Strategy Essay Example | Topics and Well Written Essays - 1000 words

Strategy - Essay Example Organized Financial 7,647,000,000 revenues in 1992, 19% market share, cheap loans yes yes yes yes Physical 15 manufacturing facilities, efficient transport mechanisms yes yes yes yes Technological Improved fuselage, forward facing crew cockpits, Laser guided automatic riveter yes yes yes yes Organizational Groupement d’Interet Economique; all partners are responsible for their own profits no no no Yes/no Financial: Estimated revenues at over 7.6 billion Physical: 15 Ultra-modern facilities, at four strategic locations with automatic laser guided riveters Technological: laser-guided, automatic riveters. This reduced that stage from three months to three days. Organizational: Efficient organisational structure with each partner responsible for own profits Intangible Resources Valuable Rare Difficult to Imitate? Organized Human Experienced/innovative research team, sound management yes yes yes yes Innovation and Creativity leaders in (LGAR) technology yes yes yes yes Reputation R eputable but government assisted no no no yes Human: Experienced/innovative workers, efficient managerial team Innovation and Creativity: Airbus is considered a leader in innovation Reputation: With the ruling to regulate government subsidies/loans to airlines, this could hurt Airbus’s profitability SWOT Analysis Strengths Weaknesses Boeing: -60% market share -Steady business defence -Strong balance sheet -Admirable supplier relationship -Manufacturing capability Boeing: -Losing market share -Long order to delivery date -Cost of developing new VLCT Airbus: -Strong support from Governments -Profitable -Innovation ideas implemented, laser-guided riveting machine -Growing market share, estimated 23% in 1993 Airbus: -White tail, manufacturing planes without order -Manufacturing capabilities Opportunities Threats Boeing: -VLT necessary in near future -Aging fleets will need to be replaced with newer models (15-20 years) -Large market capitalisation - Largest manufacturing faciliti es Boeing: -Future airport capacity issues -Long delivery time -Investing alone in VLCT could cause Boeing to go under if failed -Declining market share Airbus: -Boeing running beyond capacity will cause airlines to pursue other options for quicker delivery dates -Good option for customers due to quick delivery time - Aging fleets will need to be replaced with newer models Airbus: -Decline in order for 1993 -Investing alone in VLCT could cause Airbus to go under if failed -white tails may be a catastrophic loss if buyers get better options Part 2 Definitely, Boeing has a competitive advantage over its next nearest rival Airbus. Boeing has an estimated 60% market share as of 1992 compared to

The Rule of Proximity Essay Example | Topics and Well Written Essays - 2750 words

The Rule of Proximity - Essay Example Some of these features or news values (Kim, 2001) may be intrinsic to the event or they may be extrinsic. Intrinsic values may be prominence or importance, degree of human interest evoked, degree of conflict or controversy involved and degree of the unusual implicated (Kim, 2001). Extrinsic values may be timeliness and proximity of the event to the location at which the media will be operational (Kim, 2001). It is notable, though, that the intrinsic values can also be correlated to the media location since it is observable that values like prominence or importance, capability to evoke human interest, degree of conflict or controversy and degree of the unusual all depend to some extent upon how the population at the media location usually relate to the population at the event location. This is so because researchers have also observed that events at a particular location, when it is judged for newsworthiness at a location in another country, are usually influenced much by the social, political, economic and geographic perspectives the media country holds of the event country (Kim, 2001). Thus, the newsworthiness of an event in any country, when judged in relation to media in the United States, will depend much upon the political relevance the U.S.A. places upon the event country (Kim, 2001). It will also depend much upon the degree of threat or benefit that event has for the U.S.A. and the World at large (Kim, 2001). These latter observations have great relevance to this paper since it is already manifested from these that the rule of proximity as well as other news values has much in common with values that influence diplomatic relationships between and among countries. Globalisation: There is one factor in the present world scene that does to a great extent override relationships among geographically and culturally proximal nations. While the paper finds that geographical and cultural proximity has been considered as an indicator of levels of diplomatic activities it also realises that it must also consider aspects of globalisation, the modern worldwide phenomenon that is expected to provide collective effort towards globally invasive problems like disarmament, arms regulations, combating international terrorism, cross-border crime and the drug trade and usage, protection of human rights, prevention of climate change and desertification, promotion of sustainable development, conflict prevention and development assistance and cooperation, peacemaking and keeping and foreign trade (Sucharipa, Undated). In this context it is very likely that national proximity is not the only overriding factor for strengthening diplomatic ties among nations. Nor is it likely that co nflict among nations in geographic proximity will remain contained within that region without effort from the global community towards it speedy amelioration. Thus, in this sense, it is observed that geographic and cultural proximity is not considered as important an indicator of political will as it was a few years earlier. Instead, it is again observed that national foreign policy is not contained to outside the country by the gatekeeper functional and kept apart from its domestic one. This is because other departments of the nation, such as the environmental one, may need direct contact with international agencies without having to seek permission of the foreign policy makers (Sucharipa, Undat

Performance appraisal for human resources

Performance appraisal for human resources Introduction: Usually as everybody thinks that working in human resources has one hard moment. It is hard to recognize when the job is successfully completed. However, human Resources activities and initiatives are usually a long term activities and it is hard to see any result immediately. As we can give a description, for Performance appraisal which may engage too many things such like identification, besides measurement, along with management of individual performance in business enterprises. Business enterprises frequently carry out appraisals designed for managerial, which is a assessment concerning a staff work circumstances, together with promotions along with rewards, also or even developmental, which is a assessment concerning spiraling the staff profession talents, together with counseling along with teaching principles. On the other hand, we can add here that dissatisfaction in the midst of appraisals is widespread. Moreover, on the same subject as it has been disclosed frequently that Human Resource proficients, as well line managers, in addition to staff voice frustration. Furthermore, we can find also that a lot of workforces comprise trouble through appraisal that might explanation for the little life extent of the standard appraisal scheme. Etihad Airways Performance appraisal system: Etihad Airways is the National Airline of the United Arab Emirates. The airline was set up and started commercial operations in 2003, in Abu Dhabi, the capital of the UAE. Etihad started with an initial paid-up capital of AED500 million, with the twin objectives of creating an airline that would put up with the UAE flag and expand true Arabian hospitality to their guests. Their name reflects this spirit: Etihad is Arabic for united, and for this reason a representation of the bonding along with the seven emirates that constitute the UAE. So far, Etihad grew at an extraordinary rapidity, accumulation more or less one new route a month. In June 2007, Etihad achieved another milestone: 42 destinations. By 2010, Etihad plan to touch 70 international destinations. The performance appraisal system in the Etihad Airways has a vertical chain of dialogue and reviews must be strengthened, for which the performance appraisal system will play an essential role in the case of Etihad Airways. The prime responsibility for action to preparation failures in performance will lie with supervisors and managers at all levels in the Etihad Airways. Additionally, the Etihad Airways is taking into consideration establishing transparent liability mechanisms and will define the policy framework for exercising responsibilities of both management and staff. Etihad Airways has created and implemented a system that provides tools for employees, supervisors, human resources professionals, and senior leaders to plan, monitor, and evaluate career development opportunities for all employees at and above the director level. In place for many years, such system includes metrics and quarterly reviews of employee ratings, promotions, attrition/hires, developmental opportunities, officer appointments, and assignments to help achieve a diverse workforce. Staff at Etihad Airways motivates supervisors to develop career paths for their employees, including those who may have been who may have been overlooked or underestimated. On staff development, performance management and career support, at Etihad Airways states that the Performance Appraisal System (PAS) has been revised, and a process has been initiated to identify center organizational competencies. Moreover, more systematic approach to mission assignments is being implemented. Analysis Adopting Appraisal: Performance appraisal is a critical activity of Human Resource management. Its goal is to provide an accurate picture of past and or even future employee performance. To achieve this, performance standards are established. The standards are based on the job; related criteria that best determine successful job performance, where possible, actual performance is measured directly and objectively. The primary footstep in the performance appraisal procedure is recognizing the subject that is to be considered. Therefore, it is clear that supervisors should recognize the phases or even aspects of performance, which might find out efficient employment performance. At this point, we can find that such progression looks straightforward, other than it may be rather complex. On the other hand, whether a considerable measurement is lost, staff self-esteem might put up with for the reason of staff that performs fine on such measurement might not be accepted or even satisfied. As we can conclude this subject, whether an unrelated or even minor measurement is incorporated, staff might recognize the complete appraisal progression the same as worthless. The performance appraisal system in Etihad Airways of research has a vertical chain of conversation along with reviews might be strengthened, keen for the same the performance appraisal process will play a vital role in the case of Etihad Airways of research. The prime responsibility for action to preparation failures in practice will depend with supervisors as well as managers at every level in the company of study. Additionally, the Etihad Airways of research is taking into consideration establishing clear accountability mechanisms and will fix the policy framework for exercising responsibilities of both management and staff. Etihad Airways of research has created and implemented a way that gives tools for staffs, besides supervisors, as well human resources professionals, along with a high level leaders to develop, monitor, moreover, evaluate career development chances for every staff at plus above the director level. Furthermore, in order for many years, such plan includes metric s along with quarterly reviews of staff ratings, besides promotions, as well attrition/hires, addition to developmental opportunities, along with officer appointments, also assignments to assist gain a clear labor force. Staff at Etihad Airways of research motivates supervisors to pursue employment manners for their staffs, in addition to those who might have been who can have been overlooked or even underestimated. On staff development, performance management and employment assistance, at Etihad Airways of research states which the Performance Appraisal System has been evaluated, in addition to a case has been initiated to determine center organizational competencies. Moreover, more systematic approach to exercise assignments is being implemented. Conclusion: The new world of work demands employee performance instead of loyalty creativity instead of compliance, and earned rewards instead of entitlements. The role of the Human Resource function is not limited to the policies, practices and systems under its control. That role is important and certainly can contribute to an organizations success but human resource is in a position to influence the way people are managed across an organization. At the end we can get to say that the Human Resource professional must maintain a thorough understanding of positions and needs across such firm, to help each individual experience the right job fit. Moreover, this should bring into the light yourself with the talents and capabilities of each person in your organization. Keep excellent documentation of testing, job applications, performance appraisals, and performance development plans. While there is some evidence that performance appraisal adjustments have been done because of initiating a performance appraisal, it needs to be emphasized that these studies have looked at particularly specific aspects of the system rather than at the whole system that may have been implemented. Very little research has considered the outcomes of a complete performance appraisal in action. A possible explanation may be the difficulty in evaluating such systems. The evaluation of high performance is principally dependent upon the measurement category selected besides these are in move derived from the underlying thought of performance appraisal. Although, within a given approach to performance appraisal, the execution of specific strategies along with structures might be also similarly than others to provide high performance appraisal, there are no guarantees which this will be the position. Performance appraisal is subject to effect from a difference of factors within not only inside elements like as performance appraisal, structures, processes and evaluation, but also external elements that are far less predictable. High performance appraisal, hence, irrespective of the concept to managing adopted, actually depends upon the alignment of inside systems via the larger system within which the business enterprise is located.

Origins And History Of The Dulcimer :: essays research papers

Origins and History of The Dulcimer The dulcimer is a member of the string family. It is further categorized into the Psaltrey family, a group of instruments that are comprised of strings stretched across a frame and played by plucking or drumming. The only difference, in fact, between the dulcimer and the psaltrey is the fact that one is plucked and the other is drummed. The dulcimer family is divided into two sections. The dulcimers with keys and dulcimers without keys. A dulcimer with keys would be played by depressing a key which would move a mechanism that would cause a hammer to strike the string. The most improved instrument in the keyed dulcimer section is the piano. Dulcimers that are played without the aid of a key are usually in the unusual shape of a trapezoid. Early descriptions of this instrument, dating back to the Middle Ages, describe the instrument as a rectangular box with strings stretched over two bridges. Both the single and the double bridged dulcimers are common in traditional Irish music. It is played by striking the strings with padded wooden hammer. It is commonly believed that the dulcimer came to Europe from the East sometime in the fifteenth century. This cannot be true. The dulcimer is closely related to the yang ch'in from China. However, the yang ch'in was introduced to the Chinese around 1800. A similar traditional dulcimer found its way to Korea in about 1725. The dulcimer originated as the santir in what is now Iraq from a Greek instrument, the psalterion. The santir was a trapeziodal box covered with strings. It was played by striking the strings with light sticks. From there the Arabs carried the santir through North Africa where it was integrated into the Jewish culture. From North Africa it was taken to Spain, for a carving was discovered in the cathedral Santiago de Compostela, dated 1184. It is unknown why the Irish make mention of the timpan, a generic term for any member of the psaltrey family, being used by St. Patrick in the 6th century, six hundred years earlier than the dulcimers first introduction into Spain from North Africa. Dulcimers gained popularity from the churches and cathedrals throughout the 14th century. But in the 16th century, as the violin and wind instruments became increasingly fashionable, the dulcimer virtually disappeared. For the next two hundred years it went unnoticed. In 1705 Pantaleon Hebenstreit presented the French King Louis XIV with a slightly revised dulcimer.

Ikea Selling Strategy

1. Executive Summary: 2. 1. IKEA Objectives: * IKEA produces cheap and affordable products for the customers. * The company wants better life for those who cannot afford expensive products. * IKEA always helps to produce right product for the right consumer. * IKEA always tries to sell their products at low prices. * The company’s global developments and its continual commitment is to have a positive impact on people and the environment. 2. 2. IKEA Vision: The Vision is to create a better everyday life for the many people.They make this possible by offering a wide range of well-designed home furnishing products at prices so low that as many people as possible will be able to afford them. 2. 3. IKEA Mission: The mission is to offer a wide range of home furnishing items of good design and function, excellent quality and durability, at prices so low that the majority of people can afford to buy them (IKEA 1994). The company targets the customer who is looking for value and is wil ling to do a little bit of work serving them-selves, transporting the items home and assembling the furniture for a better price.The typical Ikea customer is young low to middle income family. 2. Company Summary: 3. 4. Company Background: IKEA is a privately-held, international home products retailer that sells flat pack furniture, accessories, and bathroom and kitchen items in their retail stores around the world. The company, which pioneered flat-pack design furniture at affordable prices, is now the world's largest furniture retailer. IKEA was founded in 1943 by 17-year-old Ingvar Kamprad in Sweden and it is owned by a Dutch registered foundation controlled by the Kamprad family.The company which was originated in Smaland, Sweden, distributes its products through its retail outlets. As of August 2009, the chain has 301 stores in 37 countries, most of them in Europe, North America, Asia and Australia. IKEA founder Ingvar Kamprad was born and grew up on the farm Elmtaryd, parish of Agunnaryd in Smaland, in the south of Sweden. As a young boy Ingvar Kamprad knew that he wanted to develop a business. Various events during his upbringing gave him a strong drive to create his own resources and to be independent. In 1943 The Ikea was born, initially a mail-order business selling pencils, postcards, and other merchandise.The name derives from the initial letters of Ingvar Kamprad and of Elmtaryd and Agunnaryd. More over in 1948 Furniture manufacturing was an additional business for many farmers in Smaland. So Ingvar Kamprad also introduced Furniture in the IKEA business as a complement to the general merchandise. This was a success and Ingvar Kamprad starts exploring innovative solutions such as furniture design, self-assembly and advertising and by 1951 The first annual IKEA furniture catalogue was published in Sweden. Ikea grew and two years later by 1953 they opened a showroom in Almhult.Here the customers could see and experience the quality of the products bef ore ordering them and Ingvar could meet customers in person and learn from them. 3. 5. Company Location and Facilities: The company IKEA has a several store over many places in the world as the following a. Europe: Belgium, Bulgaria, Czech Republic, Denmark, Germany, Spain, Greece, France. Iceland, Ireland, Italy, Cyprus, Hungary Netherlands, Norway, Austria, Russia, Poland, Portugal, Romania, Switzerland, Slovakia, Finland, Sweden, Turkey, and United Kingdom b. North America: Canada and United States. c.Middle East: Kuwait, Saudi Arabia, and United Arab Emirates. d. Asia Pacific: Australia, China, Hong Kong, Japan, Malaysia, Taiwan, Singapore, and Thailand. The facilities that could be found in most of IKEA stores is the same, however they are mentioned in the IKEA Ireland as the following: a. Showroom: IKEA stores are huge home exhibitions. Stretch out on a bed, see how many people you can fit on a sofa, or let your children choose furniture for their rooms. Our room settings are built entirely from IKEA products, and will give you inspirational ideas for furnishing, lighting and decorating your home. . Market hall: The market hall is just what it sounds like: many different specialist shops gathered together. You’ll find everything from rugs to pots to picture frames and clocks. You’ll also see all kinds of home lighting, everything you need for your kitchen, and countless unique gifts you can give to others – or spoil yourself with. c. IKEA Restaurant: At the IKEA restaurant you can take a break from the hard work of shopping. You can even start your day at the IKEA restaurant with breakfast before the store opens. Or why not have coffee and cake in the afternoon!In the restaurant you’ll find healthy Swedish and local dishes daily made using high quality fresh produce. You can use our highchairs and baby changing facilities for the little ones. And while the grownups rest a few minutes after lunch, the kids can have fun in the c hildren's play area. d. IKEA for kids: IKEA supervised play area and ballroom, and shop in peace. This way, everyone's happy. Or if you want them to help make furnishing decisions, strollers are available at the entrance. e. Care and feeding of kids: IKEA provides clean feeding and changing facilities for small children.And our restaurant has a special menu just for the kids. f. Trolleys for everyone: There are plenty of carts available to help you take your purchases to your car. Or you can bring your car to your purchases by pulling up to our customer loading bay. g. The barter system: Almost any way you want to pay is fine with us. You can always pay with cash or a major of credit card, but other payment methods are usually also available. They vary from store to store, so please check with your local IKEA store to find out more. 3. Product and Services of IKEA: 4. 6. Products Description: IKEA products are identified by single word names.Most of the names are Scandinavian in ori gin. Although there are some notable exceptions, most product names are based on a special naming system developed by * Upholstered furniture, coffee tables, rattan furniture, bookshelves, media storage, doorknobs: Swedish place names (for example: Klippan) * Beds, wardrobes, hall furniture: Norwegian place names * Dining tables and chairs: Finnish place names * Bookcase ranges: Occupations * Bathroom articles: Scandinavian lakes, rivers and bays * Kitchens: grammatical terms, sometimes also other names * Chairs, desks: men's names Fabrics, curtains: women's names * Garden furniture: Swedish islands * Carpets: Danish place names * Lighting: terms from music, chemistry, meteorology, measures, weights, seasons, months, days, boats, nautical terms * Bed linen, bed covers, pillows/cushions: flowers, plants, precious stones * Children's items: mammals, birds, adjectives * Curtain accessories: mathematical and geometrical terms * Kitchen utensils: foreign words, spices, herbs, fish, mushr ooms, fruits or berries, functional descriptions * Boxes, wall decoration, pictures and frames, clocks: colloquial expressions, 4. . Competitive Comparison: Retailers have generally been slow to develop multilingual Web sites simply because they’ve been slow to expand outside of their domestic markets. According to a Deloitte study of the world's top 250 retailers, 104 retailers have no international operations at all, but IKEA had a leg-up on its competitors because it built its business not only through store expansion but through a hugely popular mail-order catalog. 4. 8. Supply and Demand Details: We will talk about the market forces for the global market instead of talking about Malaysian market only.Supply planner – demand ; need Global supply chain management of Children's lighting products from IKEA suppliers to IKEA stores world-wide, managing sales forecast, capacity planning, replenishment and information flow. Responsible for the global supply to 350 IKEA s tores worldwide within a business area of Children's IKEA. The Increased availability at the store from 85% to 99% within a year. Reduced the stock weeks from 7 weeks to 3 weeks within a half year. Shared knowledge of supply chain management with co-workers in China and Lithuania. 2005 Logistics ; Operations, IKEA Trading Southeast Asia Thailand Managed a variety of competence development programs in areas of logistics and operations for purchaser, technician, supply planner, material manager and business development managers. In addition to be responsible for the company's Centre of Competence in supply chain management, executed a research program about competence management in a cross-cultural organization that covers Thailand, Vietnam, Malaysia and Indonesia. 150 IKEA Trading Southeast Asia co-workers have attended supply chain management program.Licentiate thesis has been written and it raised the attention to the importance of total optimization within IKEA pipelines both in g oods and information flows. 4. 9. Technology Needs: After surfing the market for information we figured-out that the tools in the industry are similar for all the brands. Tools are the heart of the carpentry profession. The best place to start is with basic hand tools. A measuring tape, combination ruler and level, pencils, hammer; saws, a carpentry square and hand drill are all inexpensive parts of a carpentry set.Chisels, planes and sanding blocks are also important because furniture needs a fine, smooth finish, free of splinters and sharp corners. A kit of brushes, cloths and sponges are required for the stain and lacquering steps. In order to add padding or upholstery to the furniture, the carpenter will need a set of clamps in varied sizes and a staple gun. Time the first few projects completed in the shop step by step to determine which steps will benefit most from investing a time-saving power tool.Power saws are the most universal time-saver, and drill presses and power sand ers also offer time savings. But Ikea does not have its own manufacturing facilities. Instead, it is using subcontracted manufacturers all over the world for supplies. All research and development activities are however, centralized in Sweden. In order to maintain low cost, 4. Market Analysis 5. 10. Target Market in this study I will not separate each market but instead of that I will focus on the global integrated market. 4. 1. 1 Target Market Segment Strategy: IKEA is large enough to enjoy economies of scale.This lowers average costs in the long run through, for example, better use of technology or employing specialized managers. Economies of scale also give a business a competitive edge if cost savings are then passed on to customers in the form of lower prices. This puts up high barriers to entry for smaller companies entering the market. The target customer of IKEA is everybody. So the market segment is a very important part of IKEA strategy. After visited the IKEA store, I thi nk the market segment of IKEA is the different part of house, like the kitchen, the bedroom, the bathroom.Actually, the market segment is according to the â€Å"life situation†. The life situation creates the need of the home furniture. IKEA do not select the customer, IKEA just select the offer from the life situation. For example, I am a student. I need the bookshelf, desk and I do not need the kitchen because I do not live in my own place now. But after 10 years, the need of life situation will change. I will need other things. The most important point is that I am always the target customer even in different ages. And IKEA always provide customers the things they need.I think that is a good method that IKEA used to service the customers and win the hearts of the customers. 4. 1. 2 Market Needs: 4. 1. 3 Market Trends 4. 1. 4 Market Growth: 5. 11. Industry Analysis 4. 2. 1 Industry Participants/Key Players To analyze the Industry I will use Porter five forces analysis: Acco rding to Pearce, J. A. and Robinson R. B. (2011) Strategic Management . 12th Edition. New York: McGraw-Hill â€Å"Harvard professor Michael E. Porter propelled the concept of industry environment into the foreground of strategic thought and business planning†.The five forces were as following: 1- Competitive rivalry. 2- Threat of substitute products. 3- Threat of new entrants. 4- Bargaining Power of suppliers. 5- Bargaining Power of customers. * INTERNAL RIVALRY/COMPETITORS: the industry is highly competitive and characterized by other low priced furniture producers such as Galiform of England and retailers such as Wal-Mart of the United States. Internally, the organization saw differences of opinion regarding product offerings and positioning.Due to the intense competition worldwide, IKEA has wisely attempted to compete by entering the markets which typically pose the largest competition, such as China and Japan. * SUPPLIER POWER: because Ikea had heard from its customers th at many of its furniture offerings were too complicated to be assembled by the customer; showing the power of the supplier to make a difference, IKEA has gotten cooperation from some suppliers to provide materials that are easier for the customer to assemble, thereby (using its' value chain system) by adding value to the supplier relationship. BUYER POWER: everyone can recognize that Buyers have a great deal of influence over IKEA's product line and direction; for example, in the 1960s, IKEA developed the ability to package its unassembled furniture in flat cartons, making it easier for the buyer to handle the cartons. This considered as a response to direct feedback from the buyer. Additionally, due to buyer demand, IKEA will continue on its current growth strategy. * POTENTIAL ENTRANTS: Domestically, IKEA faces the threat of potential entrants; as the dominant firm, because the nature of the business allows new ventures to enter the market, IKEA worst scenario is the copy-cats.The organization always feel threaten by any potential new entrant to use do it yourself approach which gives IKEA many of its' competitive advantages. * THREAT OF SUBSTITUTED PRODUCT AND SERVICE: is low as there are no too many products and services available that can substitute the demand for furniture, home appliances and a range of other products offered by IKEA. So Substitution is not a reason to make them worry, because they have their own market -segments. 4. 2. 2 Main Competitors/Competitive Analysis: If the 5. 0 Strategy and Implementation Summary 5. Marketing Strategy: People like to buy IKEA’s products because of their low prices and medium-quality. People have great awareness of the brand. Moreover, we can see people like to go IKEA store because of good facilities. The products that will be in direct competition with IKEA’S sales are split into distinct different groups by home depot they are: Bedroom, dining room, furniture parts, home office, kid’s r oom, and living room and kitchen supplies. The different products that are supplied are provided to Home Depot by a variety of different brand names. . 2 Pricing Strategy: IKEA positions itself with low prices. They are extremely price/cost conscious. 5. 3 Promotion Strategy: Promotion: IKEA has its own website where they now have their catalogues virtually. In the last year 198 million copies of the catalogue were printed in 56 editions and 27 languages. Moreover, IKEA uses newspaper ads and television commercials. The company uses billboards ads and bus stop ads. IKEA also faced controversy in their â€Å"Tidy up† advertisement campaign. IKEA does not spend largely on promotions.IKEA believes on their online catalogues and print publications of the catalogs. The catalogue is the main tool for selling. IKEA try to cut the cost with lease advertisement. But it is very important part. 5. 4 Distribution Patterns: IKEA has 28 large distribution centers and 11 customer distributi on centers in 16 countries. IKEA has 1400 suppliers for distribution. 5. 5 Marketing Programs People like to buy IKEA’s products because of their low prices and medium-quality. People have great awareness of the brand.Moreover, we can see people like to go IKEA store because of good facilities. The products that will be in direct competition with IKEA’S sales are split into distinct different groups by home depot they are: Bedroom, dining room, furniture parts, home office, kid’s room, and living room and kitchen supplies. The different products that are supplied are provided to Home Depot by a variety of different brand names. 5. 6 Sales Strategy: 5. 7 Sales Forecast: 5. 8 Sales Programs: 6. 0 Web Plan Summary 6. 1 Website Marketing Strategy 6. 2 Development Requirements

Architecture and memory

Throughout history, states have sought to exhibit societal memory of their past accomplishments whilst conversely wipe outing the memory of evildoings committed during their development. These nostalgic contemplations of historic events have been both literally and figuratively portrayed in didactic memorials, which carefully edify the events into clear word pictures of province triumph and victory. However, displacements in the discourse of twentieth-century political relations have given rise to the voice of the victim within these narratives. The traditional nation-state is now answerable to an international community instead than itself ; a community that acknowledges the importance of human rights and upholds moral conditions. These provinces continue to build an individuality both in the past and present, but are expected to admit their ain exclusions and accept blameworthiness for their old exploitations. In this new clime the traditional commemoration does non go disused, but alternatively evolves beyond a celebratory memorial, progressively citing the state's evildoings and function as culprit. This progressive switch in attitude has given birth to a new signifier of commemoration: the anti-monument. These modern-day commemorations abandon nonliteral signifiers in penchant of abstraction. This medium facilitates a dialogical relationship between spectator and capable whilst besides advancing ambivalency. Critically, this new typology allows the narration of the victim and culprit to entwine into a individual united signifier, a alleged move towards political damages. This essay analyses the tradition and features of historic memorials and the post-industrial development of the anti-monument. The essay surveies and inquiries abstraction as the chosen vehicle of the anti-monument, utilizing Peter Eisenman's Memorial to the Murdered Jews of Europe as a case-study. I argue that despite its accomplishment as a piece public art, basically, it fails to execute its map of memorialization through its abstracted, equivocal signifier. Traditional memorials use nonliteral imagination to organize an intuitive connexion to the spectator. They use linguistic communication and iconography to show the looker-on with the state's idealized perceptual experience of a important event in history. Throughout clip, these memorials have frequently outlasted the civilisations or political governments who constructed them and as a consequence their undisputed specific narrative becomes unequivocal ; all memory of an alternate narration is lost with the passing of informants who could remember the existent events. This has the negative effect of relieving the contemporary visitant of duty for the past and fails to suit the invariably altering and varied position of the spectator. In this regard, the permanency of the traditional memorial nowadayss an unchallengeable narrative which becomes an active presence to the visitant, who is ever the receptive component. However, events of the 20th century such as the atomic blast at Hiroshima and the atrociousness of the Holocaust altered commemorate pattern. Memorials were no longer militaristic and celebratory but alternatively acknowledged the offenses of the province against civilians. Interior designers were faced with the countless challenge of memorializing ‘the most quintessential illustration of adult male ‘s inhumaneness to adult male – the Holocaust. ‘ An event so ruinous it prevented any effort to singularly enter the single victim. The new typology that emerged would subsequently be defined as the antimonument. The anti-monument aimed to chase away old memorial convention by prefering a dialogical signifier over the traditional didactic memorial. This new memorial typology avoided actual representation through nonliteral look and written word in favour of abstraction. This move toward the abstract enabled the spectator to now go the active component and the memorial to go the receptive component ; a role-reversal that allowed the visitant to convey their ain reading to the commemoration. James E Young commented that the purpose of these commemorations: â€Å" †¦ is non to comfort but to arouse ; non to stay fixed but to alter ; non to be everlasting but to vanish ; non to be ignored by passersby but to demand interaction ; non to stay pristine but to ask for its ain misdemeanor and desanctification ; non to accept gracefully the load of memory but to throw it back at the town ‘s pess. † In this manner, James E Young suggests that the anti-monument Acts of the Apostless receptively to history, clip and memory. He besides states: â€Å" Given the inevitable assortment of viing memories, we may ne'er really portion a common memory at these sites but merely the common topographic point of memory, where each of us is invited to retrieve in our ain manner. † The anti-monument facilitates the on-going activity of memory and allows the visitant to react to the current agonies of today in visible radiation of a remembered yesteryear. It is this point that basically determines the of import and necessary dialogical character of all modern Holocaust commemorations. Consequently, in 1999 the Federal Republic of Germany passed a declaration to raise a commemoration to the murdered Jews of Europe. This commemoration intended to ‘honour the murdered victims ‘ and ‘keep alive the memory of these impossible events in German history. ‘ An unfastened competition selected American, Peter Eisenman as the winning designer, who proposed an expansive field of 2,711 stelae and ‘the Ort ‘ , a auxiliary information Centre. The commemoration is non merely important for its intents of recollection, but besides represents the first national memorial to the Holocaust to be constructed with fiscal and political support from the German Federal State. The location of the memorial itself is considered arbitrary by some, as the site has no old intension with the Holocaust or Nazism, but alternatively was a former no-mans land in the decease strip of the Berlin Wall. Whilst the commemorating power of this location may be questioned, the significance of its arrangement lies within its integrating into Berlin ‘s urban kingdom. The edge status of the memorial nowadayss a natural passage between the stelae and the paving. The land plane and first stelae sit flower to each other before bit by bit lifting and recessing into two separate informations that create a zone of uncertainness between. The commemoration does non admit the specificity of the site and the deficiency of cardinal focal point intends to reflect the ambient nature of victims and culprits in the metropolis of Berlin. Within the stelae each visitant senses the memory of the victims somatically by sing feelings of claustrophobia, uneasiness and freak out within the narrow paseos and graduated table of the memorial. It was non Peter Eisenman ‘s purpose to emulate the restrictive status of a decease cantonment, but alternatively, to promote the personal contemplation of the person in their function of transporting memory in the present. â€Å" In this memorial there is no end, no terminal, no working one ‘s manner in or out. The continuance of an person ‘s experience of it grants no farther apprehension, since apprehension is impossible. The clip of the memorial, its continuance from top surface to land, is disjoined from the clip of experience. In this context, there is no nostalgia, no memory of the yesteryear, merely the living memory of the single experience. Here, we can merely cognize the past through its manifestation in the present. † In this sense, each visitant is invited to see the absence created by the Holocaust and in bend, each feels and fills such a nothingness. It can non be argued that this material battle with absence is non powerful ; nevertheless, in most cases the feeling becomes passing. Each visitant walks precariously around the commemoration, hesitating for idea and expecting the following corner. They are forced to alter gait and way unwillingly and face the changeless menace of hit at every bend and intersection of the looming stelae. It is this status, in my sentiment, that instills the feeling of menace and edginess into most visitants as opposed to the perceived connexion between themselves and the victims. The commemoration does non give any infinite for assemblages of people and therefore inhibits any ceremonial usage in the act of memory. The aggregation of stelae is evocative of the graveyards of Judaic ghettos in Europe where due to infinite restraints ; gravestones are piled high and crowded together at different angles. Some visitants treat the commemoration as a graveyard, walking easy and mutely, before halting and layering flowers or tapers at the side of a stele. The presence of these drab grievers and their objects of recollection are one of the lone indexs that clearly place the stelae field as a commemoration. However, the objects discarded at the commemoration are ever removed by the staff, proposing the memorial be experienced in its intended signifier ; a relationship more kindred to public art instead than that of a commemoration. In Eisenman ‘s sentiment, the commemoration is symbolic of a apparently stiff and apprehensible system of jurisprudence and order that mutates into something much more profane. The visitant experiences this first-hand when feeling lost and disorientated in the environment they one time perceived as rational and negotiable from the exterior. â€Å" The undertaking manifests the instability inherent in what seems to be a system, here a rational grid, and its potency for disintegration in clip. It suggests that when a purportedly rational and ordered system grows excessively big and out of proportion to its intended intent, it in fact loses touch with human ground. It so begins to uncover the innate perturbations and potency for pandemonium in all systems of looking order, the thought that all closed systems of a closed order are bound to neglect. † Through abstraction, the memorial efforts to admit both the victims and culprits in a individual, incorporate signifier. The regular grid of the memorial and its delusory portraiture of reason acknowledge the culprits of the offense: the Nazi Third Reich. Whilst viewed from afar, the stelae resemble gravestones in a graveyard, allowing the victims a marker for their life, a marker antecedently denied to them by a Nazi government who aimed to wipe out all memory of their being. Eisenman ‘s commemoration is concerned with how the yesteryear is manifested in the present. His involvement lies non with the murdered Jews the commemoration aims to mark, but alternatively, how the contemporary visitant can associate to those victims. In this regard, the memorial licenses recollection displaced from the memory of the holocaust itself. Eisenman wrote: â€Å" The memory of the Holocaust can ne'er be one of nostalgia. †¦ The Holocaust can non be remembered in the nostalgic manner, as its horror everlastingly ruptured the nexus between nostalgia and memory. The memorial efforts to show a new thought of memory as distinguishable from nostalgia. † The field of stelae does non show a nostalgic remembrance of Judaic life before the holocaust ; neither does it try to encapsulate the events of the race murder. Alternatively, the memorial connects with the visitant through a material battle that facilitates an single response to memory. The stelae have the consequence of making a ghostly atmosphere as the sounds of the environing streets and metropolis are deadened, overstating the visitant ‘s uncomfortableness. However, the atmosphere is disturbed by the cheering, laughter and conversation of visitants lost in the stelae looking for one another. In pronounced contrast, the subterraneous information Centre has the consequence of hushing its dwellers. The exhibition provides a actual representation of the atrociousnesss of the holocaust, pedagogically exposing the vesture, letters and personal properties of a smattering of victims. Eisenman originally rejected the inclusion of a topographic point of information so that the stelae field would go the sole and unequivocal experience. However, his competition win was conditional upon its inclusion. It is my sentiment that ‘The Ort ‘ or information Centre has become the important topographic point of memory and memorialization despite being at the same time downplayed by the designer and German province. The little edifice is located belowground and accessed via a narrow stairway amongst the stelae. As with the commemoration as a whole, there is no recognition of its being or map, and as a consequence must be discovered through roving. It performs memorialization far more successfully than the stelae field by bring forthing an emotional response from the visitant. In the exhibition, the hurt of the visitant is evident as they walk around solemnly, the world of the holocaust going perceptible. The acoustic presence of shouting and sobbing are far removed from the laughter and shouting in the stelae above. The exhibition features infinites where the lifes of victims are made hearable, explicating the sequence of events that led to their deceases. In these suites the sm allest inside informations of the victim's forgotten lives are told in a heavy voice which instantly gives substance to the person and corporate loss. The visitant ‘s injury is perceptible here as the impossible statistics are non portrayed as abstract representations, but alternatively are actual and personified. It is the lone subdivision of the commemoration where the holocaust is explicitly present ; where visitants are non removed from the horrors but alternatively confronted with them. At street degree, the commemoration has no marks or indexs to its intent and the stelae present no carving or lettering. The abstract nature of the stelae and site as a whole have the affect of doing the commemoration a relaxed and convenient topographic point to be. The memorial has transcended the theory that commemorations command regard by their mere being, with the site going a portion of mundane life for Berliners as a topographic point of leisure. Many stumble on the commemoration as an empty labyrinth, a kids ‘s resort area where people walk across the stelae, leaping from one to another. They are faced with conflicting emotions between an inherent aptitude to demo regard and a desire to fulfill a self-generated demand to play. The commemoration ‘s aspiration is to enable every visitant to make their ain decision and determine an single experience, which through abstraction it achieves. However, by the same means, it facilitates a withdrawal between the person and the commemoration ‘s primary map of memorialization. The theoretical narration of the stelae field is an highly complex and powerful thought, nevertheless the equivocal, absent design fails to let the visitant to truly relate to the victims or derive an apprehension of the atrociousnesss of the holocaust. Therefore, whilst experienced in its uniqueness, the abstract stelae field fails to mark, alternatively being dependant on the didactic attack of the information Centre to let the visitant to associate to the holocaust and its victims.When measuring the entries for the original competition Stephen Greenblatt wrote:â€Å" It has become progressively evident that no design for a Berlin commemoration to retrieve the 1000000s of Jews killed by Nazis in the Holocaust will of all time turn out adequate to the huge symbolic weight it must transport, as legion designs have been considered and discarded. Possibly the best class at this point would be to go forth the site of the prop osed commemoration at the bosom of Berlin and of Germany empty†¦ † Possibly this attack would hold finally become more pertinent. How does one design a memorial in memory of an event so impossible that in some manner doesn't have the inauspicious affect of doing it more toothsome? Possibly, as Archigram frequently insisted, the solution may non be a edifice. The absence of a memorial delegates the duty of memorialization to the person who as carriers of memory, come to symbolize the absent memorial. The Memorial to the Murdered Jews of Europe is an challenging and alone position on cognitive memory that doubtless has advanced the development of the antimonument, puting a new case in point in memorial architecture. However, the commemoration ‘s effectivity is basically undermined by the premise that all visitants are cognizant, and will go on to be cognizant of the specific events of the holocaust. For illustration, how will a 2nd or 3rd coevals ‘s reading differ from that of a subsister who visits the memorial today? Its absent, equivocal signifier fails to contextualize the commemoration without the concomitant of explicit, actual representations presented individually within the Information Centre. It is for this ground that the memorial apparently becomes a victim of its ain impossibleness.Bibliography:Rauterberg, Hanno. Holocaust Memorial Berlin. ( Lars Muller Publishers ) 2005.Young, James E. The Art of Memory: Holocaust Memorials in History. ( Prestel ) 1994.He athcote, Edwin. Monument Builders: Modern Architecture and Death. ( Academy Editions ) 1999.Williams, Paul. Memorial Museums: The Global Rush to Commemorate Atrocities. ( Berg ) 2007.Young, James E. The Texture of Memory: Holocaust Memorials and Meaning. ( New Haven ) 1993.Boym, Svetlana. The Future of Nostalgia. ( Basic Books ) 2001.Zion, Brigitte. Experience and Remembrance at Berlin. ( New York ) 2007.Choay, Francoise. The Invention of the Historic Monument. ( Cambridge University Press ) 2001.Eisenman, Peter. Notations of Affect. An Architecture of memory ( Pathos, Affekt, Gef & A ; uuml ; hectoliter ) 2004.hypertext transfer protocol: //www.pbs.org/wgbh/pages/frontline/shows/germans/memorial/eisenman.html – Memorial to the Murdered Jews of Europe Project Text. 2005.Photographs:Magnuson, Eric. ‘Pathways. ‘ ( hypertext transfer protocol: //www.flickr.com/photos/esm723/3754775324 ) 2009.Ndesh. ‘Platform Games. ‘ ( hypertext transfer protocol: //www.f lickr.com/photos/ndesh/3754009233/in/photostream ) 2009.Ward, Matt. ‘Flowers. ‘ ( hypertext transfer protocol: //www.flickr.com/photos/mattward/3472587863 ) 2009.

A Token Economy That Supports Both Behavior and Math Skills

A Token Economy That Supports Both Behavior and Math Skills A Point System is a token economy that provides points for the behaviors or academic tasks that you want to reinforce either for a students IEP, or to manage or improve targeted behaviors. Points are assigned to those preferred (replacement) behaviors and rewarded on an ongoing basis to your students. Token Economies  support behavior and teach children to defer gratification. It is one of several techniques that can support good behavior. A point system to reward behavior creates an objective, performance-based system that can be straightforward to administer. A Point system is an effective way to administer a reinforcement program for students in self-contained programs, but can also be used to support behavior in an inclusion setting. You will want to have your point system operate on two levels: one that targets specific behaviors of a child with an IEP, and another that covers the behavioral expectations of the general classroom, as a tool for classroom management. Implementing a Point System Identify the behaviors that you want to increase or decrease. These can be Academic Behaviors (completing assignments, performance in reading or math) Social Behavior (Saying thank you to peers, waiting patiently for turns, etc.) or Classroom Survival Skills (Staying in your seat, raising a hand for permission to speak.Its best to limit the number of behaviors you want to recognize at first. Theres no reason you cant add a behavior each week for a month, though you may want to expand the cost of the rewards as the possibility to earn points expands.Determine the items, activities or privileges that can be earned by the points. Younger students may be more motivated for preferred items or small toys. Older students may be more interested in privileges, especially privileges that give that child visibility and therefore attention from his or her peers.Pay attention to what your students prefer to do in their free time. You can also use a reward menu, to discover your students preferen ces. At the same time, be prepared to add items as your students reinforcers may change. Decide on the number of points earned for each behavior, and the time frame for winning prizes or earning a trip to the prize box. You may also want to create a time frame for the behavior: a half hour of reading group free of interruption may be good for five or ten points.Determine the reinforcer costs. How many points for each reinforcer? You want to be sure to require more points for more desirable reinforcers. You may also want some small reinforcers that students could earn every day.Create a Classroom Bank or another method of recording accumulated points. You might be able to make a student the banker, though you want to build in some deterrence to fraud. Rotating the role is one way. If your students have weak academic skills (as opposed to Emotionally Impaired students) you or your classroom aide may administer the reinforcement program.Decide how points will be delivered. Points need to be delivered continuously and unobtrusively, immediately after the appropriate, target behavior. Delivery methods might include:Poker chips: White chips were two points, blue chips were five points, and red chips were ten points. I awarded two points for being caught being good, and five points were good for completing assignments, returning homework, etc. At the end of the period, they counted their points and rewarded them. After 50 or 100 points they could trade them in for a reward: either a privilege (use of my CD players during independent work for a week) or an item from my treasure chest.A record sheet on the students desk: Use a specific colored pen to avoid counterfeiting.A daily record on a clipboard: This would be most effective for young children who would either lose the chips or not be able to help with record keeping: the teacher can record their daily points on a class chart at the end of the day/period.Plastic money used to teach counting: This would be great for a group that is acquiring money counting skills. In this system, one cent would equal on e point. Explain the system to your students. Be sure to demonstrate the system, explaining it thoroughly. You may want to create a poster that explicitly names the desired behavior and the number of points for each behavior.Accompany points with social praise. Praising students will pair praise with the reinforcement and increase the likelihood that praise alone will increase targeted behaviors.Use flexibility when administering your point system. Youll want to reinforce every instance of the target behavior to start but may want to spread it out over multiple occurrences. Start with 2 points for each occurrence and increase it to 5 points for every 4 occurrences. Also pay attention to which items are preferred, as preferences may change over time. Over time you can add or change target behaviors, as you change the reinforcement schedule and reinforcers.