College students should work part time Term Paper

College students should work part time - Term Paper Example Is part-time job important or not? In the present era, money is being important than ever. It is needed more and more nowadays. Everything is becoming so highly expensive now that the needs of many people, especially the teenagers are not being fulfilled. Even the school and college fee of many students cannot be afforded by millions of parents and those who are somehow able to bear the education expenses of their children, are not able to fulfill their other needs of life. Therefore, to meet the necessities and some of the luxuries of life, school and college students are compelled to earn for themselves. Part-time job has now become very important for school and college students. It is rather very common in the society nowadays. It may not be necessary for students to finance themselves completely through pat-time jobs, as part-time jobs certainly do not pay a very handsome amount. It is also very difficult, rather nearly impossible for students to work for many hours so as to rece ive a good amount of payment, because if they work many hours, they would not be able to give the required time to their studies and consequently will end up slipping their grades. Hence, students work for very limited hours so that they may be able to give enough attention to their studies as well s become helping hands for their parents. ... In an early age, they learn how to manage, judge and organize their priorities and their responsibility towards fulfilling them. They realize that life is not just a piece of cake and what circumstances, hurdles and troubles one has to go through to survive in this rapidly moving world. They not only work but, also have in their minds the pending homework at home which has to be submitted the very next day. This is how the students organize themselves by fulfilling both of their priorities of the job as well as the completion and submitting of their homework on time. Valuing every single penny: A job definitely teaches students to value each and every single penny. While they would not value the money earned by their parents and spend it lavishly and extravagantly, a part-time job teaches them how to value the earnings. This is because they have to work quite hard during their jobs for the sake of earning some money. They realize the fact that each and every single dollar is earned w ith a lot of hard work. Therefore, they start respecting and valuing money. Time Management: Time management is another very important factor that the school and college students learn through the part-time jobs. They attend their classes, go to their work, complete their home works and then take out some relaxation time as well to refresh their body and minds. All this is done if students know how to manage their time. Majority of the students think that part-time job is an extra burden for them along with their regular classes as well as the tasks given by their teachers to be accomplished at home. But, actually all this burden is temporary which helps the students to manage their time in a way that they may pay attention to the complete routine of their life,

Plz see attachments Essay Example | Topics and Well Written Essays - 1250 words

Plz see attachments - Essay Example In the place that was referred to as the New Spain, St Augustine was the first place to be established (James et al, pp 36). Here was occupied mostly by Indians that were converted to Christianity. At the time New Mexico established, it collapsed because of inadequate wealth. In the New England, separatists and Puritans constituted the population. Following the dissent and reformation of England, the people of England stated to arrive in the new America for the reasons of religion. New England colonies were made up of mostly Catholics and puritans who banked their hope on putting their beliefs in practice with no interference from church hierarchy or England. The colonial extension under Castile’s crown was instigated by Spanish conquerors and grown by Spanish monarchy through its missionaries and administrators. Motivation for the expansion of colonies was increased Christianity faith and trade through local conversations. This took a period of over 400 years from the year 14 92 to the year 1898. To start with is the arrival of Columbus in the year 1942, over 4 centuries the empire of the Spaniards would extend across: in the present day in most Central America, Mexico and Caribbean island; most of American North that include Southern coastal, Southern western, California part of United States; and although not active, with territory claimed presently British Columbia; and states of Oregon, Washington and Alaska; and south America. At the start of 19th C the movements on revolution ended up in independence of many American Spanish colonies, with exception of Puerto Rico and Cuba, released in the year 1898 subsequent to the war waged by Spain against the Americans, together with Philippines and Guam in Pacific. The political loss of the last territories by Spain brought an end to the Spanish colonization (Kathy, pp 64) The settlements of the Spanish in the South West of America and English colonies in the New England in the 17th C may be contrasted in bas ically two ways. To start with, their political patterns were based entirely on different government systems and classes of ruling. Secondly, they used different economic development avenues. The settlements of the Spanish started with Cortes while some conquered Americans of central, south and south west of North America. Following the eradication of a big part of the population of native America, the Spanish started intermarrying with the Native Americans. Consequently, only part of that population composed of pure Spanish. The Spanish held the highest political and social status. The native from Spain were a step ahead of the ones that were born in America while the ones who had Indian heritage or mixed were bottom placed in the social hierarchy. Moreover, as the Spanish arrived as conquerors, consequent system of politics was purely solely and autocratically aimed at extending the motherland. Just after have the Americans conquered, the Spanish stole huge portions of silver, gol d and some valuables. The tradition made a step into the 17th C as the Spanish ships came to America to ferry these valuables like gold and silver to Spain. Through this, the Spanish perceived the Spanish America to be a useful tool to use in its objective of mercantilist. As mercantilism was its sole objective, Spain issued its colonies with slight self rule. Instead, the Spanish rulers decided every policy governing the territories of the new world (Kathy, pp 70) Coming back to the English, their settlement was peaceful on the North

Message Cautious Listening Essay Example for Free

Message Cautious Listening Essay Listening can occur in: 1. One-on-one communication or face-to-face conversations 2. a small group 3. large group Levels of attentiveness 1. Nonlistener. This individual is preoccupied with personal thoughts unrelated to the speaker’s message. 2. Passive listener. This person hears the speaker’s words without really understanding them. This incomplete absorption means the listener lacks a coherent view of the entire message. 3. Semi-active listener. The listener attempts to get what the speaker says but still doesn’t understand the total intent. 4. Active listener. This person is more effective. The listener pays close attention to the words and their context. HEARING VS. LISTENING Hearing is a physical process; listening is a mental one. Listening involves comprehending and retaining what is heard. The listening process The listening process consists of 4 elements: 1. Hearing. It is a physiological process. When we hear, the auditory nerves are stimulated by sound waves. 2. Filtering. It is the elimination of unwanted stimuli. Filtering allows the listener to focus on stimuli that are of special interest. 3. Interpreting. The listener’s mind assigns meaning to the stimuli. 4. Recalling. It involves remembering at a later time the information that was interpreted earlier. Guidelines for effective listening 1. Concentrate on the message 2. Determine the purpose of the message ï‚ · Cautious listening ï‚ · Skimming ï‚ · Scanning 3. Keep an open mind 4. Use feedback 5. Minimize note taking. 6. Analyze the total message 7. Do not talk or interrupt Barriers to listening A listening barrier is anything that interferes with the listening process. 1. Physical distractions 2. Mental distractions 3. Health concerns 4. Nonverbal distractions 5. Inappropriate timing 6. Ineffective speech characteristics

Innocent Drink Analysis | SWOT and PESTEL

Innocent Drink Analysis | SWOT and PESTEL 1. Introduction This report shall analyse Innocent Drinks, which has been cited as one of the fastest growing British companies on record (Phelvin and Wallop, 2008; Reynolds, 2013). This shall be done by giving a brief overview of the Innocent Drinks, carrying out a SWOT analysis in order to determine its prospects and potential challenges, as well as conducting a PESTEL analysis in order to determine the impact its various environments have had and will possibly have in the future. A cultural analysis shall also be performed, as culture has been proven to have an influence on a company’s performance (Kotter and Heskett, 1992). Based on these analyses, recommendations for Innocent Drinks shall be suggested and conclusions drawn. 2. Overview Innocent Drinks was founded in 1999 by a group of three friends – Adam Balon, Richard Reed and Jon Wright – following a positive reception to the sales of their smoothies at a music festival (Innocent Drinks, 2014a; Rubin, 2010). It has grown since then from its small start as a stall set up at the Jazz on Green festival in London to become Europe’s best selling smoothie, with its products being sold in several European countries, a revenue of over  £213.5 million as of 2012, and a consistent increase in market share over the years (Innocent Drinks, 2014a; Reynolds, 2013; Rubin, 2010). Its mission is â€Å"to make it easy for people to do themselves some good – and that doing so should taste good too† (Rubin, 2010, p. 1). Its values are to be natural, entrepreneurial, responsible, commercial and generous (Innocent Drinks, 2014d). The innocent promise is that it â€Å"tastes good; does good†, and this is fulfilled through its use of tasty healthy products which are sustainably sourced, and through giving 10% of all its profits to charity (Innocent Drinks, 2014c, n.p.). The company’s product range is divided into four categories: smoothies, juices, kids’ products (including kid’s drinks and fruit tubes), and foods (Innocent Drinks, 2014b). 3. SWOT Analysis The SWOT analysis below highlights the strengths and weaknesses of Innocent Drinks, as well as the opportunities available to the company and the potential threats it could face. Strengths Innocent Drinks has experienced strong consistent growth over the past years. According to Reynolds (2013), Britvic Soft Drinks reported that Innocent Drinks was one of 2013’s big winners, with a growth in its annual value sales by more than 35%. It was also a sponsor of the London 2012 Olympics, and following this, its sales volume experienced a significant increase of more than 60%. It also has a wide range of products and is continuously increases the number of products in its range (O’Reilly, 2014), and this expansion strategy helps increase its customer base and sales volume. Its recent partnership with Coca-Cola, which involved Coca-Cola buying the majority of its shares, has also enabled it to leverage on Coca-Cola’s marketing, buying and media power, as well as its wealth of experience and available capital. It was also through this partnership that it was able to become the official smoothie of the Olympics (Neate, 2013). Innocent Drinks has also won several awards, including an award from the Healthy Food Guide in 2011 for its Caribbean veg pot, another from the World Juice Award in 2011 for the best new product (its Apple Juice), and another for best packaging (for its carafe), various awards from the Brand Index Buzz, CoolBrands Award, and the Grocer Gold Awards (Innocent Drinks, 2014e). These awards greatly enhance brand awareness and customer perception. It is also seen as a company with strong ethical values, and topped the list of Social Brands in 2012 (Innocent Drinks, 2014e). This is also very beneficial for the company, because strong ethics and environmentally-friendly policies and actions can be a source of reputational, financial and competitive advantage for companies (Markley and Davis, 2007). The ideas, skills, commitment and dedication of the founders as well as the staff of the company is also a key strength of Innocent Drinks, and is one of the reasons behind its growth and expansion over the years. Weaknesses Innocent Drinks is still a growing brand, and has relatively less visibility than other fruit juice brands. It also faces strong competition from Tropicana Products, a division of PepsiCo which is more popular, being the UK’s number one juice brand. When PepsiCo launched its smoothies range in 2008, Richard Reed, one of Innocent Drinks’ founders, stated that their competitor â€Å"is regarded as one of the most ferociously competitive on the planet. They have launched smoothies this year and we are their target† (Sibun, 2008, n.p.). Tropicana also has the advantage of â€Å"60 years of experience in fruit selection and excellent blends† (PepsiCo, n.d., p.1). Innocent Drinks’ prices are also higher than that of other brands, and this can prevent some segments of the market from purchasing their products, and also give competitors an upper hand. Additionally, there have been criticisms regarding its ethical claims (Phelvin and Wallop, 2008; Sibun, 2008). Furthermore, Innocent Drinks major market is the United Kingdom, and the strong reliance on this market leaves it susceptible to economic as well as other challenges faced by this market. Although it has expanded across Europe, its expansion was reported as â€Å"an expensive decision†, with the company recording considerable losses from 2008 to 2011 following the expansion (Anderson, 2012, p. 1). Opportunities A growing interest in healthy eating and healthy lifestyles in general; and campaigns such as the five a day campaign present significant opportunities from Innocent Drinks, particularly as their products are mainly made from fruits and vegetables (Bainbridge, 2013; Briggs, 2014). Bainbridge (2013) notes that as fruit juices and smoothies count towards the target of consuming 5 fruit and vegetable portions a day, they create a marketable health benefit. The fruit juice and smoothies market is also a popular and mature one, with a study by Marketing Week revealing that 88% of respondents had drank fruit juice or smoothies within the previous six months (Bainbridge, 2013). Bainbridge (2013) also notes that growths in the demographic (families, ABC1s and 16-34 year olds) which are above-average consumers of such drinks also lend support to the growth of this industry in general. Threats Reynolds (2013) reports that increases in raw material prices have particularly affected the juice industry. Climate change issues can also have a considerable impact on the supply of fruit, which in turn can affect Innocent Drinks’ juice and smoothie production. Barron (2009, p. 2) notes that Innocent Drinks â€Å"has been made increasingly aware of extreme weather conditions such as higher than average temperatures, drought and hurricanes†. These seriously affect its ability to, and ease of, sourcing particular fruits. There have also been questions regarding the purported health benefits of its juices and smoothies, and these doubts can have an impact on customer perception and sales volumes if not effectively addressed (Hodgekiss, 2013; Mintel, 2010). The information from this SWOT analysis, as well as the PESTEL analysis below, shall subsequently be used as a basis for recommendations for Innocent Drinks. 4. PESTEL Analysis And Analysis Of Innocent Drinks’ Competition The PESTEL (Political, Economic, Social, Technological, Environmental and Legal) framework is framework for analysing the macro environment in which an organisation operates. Analysing an environment using this framework enables an organisation to identify, understand and adapt to relevant external factors, and to plan for any effects environmental trends can have on its strategies and activities (Johnson, Whittington and Scholes, 2012). Political Political factors which affect Innocent Drinks include rulings and guidelines by the Department of Health, the Advertising Standards Authority, Trading Standards and the Office of Fair Trading. For instance, the Department of Health changed the 5-a-day guidelines to allow smoothies which contain all edible parts of the fruit used, or which contain 100% pure juice to count as two portions of the 5-a-day (The Telegraph, 2009). The guidelines by these bodes also affect even seemingly minor details. For instance, Innocent Drinks had to fight with trading standards when it wanted to change ‘use by’ to ‘enjoy by’ on its products, as part of the image they aimed to depict (Gubbay, 2011). Economic There are several economic factors which influence Innocent Drinks. These include the economic situation in the countries it operates in, particularly United Kingdom as well as some European countries, tax policies, and other market and industry factors. For instance, Levy (2011, n.p.) reports that smoothie sales fell by a third as they were deemed â€Å"too expensive for credit-crunched Brits†. The Food and Drink Innovation Network (FDIN) (2010) also report that following the recession, Innocent Drinks suffered significantly, with the sales of its smoothies falling by 29% in 2008 and 2009. Social Social factors which affect Innocent Drinks include consumer attitudes and buying patterns, the growth of its target demographics, and various health campaigns such as the 5-a-day campaign. A growing interest in healthy eating and projected growth trends for its main demographic present considerable opportunities for Innocent Drinks in the United Kingdom as well as in Europe in general. Technological Technological factors include innovation regarding new production methods and products, as well as the packaging for its products, recycling, and other trends and advances in manufacturing. For instance, Innocent Drinks had been working on increasing the percentage of recycled plastic used to manufacture its bottles (as it was previously made from 50% recycled plastic). It increased this to 100% in 2007, and is continuously looking for new ways in which it can minimise its impact on the environment through technological advances in manufacturing its packaging (Innocent Drinks, 2007). Environmental Innocent Drinks is affected by various environmental laws such as those regarding the carbon impact of its packaging components, the use of recyclable/renewable material, etc. Innocent Drinks has focused on discovering ways in which it can reduce wastage and its carbon impact on the environment, in terms of packaging, transportation of goods etc. Although it has faced some challenges regarding this, as reported by Phelvin and Wallop (2008) and discussed below under the cultural analysis, it nevertheless makes considerable effort to reduce any negative impact it has on the environment. In 2013 for instance, Innocent Drinks save over 1000 tonnes of plastic by putting its juice carafes on a diet, and also makes use of 100% Forest Stewardship Council certified material for its cartons (Innocent Drinks, 2014f). Legal Innocent Drinks has to comply with various laws including consumer protection laws, industry regulations (such as those outlined above). Legal issues such as competition laws also influence factors such as mergers and acquisitions, as in the case with Innocent Drinks’ partnership with Coca-Cola (Macalister and Teather, 2010). Table 1 below shows Innocent Drinks’ performance compared with other leading drink companies. TABLE 1: THE BRITVIC SOFT DRINKS REPORT: TOP GROCERY, CONVENIENCE AND IMPULSE BRANDS Source: Reynolds (2013, p. 1) It can be observed that Innocent Drinks recorded the highest percentage increase in the group, thus showing a strong growth potential. However, it should also be noted that Innocent is a relatively new company and is also is a rapid growth phase. It may therefore be somewhat challenging to maintain such high growth levels over time. 5. An Analysis Of Innocent Drinks’ Organisational Culture A number of studies have revealed that there is a significant relationship between an organisation’s culture and certain aspects of its performance (Kotter and Heskett, 1992; Rashid, Sabasivan and Johari, 2003). According to Kotter and Heskett (1992), organisations with cultures where emphasis was on leadership at all levels and key managerial constituencies (i.e. employees, customers and shareholders) performed considerably better than companies who did not have such cultural traits (the former experienced a 682% revenue increase on average over a period of 11 years, while the latter experienced 166%). It is therefore important to consider the culture of a company when evaluating its performance. In order to evaluate Innocent Drinks’ organisational culture, Deal and Kennedy’s (1999) typology of corporate cultures shall be used. Deal and Kennedy (1999) outlined four main categories of company cultures based on the degree of risk involved in the activities of the organisation, and the speed at which the organisation and employees obtain feedback regarding the success of their strategies/ventures. They note that these two factors have an impact on the development of cultural elements in an organisation and how these influence the company’s employees. The four categories are: the process culture, bet-your-company culture, work-hard/play-hard culture and tough-guy/macho culture (Deal and Kennedy, 1999; Mullins, 2010). Figure 1 below illustrates these categories: Source: Revenaugh (1994, p. 20) The process culture is characterised by low risk and slow feedback, and this leads employees to focus on how they do things (i.e. the process), rather than what they actually do. Although quite bureaucratic, it can actually be effective when order and predictability is needed (Mullins, 2010). The bet-your-company culture is characterised by high risk and low feedback. In such organisations, due to the nature of the feedback, it can take a long time before the success or failure of decisions becomes apparent. Examples of companies with such cultures are oil companies and investment banks. The tough-guy, macho culture is one which is characterised by high risk, quick feedback regarding actions taken, high financial stakes, and intense pressure and speed. Examples of such organisations with this type of culture include police departments, hospitals and the entertainment industry (Deal and Kennedy, 1999; Mullins, 2010). The work-hard, play-hard culture is few risks, quick feedback and fun and action. In such a culture, there is a â€Å"high level of relatively low risk activity† (Mullins, 2010, p. 741). Deal and Kennedy (1999) point out that a considerable number of sales-driven organisations have this culture. Such organisations are highly dynamic, customer-focused, and place a high emphasis on team work, as it is the team that produces the volume (Deal and Kennedy, 1999; Mullins, 2010). It is important to note though that not all companies will fall strictly into these four categories, and some may be characterised by a blend of more than one, such as banks for instance. Nevertheless, it still provides a useful guide for understanding the culture of an organisation, and taking steps to maximise the benefits of such a culture, as well as handle the challenges such a culture poses. Having briefly described these four categories and based on the information available on Innocent Drinks, the company can be said to have a work-hard, play-hard culture. While it is characterised by a high level of activity, much of it is low risk. It is also sales-driven, has a strong team culture, and a fun, informal approach to carrying out its activities and relating with the public (Innocent Drinks, 2014a). However, a key challenge of this type of culture is that employees can possibly rely on the good performance of a team to hide weak personal performance. Another challenge is that a focus on volume can have a negative impact on quality (Mullins, 2010). Innocent Drinks has consequently been accused of making misleading claims regarding its environmental and ethical credentials (Phelvin and Wallop, 2008). Phelvin and Wallop (2008) reported that while Innocent Drinks leads its customers to believe that it imports the fruit and then makes the drinks in the UK, and that its fruit is always transported by by road or rail because this uses less fossil fuel than air/road transport. This is not the case, as the drinks are actually made elsewhere in Europe, and transported in lorries to the UK for bottling. Innocent Drinks however argued that the company had not deliberately attempted to mislead customers, but had simply stopped publicising where its drinks were made since it moved its production abroad, and had failed to update this information on their web page. 6. Recommendations And Conclusion Having carried out these analyses of Innocent Drinks from various aspects, this section shall use the results of these analyses to offer recommendations to Innocent Drinks. Subsequently, conclusions shall be drawn. From the SWOT analysis, it can be seen that Innocent Drinks needs to work on changing their sourcing strategies, particularly from areas affected by such adverse weather conditions. Innocent Drinks could also work with its suppliers to carry out certain farm practices that will minimise the impact of these conditions such as reforestation, mulching techniques, shade management, improved drainage systems etc. (Barron, 2009). Innocent Drinks’ partnership with Coca-Cola was a good strategy, considering the competition it faced from PepsiCo and the need for enhanced marketing in order to boost its brand visibility and market share. It is nevertheless important that it preserves its key values which have endeared it to customers, and also maintains its reputation as an ethical, environmentally friendly, social brand. This issue of Innocent Drinks maintaining its brand values has been a particular concern for customers following its takeover by Coca-Cola (Cohen, 2011; Macalister and Teather, 2010). As such, efforts need to be made to convince their stakeholders that they will remain loyal to their values. Based on the analysis of Innocent Drinks’ culture, it can be observed that there is a need to pay attention to not just team performance, but the performance of individuals as well. This can be done by ensuring that team leaders allocate specific tasks to various members of the team and hold them responsible for each of these tasks. Furthermore, in reports on the team’s activities, the contribution of each individual member can also be highlighted, in order to avoid social loafing. There also needs to be an increased emphasis on transparency. This is because the discovery that Innocent Drinks is not doing what it claims to be doing can lead to feelings of distrust from customers and other relevant stakeholders. As such, it is necessary to keep the information open to the public on their websites or other similar places up-to-date, and ensure that efforts are made to do what the company claims it will do. It should also aim to effectively address the accusations that its smoothies are high in calories/sugar and are not necessarily as healthy as they are purported to be, due to the processing methods used. Innocent Drinks can also look into the possibility of expanding into other continents such as Asia and Africa, in order to negate the effects of possible adverse market conditions in Europe. However, a comprehensive cost-benefit analysis would need to be done first, in order to determine how feasible this would be. In conclusion, it can be observed that Innocent Drinks has considerable potential to grow and be a market leader in the industry. However, there are a number of weaknesses and threats which need to be managed and possibly overcome. The recommendations outlined above, while not exhaustive, can serve as a guide for Innocent Drinks decision makers and could potentially enhance its customer base, market position and its overall profitability. References Andersen, E. (2012). Innocent Drinks founder: Exporting pushed us into the red.Management Today, 26th October 2012. Available at http://www.managementtoday.co.uk/news/1156817/Innocent-Drinks-founder-Exporting-pushed-us-red/ > Retrieved 28th October 2014. Bainbridge, J. (2013). Sector Insight (Interactive): Fruit juice, juice drinks and smoothies.Marketing Magazine, 14th March, 2013 [Online]. Available at Retrieved 28th October 2014. Barron, V. (2009). Climate Change Impacts on Business: A case study of Innocent Drinks and their top fruits. Available at Retrieved 28th October 2014. Briggs, H. (2014). Fruit and veg: More than five-a-day ‘no effect’. BBC, 30 July, 2014 [Online]. Available at Retrieved 28th October 2014. Cohen, T. (2011) Innocent accused over charity ‘con’.Daily Mail, 27 May 2011. Available at http://www.dailymail.co.uk/news/article-1391521/Innocent-Smoothie-maker-defends-handing-520-000-charity-cash-2008.html > Retrieved 28th October 2014. Deal, T.E. and Kennedy, A.A. (1999)The new corporate cultures. Cambridge, MA: Basic Books Gubbay (2011). Brains behind famous smoothie company shares his Innocent approach to business. Available at http://www3.imperial.ac.uk/newsandeventspggrp/imperialcollege/businessschool/newssummary/news_20-6-2011-17-54-53 > Retrieved 28th October 2014. Hodgekiss, A. (2013) The 15 WORST sugary drinks in Britain.Daily Mail, 30 March 2013 [Online]. Available at Retrieved 28th October 2014. Innocent Drinks (2007) Our brand new 100% recycled plastic bottles. Available at Retrieved 28th October 2014. Innocent Drinks (2014a). Our story. Available at http://www.innocentdrinks.co.uk/us/our-story> Retrieved 28th October 2014. Innocent Drinks (2014b). Things we make. Available at http://www.innocentdrinks.co.uk/things-we-make> Retrieved 28th October 2014. Innocent Drinks (2014c). The innocent promise. Available at Retrieved 28th October 2014. Innocent Drinks (2014d). Our purpose, Our values. Available at http://www.innocentdrinks.co.uk/us/careers> Retrieved 28th October 2014. Innocent Drinks (2014e). Awards we have won. Available at . Retrieved 28th October 2014. Innocent Drinks (2014f). Being sustainable. Available at Retrieved 28th October 2014. Johnson, G., Whittington, R. and Scholes, K. (2012)Fundamentals of Strategy. Second edition. Essex: Pearson Education Limited Kotter, J.P. and Heskett, J.L. (1992)Corporate Culture and Performance. New York: The Free Press Levy, A. (2011) Feel the squeeze: Smoothie sales down a third as they are ‘too expensive’ for credit-crunched Brits.Daily Mail, 1st November 2011 [Online]. Available at http://www.dailymail.co.uk/femail/article-2055681/Smoothie-sales-theyre-expensive-credit-crunch-Brits.html > Retrieved 28th October 2014. Macalister, T. and Teather, D. (2010) Innocent smoothie denies sell-out after Coca-Cola gets majority stake.The Guardian, 9 April 2010 [Online]. Available at http://www.theguardian.com/business/2010/apr/09/coca-cola-innocent-smoothie-stake > Retrieved 28th October 2014. Markley, M. J., and Davis, L. (2007). Exploring future competitive advantage through sustainable supply chains.International Journal of Physical Distribution Logistics Management,37(9), 763-774 Mintel (2010) Smoothies –UK. Available at Retrieved 28th October 2014. Mullins, L.J. (2010).Management and Organisational Behaviour. 9th Edition. Harlow: Prentice Hall Neate, R. (2013). Coca-Cola takes full control of Innocent.The Guardian, 22nd February, 2013 [Online]. Available at < http://www.theguardian.com/business/2013/feb/22/coca-cola-full-control-innocent> Retrieved 28th October 2014. O’Reilly, L. (2014). Innocent launces ‘super smoothie’ range.Marketing Week, 10th March, 2014. Available at < http://www.marketingweek.com/2014/03/10/innocent-launches-super-smoothie-range/> Retrieved 28th October 2014. PepsiCo (n.d.). New Tropicana Smoothies will boost 5-a-day efforts. Available at < http://www.pepsico.co.uk/our-company/media-centre/news-and-comment/new-tropicana-smoothies-will-boost-5-a-day-efforts>. Retrieved 28th October 2014. Phelvin, P. and Wallop, H. (2008). Innocent Smoothies accused over environmental marketing.The Telegraph, 1st August 2008 [Online]. Available at Retrieved 28th October 2014. Rashid, M. Z. A., Sambasivan, M., Johari, J. (2003). The influence of corporate culture and organisational commitment on performance.Journal of Management Development,22(8), 708-728 Revenaugh, D. L. (1994). Business process re-engineering: the unavoidable challenge.Management Decision,32(7), 16-27 Reynolds, J. (2013). Innocent sales rocket over 35%, says Britvic Soft Drinks Report. Available at . Retrieved 28th October 2014. Rubin, C. (2010) Building England’s Ethical, Healthy and Slightly Cheeky Beverage Brand. Inc., July 2010. Available at http://www.inc.com/articles/2010/07/building-englands-favorite-smoothie-company.html > Retrieved 28th October 2014. Sibun, J. (2008). Not such a smooth ride for Innocent.The Telegraph, 2nd August 2008 [Online]. Available at http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/2794173/Not-such-a-smooth-ride-for-Innocent.html > Retrieved 28th October 2014. The Food and Drink Innovation Network (FDIN) Comment on Coca-Cola’s Purchase of Innocent. Available at http://www.fdin.org.uk/2010/04/comment-on-coca-colas-purchase-of-innocent/ > Retrieved 28th October 2014. The Telegraph (2009). Smoothies count as two of five fruit and veg per day. The Telegraph, 16th September 2009 [Online]. Available at http://www.telegraph.co.uk/foodanddrink/foodanddrinknews/6197202/Smoothies-count-as-two-of-five-fruit-and-veg-per-day.html > Retrieved 28th October 2014.

Funds: Hedge and Mutual- Who and What They Are Essay -- Finance Financ

Funds: Hedge and Mutual- Who and What They Are Ever since their creation in 1949 by A. W. Jones, hedge funds have been widely regarded as a unique and luring alternative to investing ones money. Some have seen them as a replacement to the well-known mutual fund- while others believe that they are an entirely new domain. Besides defining both the hedge fund and mutual fund, this paper aims to expose the answer to a deeper question: Are hedge funds REALLY different than a mutual fund, and if so, how and why? By comparing both financial intermediaries in the areas of structure, strategy, and their respective environments, it is my hope that I can unmask any uncertainties that may reside within these financial institutions. The most basic question that must first be answered in this type of paper is the most obvious: what is a hedge fund, and how or what is it made up of? Mishkin describes a hedge fund as a special type of mutual fund - which on a very basic level is correct. But here we must be careful, while mutual funds are referred to as â€Å"public† hedge funds are referred to as â€Å"private.† This opens a portal of regulatory issues between the mutual fund and hedge fund entities. Mutual funds, and there thousands of them in the United States alone, are among the most highly regulated financial intermediaries. Thus they are subject to a very large number or requirements that insure that they act in the best of interests of their â€Å"public† shareholders. To digress only briefly, it is important to mention the importance of regulatory enactments since the early twentieth century because they have an enormous impact on today’s companies. Four of the most influential acts include the Securities Act of 1933, the Securities ... ...r risk factors, but take bets on relative price movements utilizing strategies such as long–short equity, stock index arbitrage, convertible bond arbitrage, and fixed income arbitrage. Long–short equity funds use the classic A.W. Jones model of hedge funds, taking long and short positions in equities to limit their exposures to the stock market. Stock index arbitrage funds trade the spread between index futures contracts and the underlying basket of equities. Convertible bond arbitrage funds typically trade the embedded option in these bonds by purchasing them and shorting the equities. Fixed income arbitrage generally refers to the trading of price or yield along the yield curve, between corporate bonds and government bonds of comparable characteristics, or more generally between two baskets of similar bonds that trade at a price spread.† [Fung and Hsteh, p. 319-320]

Female Australian Nurses in World War One :: essays research papers

When war broke out in 1914, the Australian Government raised the first Australian Imperial Force for overseas service. The nurses to staff the medical units, which formed an integral part of the AIF, were recruited from the Australian Army Nursing Service Reserve and from the civil nursing profession. Senior Officers were more inclined to have trained male soldiers in preference to female nurses. Major General Howse (Director of Medical Services) has been quoted as saying that â€Å"the female nurse (as a substitute for the fully trained male nursing orderly) did little toward the actual saving of life in war... although she might promote a more rapid and complete recovery†. General Howse was speaking at a time when the contribution of the Nursing Service to the treatment of the wounded soldiers, at an early stage, had yet to be recognized by the Australian authorities. The first draft of Sisters left Australia in September 1914 and throughout the war, the Nursing Service served wherever Australian troops were sent. A number were also sent to British medical units in various theatres of war. They served in places such as Vladivostok, Burma, India, The Persian Gulf, Egypt, Greece, Italy, France and England. The record of service for these Sisters is a brilliant one, and one which set a very high standard for all who were to follow. The following statistics are noteworthy: 2,139 served overseas 423 served in Australia 25 died 388 were decorated (seven Military Medals were awarded to Australian Nurses for their courage under fire). An example of one nursing officer’s experience under fire is from Sister Kelly’s diary from the Casualty Clearing Station at the Western Front.... â€Å"The noise was so terrific, and the concussion so great that I was thrown to the ground and had no idea where the damage was. I flew through the chest and abdo wards and called out: ‘are you alright boys?’ ‘don’t bother about us’ was the general cry.† All the hospitals lights were out and there was a faint moon, but the sky overhead was full of searchlights and fragments from the bursting anti-aircraft artillery. She passed the cook running for an adjacent paddock, swearing hard and complaining that the bombs had put his fire out. Running on, she suddenly fell headlong into a bomb crater... â€Å"I shall never forget the awful climb on hands and feet out of that hole that was about five feet deep with greasy clay and blood (although I did not know then that it was blood). Female Australian Nurses in World War One :: essays research papers When war broke out in 1914, the Australian Government raised the first Australian Imperial Force for overseas service. The nurses to staff the medical units, which formed an integral part of the AIF, were recruited from the Australian Army Nursing Service Reserve and from the civil nursing profession. Senior Officers were more inclined to have trained male soldiers in preference to female nurses. Major General Howse (Director of Medical Services) has been quoted as saying that â€Å"the female nurse (as a substitute for the fully trained male nursing orderly) did little toward the actual saving of life in war... although she might promote a more rapid and complete recovery†. General Howse was speaking at a time when the contribution of the Nursing Service to the treatment of the wounded soldiers, at an early stage, had yet to be recognized by the Australian authorities. The first draft of Sisters left Australia in September 1914 and throughout the war, the Nursing Service served wherever Australian troops were sent. A number were also sent to British medical units in various theatres of war. They served in places such as Vladivostok, Burma, India, The Persian Gulf, Egypt, Greece, Italy, France and England. The record of service for these Sisters is a brilliant one, and one which set a very high standard for all who were to follow. The following statistics are noteworthy: 2,139 served overseas 423 served in Australia 25 died 388 were decorated (seven Military Medals were awarded to Australian Nurses for their courage under fire). An example of one nursing officer’s experience under fire is from Sister Kelly’s diary from the Casualty Clearing Station at the Western Front.... â€Å"The noise was so terrific, and the concussion so great that I was thrown to the ground and had no idea where the damage was. I flew through the chest and abdo wards and called out: ‘are you alright boys?’ ‘don’t bother about us’ was the general cry.† All the hospitals lights were out and there was a faint moon, but the sky overhead was full of searchlights and fragments from the bursting anti-aircraft artillery. She passed the cook running for an adjacent paddock, swearing hard and complaining that the bombs had put his fire out. Running on, she suddenly fell headlong into a bomb crater... â€Å"I shall never forget the awful climb on hands and feet out of that hole that was about five feet deep with greasy clay and blood (although I did not know then that it was blood).

Describe a time when you had to convince a group/person of your idea Essay

â€Å"Don’t do this to me!† That was the Customer Service Manager’s reaction when I first presented my idea. With the increasing number of local skilled competitors in Latin America, our dominant position in 2011 was in jeopardy. They were simply closer and could offer a cheaper service. Therefore, I decided that we needed to establish a local technical team to cater to the clients. However, in the current economy, creating an infrastructure by hiring people didn’t seem the way to go. Then it hit me that by reaching agreements with skilled, local maintenance companies, we could share the training costs and appoint them as our official technical service. That way we would provide a cheaper and closer service, and those companies would get additional revenue. First I spoke to our Customer Service Manager. Bearing in mind that most of the work would be carried out in that department, I believed it was necessary for him to get involved rather than to impose this idea. Without his cooperation, it would simply not work. At first he was completely against the idea. He argued that an outsourced technical service would be a huge load of additional work, and that skills could only be achieved through long-term experience. I made him realize that at first it would need a lot of work, but that when they would become trained and self-sufficient, they would be a priceless help and would ease the extremely tight schedule our technicians were subjected to in Barcelona. We agreed it would be him who would establish the training requirements, no matter how demanding he thought it should be, and it would be up to me to get the expenses approved. We drafted together a proposal describing how this service would work, how it should be contracted through us and invoiced by us and how the training would be carried out. Our joint approval would be necessary to schedule and later pay for the outsourced services to keep a technical and a commercial control on it. Through contacts’ recommendations, I found two skilled engineers, one in ARGENTINA and another in PERU, that I thought met the requirements to represent my company. I negotiated a pre-agreement which involved competitive hourly rates, confidentiality and conditions of operation previously defined with the Customer Service manager. We also agreed that we would divide the training expenses. My boss immediately agreed to the idea but asked me to put together more information to economically justify the project, in order to approve the capital. Instead of speculating about potential sales and expected market response, I  decided to compare the real average costs of guaranteed services in the previous years to the theoretical costs if the agreements would have been in place. Thus, the difference justified by far the costs of training. We presented the complete document and, not only was it approved immediately, but the other heads of department were instructed to implement this idea in their own markets; and our Customer Service Manager proudly added â€Å"International† to his title†¦