Bio of Marley :: essays research papers

BOB MARLEY Jamaica has produced an artist who has touched all categories, classes, and creeds through innate modesty and profound wisdom. Bob Marley, the Natural Mystic who introduced reggae to European and American fans still may prove to be the most significant musical artist of the twentieth century. Bob Marley gave the world brilliant music and established reggae as major forces in music that is comparable with the blues and rock&rolls. His work stretched across nearly two decades and still remains timeless. Bob Marley & the Wailers worked their way into all of our lives. "He's taken his place with James Brown and Sly Stone as pervasive influence on r&b", said Timothy White, author of the Bob Marley biography "Catch A Fire". It is important to think of the roots of this legend: the first superstar from the Third World, Bob Marley was one of the most charismatic and challenging performers of his time. His music reflects only one source: the street culture of Jamaica. Later, in 1930, Ras Tafari Makonnen was crowned Emperor of Ethiopia. Tafari claimed to be the 225th ruler in a line that went back to Menelik, the son of Solomon. The Garvey followers in Jamaica, who consulted their New Testaments for a sign, believed that Haile Selassie was the black king that Garvey had said would deliver the black race. It was the start of a new religion called Rastafari, which Bob was into heavily. Fifteen years after, in Nine Miles deep within Jamaica Robert Nesta Marley was born. His mother Cedella Booker was an eighteen-year-old black girl while his father was Captain Norval Marley, a 50-year-old white man working for the Jamaican Forestry Commission. The couple married in 1944 and Norval left Cedella to legitimize their unborn child. Then Bob was born on February 6, 1945. Norval's family applied constant pressure to Bob and, although he provided financial support, Norval seldom saw his son who grew up in St. Ann to the north of the island. Bob Marley, barely into his teens, moved to Kingston (Trench Town) in the late Fifties. His friends Were other street youths, also not happy with their place in society. One friend Neville O'Riley Livingston was known as Bunny, Bob met Bunny when his mom took work taking rooms behind a rum bar owned by Toddy Livingston Bunnys father. Bob took his first musical steps with Bunny.

Stephen Sondheim :: essays research papers

Stephen Sondheim - Biography Stephen Sondheim was born on 22 March 1930, the son of a wealthy New York dress manufacturer. But, when his parents divorced, his mother moved to Bucks County, Pennsylvania and young Stephen found himself in the right place at the right time. A neighbour of his mother's, Oscar Hammerstein II, was working on a new musical called Oklahoma! and it didn't take long for the adolescent boy to realise that he, too, was intrigued by musical theatre. Although he subsequently studied composition with Milton Babbitt, he chose to apply what he learned he all-or-nothing commercial hothouse of Broadway. Like Hammerstein, he has written the occasional pop song (with Jule Styne for Tony Bennett) and dabbled in films (Stavisky, Reds, Dick Tracy), but, like Hammerstein, he has always come back to the theatre. His initial success came as a somewhat reluctant lyricist to Leonard Bernstein on West Side Story (1957) and Jule Styne on Gypsy (1959). Exciting and adventurous as those shows were in their day, and for all their enduring popularity, Sondheim's philosophy since is encapsulated in one of his song titles: "I Never Do Anything Twice". His first score as composer-lyricist was A Funny Thing Happened On The Way To The Forum (1962) - a show so funny few people spotted how experimental it was: it's still the only successful musical farce. In the following three decades, critics detected a Sondheim style - a fondness for the harmonic language of Ravel and Debussy; a reliance on vamps and skewed harmonies to destabilise th e melody; a tendency to densely literate lyrics. But, all that said, it's the versatility that still impresses: you couldn't swap a song from the exuberantly explosive pit-band score of Anyone Can Whistle (1964) with one of the Orientally influenced musical scenes in Pacific Overtures (1976); you couldn't mistake the neurotic pop score of Company (1970) for the elegantly ever-waltzing A Little Night Music (1973). Sondheim hit his stride in the Seventies, forming a unique partnership of hyphenates with Hal Prince: a composer-lyricist and a producer-director working together to re-invent the musical. Some were plotless (Company), some characterless (Pacific Overtures), one went backwards (Merrily We Roll Along). But, as his onetime choreographer Michael Bennett put it, before you can break the rules, you have to know what they are - and Sondheim knows America's cultural heritage better then anybody. Follies (1971) is an

Responsibility for employees Essay

I and two other individuals have agreed to start a business that will provide management consulting services to nonprofit organizations. Because of the increased scrutiny on actions of corporations and those who act on behalf of organizations, we have determined that it would be essential to have our ethics program developed before we start offering our services. A business as a moral agent must prove that it has an effective ethics program to protect employees, the corporation, and businesses that the company will serve. It is also important to have an ethics program to support the ethical values of our corporation and to make it clear to employees what is acceptable behavior, and to make clear what policies and standards are to be followed in our consulting company. It has been proven that businesses who take these steps to prevent misconduct by making the code of ethics clear for their company have had great success with no reputation damage for a period of at least five years for some (Ferrell, Fraedrich, & Ferrell, 2008). Code of Ethics: A: Standards and Procedures: Responsibility of employees to one another and including management and owners shall be as follows: All employees and personnel of MCS are required to observe the highest standards of personal, professional, and business conduct. Compliance with applicable laws and regulations is the minimum standard in fulfilling ethical duties and responsibilities. Management Consulting Services endeavors to practice honesty, fairness, and integrity in all our dealings with one another, the public, the business community, stockholders, clients, and suppliers alike. This requires that we all take responsibility in ethical decision-making and recognize that all actions must reflect the highest ethical practices. Failure to follow the practices and policies of this Management Consulting Services firm can result in discipline, up to and including termination. All personnel working for MCS will be required to read these Ethics Guidelines and a signature of acknowledgement and consent to work under these terms is required. Responsibility to our Clients. Management Consulting Services will serve our clients with integrity, competence, and without bias. MCS will keep  confidential all client information and records of our clients engagements. MCS will use proprietary client information only with the client’s permission. MCS will not allow misuse of confidential client information by our firm or its consultants. MCS will not allow conflicts of interest, which supply a competitive gain to a client through our use of confidential information or property from another client who is a direct competitor without that competitor’s authorization. MCS does not recruit employees of a client or assist them in getting employment elsewhere except by express permission and prior consultation with the client (DiMatteo & DiMatteo, 2001). Responsibility of Management. MCS will not engage in any consulting assignment unless we have a consultant who is qualified to perform it based on their expertise and competency. MCS will assist our fellow consultants in developing their qualities; support them in practicing the Code of Ethics of this profession, and work together with our consultants in a constructive manner. Management Consulting Services will continue to keep our professionals educated by developing their knowledge, skills, and techniques through updated management consulting classes and seminars to remain experts in our professional consulting business. Prior to commencing the execution of any consulting obligation, MCS will ensure that the objectives, range of work, proposal , the professional fees and payment arrangements have all been agreed upon with the client in writing. MCS will immediately concede any influences on our objectivity to our clients and will offer to withdraw from a consulting engagement when a conflict of interest or integrity may be impaired. MCS will document all reports submitted to clients. This will maintain continuity of understanding of the client’s problems and the solutions that have been created for the client in order to have a reference when necessary. MCS will charge reasonable fees that are proportionate with the consulting services we provide, time that we spend, and equivalent to our expertise. MCS does not accept any commissions, fees, or compensation from other parties in connection with any recommendation to a client to purchase equipment, materials, or services as a result of our consulting engagement (Consulting, 2006). MCS will not advertise our services in an illusory or overstated manner or in any other way that may harm the integrity of the profession of management consulting. All clients of Management Consulting Services and all parties involved are required to read  and sign an acknowledgement of these terms and conditions. B. Ethics Training Program: Ethics training programs are part of the necessary growth if all companies. Ethics training programs when given at least yearly will foster positive morale among employees and encourage employees to make right choices based on ethics training. Ethics training will also furnish guidelines for protection in liability. The perception of a business is readily determined by the ethics that company projects among its employees, the environment, and the community. If a company has a reputation of having integrity, employees as well as customers and colleagues will be highly honored to be part of or associated with this business (Gordon, 2006). MCS will mandate online Ethics training to be taken yearly for each employee and all other personnel. The MCS individual will be given 30 days to complete the online training to be completed each year no later than 30 days after the date of hire, i.e. date of hire 06/10/2011, a particular employee would have until 07/10 of every year after their employment date to take the yearly online ethics training and have their completion page signed and sent in to the HR Ethics Manager. The PC online training would encompass four specific areas: Enforcement of company rules. Ethical behavior regarding the environment in relation to company property and liability issues. C. Monitoring, Auditing, and Reporting Ethics Violations: The Board of Directors would be in charge of the Code of Ethics for our company and subject to its rules and regulations. We three would be the committee and I am the Ethics manager and officer. Any and all concerns should be turned in via the online program for anonymous purposes and be directly handled by our committee. The employee and all personnel for our company may still contact the Ethics Officer personally if that is the more comfortable way to deliver the ethics concerns and perceived violations. The Ethics committee would be responsible for developing and interpreting policies and procedures for ethics concerns. Quarterly department meetings for interpretation of ethics policies and procedures. Discuss briefly weaknesses with understanding of ethics policies and procedures and answer questions from employees regarding any of the policies or procedures. Explain the monitoring, auditing, and reporting process and again answer questions employees or personnel may have. Monitoring, Auditing, and Reporting of Misconduct. The Ethics officer would be solely responsible for monitoring the online reporting by employees and personnel and take appropriate measures to resolve possible fraud or misconduct as reported to include private discussion with the accused to avoid legal action if possible, and misunderstandings that occur due to lack of full understanding of the company ethics and procedures policies and standards of conduct. This online system would be directly connected to the Ethics officer’s inbox designed outside of email and strictly through the reporting system and not accessible by other personnel. Auditing would include the effectiveness of operations, the credibility of financial reporting, preventing, and examining for fraud, asset protection, and compliance to laws and regulations of state and Federal Sentencing Guidelines for Organizations and compliance with Sarbanes – Oxley Act. Reporting of misconduct can be done in two ways. An employee or personnel may turn it in through the computer online ethics guideline program anonymously or ask for a private meeting with the ethics officer to reveal the perceived misconduct and be protected without fear of retribution. All reports whether to the ethics officer or through the online anonymous reporting system would be strictly confidential and automatically protect the reporting individual. Rewards for following  the ethics policies and procedures. Additional Paid Time Off at 1 day per year up to the first four years. After the fifth year of employment the paid time off will accrue at 2 additional days per year. A plaque will be awarded to the employee voted on for employee of the year. The employee or personnel will also receive dining tickets made out to favorite restaurant for $30. Disciplines to include. First warning with defining issues, explaining the policies, and retraining. Second warning will include possible suspension along with retraining and possible restitution by employee if necessary. Third could include termination or plea to Ethics committee for continuation of employment with demerit on pay scale and possible demotion. If legal proceedings develop from a violation then termination is absolute. D. Ethics Program Review and Improvement: The ethics committee will determine on a yearly basis if improvements are needed in specific ethics areas and will discuss and implement updates in all areas pertinent. This will be done through review of online suggestions employees and personnel have offered as part of their yearly online ethics training. An ethical checklist will be used to determine proper growth for the company regarding the ethics culture of our company and to determine needed changes for that growth (McNamara, 1992). Education of updates on a yearly basis in conformance with internal auditing standards to include the following: Ethics Programs. IT governance. Fraud risk management. Technology based audits, due professional care. Prohibition from managing risk. Records retention. References Consulting, F. P. (2006). Our Code of Conduct. http://focalpointconsult.com/?category_name=our-code-of-conduct . DiMatteo, B. C., & DiMatteo, G. (2001, March 10). Code of Ethics. http://www.atlanticconsultants.com/about/code-of-ethics.htm . Ferrell, O., Fraedrich, J., & Ferrell, L. (2008). Developing an Effective Ethics Program/Implementing and Auditing Ethics Programs. In O. Ferrell, J. Fraedrich, & L. Ferrell, Business Ethics Ethical Decision Making and Cases (pp. 4-85). Boston: Houghton Mifflin Company. Gordon, A. (2006, April 6). Ethics Training Programs For Employees. EzineArticles.com/3952220 McNamara, C. M. (1992). Complete Guide To Ethics Management. http://managementhelp.org/businessethics/ethics-guide.htm#anchor41892 .

Australian Paper Mfg

The fourth option Is one that focuses on diminishing the environmental impact of Amp's operations. While the fourth option has merit in alleviating environmental concerns, it does not have a costive financial impact on Amp's operations. AMP created four distinct products that serve the specific needs of four consumer segments. These segments include offset printing, copy paper, taprooms, and recycled paper. The respective segments all offer different contribution margins to Amp's operations and vary greatly in their respective growth in demand over the next six years.The key operational decision is one that affords AMP the flexibility to use additional capacity to meet the growing demands of the most profitable sub-segments of the uncoated fine paper market. Conclusion AMP should choose the option outlined by the group general manager that affords the most flexibility to meet the growing demand in the uncoated fine paper market. That being considered, AMP must also meet the predeterm ined returns required by its parent corporation, Amoco.These targets are required for the release of capital to AMP, and while Amoco has set minimum return thresholds, AMP should strive to create the largest return on investment to its parent company. Option 1, described in the Appendix, satisfies this obligation to Amoco and allows AMP the most flexibility In using Increased capacity. This option also allows AMP to return considerable cash flow over the five year period without overextending Its operations beyond the market demand.Identification Key operations generalness They key operations challenge for AMP is the need to adapt its operations strategy in order to expand its capacity and meet the growing demand in the uncoated fine paper market. AMP is currently at its maximum throughput capacity and must invest considerable capital to expand its operations. The company is contemplating several different courses, each with valid business context, and must ecocide which option allo ws AMP to best meet the growing demand while maintaining and developing further competitive advantages.Operations Strategy Amp's operations strategy focuses on superior customer service and quality compared to its competitors in the fine paper industry. AMP made the decision to enter the uncoated fine paper market in 1987 and used its experience in paperboard manufacturing to Jump start this expansion. As the success of Amp's fine paper production ramped up, the company deemphasized its dependence on the paperboard market. This business decision influenced Amp's operational decision o invest in efficient technology that allowed it better quality and cost advantaged compared to its competitors.Furthermore, AMP opted to vertically integrate its operations to include pulping for non-recycled paper and the collection of used office paper in order to gather raw materials to compete in the recycled paper market. Customer Needs AMP competes to satisfy its customers' needs of quality and en vironmental performance. The company invested considerable resources in state of the art equipment that provides superior fine paper via four distinct offerings: Printing, Darting, CopyRight, and Right.Printing was designed to satisfy the offset printing needs of businesses, Darting was designed to suit form creation, CopyRight was created for everyday copying, and Right was a recycled office paper offering targeted at the environmentally conscious customer. Each of these products met the specific quality standards of its target customers. AMP utilized superior technology that created a higher quality paper than any of its competitors. Amp's investment in more efficient technology also paid off in satisfying the environmental considerations of its customers.The processes and equipment that AMP used rated fewer organogenesis than the old machines and processes of Paper Company of Australia (PICA), Amp's chief competitor. Furthermore, Amp's investment in Right scored the endorsement o f the World Wildlife Fund for its respect for and positive impact on the environment. This coupled with Amp's initiative of the â€Å"AMP Office Paper Chase† (Upton, 1993, p. 13) placed the company well ahead of its competition in terms of satisfying the environmental performance needs of its customers.Business context Tort Immediate Decision The market for uncoated fine paper was projected to grow at a rate of 6. 5% annually for the next ten years. The market for copier paper alone, a sub-segment of uncoated fine paper, was projected to grow at a rate of 10% per year for the next decade. The CEO of AMP stated â€Å"If we sit still, we'll get hurt sometime before the year 2000. Whoever takes the next big step will have it made in Australia†¦ If PICA decides to expand†¦ What will their net increase be† (Upton, 1993, up. 15-16)?In addition to these financial considerations, AMP and the Australian paper market at large continue to face mounting pressure from env ironmental groups that are opposed to any further expansion of the paper industry. Environmentalists have urged paper manufacturers to â€Å"think globally, act locally' (Upton, 1993, p. 16) and to â€Å"reduce first, reuse second, and recycle third† (p. 16). In order to either satisfy the requests of the environmentalists or to contradict their wishes, AMP must make an operational decision sooner rather than later to avoid these mounting pressures.Analysis and Evaluation of Critical Decision Factors Competitive Analysis AMP has quickly established itself as the growing force in the domestic uncoated fine paper market in Australia. Its chief competitor is Paper Company of Australia PICA). PICA dominated the Australian uncoated and coated fine paper market for many years with virtually no domestic competition. Pica's processes and equipment are out-of-date and still rely on machinery that was manufactured in the sass.PICA also forced its customers to purchase its products thr ough merchants, while AMP developed a direct sales approach with customers. The secondary source of competition exists among the imported paper products in the Australian market. Low tariffs allowed for international competitors to enter the market and compete with domestic paper supply. Until AMP opted to enter the uncoated fine paper market, each domestic paper manufacturer in Australia kept to its own markets.Five Forces The rivalry among competing sellers in the fine paper market in Australia is fairly strong because the cost for consumers to switch products is low, the products are weakly differentiated, the competitors are roughly equal in size, many import competitors exist, and there are high exit barriers due to the high fixed costs and capital investments required to enter the fine paper market. The advantages that AMP and PICA benefit from include the rising demand for fine paper in the market ND domestic competition is limited to these two competitors. The threat of pote ntial new competitors is fairly weak in the fine paper market.This is because high barriers to entry exist in the fine paper market, including high economies of scale, experienced-based cost advantages for existing firms, high capital requirements to enter the market, and restrictive environmental policies on paper contest new entrants and the existing members generally stay in their own lanes. The potential risks associated with new entrants to the market include the rapidly growing demand for fine paper and that existing industry members could make operational changes to concentrate on the growing recycled paper segment of the fine paper market.The threat from other firms offering substitute products in the Australian fine paper market is very low. Virtually no substitutes exist for paper, and at this time, the business and personal computer market is Just beginning to take shape. Supplier bargaining power in the Australian fine paper market is also very weak. This is because both AMP and PICA have vertically integrated their operations. AMP controls its own foresting, pulp mills, and paper manufacturing plants. While he foresting areas are limited, AMP has utilized a replanting strategy which creates more trees than it presently uses in its operations.Therefore, there is no need to use outside suppliers for its operations. The bargaining power of buyers is only a moderate risk to AMP and the Australian paper market. Buyers have limited power because the cost of switching products is low and the products are generally undifferentiated. However, the buyers are small and numerous relative to the sellers in the market, buyer's information regarding sellers is limited in quantity and quality, ND buyers are generally not price sensitive in this market because paper purchases are a small part of the total purchases and cost structure of most organizations.STOW Analysts The STOW Analysis for AMP reveals the following: Strengths ; Highest quality domestic paper prod ucts ; Most efficient domestic paper-making technology with customers ; Direct relationships ; Focused products on four distinct customer segments ; Satisfy customer needs of quality and environmental performance ; Part of a larger company (Amoco) with ability to invest capital in growth ; One of only two domestic fine paper manufacturers in country strength in fine paper processes Right paper product Weaknesses ; Expertise in paperboard has translated to ; Endorsement of World Wildlife Fund for ; Relatively new to the fine paper market ; Brands/products not as well-known as heritage market brands Insufficient capacity to meet growing demand ; High expansion costs/capital required ; High fixed costs Opportunities ; AMP Office Paper Chase initiative to gather more recycled paper ; Ability to expand Ana capture greater snare AT growing Tine paper market ; Recycled paper market growing with support of environmentalists Non-chlorine bleaching process technologies available ; PICA is in the corsairs of environmental groups Threats ; Mounting pressure against expansion from environmental groups Possible legislation/litigation against manufacturing processes ; PICA may invest in new technology/opt to expand its operations ; Import competitors may create newer, higher quality, and/or low cost products to gain market share ; New competitors, domestic or international, may enter the market ; Disease that affects trees/replanting efforts Financial Analysis AMP had no presence in the uncoated fine paper market in 1986. I Long-term Uncoated Fine Paper Market in Australia (000 tones) 11986 1 I Category I Forecast I Demand I I Continuous Forms I PICA I Make Share I Imports I I Category I Demand I I Offset Printing 144 178 16 17. 7% I Copier 10 1150 166 144. 0% 1302 195 I I Recycled 131. 5% I 130 123 176. 7% I Total Amp's contribution margin per product is driven first by its recycled paper, then its copier paper, followed by offset printing paper and continuous forms.Copier paper comprises the largest percentage of Amp's manufacturing, followed by offset printing, continuous forms, and recycled paper, respectively. Contribution Margin for AMP in I 11989 I Tones I Produced 117,000 | 28,000 125,000 | 7,000 I Contribution I per tone | $460 1260 1490 1610 I Total Contribution I Share 7820,oho 124. 7% 123. 0% 138. 7% 113. 5% I I Copier I I Total The group general manager of AMP outlined four potential capital projects in the case study. Each of these options and their respective costs relative to the capacity they provide are outlined in the table below. Option 1 provides the best cost per tone AAA t 01 IANAL capacity galena AMP. Upton 3 proposes no allotment capacity Tort I Evaluation of capital expenditures and options I Lipton 1 I I Machine 3 at Marble expanded from 70,000 to 100,000 tones for $MOM I Capacity may be used for expansion of any fine paper product production (installation time) 30,000 additional capacity I I Unknown: Time from investment to I Additional capacity Capital required 1,166. 67 I Price per tone of I Lipton 2 I Fairfield expansion from 7,000 tones to 1 5,000 tones for $MOM I Capacity may be used for expansion of recycled paper 8,000 2,250. 00 I Lipton 3 Investment in technology to reduce organogenesis has no impact on Amp's capacity or throughput respectively, with no return on investmentI Requires $MOM and $MM I | $MOM investment would reduce throughput by 5% I Lipton 4 I I Investment to purchase/ install new paper machine with 150,000 tones capacity for $MOM I I Capacity may be used for expansion of any fine paper product I lunation: cost of new pulp mill associated with this project, return garnered from selling excess pulp capacity, I Demand for coated paper market 1 50,000 I Capital required 2,333. 33 Price per tone AT allotment capacity Alternative Recommendations Option 3 from the financial analysis has been eliminated, as it offers no additional capacity. Because additional capacity represents the lar gest opportunity for AMP, only capital projects that yield greater capacity should be considered at this time. The remaining three options and a combination option are presented in the table in the Appendix. Recommendation and Plan of Action It is recommended that AMP utilizes Option 1 immediately.Option 1 is the only option that provides a near-immediate increase in capacity while satisfying Amos's requirement (Amp's parent company) off 20% rate of return. The first option provides over $32 million in positive net present value and a 36. 1% internal rate of return over the course of the next five years. Option 1 also yields the most flexibility in satisfying the growing demand in the uncoated fine paper market. Option 2 does turn a positive net present value of $1. 8 million for AMP, but only provides a 10. 67% internal rate of return. Because the project only yields an additional 8,000 tones of capacity, it cannot satisfy the rate of return requirements of Amoco.The third option r equires the largest outflow of capital and produces the highest level of capacity. However, market demand is insufficient to Justify this capital expense at this time. This is further supported by the negative net present value and negative rate of return calculations. Option 4 combines the first two options, in which case the combined capacity and capital outlay collectively satisfies the required return for Amoco. However, the net present value and the internal rate of return are lower with the combined option than the first option. Competitive Advantage If AMP acts on the recommendation to move forward with Option 1, it will gain the competitive advantage of capacity.However, even with the added capacity granted y Option 1, AMP can only expect to reach parity with the capacity of PICA. This is supported by Pica's current output of 108,000 tones of uncoated fine paper and Amp's current output of 77,000 tones. With neither domestic competitor in position to take full advantage of t he market's growing demand for uncoated fine paper, which will reach 305,000 tones by 1995, import competitors may gain the largest competitive advantage. ‘s principle competitive advantage In ten market Is ten quality AT Its products Because AMP has invested considerable capital into newer technology than PICA, it is n a better position to continue this domestic lead over its rival.Similarly, Amp's investment in more efficient technology has placed it in a better position to deal with the environmental concerns associated with paper manufacturing. Conversely, Pica's outdated technology and processes create more pollution and have caused it to become the target of environmentalist groups. Impact to Business, Customers, and Competitors If AMP is able to enact Option 1, it stands to gain over $15 million in additional cash flow per year, in addition to $32 million in positive net present value over the course of five years, and a 36. % return on its investment. This increase in capacity will also allow AMP to match the output of the market leader, PICA.The customers of the Australian paper market stand to benefit from Amp's additional capacity in terms of quality, availability, and environmental performance. AMP uses more efficient technology to create higher quality products. The increase in capacity from AMP will allow these products to be available to more consumers. Amp's emphasis on recycled paper manufacturing will also help to satisfy the growing demand in this segment and assuage environmental concerns about increased domestic paper manufacturing PICA will be impacted, at least short term, by the increased capacity created by AMP through the utilization of Option 1. This increased capacity will allow AMP to continue its momentum in gaining market share. However, the uncoated fine paper market is growing quickly.By 1995, even with the utilization of Option 1 by AMP, neither PICA nor AMP will have sufficient capacity to meet the market demand for unc oated fine paper. Therefore, import competition will also have a strong advantage in gaining market share. The only way to prevent the market demand increases from benefiting international competitors is for AMP, PICA, or another domestic competitor to considerably expand capacity and/or enter the uncoated fine paper market. AMP must act quickly to continue its growth in the uncoated fine paper market. The market is expanding rapidly, and with both AMP and PICA operating at full capacity the market is ripe for the company that can create it. Option 1 is the most logical operational choice for AMP that also makes good business sense.Option 1 quickly expands its current capacity by 30,000 tones per year in the most versatile ill that can use the capacity to meet any demand that arises in the market. Adding any additional options presented brings down NAP and AIR for the company. However, AMP should closely monitor the uncoated fine paper market for the next several years Ana reevaluat e ten expected level AT mean IT . ten mean accelerates at a faster-than-expected pace, or once demand has reached a level in which it becomes possible for AMP to Justify the significant capital investment of a new pulp mill and large capacity machine, it should consider expanding its capacity to take advantage of this growing demand. References Upton, David. (December 13, 1993). Australian Paper Manufacturers (A). Harvard Business School. 9-691-041.

Business Feasibility Study†Seventh Heaven Café Essay

Seventh Heaven Cafe is not only a coffee shop, or rather a place for relaxation. It sells different kinds of coffee, desserts, books and flowers. Customers bring them back or just enjoy them in my shop. Besides, I am good at dealing with problems of Organizational Behavior. I also have great expertise in human psychology and marketing. Therefore, I have the abilities to operate this shop. Seventh Heaven Cafe targets at white collar community and some companies which need flowers to decorate the site of activities. Therefore, it is located at the street corner with elegant environment near transnational commercial corporations in Suzhou. Seventh Heaven has to confront or avoid a number of threats, especially some strong competitors, such as Starbucks, UBC Coffee and DIO Cafe. However my shop has powerful competitive advantages to face the challenges. Additionally, our market-oriented mission is â€Å"make people happy and relaxed in the Seventh Heaven Cafe by provide delicious coffee, warm fragrant memories and dreams from books. † The primary finance objectives are to get first-year sales revenue of 1 million yuan, and break even early at least achieve 3 million RMB in second year. After on track, shop scale and economic benefits will increase year by year. To achieve this goal, we should make sustaining efforts on marketing strategies, such as promotion strategy and price strategy. This new combination coffee shop will be successful and this business idea is worth pursuing. Section 1: Personal Skills, Qualities and Experience I have obtained an MBA degree from the Liverpool University five years ago. After that, I have worked in a local company for four years. Then I came back to my country and planned to do pioneering work. So I have some basic abilities and work experience to operate this coffee shop. I have learned many useful skills and valuable knowledge from university. Firstly, the Organizational Behavior Study covers three levels of analysis, but intertwined, such as individual, group formation and decisions making. So it is practical for me to do the business. Secondly, I was interested in the course of Marketing when I am a student. It has huge effect on my occupational career. However, these courses just are foundation. My work experience background is a critical element for later entrepreneurial career. Nevertheless, I still need some other outside help. About initial capital, it comes from my personal savings (1. 5 million RMB) and my parents’ investment (0. 5 million RMB). In addition, recruitment and selection of good employees is vital part of success. My mother was a senior accountant before, so she could help me manage finance matters. Besides, I also need a first-class barista and a pastry cook, a waitress and a waiter with good looking, as well as a professional purchaser. Section 2: The Business Idea and Market Assessment Product and service Before making decision to start business, I used questionnaire to get and analysis customers’ demand. So Seventh Heaven Cafe is not only a coffee shop, or rather a place for relaxation. It sells different kinds of coffee, desserts, books and flowers. Customers bring them back or just enjoy them in my shop. My coffee shop called Seventh Heaven, this name represents happy, pleasure and relaxed. I want to my customers get out of the pressure and tiredness, enjoy the release of soul and physical relaxation in Seventh Heaven. Relaxation can bring comfortable feeling to you and have benefits to your health. When you come in the Seventh Heaven, you will feel the music in the air washing your spirit and smile of waiters warming your heart. The flowers tinged the air with their light fragrance. At spare time, you could read a good book alone and drink a cup of delicious coffee, or talk with your good friends with some scrumptious snacks. Owning good books, intimate friends and a serene heart, that is a perfect lifestyle. This is something I want to provide to people, enjoy life, and live in the moment. Target market and customers One of our target markets is white collar employees with middle or high income. These people pay more attention on quality of life and have a good consumption level. Another is business customers, which need flowers to decorate the site of activities, parties, events or meetings. Competition However, there are some strong competitors in this market, especially Starbucks. It is the world’s largest coffee shop chain from America. Starbucks enjoyed a higher reputation and strong brand effect in China. There are about 31 Starbucks in Suzhou alone, but some problems are observed in the course of rapid extension. For instance, single and boring of the unchangeable products and service is a big weakness. To the contrary, Seventh Heaven Cafe provides a combination service and products to customers. It is a novel and creative form to attract people. Besides, high quality service and elegant environment are our powerful points of attraction. Sales and marketing strategy To gain more customers, the price of our products is slightly below the Starbucks. Internet advertising and posters are effective for publicity. Furthermore, we use push money and allowance to motivate my employee to increase sales. Critical risk factors Despite of these, some risks still exist, for example some people are reluctant to try something new, or we make losses at early stage. All of budgets are based on the business feasibility study, but there are so many unpredictable changes in the reality, the cash flow may be not enough. Moreover, the shortage and outflow of talent in related field are hidden trouble for the business.

Economics Essay Example | Topics and Well Written Essays - 500 words - 12

Economics - Essay Example Interest rates are used as tools by central banks to control inflation. When Bank believes inflation is beginning to rise, it raises interest rates to cool the economy and vice versa. Therefore, the long term affect of raising interest rate will be to reduce inflation. For the constructers of apartments, this might mean relatively cheaper production due to cheaper cost of resources. The supply curve will therefore shift to the right (fig.4). Constructers will be able to provide more value for the same price to the customers. Also, many of the customers who might have refused to invest in property initially when the interest price increased would now be more in terms with the market and willing to invest. In the longer run, increased interest rate would have made its impact of controlling inflation and prices for other goods would be more stable. All these factors would result in increasing the demand and would result in a shift in demand curve to the right

Target marget Essay Example | Topics and Well Written Essays - 250 words

Target marget - Essay Example p.). While innovators are proven â€Å"risk takers† who are the â€Å"first 2.5%† that will purchase a product, and early adopters are the ones who will purchase a product after some positive response from the overall market (about 13.5% of consumers), the early majority are the group of consumers who actually tends to avoid risk and purchase a product after majority of the market have already made a positive response about the product (34% of consumers) (â€Å"Product Diffusion Curve,† n. p.). Meanwhile, consumers in the late majority group are characterized by skeptic consumers who are only willing to purchase a product after the product is already commonly used (another 34%), and laggards are the ones that will last purchase a product (16% of consumers) (quickmba.com, n. p.). With this knowledge, I will choose to target the early majority; given that I am offering a new product, I would package the product to immediately generate positive response and interest . I am optimistic that getting the support of the early majority would lead the product to be accepted by majority of consumers. Works Cited â€Å"Product Diffusion Curve.† Quickmba.com. Quickmba, n. d. Web. 14 February 2011.