Windows 2000 Professional Summary :: Essays

Windows 2000 Professional Summary In this first part of class we covered the entire Windows 2000 Professional operating system. We covered everything that you would need to know to install, use and administer Windows 2000 Professional. All of the labs we did helped us further understand the Windows 2000 operating system. We did everything from installing Windows to encrypting files. I liked the labs where we had to set up user profiles and permissions. Philip was my partner for any labs that required a partner. The labs made for very good hands on experience with Windows 2000 and really helped me to know and understand the operating system much better. Lab1: Installing Microsoft Windows 2000 Professional The topic of lab one was to install Windows 2000 Professional. Once the jumper settings on the hard drive were set to cable select Windows could be installed. Before Windows was installed the hard drive had to be partitioned. Windows was then installed from a CD. The Windows 2000 Professional install is pretty easy. Setup gives you the option to create and format a partition, therefore eliminating the need to use fdisk. Going through Setup and all of the different options is also fairly easy. After Windows was installed it had to become part of a domain. I logged on as Administrator and added Administrative Tools to the Programs menu. After that I joined my computer to the Corp2.Corp.com domain. After that was complete I could then log on to the domain. At the end of lab one Windows 2000 Professional was installed and the computer was part of the domain. Lab 2: Creating a Customized Console with Microsoft Management Console The topic of lab two was to start using and get familiar with using Microsoft MMC. The first exercise was to create a custom console. First, mmc needed to be opened. From there I added the Removable Storage Management snap-in on my local computer and saved it. Next, I added the same snap-in on my partners’ computer. By adding this snap-in you can perform remote administration to a networked computer, rather than being in front of the computer. The lab had us test the consoles we created. I checked the removable storage device on my computer locally and my partners’ computer remotely.

Colonial South Carolina Report Essay -- American America History

Colonial South Carolina Report George the Second, by the grace of God, of Great Britain, King, Defender of the Faith, I write to thee from the heart of South Carolina, Charleston to impart my knowledge of the region. My travels have been long and arduous. I arrived by way of a freight ship bearing finished goods for the colony on the twenty-eighth day of March, in the twenty-third year of thy reign. All that province, territory, or tract of ground, called South Carolina, lying and being within our dominions of America is well. The environmental conditions of South Carolina differ dramatically to that of England. The days are long, hot, humid, and at times damp. The people of the colony deserve admiration for dealing with such unfavorable weather. Occasionally, storms stemming from the Atlantic Ocean wreak havoc on the villages, upturning the soil and damaging the trees, but the majority of the days are bright with sunshine. During the spring and summer there is a combination of rain and scorching heat, whereas during the fall and winter it sometimes snows in the northern section of South Carolina, but throughout the rest of the region the climate remains moderately cool. The land is undulating and layered with an abundance of forestry. Yet, the terrain does not consist entirely of woodlands and smooth hills. The land is far from perfect. A large portion of the territory is made up of marshlands. The ground is somewhat blemished by the scattered swamplands. These quagmires are abode with vicious alligators and infested with countless mosquitoes. These bloodsucking mosquitoes in turn spread malaria amongst the populace. Despite the threat of malaria and fierce alligators, the economy thrives from the environment. South C... ...no loyalty to the Crown now, in future conflicts, the colonists may turn against us and become our enemy. Radical action must be taken in order to regulate their behavior. They must recognize the royal authority. The beneficial aspects of South Carolina outweigh the detrimental aspects. South Carolina is a powerful asset. The economy is strong and provides a priceless resource of indigo and rice. Our woolen industry would not be able to cope without the dye from the indigo. The colony produces an abundance of rice. The colony is also strategically located, to stop the Spanish from expanding north. Although there is a political predicament, it is not beyond thy Majesty to resolve it. By and large, the colony is a worthy investment and should receive immediate financial backing accompanied by British officials to reinforce the policies and taxes of thy Divine Grace.

Everything you wanted to know about quoting

When writing an essay, you need to give evidence from the story, poem, novel, etc. that helps to support your argument. By quoting from the text, you show that evidence is definitely there. Keep quotes short†¦ they should support your thoughts, not replace them. TIP: If you only need to quote part of a sentence, use an ellipsis. ORIGINAL: â€Å"Mr. Cunningham, said Atticus, came from a set breed of men† (Lee 21). â€Å"Mr. Cunningham†¦ came from a set breed of men† (Lee 21).Only quote the part of the ext that relates to your point. Connect the quote to your words†¦ dont Just leave it hanging. Use phrases like, â€Å"Scout shows this when she says,† â€Å"as revealed by the line,† â€Å"as the author states,† etc. Place a colon after your thoughts to link them to your evidence (the quote). Boldwood loses control of himself. His love for Bathsheba strips him of reason. Boldwood gives in to his emotions totally, as shown when he says, â €Å"l had some faint belief in the mercy of God till I lost that woman†¦ ‘ feel it is better to die than to live† (Hardy 244). He nearly loses his mind.Harper Lee concludes To Kill a Mockingbird happily. The novel ends by showing Atticus reunited with his children: â€Å"He turned out the light and went into Jem's room. He would be there all night, and he would be there when Jem waked up in the morning† (Lee 281). Atticus's fatherly presence shows the reader that all is right with the world. DANGERS TO AVOID Never use a quote in a way that changes the meaning it had originally (â€Å"take it out of context†). Never let your quotes drown out your own voice. Never stick in a quote without connecting it to your words. Never forget to use quotation marks and cite the place where you found the quote.Never use quotes that are longer than they have to be. Never use a quote unless you are sure of what it means. Jem and Scout meet Mrs. Dubose. â€Å"Mrs. Dubo se lived alone except for a Negro girl in constant attendance, two doors up the street from us in a house with steep front steps and a dog-trot hall. She was very old†¦ † Mrs. Dubose is mean. â€Å"If she was on the porch when we passed, we would be raked by her wrathful gaze, subjected to ruthless interrogation regarding our behavior†¦ â€Å"

A Common Swot Analysis of Unilever and P & G Essay

Common Strengths The strong branding of the two companies make them one of the most successful brands in the world. Extensive experience in marketing in different market segments and is two of the best marketers in the world. Known for its diverse brand portfolio. The companies are able to customize their global products and brands according to the local preferences. Significant scales of scope and economies in their operations Access to global resources and synergy of resources and operations Common Opportunities Usage of online social networks and internet marketing techniques. Rise in purchasing power and population in developing countries (China, Indonesia, Thailand-these markets are less saturated and less competitive) Increasing need for healthy products due to better consumer awareness THREATS There is a cut throat competition in the fast moving consumer’s goods markets today The other competitors are making their product portfolios diverse day by day and using different marketing and promotional strategies to increase their market share. In the market many substitutes are available for products at cheaper prices. This is specially affecting the strategy of P & G Due to recession, the consumer spending has decreased globally. Also, the prices for raw materials are increasing so cost to the company is increasing. Government interventions in developing markets WEAKNESSES The large scale operations of the two companies make the cultures heavy and processes slow. This also leads to quality control problems. Complex organizational structures (dealerships with many associates, joint ventures and agency relationships) Lack of direct connection with ultimate consumers due to dependence on retailers and wholesalers(in Western countries retail giants such as Tesco, Asda and Sainsbury are very strong and have the ability to dictate big multinational companies). Inefficient management of brands (being unable differentiate between stars,cashcows and dogs according to Mandelow’ s Matrix eg-25 brands of Unilever account for 73% of global sales and about half of P&G’s sales come from its top ten brands)

Corporate Governance in Australia After Hih Essay

In the light of various corporate scandals, regulatory bodies and corporate governance were placed under pressure by shareholders and stakeholders to form a tighter grip in governing corporation’s conduct. The obligations, roles and responsibilities of company’s stewards are under scrutiny of Corporations Act, listing rules, country’s code of corporate governance, ethics as well as social standards. At the same time, advocates of market forces as a replacement to regulations and legislation continue to pursue for market deregulation and liberalisation based on the believe that government intervention will only distort resources allocation and hinder market growth. The collapse of Australian company HIH Insurance Ltd (HIH) in 2001 was analysed in terms of its conduct and compliance to the Corporations Act, listing rules as well as code of corporate governance as released by the Australian Securities Exchange (ASX) Corporate Governance Council (CGC). Reforms in regulations and the Corporate Governance Principles and Recommendations 2007 by ASX CGC were used to recommend best practices in corporate governance that should have taken place in HIH. Lastly, the effect of globalization and challenges to good corporate governance resulting from globalization were discussed from the perspective of national government, regulatory bodies as well as the corporation itself. Justice Neville Owen, The Royal Commissioner in the HIH Royal Commission Report described corporate governance as the framework of rules, relationships, systems and processes within and by which authority is exercised and controlled in corporations, and the Australian Securities Exchange (ASX) Corporate Governance Council added that corporate governance relates to and influences how the objectives of the company are set and achieved, how risk is monitored and assessed, and how performance is optimized (The HIH Royal Commission, 2003; ASX Corporate Governance Council, 2007). The meaning of corporate governance has evolved over time but, in the strictest sense, is linked to the legislation that allows its existence. The law sets forth a company’s rights and responsibilities but this can differ from country to country. However, it is generally accepted that corporate governance extends beyond the law to include a consideration of best practices and business ethics (Birt, Chalmers, Beal, Brooks, Byrne, & Oliver, 2008). The structure of corporate governance as put forth by Farrar (2005) and represented in the figure below illustrates the relationship within the corporate governance structure: Figure: The structure of corporate governance (Farrar, 2005). The issues surrounding the rights and responsibilities of corporations are complex and ever changing as financial markets become more global, corporations become larger and more powerful, and society’s perception of the corporate role changes. A school of thoughts advocates for market forces to be the regulator of the financial market. The neo? liberals assume that factor markets work efficiently without government intervention if property rights and competition are guaranteed. They considered government interventions as less efficient than market? based solutions and stresses that government interventions hamper private sector development and that government should concentrate on improving the enabling of business environment through deregulation (Emeseh, Ako, Okonmah, Obokoh, & Ogechukwu, 2010). Neo-liberalism challenges the conventional structuralist orthodoxy of government intervention by highlighting the negative effects of â€Å"financial repression† on economic growth and development. They refer financial repression to be the set of government legal restrictions preventing financial intermediaries in the economy from functioning at their full capacity. The distortion of domestic financial markets through rules and legislation is claimed to have negative impact on economic growth. In essence, corporations should be relied on in the main to self? regulate in the critical aspect of business activities. Neo-liberalism has prompted many countries to implement liberalisation and deregulation of their financial markets on the recommendations of the World Bank and IMF (Emeseh, Ako, Okonmah, Obokoh, & Ogechukwu, 2010). The significant role of market forces in contributing to good corporate governance and strong corporate performance has for some time been emphasised in economic literature on the corporation and corporate law. In fact, advocates consider the influence of market forces to be an effective substitute for formal legal regulation (duPlessis, McConvill, & Bagaric, 2005). However, through-out the last two decades, legislation reforms and corporate governance has also grown rapidly, particularly since the collapse of Enron Corporation in 2001 and the subsequent financial problems of other companies in various countries. As financial scandals continue to emerge, there will be continued attention placed on corporate governance issues, especially relating to transparency and disclosure, control and accountability, and the most appropriate form of board structure that may be capable of preventing such scandals occurring in future (Mallin, 2007). In pursuance of good corporate governance, an area of interest would be how directors’ conduct and decisions should be in the best interest of the company, its shareholders and other relevant stakeholders. In this context, the agency theory is a very suitable framework that can describe the problems associated with the principal-agent relationship caused by separation of ownership and control between shareholders (the principal) and directors (the agent) in corporations. Information asymmetry, moral hazard, difference in attitude towards risk and difference in interest between shareholders versus directors are common agency problems that would usually be at the expense of shareholders (Mallin, 2007; Rahman, & Salim, 2010). For example, directors may have a wider range of economic and social needs (such as to maximize compensation, security, status and to boost their own reputation), while shareholders are interested only in maximizing return on investments. Furthermore, as directors are usually contracted to the company on short term basis, they may be eager for short-run payoffs within their contract term, whereas shareholders’ interest would be based on long-term success. Australian companies have a unitary board structure and the regulatory framework for corporate governance and directors’ duties is governed by (i) Statute (notably the Corporations Act), (ii) Common law rules (for example, cases relating to directors’ duties), (iii) The company’s constitution, and (iv) Guidelines issued by the Australian Securities and Investments Commission (ASIC) (Dibbs Barker Gosling Lawyers, 2003). ASIC plays a vital role in enforcing and regulating company and financial services laws to protect Australian consumers, investors and creditors. It acts as Australia’s corporate regulator and administers various legislations including the Corporations Act 2001, Australian Securities and Investments Commission Act 2001, etc. (Australian Securities ; Investments Commission, 2010a). By the Corporations Act, general duties imposed on directors and officers of companies are stated as (i) the duty to exercise their powers and duties with the care and diligence that a reasonable person would have which includes taking steps to ensure they are properly informed about the financial position of the company and ensuring the company doesn’t trade if it is insolvent, (ii) the duty to exercise their powers and duties in good faith in the best interests of the company and for a proper purpose, (iii) the duty not to improperly use their position to gain an advantage for themselves or someone else, or to cause detriment to the company, and (iv) the duty not to improperly use information obtained through their position to gain an advantage for themselves or someone else, or to cause detriment to the company (Australian Securities ; Investments Commission, 2010b). Beyond their legal duties and obligations, directors are also expected to meet commercial expectations in th e interest of stakeholders, which include, but are not limited to, shareholders. These commercial expectations essentially require directors to drive the bottom line and provide appropriate shareholder returns. Taking it a step further, many directors of today are challenged to embrace triple bottom line reporting and consider the economic, social and environmental ramifications of their corporate activities (Lucy, 2006). While the scope and laws governing the conduct of directors are wide and many, intentional and unintentional breach has shocked the financial market and public numerously. Till today, HIH Insurance Ltd (HIH) that went into liquidation in early 2001 is well remembered by almost every Australian as a collapse caused by mismanagement of the company, and various board members were brought to court on charges including giving misleading information with the intention of deceiving other board members and the company’s auditor. As one of Australia’s largest insurers, the company ran into debts of over AUD$5 billion and subsequent to the collapse, the government carried out an expensive exercise to underwrite many of the failed policies (Mallin, 2007). According to the HIH Royal Commission Report on the failure of HIH, it was concluded that investigators did not find fraud or embezzlement to be behind the collapse. The failure was more the result of attempts to paper over the cracks caused by over-priced acquisitions (notably FAI Insurance Ltd) and too much corporate extravagance based on a misconception that the ‘money’ was there in the business. The primary reason for the huge loses was that adequate provision had not been made for insurance claims and past claims on policies had not been properly priced. HIH was mismanaged in the area of its core business activity (Bailey, 2003). In chorus, the HIH Royal Commission report fundamentally states that the main reasons for the failure of HIH was poor management and greed characterised by (i) a lack of attention to detail and skills, (ii) a lack of accountability for performance, and (iii) a lack of integrity in the company’s internal processes and systems (Nicholson, 2008). Justice Neville Owen further commented in the report on what was the essence of good corporate governance: â€Å"The governance of a public company should be about stewardship. Those in control have a duty to act in the best interests of the company. They must use the company’s resources productively. They must understand that those resources are not personal property. The last years of HIH were marked by poor leadership and inept management. Indeed, an attitude of apparent indifference to, or deliberate disregard of, the company’s underlying problems pervades the affairs of the group. † (The HIH Royal Commission, 2003). The above comment can be loosely translated to say that the directors of HIH have failed their duties. Notably, in April 2005, Mr Ray Williams, the former Chief Executive Officer (CEO) of HIH, was sentenced to four-and-a-half years’ jail with a non-parole period of two years and nine months. Mr William’s sentencing follows ASIC’s successful civil penalty proceedings on the three criminal charges which Mr. William pleaded guilty to. The three criminal charges were (i) that he was reckless and failed to properly exercise his powers and discharge his duties for a proper purpose as a director of HIH Insurance Limited when, on 19 October 2000, he signed a letter that was misleading, (ii) that he authorised the issue of a prospectus by HIH on 26 October 1998 that contained a material omission, and (iii) that he made or authorised a statement in the 1998-99 Annual Report, which he knew to be misleading, that overstated the operating profit before abnormal items and income tax by $92. 4 million (Australian Securities & Investments Commission, 2005a). ASIC’s HIH investigation also led to criminal prosecutions of 9 other former senior executives, including directors of FAI, HIH and associated entities on 31 Corporations and Crimes Act charges. Of high public interest was Mr Rodney Adler, a former director of HIH and the majority owner of FAI was sentenced to four-and-a-half years’ jail, with a non-parole period of two-and-a-half years, on four charges arising from his conduct as a director of the HIH group of companies in 2000. ASIC’s chairman, Mr Jeffrey Lucy, in his public statement said, â€Å"Mr Adler was in a position of trust as a director of HIH but he put his own financial interests before the interests of HIH shareholders† (Australian Securities & Investments Commission, 2005b). Mr Adler was sentenced after pleading guilty to four criminal charges: (i) two counts of disseminating information on 19 and 20 June respectively, knowing it was false in a material particular and which was likely to induce the purchase by other persons of shares in HIH contrary to s999 Corporations Act 2001, (ii) one count of obtaining money by false or misleading statements, contrary to s178BB Crimes Act 1900 (NSW), and (iii) one count of being intentionally dishonest and failing to discharge his duties as a director of HIH in good faith and in the best interests of that company contrary to s184(1)(b) Corporations Act 2001 (Australian Securities & Investments Commission, 2005b). HIH’s disastrous business ventures in U. K. , U. S. , acquisition of FAI Insurance Ltd. nd the Allianz joint venture were identified as what ultimately brought HIH down. These instances of poor decision-making were caused by and reflect a poor corporate governance culture. Corporate governance issues identified included (i) an over-dominant CEO whose decisions were never questioned, (ii) an ineffective chairman who failed his responsibility to oversee the functioning of the board, (iii) an ineffective board who failed to grasp the concept of conflicts of interest, and was unable to monitor and does not question management performance, (iv) inappropriate conduct in remuneration setting and performance measurement (mostly made by Mr. Williams who, although not a member of the committee, attended all meetings by invitation), (v) an ineffective audit committee who showed no concern with risk management and internal control, and (vi) compromised auditor independence (the auditing company was Arthur Andersen and HIH’s board had three former Andersens partners – one of them was the chair of the board yet continued receiving fees under a consultancy agreement. Andersens also derived significant fees from non-audit work which gave rise to a conflict of interest with their audit obligations) (Lipton, 2003). Subsequent to HIH’s collapse, The Corporate Law Economic Reform Program (Audit Reform and Corporate Disclosure) Act 2004 (commonly known as ‘CLERP 9’) came into force on 1 July 2004. CLERP 9 incorporated a number of recommendations made in the HIH Royal Commission Report. Reforms were made relating to (i) disclosure of directors’ remuneration, (ii) financial reporting, (iii) au ditors independence, (iv) continuous disclosure, and (v) enhanced penalty provisions. CLERP 9 also deals with accounting standards, expensing of options, compliance controls, and encouragement of greater shareholder participation at meeting – all of which represents a significant development in the corporate law framework (Deloitte Touche Tohmatsu, 2005; Alcoc, & Bicego, 2003). Prior to CLERP 9 coming into force, advocates of corporate governance were delighted with Australian Stock Exchange Limited (ASX) release of the â€Å"ASX Corporate Governance Council’s (CGC) Principles of Good Corporate Governance and Best Practice Recommendations† in March 2003. ASX CGC adopted the same ‘principles based’ approach as taken in the UK Combined Code which governs entities listed on the London Stock Exchange. ASX listed entities are at liberty not to comply with the recommendations, but if they do not, they must explain why not. The Guidelines were built on the belief that one size does not fit all companies. The Guidelines contained 10 ‘essential’ Corporate Governance Principles (Principles) and 28 Best Practice Recommendations (Recommendations) which was later revised in August 2007 as â€Å"Corporate Governance Principles and Recommendations† (Guidelines) comprising of 8 Principles and 26 Recommendations (Farrell, Harding, ; Spilsbury, 2003). The Guidelines also reflect ASX CGC’s emphasis in continuous disclosure by listed companies. Each Principle has a ‘Guide to reporting’ about the Recommendations at the end of the ‘chapter’ discussing what should be disclosed and where. Under ASX Listing Rule 4. 10. 3, companies are required to provide a statement in their annual report, disclosing the extent to which they have followed the Recommendations in the reporting period. Where companies have not followed all the Recommendations, they must identify the Recommendations that have not been followed and give reasons for not following them – the â€Å"if not, why not† approach (ASX Corporate Governance Council, 2007). In relation to HIH’s case, a number of the Guidelines’ Principles provide fairly extensive coverage of corporate governance issues identified in HIH earlier. Principle 1 highlights the need for companies to establish and disclose the respective roles and responsibilities of the board and management. In the 2007 edition, the Guidelines added the Recommendation 1. 2 for companies to disclose the process for evaluating the performance of senior executives (ASX Corporate Governance Council, 2007). This Principle serves to provide disclosure in relation to HIH’s situation of an over-dominant CEO and ineffective chairman and board. Where HIH was highlighted to have a board that was ineffective and failed its duties, Principle 2 states that companies need to structure the board to add value with an effective composition, size and commitment to adequately discharge its responsibilities and duties. Recommendations in the principle placed importance in having a majority of the board and the chairman being independent directors to ensure independence in board decisions and prevent conflict of interest. Recommendation 2. 4 suggests that companies should establish a nomination committee to ensure appropriate selection and appointment practices in the company. This Recommendation also provides resolution in relation to HIH’s case whereby the board was mostly made up of directors hired by Mr. William, including the former Andersen partners. In the 2007 edition, the Guidelines added the Recommendation 2. 5 for companies to disclose the process for evaluating the performance of the board, its committees and individual directors (previously this was part of Principle 8 in the 2003 edition, titled â€Å"encourage enhance performance†). This Recommendation helps to ensure directors are given access to continuing education to update and enhance their skills and knowledge that are necessary in performing their duties (ASX Corporate Governance Council, 2007). Principle 3 discusses how companies should promote ethical and responsible decision-making. Beyond legal obligations, directors are expected to make decisions that satisfy not only the company’s shareholders but other stakeholders as well (this principal includes amalgamation from Principle 10 of the 2003 edition Guidelines which was to â€Å"recognize the legitimate interests of stakeholders†). To achieve this, Recommendation 3. 1 encourages companies to establish and disclose their code of conduct pertaining to integrity practices, legal practices and handling of unethical practices. Aligned with this, Recommendation 3. 2 promotes the establishment and disclosure of company’s policy concerning trading in company securities by directors, senior executives and employees (ASX Corporate Governance Council, 2007). Relating to Principle 3 and Principle 7 titled â€Å"recognize and manage risk†, HIH has been considerably questioned of its various business decisions, mostly of which contributed to huge loses and ultimately the company’s insolvency. Criticized decisions made by the company are many, and on top of the list include (i) the acquisition of FAI Insurance (majority-owned by Mr. Adler who later became a member of HIH’s board of directors) for A$300 million which FAI was later estimated to be worth just A$100 million, (ii) re-entering the California market in 1998 and failure to take the difficult decision to exit the market when it proved unprofitable, and (iii) the decision to enter a sector (insurance and re-insurance of film-financing) that has proved problematic for many market participants in London (Cagan, 2001). The lack of risk management within HIH was apparent and Mr. Adler’s unethical conduct was evident with his imprisonment. In view of the importance of risk management, Recommendation 7. 1 urges companies to establish policies for the over sight and management of material business risks (that is financial risks and non-financial risks) and disclose a summary of those policies while Recommendation 7. 2 call for the board to require management to design and implement risk management and internal control system to manage the company’s material business risks and report to it on whether those risks are being managed effectively.

Letters of Van Gogh Essay Example | Topics and Well Written Essays - 750 words

Letters of Van Gogh - Essay Example Vincent van Gogh wrote and preserved many letters during his life, which were made into a collection. Most of the letters were addressed to his brother. His total tally of letters amounts to 819, whereby 600 of this letters were to his brother Theo. Some of van Gogh’s letters were addressed to his sister Wil. One letter went to Kruysse, a friend, while other letters went to Emile and Rappard. After Vincent van Gogh had died in 1891, his wife collected these letters and addressed them to respective addressees. The letters were later organized and published in 1914. Most of the authors describe Vincent van Gogh as a man who protected even the least scrap of paper. Vincent van Gogh was both an art historian and art therapist as well. His works leads mostly to interdisciplinary articles. This article also presents a mindset and a word view which is primarily Jungian, though it has been informed by the works of Julia Kristeva. His letters also presents the unions of the opposites, the complementarities, and bipolarities, which are consistently pointed out on all the levels, which includes the lifestyles, the words, the images, and the analysis of the formal elements of art. In addition, the works of Vincent van Gogh asserts the diagnoses of bipolar disorder, which are exacerbated by the borderline personality disorder. The letters of Vincent Van Gogh depicts the literature skills as well as a unique authentic literary skills and style. His style mirrors the Balzac literature, which he had previously read and valued. His literary style also reflects the historian work of icons such as Michelet, Zola, who was a naturalist, Voltaire, as well as Flaubert.

Marketing Essay Example | Topics and Well Written Essays - 1750 words - 1

Marketing - Essay Example Some customers are price sensitive whereby, an increase in price may cause the customers to buy from competitors. On the contrary product/service involves taking into consideration the needs and wants of a customer. Finally, promotion entails creating awareness about the product or service being offered by the company. This may involve taking into consideration the methods that the company will use to promote their product as well as determining the methods used by their competitors (Hoffmann, 2008). Therefore, this study aims to provide an insight of how the company achieves advantage of delivering value to the consumers and to what extent. 1. â€Å"A company achieves advantage by delivering superior value to its consumers in the marketplace†. To what extent do you agree with this statement and why? A company achieves advantage by delivering superior value to its consumers through utilization of value chain approach/model as proposed by Porters. Different companies tend to ha ve numerous activities that are being involved in the conversion of raw materials to finished goods so as to deliver superior value to their customers. Those activities may be broadly classified into two categories namely; primary activities and secondary activities /support activities within the value chain model. Primary activities comprises of five major activities/ operations namely; inbound logistics, outbound logistics, operations, marketing and sales, and services. On the contrary, support activities include; procurement, human resource management, technological development and infrastructure (Saha, 2011). The value chain creation model may be presented in the diagram below. Primary Activities The value Chain Support/secondary activities Source: The five primary activities involve all operations that are aimed at delivering superior value to the customers. Under this section there are activities such as; inbound logistics. Those are operation that is attributed to handling of goods and services within the company. Additionally, inbound logistics involves activities such as material inputs and acquisition, warehousing activities as well as inventory control. Material input and acquisition are those operations that are carried out to ensure that there is proper flow of all the necessary materials and equipments that might be required in order to come up with a finished product that can deliver superior value to the customers. Material input and acquisition further involves determining the most appropriate vendors to supply the company with the necessary raw material in a cost efficient manner. Therefore, procurement managers, operation managers and finance managers should carry out a prior assessment of the most appropriate vendor who can supply raw materials at a minimal cost. This may help to minimize the cost of material acquisition while at the same time ensures that materials obtain deliver superior value to the customers and further enables the comp any to make profits. Both procurement manager and finance manager should collaborate to ensure that materials available in the warehouse are in proper condition. Moreover, they should carry out inventory valuation to determine when to order new material (re-order point) and when to dispose the available stock. This may help to ensure there is efficiency in the flow of raw materials and finished goods within and outside the company