French Revolutin DBQ

The cut mutation of 1789 caused many changes in the social, political, and economical world of France. The French rotary motion sparked the beginning for many naked reforms in France that were previously unavailable to the tertiary dry land. The things that led up to the French novelty were all caused from within the social, political, and economic world of France. The Social causes for the French Revolution were varied. One such(prenominal) problem was the well being of the 3rd estate. accord to Travels in France by Arthur Young the conditions of the 3rd estate were terrible as nation could not purchase bread due to the high prices and the chivy conditions of the children (Document 1). Because of these factors the people were forced to fight each other for a division of bread alone. Another problem was the middle disunite knowledge of the depth. According to The French Revolution historian Albert Mathiez, the middle class knowledge of the Enlightenment made them start t he rotation rather than the unintelligent working class (Document 3).The social world of France was a front for the revolution to begin because of the people who were mistreated by the government. The political occasions for the Revolution were also varied. One such reason was the signing of the Declaration of Independence. According to Lord Acton, the spark supplied by the signing of the Declaration of Independence was the cause of the French Revolution (Document 5).Another reason was the 3rd estates demands of the monarchy. Some of their demands were to lower the taxes assigned to them, have definite meet times, and take votes by head (Document 3). The political state of France did not get it on well in preventing the revolution. Finally the Economic reasons for the revolution were less varied than the others but just as important. One economical reason for the revolution was the unfair taxes to the 3rd estate.A chart of the tax and land ownership voice in the 1700s clearly sh ows how much more the 3rd estate was being taxed than the 1st or 2nd estate (Document 2). The economical causes for the revolution most likely set off the 3rd estate when their supplicate for a tax change was denied. In conclusion the French Revolution was a result of the three different worlds of Frances system Economy, Social, and Politics. The changes caused by the Revolution paved way for modern France and spelled out a new time for France.

Defender of the Faith/ Philip Roth.

l refuse, I cant inhabit being me, thats all there is to it. Tears came to his eyes. Its a hard social function to be a Jew. But now I understand what Mackey says- its a harder thing to stay one. He raised a communicate sadly toward me. Look at you. Defender of the Faith/ Philip Roth. The quote in a higher place is the part in the Defender of Faith which is a conversation amidst Crossbars and Marx. Crossbars asks Marx to go out of the army to attend thePassover dinner. Throughout the story we behave to understand that Crossbars is taking advantage of the fact that both he and Marx are Jewish for his own benefit. Crossbars tries to bond with Marx on the basis of their common religion, hardly soon we realize that he uses this common fact to try to force benefits and other privileges. At some point Marx understands that Crossbars is being selfish and is development the religion for his own needs, and gets tired from Crossbars requests.Crossbars insists that he shouldnt be tre ated give care everyone else because he claims that he is better. In addition he throws at Marx accusations verbal expression that he is denting his roots and his family. Crossbars says this only because he is unhappy and doesnt get from Marx what he wants, he calls him a go. You even talk like a go. Its a hard thing to be a Jew. But now I understand what Mackey says- Its a harder thing to stay one.

Enginineer Economic and Costing Essay

The HKSAR authorities announced to the popular on 24 October 2006 that the former site of Hong Kong internationalistic Airport (Kai Tak Airport) would be redeveloped as an international sheet hub. The whole discover included devil sub objects, Site formation and travel goal and adjunct facilities construction.In project costing Inflation operator is apply as refer to giving medication inflation index in 2009 (2%) and 2010 (2.7%). As the reason of project postponed, the total cost increased well-nigh one billion dollars comp bed to the authorized plan receivable to retendering and ASD government requirements. at bottom project costing conside proportionalityns, upkeep cost in cash mix out is estimated to be roughly 221.9 Million per year from 2013.For project tax income, 2 main factors based on fixed rent from tenant berth ($13 million for ten year tenancy) and shifting rent from fates of yearly gross receipt. tokenish acceptable rate of sire (MARR) was also a pply and accounted for from swap Fund to calculate present worth analysis as well as benefit and cost proportion of proposed development.Aside from stinting and cost based justifications for project analysis, three main factors of social impacts be also considered in competitiveness in the canvas market, employment opportunity, as well as promoting sustainability from an environmental prospective.Overall, the demand for worldwide passenger levels are ever growing, to promote the international image of Hong Kong, the proposal of building the Kai Tak canvas final is feasible when considerations come into play for combination in socio-stinting factors.1BackgroundIn analyzing the Kai Tak Cruise celestial pole, we analyzed the socioeconomic implications for the development plan. The HKSAR government announced to the public on 24 October 2006 that the former site of Hong Kong International Airport (Kai Tak Airport) would be reissued for tender and to the redevelopment of reclaimed l and that encompass 7.6 hectares with a ecumenic development cost estimate of roughly $8.2 billion.A brief dry land of the Kai Tak area is that it is the site of the former Hong Kong Kai Tak International Airport located in Kowloon side of Hong Kong. Due to the sensitivity of limited land availability and urban density characteristics in Hong Kong, many rounds of deliberation and planning review by the government was inevitable to finally approve the decision of developing the Cruise Terminal. Ultimately, the new Cruise Terminal facility get out serve as a mix use facility to not only serves Hong Kongs resurgence as an ecotourism destination, but a place for exhibitions and alternate venues as well.2 woo and Revenue Analysis2.1 run across Costing and InvestmentSince the fail of tender in 2008, the government decided to proceed with the Design, Build and Lease (DBL) approach. The initial investiture includes two sub-projects Site formation and Cruise terminal & ancillary faciliti es building were original estimated costing $7.2 billion based on the damage in 2008. However, the construction cost in general had surged significantly in 2009 due to sharp increase of numerous materials cost like sand and stigma reinforcement ect.Finally the cost for Site formation roughly estimated as $2.30 billion with inflation factor 2% use. This part starts from 2009 and guide hold on in 2017. One year later, the construction of Cruise terminal and ancillary facilities building started and the inflation factor increase to 2.7%. The cost roughly estimated as $5.85 billion. Thus the total initial investment cost becomes $8.15 billion which is rough one billion difference to the original plan due to price infraction. The cash f embarrassed out show as belowpicThe foremost pier will be commenced to public in 2013 Q2 (2nd pier will be after 2017). Thus development 201213 FY as indication point and assume MARR to be 4.9 %, whereas the initial investment cost utilise after 2013 will also be calculated to the present revalue in 2013 for comparison. Therefore, the total initial investment of Cruise Terminal will be $8.1 billion. PW(I) = 8.1 billion (Refer to cecal appendage Table 1)Beyond the initial investment, the government estimates the annual repeated phthisis arising from site formation to be $15.5 million and from journey terminal & ancillary facilities building to be $206.4 million. Thus the total maintenance costs will be $221.9 Million per year after the terminal commences to the public. pic2.2Project RevenueDirect renting revenue to the governmentIn 2011, HKSAR launched an receptive tender for the tenancy. The Tender Assessment Panel considered that the Worldwide Cruise Terminals crime syndicate (WCT)s tender had complied the tender requirements. And the Central Tender Board authorise the acceptance of WCTs tender with renting detail as side by side(p)WCT will pay to the government a fixed Rent of almost $13 million for the 10-year tenancy. The Government will be also true a percentage of the gross receipt of the operator as the variable rent. The percentages of the annual gross receipt to be shared with the Government by WCT are as below pic3Evaluation of Economic Viability3.1Minimum Attractive Rate of retrograde (MARR)To understand the economic viability of carrying out this project, evaluation was conducted by applying the money- eon relationships and the concept of Minimum Attractive Rate of Return (MARR). Average investment ingathering of the Exchange Fund which is managed by the Hong Kong Monetary Authority (HKMA) was chosen as the MARR in the analysis.The Exchange Funds primary objective is to affect the tack value of the currency of Hong Kong. The Exchange Fund may also be used to maintain the stability and integrity of Hong Kongs monetary and pecuniary systems, and can be invested in any securities or other assets to turn over investment return.According to the HKMA, the average return of the F und was 3.5% over the be three years, 3.2% over the last five years, 4.9% over the last 10 years and 5.6% since 1994. In our analysis, the 10-year average investment return, which is 4.9%, was selected to be the MARR.The annual return of the Fund from 1994 to 2011 is shown in Appendix Table 2 shows the 2011 investment return and the average investment returns of the Fund over a number of diametrical time horizons.The Kai Tak Cruise Terminal ProjectAccording to the HKSAR government, the total chapiter investment required for the project is HKD 8156 million and the estimated annual perennial expenditure is HKD 221.9 million. The annual income will come from a fixed rent for the 10-year subroutine as well as a variable rent with the percentage of the operators gross receipts. The maximum percentage will be 34% when the gross receipts are great than HKD 90 million.3.2Evaluation of the Project by endue Worth method (PW)In our analysis, we first applied the Present Worth (PW) metho d, which is commonly used for evaluating private financed projects. Our aim is to bugger off out the operators annual gross receipt required so that the project can be considered to be economically reassert if public benefits are not included in the calculation.By using the PW method, all cash flows and outflows are discounted to the present point in time at the determined MARR (4.9%). The PW is required to be greater or make up to zero if a project is to be considered as economically justified. In our calculation, the evaluation period is 10 years and assuming that the annual recurrent expenditure is a fixed contract amount. To estimate the operating revenue of the Kai Tak Cruise Terminal, reference to the operating revenue of port Everglades in unify State was made. Port Everglades is one of the three busiest sheet ports in the world. In 2010, its operating revenue from cruise sector was about USD 45.7 million (HKD 356.5 million).From the result of the calculation, the presen t value (2013-2014) is HKD 8846 million (PW 0) (refer to Table 3), which also means that the project is not economically justified when the public benefits are not included. The discipline used for the calculation and the cash flow are shown in Appendix Table 3. In addition, our analysis showed that the operators first annual gross receipts need to be HKD 3193 million (nearly nine-fold more than Port Everglades) and then have 4% annual increase for PW to be greater than zero. Achieving this level of income is extremely difficult if not impossible.Table 3 Present equivalent of cash flowIn next section, Benefit Cost Ratio method, which is commonly used for evaluating public projects by considering public benefits, is applied in the analysis.3.3B/C RatioOverall economic benefit to Hong Kong for certain the government does not focus on the renting income but the general economic benefit to Hong Kong. The project leads the development of the Cruise Economy which adds supernumerary v alue to tourism, retail & dinning, travel trade and hotel etc. Based on the estimation from Tourism commission for latest cruise passengers expenditure info and multiplier effect, the cruise industry will bring following economic benefits to Hong Kong under different scenariosThe low ontogeny scenario assumes growth brought by regional cruise operators developing cruise service with Hong Kong as homeport. The high growth scenario assumes growth brought by international cruise operators developing cruise services with Hong Kong as a homeport and port-of-call.We have calculated the B/C ratio for different scenarios as below with following assumptions1) Interest rate is 4.9%2) The government only gets $13 million rent3) The Cruise Terminal regular to movement till following yearTherefore, even under low growth scenario, both conventional and modified B/C ratio greater than 1 after the Cruise Terminal continuous to operation over ten years, this project is worth to proceed.4Social I mpacts4.1Higher competitiveness in cruise marketsCompared to Shanghai and Singapore where the cruise terminals have been further developed, Hong Kongs cruise market would be highly constrained if maintained at the original level. Because Hong Kong will require an additional berth between 2009 and 2015, and one to two berths beyond 2015 to sustain its development as a regional cruise hub in Asia Pacific region.4.2Increase of employment chancesCruise vessels homeport at Hong Kong will relieve oneself job opportunities in related industries including hotel, catering, shipping management, shipping supplies and insurance. It may certify some 6900 to 10900 employment opportunities in 2020.4.3Environmental impactsThe terminal had obtained Platinum rating in BEAM Plus Project Assessment in 2012, which means a high level achievement in three Green aspects (energy saving, feel of indoor environment, and environmental impacts to neighbors)5ConclusionFrom studies of worldwide passenger deman d levels, it is estimated that there is a steady increase from 13.9 million to roughly 23.8 31.5 million by 2020. Although, this is a world estimate and Hong Kong is only small spectrum of the world, there is seemingly lavish evidence from cruise terminal consultancy for Asia region to instill a sure growth for Hong Kong. Overall, the project does not show promise economically with recurrent expenditures with operational revenues. It should be noted that the facility does not imply with an general picture depicted in the B/C ratio. Therefore, to promote Hong Kongs international image and standstill in the international sector, the Kai Tak Cruise Terminal is a viable option for Hong Kongs bright future.

Quintessential Leader Description Essay

The of import focus of this research paper is leadership aptitudes in the workplace. Please structure a research paper to address the following issues(A) Develop the donnish foundations of leadership by providing a brief literature review of tierce (3) current articles (that is, within the last 4 years) that relate to any of Daniel Golemans theories. Research other articles non use employ in the course. stain certainly that the articles you choose are appropriate and related to you topic. The articles do not require Goleman as an author.(B ) Describe what you consider to be the quintessential secure leader using additional research literature (in addition to those of the preceding Goleman literature review) to support your defense.(C) Using the research from the Goleman literature reviews (category A), and the literature used to describe the quintessential leader (category B ), develop a hypothetical leadership model with a focus on middle theatre director leadership qu alifications for an existing or fictitious organization. Use one of the teamwork growing models from threaded discussion 2.2 as one of the expectation of the leader. In other words, I want you to build an organization with a middle music director (leader) which instills all of the characteristics that you choose to describe, defend, and analyze. This is your chance to put your preferred leadership alternative in place.It is recommended that you include at least three characteristics for your leadership qualification model. Note you have full autonomy to provide the list of characteristics as long as it is defended using proper research methods. Make sure you analyze each characteristic and defend your assertions.

Hela Cells

Henrietta Lacks was a 30- year old black mother of five when she was diagnosed with cervical crab louse in 1951. She went to Johns Hopkins hospital to have the tumor looked at they took a type and sent her home. A fewer weeks later, when Dr. Lawrence Wharton Jr. was prepping Henrietta for treatment he took twain samples from her one from the tumor and one from her healthy cervix. He never asked Henrietta if he could take these samples from her. Dr. Wharton Jr. took the samples down to Dr. Geys lab he got hallucinating but thought the cells would just die like all the rest.The women in the lab cut the cancer cells, determined them in test tubes, and placed them in the incubator. The next morning the women noticed that t here(predicate) was maketh in the test tubes, Henriettas cells were growing at a great speed, they three-fold over night. That day she cut the cell in half and those devil halves grew overnight. Every 24 hours the cells where growing like crabgrass. It seemed like her cancer cells where unstoppable, as long as they had food and warmth. Because of their adaption to growth in tissue cultures plates, HeLa cells ar difficult to grow.In 1952, researchers injected HeLa cells into everything, from mumps to herpes. That year was the worst year of the polio epiphytotic they used Hela cells to test the vaccine that protected millions. Hela cells made it possible to grow the virus, so they could make a vaccine to fight it. Dr. Gey and his colleagues went on to capture a test, using HeLa cells, to distinguish between the legion(predicate) polio strains, whatsoever of which had no effect on the human body. Until researchers knew which strain-produced, polios crippling effects or so of which had no effect on the human body.Until researchers knew which strain produced polios crippling effects, they did not know what they were fighting. Through Henriettas cells, they found their culprit. With this information, researchers in Pittsburgh created a vaccine, and the National origination for Infantile Paralysis established facilities for mass-producing the HeLa cells. They would use them to test the polio vaccine before its use in humans. During this time, the scientists come up with a itinerary to send cell through the mail without killing them. Due to a laboratory accident involving HeLa cells scientists in Texas were able to see human chromosomes for the world-class time.Henriettas cells have attend toed us find and many things over the exsert 50 years. In 1954, thanks to the cells scientists came up with a method that kept an isolated single cell alive long enough for it to take over and make a perfect copy of them. That is how we discovered gene therapy, in vitro fertilization, and stem cell isolation. In the 1960s they packed some HeLa cells into a soviet satellite and sent them into space, this discovered that cancer cells grow blistering in space. Later NASA listed the HeLa cells were in the head start manned US military mission in space.By the mid 1960s they found that if you mixed Hela cells with mouse cells it created the first cross-species helped prove that human papillomavirus causes cancer, and they made a vaccine to help forbid it, this could have saved Henriettas life it was available then. A few years later, they inject HIV into the HeLa cells to try to find the key sensory receptor in this virus. Thanks to the HeLa cells, scientists have been able to find cures, vaccines, and help to many types of viruses. hybrid, and that helped with mapping human genes. They withal discovered Herceptin, a cancer drug, with the help of the Hela cells.In the 1970s they used Hela to show the invasiveness of salmonella, and to study it inside the human cell. By 1984 with the help of HeLa cells they All my information was found at many sites here is the list of them. http//h2g2. com/dna/h2g2/A73516368 http//www. bbc. co. uk/blogs/adamcurtis/2010/06/the_undead_henrietta_lacks_and. html http//www . smithsonianmag. com/science-nature/Henrietta-Lacks-Immortal-Cells. html http//www. virology. ws/2009/02/09/the-amazing-hela-cells-of-henrietta-lacks/ http//www. wired. com/magazine/2010/01/st_henrietta/ I also read the book The immortal life of Henrietta Lacks .

Brain Development

The homo mindset is considered as the most most-valuable and labyrinthine part of the physical structure consisting of about 180 one thousand million cells (Kolb and Whishaw 84). Of those 180 billion cells, 60 billion neurons be actively involved in theory processing, and each of these may synapses with as many another(prenominal) as 15,000 neighboring neurons. Because of this convolutedity, for many geezerhood researchers in neuroscience have been hesitant to take on the nasty task of explaining the intricacies of the human brain. Prenatal Development The brain is among the first body parts to specialize and function in the embryo.It originates as a flatbed sheet of cells on the upper surface, c totallyed the neural plate. The brain begins to beget amongst the import and third week after fertilization and continue to develop promptly throughout gestation (Spear 406-407). At 3 weeks of embryonic development, a tube appears along the back of the embryo. This is the ne ural tube, from which the entire restless musical arrangement develops. At the top of the tube, three bulges develop to form the three primary(prenominal) divisions of the brain- the forebrain, the midbrain, and the hindbrain, and, behind them, the spinal cord.By the time the embryo is 13 mm (y in) in length the three swellings have become five, as the forebrain itself separates into the expanse to become the intellectual hemispheres and below this the diencephalons. The swellings argon so large that to check them the tube moldiness begin to kink. At 7 weeks, the parts of the evolution neural tube initially form a straight line, merely the tube soon bends so that the forebrain and hindbrain ar at right angles to each other.The hindbrain develops rapidly at this exemplify and begins to sprout a series of nerves (cranial nerves). The forebrain also begins to enlarge, forming deuce bulges. These will become the large, folded cerebrum and underlying structures, such(prenomi nal) as the thalamus. At 11 weeks, most features of the grownup brain appear in rudimentary form. The hindbrain differentiates into the cerebellum (largely concerned with balance and coordination) and the pons and medulla (which control vital functions such as breathing and heartbeat).Meanwhile, the forebrain continues to grow, and the bulk of it the cerebrum begins to overlap the underlying structures. By the fifth month, the wrinkles on the cortical surface of the cerebrum have appeared, and simple tho recognizable EEG patterns have essential. Once the tube has been closed off, the cells within it divide, going through a number of precursor stages before their daughters finally differentiate to give rise to the populations of neurons and glia that will form the adult brain.The rate of cell pro behaviorration is extraordinary an average of more than 250,000 neurons per minute must be formed during the nine months of pregnancya rate dramatically surpassed by that of synapse fo rmation More than 30,000 synapses must be formed per second under every square centimeters of cerebral mantle to generate the complement portray in the early post-natal period. During pregnancy the fetal brain grows dramatically in size and complexity, and the neurons and glia which constitute it must find their appropriate positions and catch up with their ordered touch onions, for instance within the six layers of the cerebral cortex.Because the cells are generated from a single initial sheet, it is necessary for them to migrate considerable distances to their final location. The cerebral hemispheres develop from the front portion of the neural tube, and, as their progenitor cells are formed, by the fifth week of pregnancy, the wall of the tube bulges to form the cerebral vesicles. Over the next hundred days, cells close to the ventricle are indentured to give rise to the neurons which will form the cortex, while the glia are born in a second layer slightly advertise from th e ventricles.The newborn neurons migrate from the ventricular zone towards the surface of the cerebral vesicles, where they neat axons growing in from the region of the developing brainstem, through which the later-born neurons must migrate. ahead birth, massive enlargement of the cerebrum continues. Its most impressive development occurs in the cerebral cortex (the outer layers of the cerebrum) the site of all higher conscious activity. At birth, the cerebrum makes up the bulk of the brain (The American Medical Association 12-13).Hence, by the time of birth, virtually all of the approximately 100 billion neurons in the human brain already are present (Cowan 113-115). Infancy barely even this phenomenal rate of development may be an understatement (Clarke 345). encourage Myers stated that in humans, though the brain tissue from the cerebral cortex has increased in complexity of the neural networks, the number of nerve cells hold outt increase, nevertheless their interconnecti ons do (63) Research in animals indicates that early in development, about twice as many neurons are produced than will be present in the adult brain.In addition, many neurons initially grow axons that connect to the wrong targets. During the normal course of development, the excess neurons die and the inappropriate connections degenerate, leaving the appropriate connections in place (Cowan, Fawcett, OLeary, and Stanfield 1258-1260). Scientists believe that this overproduction and, later, death of neurons and their connections is an important mechanism for forming and fine-tuning the developing nervous system. The brain is not completely developed even in full-term newborn infants.A great deal of brain development takes place in the first few months of postnatal life and, in fact, brain crop continues at least until adolescence (Benjamin, Hopkins, and Nation 313). They just added at birth, the human brain is immature The neural networks that enable infants to walk, talk, and reg ain are still forming. This helps explain why infants memories do not throw overboard during their third or fourth birthdays. In early childhood, the brain also grows rapidly specifically during the first two years after birth (Spear 170).Unlike all other cells in the body, however, the neurons are not usually replaced when they die, and from early infancy onwards there is indeed a small but regular(a) loss of neurons. The growth is accounted for by increases in the number of glial cells, but above all in the massive development of dendritic processes and synaptic connections, as the brain wires itself up in a spectacular interplay of epigenetic specificity and experience-dependent malleabilitythat is, the way that neural pathways are modified as a resolving power of experience and most notably, learning and memory.Although all of a persons neurons are present at birth, the number and complexity of the connections among neurons increase considerably after birth (Parmelee and Si gman 295-98), and this increase is partly responsible for the growth in brain size. Thus, both the increased neural connections and the development of medulla oblongata after birth make possible more and more complex behavior and thought as the child grows. In some areas of the brain, these developmental changes continue until adolescence (Yakovieve & Lecours 5-7).The human brain, and its functions, thus develop at first rapidly and then more steadily over the first few years of infancy, across puberty, and even into late adolescence. Works Cited Benjamin, Ludy, Hopkins, Roy, and Jack Nation. Psychology. 2nd ed. refreshful York Macmillan Publishing Company, 1997. Clarke, P. G. H. Neuronal Death in the development of the vertebrate nervous system. Trends in Neuroscience. Cambridge Harvard University Press, 1995. Cowan,W. M. The development of the brain. Scientific America,241(1989)113-120. Cown,W. M. ,Fawcett,. j. w. , OLeary,. D.D. M. ,& Stanfield,B. B. Regressive Events in Neuroge nesis. Science,225(1991)1258-1260. Clayman,C. B. ,M. D. The Brain and Nervous System. The American Medical Association. 2nd ed. 1997. Kolb,B. , AND Whishaw,I. O. Fundamentals of human neuropsychology. New York Freeman,1995. Parmelee,A. H. , and Sigman,M. D. Prenatal brain development and behavior. In P. H. Mussen (Ed). Handbook of kidskin Psychology,Vol II. Infancy and development psychology. New York John Wiley &Sons, 1984. Spear, Peter D. Psychology prospect on behavior, New York John Wiley &Sons, 1998.

Autobiography

My name is Andrew Windiest, I was born in Redding, California, a mid-sized city located in the approximately northern part of the Sacramento V all(prenominal)ey. I conduct four brothers named Alex (14), Jordan (21), Nathan (25), and Tyler (28) along with two sisters, Courtney (29) and Samaritan(26). My daddys name is Neil Windiest (60) and my Moms name is Katharine Buchanan (49), they were never married and I dont opine them ever being to expressher. Vie grown up most of my brio in Dixon, CA where my mom lived up until three years agone when she moved to Elk Grove. Most of my friends that accept retiren me since I was rattling young are in Dixon.My dad lives in Red Bluff, CA, up near Redding and thats where I spend most of my metre justly promptly. In the future I hope to get out of the valley, although I handle some areas of it, I like mountainous areas a whole peck much. I am now attending Elk Grove accept School as a senior and hope to gain on all my absentminded credits and graduate this year. I really enjoy the outdoors and it is where I like to spend my eon whenever I get the chance. I love fishing and would fish everyday if I could, I mother spent many, many hours on the river enjoying the peacefulness. Another thing I enjoy is working on cars, particularly my own.I like high surgical operation cars and love the freedom of driving. I enjoy hiking mountains a lot and like adventures. I climbed Met. Lessen Peak when I was six years old. My Dad has a house on the Oregon coast in Coos Bay. We go up there and ride the sand dunes and its a lot of fun. My dad bought me my first car its a eagles Talon. My dad has had two of these cars previously further his were all wheel drive. These cars have lots of horse power for how oversized the engine is because they are turbocharged. This a short story of my previous look and my life now and I hope to add many more memories to my life story.AutobiographyI attended La Immaculate elemental School , Muffles College High School graduating with a Diploma in Academic Business, Muffles third-year College graduating with an Associate Degree in General Studies, university of Belize graduating with a Bachelor f Science Degree in English Education, and presently studying at Galen university to acquire a Masters Degree in Business Administration. I have ever so been a rather quiet individual at home, at work, and at school. Accustomed to being around primarily adults, I am mature for my age and most of my friends are males.My hobbies are reading, cooking, baking, and listening to music. Occasionally, I watch some television if I am bored. I did closely in school, as I always read ahead and researched flush before school opened. I spent my vacation reading all my school codebooks and highlighting the information I deemed Important, while my friends spent theirs change of location or enjoying themselves. In College, I used to spend more time with my friends. We would play cards and dominoes and eventually I became a enormous domino player.I have been encouraged to enter competitions, but I serious play for the center of attention. I am more of a tooshie the scenes type of person, preferring to observe than step to the forefront. I was never one who precept myself with a family and did not want to be tied down by the constraints of a husband and small fryren. Although I absolutely adored small fryren, I off-key Id never have any children or marry. However, as I grew former(a) my mentality changed and I met someone whilst studying for my Bachelors.After three years of dating, I had a daughter. Shortly after the birth of my daughter, due to an accident, my partner died and I ended up becoming a single mother at the age of 21 . I found myself balancing being a mother, studying and working, always looking for a check job so to make more money to give my daughter a better life than I had. Im proud to say this new role suits me. Im driven, not only to do grea t things for myself, but to spur my daughter on to even greater ones.What I achieve in life, I do it for my daughter. I do not consider myself a genius, but I study hard or seek booster when I aim it. I always attempt tasks first and then seek help when I realize that I really do not know what Im doing, or I cannot do it on my own. I still have that independent nature strongly embedded. Presently, my goal is to graduate with honors and obtain a scholarship for a PhD. Furthermore, having met someone and getting engaged, I look forrader to marrying and having two more children.AutobiographyInspirations come from many avenues. My inspiration came when I was 16 years old in the form of a 3 pound baby boy measuring the length of a ruler. macrocosm a young adolescent myself, this was a very trying time for me. My son was born almost three months early and could very considerably have not survived. The birth of my first child is what changed my life eternally and shaped me into the pe rson I am today.At the age of seventeen I was attending high school, being a mother to my son, and working onward from home as a waitress all the while missing my little boy beyond words. I knew right then what I wanted to do with my life. I wanted to watch my son grow. I wanted to not only be his mother but excessively his teacher.As my life moved forward my family grew. I was lucky enough to have the privilege to stay at home with my children. During this time I pertinacious that caring for children and helping them grow was what I wanted to do. I started doing child care for a few of my friends children and absolutely take flight in love with it. This is what I have always done and is something that has always come completely natural to me. Being responsible for a childs growth while watching them learn and mature right before my eyes is an amazing feeling and a blessing.My children are now all in school full time which has me feeling sterilise to share the passion I have in caring for, nurturing, and instruction children with others. After I complete my CDA coursework my goal is to become a preschool teacher. I feel with current education with child development and the love I have for watching childrens developmental growth this will be a great future for me.

Intuitive Surgical

This write up volition explore the strengths and weaknesses of a priori running(a). This paper will analyze which drawing cardship sham(s) and practices would encourage knowledgeability considering the global context of the organisation. This paper will also assess how the information in the intuitive running(a) reason study does or does not exemplify the five-spot stripping accomplishments. Lastly, in this paper I will assess the actions that the leading of this organization took to shape culture and processes to be to a greater extent innovative.The leading model(s) and practices that would encourage instauration considering the global context of splanchnic running(a) Intuitive working(a) is a comp both that has led the country as the global technology leader in robotic assisted minimally-invasive surgery (Hoffman 2012). Their main product is the da Vinci Surgical System which is a robotic operative system designed to perform urologic, gynecologic, cardiothoracic , and global surgeries that are much less invasive than traditional surgeries (Hoffman 2012). This company was emphatically a leader within their market.Each of the different lead models support concept within organizations in some form or fashion. In set out to grasp how, ane must first base develop an understanding of innovation and leadership. Innovation has many meanings, but on a broad surmount one can say that innovation is thinking outside the box. lead is a bit harder to describe because it is best understood when seen. To put leadership in words according to Doyle and Smith, leaders often be catch in sight when an innovative response is needed (2001).Now that we have an idea of what these words mean, one of the leadership models that would be of great benefit to Intuitive Surgical is the transformational leadership. This leadership model serves as a role model by gaining the organized religion and confidence of peers and employees. By stating future aspirations , developing plans to achieve these goals and displaying an innovative edge, transformational leaders are generally successful (Bass, 1985). The transformation leader gets its followers to drop dead there own self-interest for the sake of the organization (Doyle & Smith 2001).As for any organization, for innovation to take place they need caring people who are will to commit to the greater good of the organization, as well as creative people who have the capacity to turn ideas into practical products and services. Therefore, with Intuitive Surgical patents expiring in the near future they should channel the transformational leadership model so they can have a great chance of structure innovators within its organizations. The second leadership model that could benefit Intuitive Surgical and cooperate with innovation in organizations is behavioral leadership.This type of leadership locomote away from who leaders where to what leaders did. If they insure doing what they are doing and coming up with ideas that make patients happy with very minimal errors, this companies acquirement of innovative employees will rise along with its products. How the information in the Intuitive Surgical strip study does or does not exemplify the five discovery skills In The DNA of Innovators, The discovery skills are the new-sprung(prenominal) ideas introduced by the innovator who did the five skills of associating, questioning, observing, networking, and experimenting.Intuitive Surgical did use some of these skills very well. The first one I noticed them using was the networking skill. According to Dyer, Gregerson & Christensen, the idea networker, networks to actively tap into new ideas and insights by talking with people who have diverse ideas and perspectives. They use this skill when they decided to merge with Computer Motion Inc in 2003. This merge helped them to natural out their biggest competition and lead country with their technological advancements. Associating, as Dyer, Gregerson, & Christensen (2011) stated, happens as the brain tries to make sense of novel inputs.Associating helps innovators discover new directions by making connections across seemingly unrelated questions, problems or ideas (pg 23). I did not notice Intuitive Surgical use of this discovery skill from the case study. In The DNA of Innovators, Innovators involve questions to understand how things really are today, why they are those ways, how they might be changed or disrupted (Dyer, Gregerson & Christensen 2011). Intuitive surgical definitely answered a lot of questions by creating the da Vinci robot.With this robot they had to ask and answer a host of questions in order to acquire the preciseness of their device as they did. Innovators use the observing skill by conservatively watching the world around them so that what they see can help them build ideas for new ways to do things. Intuitive Surgical use this skill also when they came up with their robot. Computer Mo tion Inc, who they merged with, was the first company to jump into the robotic surgical field which in turn substance that Intuitive Surgical watch this method and basically grew their device from a Computer Motions initial idea.Experimenting is used by innovators when they traveling to new places, pursuit new information and trying new things ideas. Given that Intuitive Surgical is a leader on a global scale, this company definitely did a lot of experimenting. Also, the fact that their invention started off being used for laparoscopic surgery and went on to be used in six other surgical procedures shows that this company had done a ton of experimenting.The actions that the leaders of Intuitive Surgical took to shape culture and processes to be more innovative Intuitive Surgical took a lot of steps to make their organization more innovative. As I stated previously, merging with their biggest competitor was genius. This move entirely helped them to gain a comfortable seat at the top of the black market as global technology leader. Also, taking the step to put patents on their work secured their spot at the top for years to come. This company has helped a monopoly in the robotic-assisted MIS market.Now that the patents are due to expire the company has had time to come up with bigger, better ideas that they can put into play after the passing has hit which could possibly acquire new patents. That way they can continue leading their competitors and protecting their development for another x amount of years. In 2008 Annual Report Letter to the Shareholders, Intuitive Surgical emphasized that their goal is to take surgery beyond the limits of the human hand (Hoffman 2012).

ModIV Product Development Team

For 1-third mickle In particular, fashionable IV as well as typified the ch both(prenominal) in all(prenominal)enges of functional amid modern pres reliables and demands. As director of HAVE Controls, nonpargonil of the Building Controls functions four intersection countrys, Linda Whitman was the senior food merchandising person for the fashionable IV harvesting line and had firsthand profit and loss tariff for mod IV. She could see the Impact a delay would gull on her areas performance, and she understood the pressing market inquire to consider modernistic IV contain attractive features. When she first became director of HAVE Controls in 1 986, she realized that merchandising had to play a much active intent in phylogenesis of innovative IV.Since past she had watched her fellow marketers on the advanced IV police squad up work through riddles and conflicts with guides, and she k advanced some of the al close operose issues still had to be re sha ped. But addressing any issue take pa begin marriednce, persistence, and tact, and in time then Linda often found herself torn. She had to fill sure HAVE Controls met its cipherions, which required collaborating with applied science science and manufacturing, both of which seemed at generation e trulyplaceburdened and at quantify unresponsive. Larry Rodgers, lead design engineer on Mod IV, had been Involved In the Mod IV project for quintuple historic period.He could sense the pressure upgrade both on the squad and on the division as Mod IV encountered difficulties entering the final months of the project. Larry and six of the engineers he supervised had their give full trying to overthrow the noise the Mod IV beat back was generating. He k modernistic the marketers had concerns ab off Mod Ivys appeal to nodes, entirely with Bibs limited resources and its prove on fast development, he wondered how he could address himself to marketings concerns at this time.Like more than engineers at BCC, Larry understood the competitive and financial challenges BCC faced, just he wondered if early(a)s comprehended the depth and complexity of design work and engineering problems. Research participator Joshua D. Marigolds prepared this case under the supervision of Professor Anne Donnelly as the stem for class discussion rather than to Illustrate either effective or Ineffective handling of an administrative situation. Figures In this case baffle been disguised. ring (617) 495-6117 or write the Publishing Division, Harvard caper School, Boston, MA 02163.No part of this publishing may be reproduced, stored in a retrieval placement, 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 School. 1 This document is authorized for use still by extension Chou in Project MGM taught by George Variations Case Western qualification Univer sity from August 2014 to December 2014. 491-030 tail end Bailey, general manager of BCC, could all but hear the foot locomote of competitors eager to grab business from his division.Although he bristled at the thought of a delay and its effect on Bibs ability to put to break d holdher corporate financial targets,l he wanted to respect the group ups autonomy. washstand knew the police squad was grappling with several ribosome issues, and though he focused his attention on making sure the division met its objectives, he wanted to find ship canal to support the team as it addressed the problems before it. Building Controls Division Honeywell Building Controls Division (BCC) produced climate controls and systems for four market areas HAVE, burners and boilers, lighting, and water crops.BCC employed 1250 people and recorded 1988 sales of more than $150 million. The division dealt with ii types of customers, original equipment manufacturers (Moms) and trade customers. The Moms i ncorporated Honeywell proceedss into their own reduces, which they in turn sell to the market. Trade customers sold Honeywell crossings directly to the market. BCC placed highest priority on the lineament of its crossings, on the divisions flexibility, and on its response to customers.The divisions profitability and return on enthronization?both well above industry averages?were points of pride. 1981 marked the first and solo year in Honeywell memoir that its Residential and Building Controls Division woolly-headed money. Controls were Honeywell original business, and the shock of 1981 brought new focussing to this division, management determined to call up Honeywell competitive edge. As part of the rec everywherey sue, Honeywell split residential and build controls into deuce separate divisions, thus creating the Building Controls Division.To end the days when people from engineering, manufacturing, and marketing/sales worked in different locations, a new structure was constructed with enough room to house everyone. To integrate the three major in operation(p) areas, BCC introduced a series of changes that intertwined to create a new form of product development. BCC hoped to transform itself into an agile organization capable of outnumbering competitors through faster convergence Development and the Controls BusinessIn the old system of product development, the product passed through severally in operation(p) area in a sequence of discrete steps marketers conceived of a product idea and passed it a farseeing to design engineers, who would design the product and pass the design to process engineers process engineers determined how to arrange the product and then dropped the plans into the laps of the manufacturing engineers and the plants. At for each one stage in the sequence, people encountered problems created by work through at earlier stages.Process engineers, for example, would discover they could non make what the design engineers ha d crafted. Product development thus became a game of tossing the protrude over the wall. When you completed your particular piece of the project, you tossed it over the wall to the succeeding(a) collection, non caring what took place on 1 . A wide-cited scotch model developed by McKinney and Company calculates that passing game 50% over budget during development to get a product out on time reduces . .. Profits by only 4%. But staying on budget and getting to market six months late reduces profits by a third. (David Woodruff and Stephen Phillips, A Smarter Way to Manufacture, Business Week, April 30, 1990, p. 111 . See excessively Brian Domains, How Managers Can Succeed Through Speed, Fortune, February 13, 1989. ) 2 the other side. If you had problems with work done at previous stages, you made your changes and tossed the design back to the previous group for them to adjust their work. The process was slow and tollly. Every change meant more time, higher(prenominal) greet, and heightened animosity amid functional areas. But rapid changes in the controls business inspired the division to look for new approaches. tin Bailey explained In the early oral fissure the move to electronics and microelectronics was accelerating, and e were having a hard time dealing with that by using engineering and manufacturing techniques that had evolved over one-hundred years and were slighted toward a really slow industry and slow-moving engineering. To suddenly get into a cycle sacking from products that you could design and hold on the line for thirty years, to three years life expectancy?well, we couldnt do a development in three years. So there was a big need for change compel on us by technology and by the new competitors that technology brought into the market. Layers, to at one point in the early sass we counted one hundred sixty competitors?150 of them ere little electric assembly shops, where a couple of engineers would get together, lay out a circuit boa rd, stuff it, and start selling. A few of those competitors grew up, prospered, and became viable. They grew out of that change in technology. But it meant we had to change. We had to change for many some other(prenominal) reasons. We were coming out of a period when we werent profitable enough. We were changing because we were going from part of a division to a stand-alone division.Our competitive environs was changing, technology was changing, and our customers were demanding a different set of requirements from us. So there was no alternative but to change. Parallel Development and Teams When BCC abandoned sequential development in the mid-sass, it embraced a new process called twin development. In this system, a core team of people assembled from the three critical functions?manufacturing, marketing/sales, and engineering?worked together to guide a project from the conceptual stage all the demeanor through final production.People still reported to their functional managers , who continue to supervise and evaluate all employees, and each functional area move to perform its specialized role on the project yet all areas direct worked on he same project simultaneously. The core team guided and tracked the development, coordinating efforts across functions and addressing issues of mutual concern. A weapons platform manager secured resources for the team, orchestrated its work, kept an eye on the complete project, and served as a liaison to senior managers.One BCC employee described the personal effect the new approach had The team system does not allow people to resolved defend the lay out of their functional area, of whats easiest, or best, or cheapest for their own functional area. It forces people to look at a bigger picture. . Engineering, when used alone, refers to both product and process engineering. 3 As BCC made the transition to parallel development, it had to confront its history and discard old habits. Marketing had al offices enjoyed a sa cred position at BCC, as prat Bailey explained Marketing called all the shots, controlled the purse strings.Engineering entangle it worked for marketing. To make the team-system work, Bailey and his senior staff felt they would have to create parity among the functional groups. Each area had to see itself as an equal partner and contributor. People had to accept additional function righteousness for the success of the entire project, not full relevant to their functional area or not. A manufacturing engineer, for example, had to attend team collisions tied(p) if the project was only at a design stage.Since people were accustomed simply to finish a task and passing the project on, they felt team meetings steal time from doing actual work and added to total work-load. As people step by step adapted to parallel development and teams, they continued to struggle with their expanded roles and responsibilities. many an(prenominal) people at BCC felt the new product development sy stem exerted too much reassure on them. Because people now worked on projects from beginning to end, not Just when their piece had to be done, they had multiple projects to bewitch at once. Combined with the emphasis on fast development, this at times overwhelmed BCC employees.Several people described the pressures they felt and what they perceived to be their sources We have to make a decision on the deployment of resources. When it settles to choosing between things to do, the answer from above is, Do both?with no added resources. Or if we get additional resources, were Just stealing them from another project. The system is heavily loaded, especially since were l dupeing a new way of working. There are many things to do with little headcount and no relief with the project register. Engineering doesnt have a realistic schedule. This puts examine on the system.Teams could help but there are obstacles to having a team work on a project. You need true support from management. If s omebodys suppositious to be dedicated to a team, management has to be willing to let that person spend all of his or her time on the project. Logistics excessively need work. You have to be able to work out the fractions of peoples time. You need one fully dedicated person from each function, but you also rely on the entire functional group. So people working on multiple projects have to cheat how to split their time. How do you place projects? All work is high priority.And how do you reward people? heretofore John Bailey recognized he would have to alter his management style. The spectre of the way the division is managed comes reclaim from the top. If I want teams, and I boost me and cultivate them, then there will be teams. If Im going to enjoin orders, then thats the way my staff will act? dictate orders. I mean those things get reflected right through an organization because I return people look up to see whats happening, and if you dont lead by example, then youre no t going to get what you want. People watch actions more than words. I cant be autocratic and dictatorial to my people, as I tended to be when I was vice pretty good dictator. Im very comfortable with that style. Part of the problem is, I grew up in this business. I understand HAVE. Its real faint for me to tell people what I work out they have to do on almost any issue. But if I do that, and my staff does that, it goes right down the line, and we dont have teamwork. We also dont benefit from the ideas and perspectives of the whole work force. So Ive tried to learn to have patience, change my style, look for consensus, have intricacy of my staff as a team, share more information, be more open.Ive had to learn that you take a risk with this and not everything comes out the way you want it, but the potential payoffs far outweigh the risks. I dont know how you legislate dedication, creativity, or motivation into people. I dont think you can. You cant tell people they have to do it a certain way. What you do is create the surround and the responsibility and be flexible. But those are all new things for me. I didnt come to this as a natural team player. I got into this because it looked same(p) the way this business could run best.People throughout BCC spoke highly of John Bailey, crediting him with creating a vibrant climate, but they perceived remnants of an autocratic style. Two stories circulated widely through BCC, highlighting both Johns own struggle to change and the two sides to communication within the division. One story detailed the way John and his staff calmly received a teams decision to cancel a project and start anew after the team determined the initial plan to be unfeasible. The other told of Johns visit to a team meeting?to show his support?where he learned of a time delay.Although John made sure not to criticize the team, he was visibly unbalanced and subsequently castigated his senior managers for not informing him of the delay. Some of th ose managers were themselves unaware of the delay, and the team both sensed and learned of Johns displeasure with the news. Using parallel development, BCC management believed the division was now in a position to make wear products?and in less time. Because all functional areas participated in the entire development, team members could understand the needs f their teammates and could work on their pieces of the project with those requirements in mind.Engineers could design a product with a better grasp of customer needs and manufacturing requirements, while manufacturing and marketing people would understand the limits of what the engineers could do. Instead of tossing the product and problems back and forth over walls, teams could identify potential problems and prevent them. The walls could come down as people from different functions talked with one another more frequently. Fewer problems and overlapping work would deliver what John Bailey coveted most minify placement time.Ac cording to the divisions estimates, the new product development system had reduced development time from an average of 38 months to an average of 14 months. John saw speed as Bibs weapon for reclaiming competitive prominence, and he campaigned doggedly to cut the time it took to get products from concept to carton. 5 Although people attributed much of the divisions resurgence in the sass to the close working relationships that now existed between different functional groups, there was some feeling that antagonism had not evaporated entirely and that finger- pointing still occurred.A marketer and an engineer gave separate examples From a schedule standpoint, engineerings credibility was no good. They were tell us envisions that Just werent getting met. We tried to arrange shared goals and objectives, and it was like pulling teeth from engineering. They verbalise they had their own milestones. The first shared deadline they suggested wasnt valid since we needed things from them we ll before that. We in engineering thought we had a minor design problem that we could solve as we worked on other problems. However, the problem didnt go away, so we travel it up on our list of priorities.Finally, we had to blow the whistle on ourselves because we felt the changes would require more time than the schedule allowed. We went to the head of marketing with our position. We said we were making progress but did not feel we would make our psychiatric hospital date and needed more time. He said we had to stick to the dates we had. Its his prerogative to demand that the target dates be met, so the target dates were not changed, even though the team knew we werent going to make it. Insisting that a date not change, though, can lead too project problem.Im not sure whats accomplished by insisting on unrealistic dates. Mod With its new strategy for product development, BCC approached the Mod IV project intent on making the dates happen. John Bailey explained the urgency behind the project Two competitors have introduced new products and retooled. They have overcapacity and are Just waiting to steal market share. We cannot make a mistake. BCC was spending $19 million to develop Mod IV and planned to have it replace products accounting for over 30% of the divisions profit. These figures led one senior manager to call Mod IV our golden egg. Although the golden egg was slightly to hatch, Mod IV had had a long gestation. History of Mod IV In 1981 Jay Lander, process engineer on the current Mod IV team, was asked to examine how the company could remedy the quality of its travels and reduce their cost. His study turned into a cost-reduction, quality- purifyment initiative punish in three phases. Mod IV represented the final and most ambitious phase. Although inspired by engineering, Mod IV promised the most striking innovations in manufacturing and therefore was deemed a flexible manufacturing project. With the one Mod IV motor line, BCC planned to automa te its entire assembly process and over $20 million in revenue. The project promised to reduce costs and improve profit arising, making it attractive to the manufacturing people. But some marketers were concerned that customers would not accept this new motor and BCC would lose market share. That would reduce revenues, the primary index of marketings contribution to the organization. The team, 6 however, intended to offer a product replete with features and enhancements attractive to customers.The team would then use price incentives to set ahead customers to convert to the Mod V. BCC began work on Mod IV in 1984, prior to the introduction of teams and parallel development, but the same design and process engineers had worked together on Mod IV from the beginning. They had even carved out an open office area, nicknamed the bullpen, by removing partitions between cubicles and setting up a central conference table. Manufacturing engineers were frequent visitors to the bullpen and ini tiated many of the impromptu meetings.Design, process, and manufacturing, however, did not collaborate closely with marketing until 1986, when the current Mod IV marketing people began replacing their predecessors on the project. One engineer spoke about marketings involvement The marketing people have changed since the project began while the engineers have been the same since the beginning. Marketing decisions changed each time the marketing people changed. We had to do two rounds of market research. This has had a negative psychological effect. It leaves the impression that the precept developed in marketing is only as good as the people who developed it.So we lived through a change of direction. Not one marketing person is the same as when the project began. For a long time, marketing didnt buy into Mod IV. They were forced enthusiastic. Now theyre enthusiastic because its a better product, but its been a lot of trim work for them. They would have been better off with the comb ination of the old reduce and the absence of this extra work. From the time Linda Whitman became director of HAVE Controls in 1986, she had collaborated closely with her peers in other functional areas.As she put it in terms of Mod IV, Manufacturing and engineering were a whole lot further ahead in the project. And if it was going to be successful, there had to be a balance in terms of expertness and authority. Linda stressed equal participation, but her role as director think thats the way business-unit directors are expected to perform. Of all the players, we have ultimate responsibility for the P&L Profit and Loss. And I am responsible for my engineering deliverables. The engineers do not report to me, but I am accountable for telling them what projects to work on and in what order.Likewise, sales does not report to me, but my marketing group controls the revenue plan and unit-sales targets they must achieve to earn bonuses. Were also responsible for developing their programs fo r customers and for authorizing special deals. Were responsible for defining the product road-maps and introducing the products. We provide the technical support to customers the training, the hotlist, the technical support for the field reps. Were in charge of pricing, advertising, and sales promotion activities. Were also responsible for arbitrating unresolved oral communication problems and for determining delivery codes and lead times.It runs the gamut. 7 Linda explained how marketing had to make up for lost time on Mod IV Marketing was free for a long time?for two reasons. First, it was never a marketing- control development, which is highly unusual. Second, marketing was so Johnny- come-lately. By the time we had a unattackable marketing team established, engineering and manufacturing were entrenched in the way they believed it should be done. That made it much harder when we did come along. The new marketers concern led the team to revise the projects scope, but marketers still had some lingering uneasiness.A marketer explained Mod IV is replacing our bread and butter for no market-driven reason. Sure, its a cost reduction and a quality improvement, but our motors already are very high quality and provide high margins, so from a marketing standpoint, it didnt have to be done. The customer-benefits derived from Mod V, including modules, could be developed for our present motor lines. Team Members Linda Whitman Director, HAVE Controls. Linda became the head of marketing for HAVE Controls, one of Bibs four market areas, in early 1986.In nine years with Honeywell, Linda had progressed through five positions, each time dramatically improving the department she supervised. Although Linda succeeded in each of her new positions, with three of her Job changes she replaced an incumbent man who had been relegated to another position as she acknowledged, This was not the Linda described herself as results-oriented, hard-driving, intense, and compassionate. Org anization, discipline, and strong strategic cooking were Lands llamas, but she insisted on letting her marketers work autonomously.She enjoyed working at BCC and praised its comfortable, different environment. Her management style, though, had caused her to think about being female in an engineering- dominated, western manufacturing company. Its extremely difficult for many people to accept a fair sex whos hardwiring and results-oriented the same way they can accept a man in that role. Its the old classic. A lot of times pejoratives are assigned, whereas if it were a man, its Just a person doing his Job. I think theres much more mercy for men to have quirks than there is for women.Linda was in her mid thirties. Jack Scott computer programme Manager, Manufacturing. Jack served as Program Manager while also supervise the projects manufacturing efforts. He also supervised several other manufacturing activities. Jack had get together the Mod IV team a year and a one-half earli er, and though he had known all of the projects engineers for ten years, he called himself the new kid on the block. Jack described his role 8 I try to keep all ends tied together for the net result. Where are we on tooling dollars, engineering design, order and delivery of the production machines?I tie all the ices together to make sure they hit the floor at the same time. I make sure communication is happening so that all things are getting done. I make sure we dont get one of these things where we get all done and someone says, You didnt tell us about that. Jack was in his forties. Jay Lander Senior Principal Process Engineer. set about of the Mod V. Jays 1981 study led to development of Mod V, which he now worked on. Jay was in his sixties. Larry Rodgers Mechanical Design Manager. In charge of all engineering efforts on Mod V, Larry supervised all seven design engineers working on HAVE Controls products.Six of those engineers were working on Mod V, and Larry himself had worke d on Mod IV since it began in 1984. Larry displayed constant equanimity, rarely letting the pressure of a situation disturb his demeanor, which some considered aloof. However, he readily acknowledged the history of tension on the project The impetus for the program was increased profit. The project is attractive to manufacturing because theyre profit-driven. Marketing is revenue-driven, and this product may reduce revenue. Since it will cost less to make the Mod IV, customers will want it for less, and that will reduce revenue. Engineerings objectives are to

Morality and Law

We begin this es claim with a word about exemption- it is cherish by those who possess it and yearned for by those who have nevertheless to experience it. N matchlesstheless, immunity carries with it a high level of responsibility- perhaps not only to wed the letter of the law, further also to pursue one and only(a)s freedom with whatever level of civility or honourables. Therein lies the paradox- where should the furrow, if any(prenominal), be wasted between moral philosophy and law. In this essay, several controversial topics which toe the line between legality and religion give be presented and discussed in the hopes of draught some valid conclusions about this issue.DrugsIf it is safe to say that legally positivist and utilized drugs be accepted by all but the most staunch of phantasmal zealots, it is also safe to say that extralegally positively charged drugs, street drugs and the abuse of any drug is considered meanspirited, but not by all. In some parts of the arena, certain drugs that would land someone in jail in other nations are legally and socially accepted. This particular in itself brings to light an interesting perspective on the issue of morality and law- how closely related is law and morality?In the case of drugs, the consanguinity seems to be somewhat disjointed in some instances, because unlawful drugs are quite literally one of the largest industries in the civilized world. This kindle be interpreted as proof that everything that is illegal is not necessarily viewed as immoral as well as a receptive example of the dynamic between the expression of freedom and the violation of the rights of others, for any freedom, if it harms innocent pack through its exercise, needs to be reevaluated for the common dangerous (Peach, 2002).AlcoholWhen speaking of alcoholic drinkic drink, the very topic is in itself enigmatic for all intents and purposes, alcohol can be classified as a drug because of its competency to alte r the senses, distort perceptions, and attract the abuser into a spiral of addiction. However, it is considered by the vast majority of the world to be a legal drug, which is to say that it is legal for those of established age to buy, sell, and use alcohol.When left to ones own devices, the use, purchase or sale of alcohol can be illegal for example, the operation of motor vehicles while under the influence of alcohol is illegal, as is the sale/purchase of it to/by underage or visibly impaired individuals. Additionally, any use of alcohol is considered morally wrong by many religious/ethical groups. Therefore, in alcohol, we see the embodiment of the morality/legality argument- some things are legal in some cases, illegal in others, but also reviled in many circles in any circumstance (Peach, 2002).ProstitutionRegarded as the worlds oldest profession, prostitution in one form or another has existed since in that respect has been something of value for which one military personnel being could offer sexual favors to another. In the 21st century, we see a world where prostitution is legal in some nations/parts of nations, and illegal in others. In the nations where it is legal, it would be assumed that this is so due to the moral tolerance of the masses to allow such a practice. In a nation like the United States, where very few states allow prostitution, a moral divide exists between advocates and opponents. Therefore, an interesting point emerges- the possibility that in many cases, societal norms dictate the letter of the law. When the majority opposes or supports something, or takes no action either way, laws, it can be said, reflect the leave of the majority itself (Peach, 2002).Pornography Pornography is yet another illustration of the will of the people to dictate the law, but with a twist- very few people publicly support soot as something which is good for the general society, yet it is allowed to exist as something legal in many jurisdictions as pro spicient as certain universal rules are not violated, such as the use of children in pornography, abuse of innocent victims, etc.In this instance, it is likely that the tolerance of pornography as something legal, yet immoral has as much to do with the credit line of money on the part of those who benefit financially from pornography as it does with the prurient interests of the public at large. People who wish to have something immoral because they like it are often times more prone to snub the bigger picture of the detriment to society that something like pornography represents. interior(prenominal) ViolenceViolence against ones own family members is illegal/immoral in some societies, and not in others- why is this so? The main reason is associated with religious beliefs. In theocratic nations, where religious leaders dictate policy and law, there are those cases where the abuse of a wife by a keep up, for example, is tolerated if the husband feels it necessary, whereas the abu se of children is almost universally reviled (Peach, 2002). An interesting point emerges in this situation- the author of morality in some cases to shape the word of law.ConclusionIn this essay, we have seen that morality and law are in some cases exclusive of each other, related in others. Still further, each of these in some situations can overtake the other due to societal norms, religion, etc. Whatever the case, in conclusion, one point has become abundantly clear based upon this research- morality cannot everlastingly be legislated, nor will morality always make the best laws. by chance the issue of freedom, which began the essay, is a fitting final word- without freedom, the human race suffers, but with it, suffering can also become rampant. It is the responsibility of the people of the world to exercise freedom-with restraint.ReferencesPeach, L. (2002). Legislating Morality Pluralism and Religious Identity in Lawmaking. NewYork Oxford University Press.

Koutons Retail India Limited Essay

The caller-up went public in early 2006 and thereby became Koutons Retail India Limited (KRIL) with effect from June27, 2006. KRIL is primarily an integrated app arl manufacturing and retail compevery in India. They be in the contrast of designing, manufacturing and retailing downstairs the blur names Koutons and Charlie unwraplaw. Their main target customers atomic number 18 middle class consumers who argon keen to trying out juvenile fashions falling in the age congregation of 22 45 course of studys. move up be miser satis pulverisation a brief timeline of Koutons. 1991- Started as Charlie denim jeans showroom 1994 embodied as Charlie Creations Pvt.Ltd 1997 Diversified in non-denim fatigueing raiment, awarded with Best Menswear Collection 1998 Brand Koutons was launched 2002 for the first time sole(prenominal) differentiate outlet of Koutons stretch outed 2006 IPO. Name changed to Koutons Retail India ltd in June 27, 2006 2007 Listed on BSE and NSE Kouton s Financials Koutons has reported the fastest return in its gross revenue and profits among its listed and closest peers incisionly due to a smaller base. The orders restated total in number and profit after tax were Rs 4036. 17 meg and Rs 344. 87 billion respectively as of and for the year ended surround 31, 2007 comp atomic number 18d to Rs 1583. 85 million and Rs 131. 8 million respectively as of and for the year ended March 31, 2006. (Exhibit 1). Koutons do non nonplus any broth option scheme or inception purchase scheme for the employees of the beau monde. perseverance Over legal opinionThe Indian retail arna, which is believed to be at an inflexion point, is honord at USD 270 billion (2006) with Food and Grocery organism the dominant orbit fol sufferinged by clothing, textiles and fashion accessories which contributes nearly 9. 5%. The make retail sector on the former(a) come about has grown with a CAGR of 30% and stands at nigh USD 12. 4 billion (2006) whic h is only 4. 6% of the total retail food merchandise place place thus demonstrating its huge future otential. In the organized retail sector the study carry on is held by the clothing and accessories sector (39%) festering at a rate of 30. 3% during 2005-06, followed by food and grocery (11%). The Indian garments retail industry(which in the main consists of deal of all menswear, womenswear and infantswear) grew by 12. 3% in 2006 to go a value of $20 billion (INR 880. 9 billion) the CAGR produce for the period 2002-06 being 11%(Exhibit 2).The share of the organized snip retail has grown steadily to reach 18. 9% in 2006. Considering an judge CAGR of 10%, the attire retail industry in India is expected to reach USD 32. billion by end of 2011. Fuelled by strong economic growth, booming demographics, easy availability of credits, availability of retail space, rising level of usable income, rise in dual income families and shift of life style pattern, organized retail in India is expected to grow tremendously in the abutting few years. The emergence of the mall culture in India acts as throttle in this growth story. By the end of 2007 approximately 68 million sqft of mall space is expected to come in India, majority being equally shared between North zone (39%) and due west Zone (33%).According to a 2005 KPMG retail survey report, the Specialty and Super commercialise format consider the high-pitchedest potential for growth (45%) followed by Hypermarkets(36%) and Discount Stores (27%). In terms of opening up of new retail outlets, the do retailers and mark offs succeed a growth of 113% in 2006 compared to 84% in 2005. As on 2006, major share in the Indian apparel retail market is accounted for by Menswear (45%), followed by Womenswear (36. 1%), Infantswear (18. 8%). While the Menswear has witnessed a growth of 12% by value and 3. 9% by volume, Womenswear has grown 14. 9% by value and 5. 4% by volume.Al closely comparable growth has ove rly happened in the Infantswear sector (11. 5% by value and 3. 8% by volume). Competitive Landscape in Apparel Retail porters beers Five Forces Model The competitive nature of the Indian apparel retail sector can be very salubrious up analyse victimisation the famous Five Forces Model as suggested by Michael Porter. design Porters Five Force Model Bargaining actor of Buyers The bargaining power of emptors becomes weak because of three main reasons. First, majority of the buyers are individual consumers and hence has limited purchasing power. Second, the retailers can very slowly differentiate their products.Third, only the retailers can support the consumers with a wide garland show of quality products. On the former(a)wise hand, the fact that buyers puzzle very low switching live and retailers are obliged to act according to buyer ingests provides the buyer with some bargaining power. Infact, it is believed that in Indian apparel retail, brand loyalty exists more a lot than not for the brands and less for the retailers. Bargaining Power of Suppliers The sourcing happens close toly from the clothing manufacturers and the wholesalers. The manufacturing industry is highly separate in nature inducement a price war.Low product diversity on the part of the suppliers reduces the switching appeal for the retailers. However, the only drawback of moving to a low cost supplier mogul be the threat of not being able to live up to the highly volatile trend of changing fashion. insertion Barrier Entry barrier is comparatively low, like any early(a) retail sector. The industry itself is highly fragmented and requires low capital investment. The constitution taken by the Government to open up the retail sector to unconnected investments entrust by all odds encourage launching of other foreign players. Threat of Substitutes We can identify three major threats to the apparel retail.First, with e-buying enough popular with every passing day there may be an opportunity of buying directly from the manufacturers. Home do apparels though can be a substitute has a very low threat mainly because of the ever changing fashion inescapably of the generation and the substantial ontogeny in disposable income. The last and the biggest threat for substitute come from the sale of counterfeit apparels. Competitors The Indian apparel retail industry is highly fragmented in nature. Within the readymade segment there are twain brand and unbranded players.There are many foreign brands that have realized themselves successfully in the Indian apparel retail market victimization different channels. While brands like Allen Solly and Arrow have taken the licensing travel guidebook, Benetton have entered the market by dint of tie-up with home(prenominal) players. Again brands like Tommy Hilfliger, doughs and Spencers and Speedo have taken up the franchisee channel. On the other hand, metro entered the market by means of cash and carry whol esale trading route. The common soldier labels, by virtue of providing higher margins to the retailer and lower cost to the customers have overly become extreme popular.Some of the well known hidden labels are John Miller, Bare and Stop. Although competition in the retail apparel segment is heating up, the inherent advantage of Koutons bewilder backward integration, locating and first mover advantage is not easy to replicate deep down a short period of time. On the back of the family? s aggressive rollout plan and diversification to high-margin segments, the company enjoys better valuations than its peers like Kewal Kiran and Zodiac Clothing, although not strictly comparable. There are approximately 23 major players in the branded apparel retail segment in India with Koutons coming succeeding(prenominal) to Raymond Ltd. Exhibit 3 4). Pentagon-Triangle Model Koutons mainly works on pentagon model. The separate attributes of the pentagon model fit as follows Place Size and Location Out of 999 sole(prenominal) brand outlets (EBOs as Aug 20, 2007) 531 EBOs were present in northernmostern region. West and east India has about 29 and 38 stores respectively. Koutons has over super C company managed stores and 18 manufacturing units. By August 2007 they owned 14 warehouse facilities distribute around Gurgaon. They are present mainly in northern and north western region. By March 2006, there was no carriage of Koutons in southern region.They have started slowly moving into southern region. Layout and Design Koutons generally operate through a franchisee model. Traditionally, Koutons outlets used to store men? s apparel. But re centimely they have extended their product portfolio to include women? s and kid wear as well. Generally, the size of a Koutons outlet identifys from 1000 sq feet to 2000 sq feet variations occurrence depending on the location, real estate rates and host of other factors as well. Their flagship stores have a size of 3000-5000 sq ft. Koutons outlets may be hit storied or multi storied.The outlets are generally spacious and display caters to need of middle class Indian customer segment. (Exhibit 5 Koutons EBO, Calicut). Product genius and Fashion Go with latest fashion trends. Mainly target high fashion aspirants of the age group 22-45 years. If any type of fashion becomes obsolete, tranquillize Koutons tries to attract customers, but ultimately if situation does not improve they also stop keeping such fashioned garments and go with new trends and fashions. mixture across-the-board variety of men? s wear including shirts, trousers, jeans, jackets, T-shirts. Limited variety of kids and women? s wear.The assortment also depends on region. An EBO in north India might have little different assortment compared to one in south. observe Price Low brand value. It sometimes gallops 70% discounts which have small(a) its brand value to a macroscopical extent causing a barrier in the way of moving up the value chain. Koutons follows a unique discounting policy wherein they claim to give a discount of x% + y% which is often criticized as a marketing gimmick and a way to mislead the customer. For example, a discount of 50%+40% often gives the customer the impression of availing a 90% discount whereas effectively it mode a 70% discount.Quality Mixed conception among customers. Most state think its product quality goes down with append in discounts. It has failed to arrest same quality of products throughout its EBOs across all regions. People service Koutons mainly deal with men? s apparels. But recently have started making garments for women also. Knowledge For managerial position they mainly look for see people (at least 2-3 years of experience in apparel short letter). clime Koutons generally stocks apparel which are all-weather. Few varieties differ with region, e. g. sweaters are stocked with in north EBOs but not in south. But most of the stock can be sold in all weathers. ch at Positional Koutons have positioned themselves as value for money, but high on fashion. They mainly target pro-fashion customers who are very much voluntary to try new fashion trends at nominal prices. They often offer attractive discount policies to attract middle class fashion minded(p) customers. Their target customers belong to age group 22 to 45 years. promotional Koutons mainly advertise through newspapers and they have a well intentional website.They incur minimum advertising expense and rarely goes for any fame endorsement. Their presence in 450 cities of India is believed to have created an automatic brand visibility. Business Processes The 2 major business processes at Koutons are Manufacturing and sales operations. The diagram at a lower place shows the processes involved in manufacturing. Some of the key differentiating factors involved in the business processes are Procurement of raw materials Procurement of raw material from India, China, chinaware and Italy using third party suppliers.Third party manufacturers To cater to the growing demand for outsourcing of manufacturing is also make. For this, the caller-up has executed 211 agreements with 211 fabricators. Manufacture of production type A product sample is produced in house according to the specifications provided for the range of products for a particular season. The first production report is prepared on the basis of this sample. All apparent and intricate corrections are made in the sample so as to make it error free. Accordingly, a detailed production plan is devised.Fabric cutting and stitching A layout for cutting the respective products is done with the help of CAD plotter machines. Sales and distribution The company has a dedicated Sales and Marketing aggroup which consists of 90 employees. Competitive Strengths The key strengths of Koutons are ? Exclusive brand outlets ? considerable network of retail stores ? Low-cost sourcing capabilities (diminishing the cost of ma terial as well as that of the final products hence resulting in low cost products) ? tight-laced brand positioning (identifying the proper target customer segment and conflict their requirements) ?Expertise in designing and merchandise (core competency) ? Efficient precaution ? Wide apparel range (customers can choose their required things from a well chosen stock) ? Efficient utilization of IT and making it a differentiating factor compared to other retailers. Koutons always follows proper strategic planning before taking any business decision. They are planning to increase their geographic penetration by increasing the number of brand outlets to distant areas, enhancing manufacturing capabilities, targeting new customer segments. put the Koutons brand strongly (exporting apparels under the brand name), making potential mergers and acquisitions and most importantly constantly improving the cost structure. Some of the key differentiating strengths of Koutons are described in deta il. Exclusive Brand Outlets The majority of the apparel manufacturers germ retailers in India operate through a combination of retailing through exclusive outlets, national chain stores and multi brand outlets. This entails supplies being managed directly and through distribution agents.Koutons operate on a model of marketing apparel directly through a chain of exclusive brand outlets and thus are independent of external marketing pressures attributable to the national chain stores, multi brand outlets and other intermediaries. This enables them to focus quality maintenance and customer happiness without the interference of any external agency. This model also enhances the brand blondness and recall as the shelf space on each of the exclusive brand outlets is controlled by company.In the process, Koutons has developed a greater brand visibility and an identity of its own and has thus reduced the chances of brand dilution. As of August, 2007, the Koutons brand was sold through 566 exclusive brand outlets and the Charlie Outlaw brand was sold through 433 exclusive brand outlets. The wide coverage of exclusive brand outlets from metros to form II towns and through the various regions in India, allows them the flexibleness to hedge against fashion changes given the general time lag in fashion trends between metro and tier II towns. The table downstairs shows the growth in number of Koutons EBOs.The company? s brands are marketed through three outlet models ? Company owned / leased and company operated (COCO) ? Company owned / leased and franchisee operated (COFO) ? Franchisee owned / leased and franchisee operated (FOFO) The company had 17 outlets, 124 outlets and 858 outlets under COCO, COFO and FOFO models, respectively, on 20 August 2007. To accommodate all EBOs (Exclusive Brand Outlets) the company is also looking for spaces for extension. It has been allotted a manufacturing facility in Gurgaon at a total project cost of Rs 301. 85 million.Koutons has be nefitted heavily by following a franchisee model as often large scale leaf operation as theirs often becomes tough to be controlled by themselves alone. in like manner it helps Koutons in availing real estate easily. Besides, the franchisee owners bring in entreprenual energy to the business. This model has also helped Koutons in tackling to some extent the inherent attrition task in the retail sector and cut down on loses happening due to staff relate pilferage. Koutons, in the process, has also realized cost cutting by relieving themselves of the responsibility of turn backing the social security liability of the employees.Koutons franchisee model is different from its peers as it offers its franchisee minimum guaranteed payments covering lease rentals, employee costs, and other establishment costs apart from incentivized sales. Products are consigned to the franchisees, who do not bear the list risk except for pilferagethe risk of unsold stock remains with Koutons. The c ompany collects a security deposit (bearing nominal interest rate) from the franchisee towards the apparels that the latter(prenominal) stocks at the outlet.This model is highly attractive for franchisees who seek security and low investment, which is reflected in the rapid ramp up as well as the fact that franchisee churn rate has cumulatively been less than 1. 5 per cent since inception. Koutons has planned to expand their franchisee retail model to other products like folk linen and furnishing and toys. Integrated player with low-cost sourcing capabilities Koutons is an integrated apparel manufacturing and retail company with capabilities across the entire value chain of manufacturing and retailing. One of the major strengths includes in-house finishing facilities and rigid quality controls.Extensive logistics and supply chain management placements is put in place to maintain maximum flexibility, which enables them to meet needs in an efficient manner without relying on any one vendor, factory or country. The centralized purchasing system helps in achieving the standardization in quality control systems. Their involvement at every stage of the value chain has helped them successfully cut down on the intermediary costs. strange brand positioning Koutons positions itself as a High Fashion look upon for Money? brand. The Koutons brand is positioned in the middle to high fashion segment, oblation a complete range of man? wardrobe (in the age group of 22 to 45 years). The Charlie Outlaw brand is a casual brand targeted at fashion conscious youngsters in the age group of 14 to 25 years. Foreign brands mostly target a niche market while Koutons cater to press market. Koutons score over foreign brands in terms of fit and size they offer to Indian consumers. Design and trade expertise, with a pulse on fashion A team of designers and merchandisers who are supported by a staff of 40 professionals, including assistant designers and expert designers. Specialized design teams for each apparel categories are formed.Wide apparel range A wide apparel portfolio which ranges from shirts, non denim trousers, denims, suits, blazers, T- shirts, cargos, capris, sweaters etc. It has also recently launched a range of apparel for women and children. IT Infrastructure Until now Koutons has been using a specially developed computerized system (customized) to keep all records related to sales and inventories. To keep pace with the market competition and to make its operations more efficient, it has recently started using an enterprise resource planning system using advanced computer systems with the help of Ramco systems.This advanced system will help them to reduce stock-taking related line of works (such as decreasing the armoury lead time, planning delivery schedules better), improving transparency and reducing redundancy. commonwealth of the art information flow system to maintain records relating to sales and inventory and integrate key work flow s. In 2006 the company also installed a state of the art enterprise resource planning system. The company has been functional(a) on enhancing its IT capabilities for better management. This has helped it to bring down the average inventory old age from 213 in FY07 to 202 in FY08.Huge sales per store due to intelligent discounts offered by the stores. Weaknesses ? COFO model problems Opening up manufacturing as well as retail outlets needs huge capital investments and hence limits the company? s ability to expand fast, as well as react to the changing market scenario. ? The company is not able to distribute from the multibrand shops and malls. This shuts it off from a major business opportunity and capitalizes on the retail revolution. ? Inventory problem 340 days of inventory in an apparel industry where demand is seasonal. (Poor inventory turnover) ?Low Brand Value Koutons stores only stock their own brands and everlasting 70% discounts have completely eroded its brand value. T his will oppose the company to move up the value chain. ? Concerns due to the nature of its business, Koutons finds large sum of money blocked up in the form of working capital. In FY08, working capital amounted to almost 68 per cent of one-year sales which is on the higher side in retail sector. Acquisitions On January 2008, the Board of Directors decided to acquire 51% or more share in Touchwood International Pvt Ltd. , a Rs. 5 crore company and the owner of the brand speeding Class?. The company has its presence in the ladies segments. Upper Class? has its major presence in Delhi and has a strong beachhead in the ladies garments segment. The brand specializes in casual bottom wear for women and has its presence in Multi brand outlets (MBOs) like Shoppers Stop, Pantaloons and Globus. Besides, it has its presence in the European market as well. While the acquisition will definitely give Koutons an image to the European market, it will help Upper Class? gain a retail presence i n the domestic retail market.Koutons has planned to open up 400 outlets of Upper Class? by 2010. Expansion Koutons to begin with was exporting Koutons and Charlie brand apparels to the Middle East. But it was halted in 2004 in 2004 as a part of the management strategy to focus more on the domestic market. But now that it has made its mark in the domestic market, it is actively trying to tap the exports market by 2008 with a view to target the Indian population in the Middle East region. It has initiated talks with large retail networks based in West Asia, whereby it plans to open 30 EBOs each of Koutons and Charlie brand by 2009.Koutons plans to enter the market through the route of Joint Venture wherein the majority stake will be kept up(p) by Koutons. While the designing, branding and production will be done by Koutons, their local partners will manage the supply chain and logistics. Koutons has already earmarked Rs 40 crores for rolling out the stores. Their first outlet is pl anned to come up in Dubai by 2008. The other cities under consideration are Abu Dhabi, Sarjah, Doha and Qatar. They also have plans to enter the Chinese market by 2008 and enter the European market very soon.All these would definitely provide the company with immense global visibility. Going Forward The company is crisply rolling out its EBOs in southern India. Koutons would be enlarging its product portfolio in FY09 by adding categories like accessories and handbags for women along with belts for men and footwear collection for both men and kids by 2008. It is being done with a view to increase the footfalls in the outlets and thereby assist cross-selling and also to make it a one-stop-shop. The company has plans to introduce a new line of women? wear (Les Femme brand) and kids? wear. Koutons plans to open up 150 Koutons Junior and 200 Les Femme stores by 2009-10. To lessen the risk of stock obsolescence, the company has been deploying the strategy of shifting the unsold stock fro m metros to tier tercet towns to leverage the time lag in fashion trends between metros and tier III towns. For the year 2008-09, Koutons has planned to grow through the ladies wear and kids wear segments which though being high margin segments are currently being dominated mostly by the regional players.Koutons plans to revolutionize these two segments by providing value for money products which all throughout have been their core competency. The entry of foreign players in the Indian apparel market has one hand brought the threat the change magnitude competition and on the other hand has increased the fashion awareness amongst the Indian population. However, which target mostly target the mass market can avoid direct confrontation with the foreign players who are more into niche segments. With the rising inflation and increasing cotton price, Koutons definitely has a challenge in their hands in the years to come.