defined their culture for 36 years. In 1990, a Culture Committee was formed to nurture the Southwest Spirit. The committee sponsored and supported hundreds of ways to promote the Southwest Spirit by using the red hearts and LUV to embody the spirit of caring and other things such as serving employees pizza. Southwest’s monthly newsletter, LUV Lines, spotlights experiences and deeds of certain employees, reprinted letters of praise from customers, and company milestone celebrations. There are also occasional meetings called Culture Exchange in which they share similar information as the LUV Lines. All of these culture-building exercises have helped Southwest be a profitable company with loyal employees and happy customers. Gary Kelly may still encounter problems after taking over as CEO. Herb Kelleher instituted practices and support systems that promoted operating excellence which were a source of company pride. He devoted many years and a great amount of effort to find the best and most effective ways to operate every aspect of the company, from aircraft maintenance to efficient baggage transfers. CEO Gary Kelly has been following Kelleher’s lead in pushing for operational excellence. Kelly may not be the â€Å"original spiritual leader,† but he is doing his part to keep the company the way Kelleher left it. Kelly has strong strategic objectives; one being that Southwest would be â€Å"the safest, most efficient, and most reliable airline in the world. Both men believed that having a strong balance sheet and profitability were important financial aspects of the company. Kelleher’s vibrant, fun and caring attitude will be hard for any other CEO to match. He was known for his Hawaiian print shirts, making jokes and tricked out motorcycle. He was well known not only inside the company, but also outside for his combativeness. In 1990, he had a message penned in the Dallas Headquarters Office that stated: â€Å"The people of Southwest Airlines are the creators of what we have becomeand of what we will be. † Kelly will never be the same person as Kelleher and it may take longer for employees to warm up to his different management style. Kelly is less of a â€Å"culture pusher† than Kelleher, which could hurt Southwest in the long run, since their whole company is based on promoting a fun, caring atmosphere. Although Kelleher spoke very highly of Kelly when he took over as CEO in 2004, that doesn’t mean that Kelly will be as highly respected in terms of a spiritual leader to employees than Kelleher was. In addition, the Kelleher era at Southwest seemed to always be in a dogfight to build and become what they are today. As the employees who fought that fight with Kelleher retire, a piece of the â€Å"warrior spirit† goes with them. This may make it hard for Kelly to keep the warrior mentality alive with new employees who didn’t have a dog in the fight and may feel they don’t have as much invested to ensure they stay on top. 5. What grade would you give Southwest management for the job it has done in implementing and executing the company’s strategy? Which of Southwest’s strategy execution approaches and operating practices do you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing its strategy? Are there any policies, procedures, and operating approaches at Southwest that you disapprove of or that are not working well? During a difficult time within the airline industry, Southwest made its entrance in 1971, despite the endless attempts from rivals to collapse the company before they could get started. Southwest emerged and made its first flight in June 1971. Since then Southwest’s management team has done a monumental job in implementing their strategies. By using a differentiation approach Southwest was able to stand out amongst its competitors. Low fares, entertainment, more flights to the same locations, the gradual expansion into new geographic markets, adding flights in areas where rivals were cutting back service using first-mover strategies, and flight turnaround times around 25mins (compared to 50-60 minutes from its competitors) all contributed to a grade A for Southwest’s management. Southwest’s overall strategy has transitioned from the 1971 to 2010. When the airline first started, they were serving a market niche in the Golden Triangle (Houston, San Antonio, and Dallas). They moved towards a Focused Low-Cost Provider as they expanded their service by expanding into new geographic markets and adding flights in areas where rivals were cutting back service. Southwest is now moving towards becoming a Best-Cost Provider by upgrading the quality of the customer experience (i. e. leather seats, business-focused areas, family-focused areas, etc). The low-cost, low-price, and no frills strategies have worked very well for Southwest. The company took a two-tier fare approach which gave customers a choice between a low unrestricted, unlimited, everyday coach fare and one which was restricted that was even lower cost. Despite its highly effective strategy, Southwest has some aspects that may not be working as well as others. Their infamous cattle call (procedure for boarding) can make customers feel like animals rather than people when they are fighting for a seat. Many customers may choose to forgo the lower airfare to enjoy a more peaceful boarding experience. Another issue to be addressed is the maintenance policies and procedures that ultimately led to the fairly recent media debacle. Reports of lax aircraft inspections surfaced and Kelly admitted the wrongdoing of the company. He limited the bad media exposure by ensuring the public his airline was one of the safest to fly with. Despite his public apology, this matter needs to be aggressively approached to ensure customers feel safe flying Southwest. 6. What weaknesses or problems do you see at Southwest Airlines? 1. Public perception of safety after airline inspection issue 2. Lack of creature comforts such as pre-assigned seating and on-board meals. 3. There is no first class for customers, so those wanting a more luxurious experience may fly with competing airlines. . It also offers no baggage transfers to other airlines, which may be a complaint from passengers needing to catch another plane in a short amount of time. 5. Cattle-call boarding procedure 7. What recommendations would you make to Gary Kelly? 1. Establish a more aggressive maintenance inspection program, especially with the older aircraft in their fleet. 2. Offer premium services for a fee. For example: seat selection, leg room, seat size, baggage transfer, and boarding first. 3. Provide a few more creature comforts on longer flights. Doing without comfort is fine on short flights. 4. Sell even lower cost tickets to spontaneous travelers who truly decide at the last minute to get away for a short weekend vacation when there are vacant seats available. 5. Continue hedging fuel to save money in that aspect. 6. Explore increasing the number of destination cities so they can grow their customer base. 7. Southwest should continue learning about the types of customers that tend to fly with Southwest so they can make changes to better serve their clientele. 8. Explore international flight options.

Monday, November 4, 2019

India Essay Example | Topics and Well Written Essays - 1250 words

India - Essay Example Stretching back in an unbroken sweep over 5000 years, India's culture has been enriched by successive waves of migration which were absorbed into the Indian way of life. Its physical, religious and racial variety is as immense as its linguistic diversity. This diversity stems from the uniqueness of our vastly complex society is the end product of the eagerness of our ancestors to learn more and live better. Our values are an intricate infusion of principles from outsiders – be they traders, explorers or even colonists. Underneath this diversity lies the continuity of Indian civilization and social structure from the very earliest times until the present day. Modern India presents a picture of unity in diversity to which history provides no parallel. Ruben and Stewart opine that the psychological effects of â€Å"rapid social change† partially refers to the change in the rekation of feeling and lack of clarityabout what the rule actually is, owing to conflicts and contra dictions between contending rules and between rules and feelings. Religion: In India, religion is a way of life. It is an integral part of the entire Indian tradition. For the majority of Indians, religion permeates every aspect of life, from common-place daily chores to education and politics. Secular India is home to Hinduism, Islam, Christianity, Buddhism, Jainism, Sikhism and other innumerable religious traditions. Each has its own pilgrimage sites, heroes, legends and even culinary specialties, mingling in a unique diversity that is the very pulse of society. Hinduism is the dominant faith, practiced by over 80% of the population. Each faith- in family and marketplace, brings with it different implications for emotional management. Each is also under guided by the mistaken assumption that family and markets are separate cultural spheres (Hoschild). Language: India's official language is Hindi in the Devnagri script. However, English is the major language of trade and politics, but there are fourteen official languages in all. There are twenty-four languages that are spoken by a million people or more, and countless other dialects. India has seven major religions and many minor ones, six main ethnic groups, and countless holidays. Some Indian languages have evolved from the Indo-European group of languages and these were the languages of the Aryans who invaded India. This set is known as the Indic group of languages. The other set of languages are Dravidian and are native to South India, though a distinct influence of Sanskrit and Hindi is evident in these languages. Attire: one of the powerful attractions in India is the colorful and diversified attire of its people. The silk saris, brightly mirrored cholis, colorful lehangas and the traditional salwar-kameez have fascinated many a outsider over the centuries. The sari is a supremely graceful attire can also be worn in several ways and its manner of wearing as well as its color and texture are indicative of the status, age, occupation, region and religion of a woman. Though the majority of Indian women wear traditional costumes, the men in India can be found in more

Saturday, November 2, 2019

Biology with citation Essay Example | Topics and Well Written Essays - 500 words

Biology with citation - Essay Example However, when oxygen is present in a very less quantity inside the muscle cells, they temporarily convert pyruvate into a substance called lactate, which allows glucose breakdown for energy. This is also called as anaerobic energy production and as a result lactic acid is accumulated inside the muscle cells. Well, I was gasping because, I needed more oxygen to supply to my body cells for aerobic respiration and my legs were shaking because of a freight hormone, adrenaline – it is released when one feels some kind of fear, for example, examination fear in this case. In addition, the lactic acid accumulation increases the acidity of the muscle cells and disrupts other metabolites, and the muscle strains occur. 2.Deltoid is a three-headed muscle that caps the shoulder. The three heads are anterior, lateral and posterior heads. The anterior head is attached to the humerus, the lateral originates on the collarbone and the posterior head originates on the scapula. The deltoid muscle is a mover and a stabilizer, as it lifts the arm up and it also helps press the end of the upper arm bone into the shoulder socket. Since it has got three heads, the muscle can easily extend and flex the arm. 3. Tetrodotoxin (TTX) is a poisonous chemical found mostly within the liver, ovaries, intestines and skin. This chemical is found in Fugu – a puffer fish. The fish is really tasty but it may contain poisonous parts if sold by unlicensed vendors and unskilled preparation of puffer fish. TTX chemical is heat stable and its poisonous nature is not neutralized even after cooking fish. TTX binds to and blocks Sodium channels found on tissues such as nerves and muscles. The blockage of sodium entry through these ion channels makes these tissues non-functional. If a person consumes such toxins, the severity of the symptoms depends on the amount of TTX consumed. Since there is no antitoxin available against TTX, the treatment is largely supportive by