Keystone Species Essay Example | Topics and Well Written Essays - 1750 words

Keystone Species - Essay Example The populations of big-cat prey including the red coati (Nasua nasua), the agouti (Dasyprocta variegata), and the paca (Agouti paca) are about ten times higher than on Cocha Cashu, Peru, where big cats still live. However, this increase may result from natural population variability rather than the lack of jaguars and pumas. The extreme removal of herbivores and frugivorous mammals would drastically affect forest regeneration, altering tree species composition, but the effects of modest changes in densities are less clear. The sea otter (Enhydra lutris) is a keystone predator par excellence (Duggins 1980). A population of around 200,000 once thrived on the kelp beds lying close to shore from northern Japan, through Alaska, to southern California and Mexico. In 1741, Vitus Bering, the Danish explorer, reported seeing great numbers of sea otters on his voyage among the islands of the Bering Sea and the North Pacific Ocean. Some furs were taken back to Russia and soon this new commodity was highly prized for coats. Hunting began. In 1857, Russia sold Alaska to the United States for $7,200,000. This cost was recouped in forty years by selling sea otter pelts. In 1885 alone, 118,000 sea otter pelts were sold. By 1910, the sea otter was close to extinction, with a world-wide population of fewer than 2,000. It was hardly ever seen along the Californian coast from 1911 until 1938. The inshore marine ecosystem changed where the sea otter disappeared. Sea urchins, which were eaten by the otters, underwent a population explosion. They consumed large portions of the kelp and other seaweeds. While the otters were present, the kelp formed a luxuriant underwater forest, reaching from the sea bed, where it was anchored, to the sea surface. With no otters to keep sea-urchins in check, the kelp vanished. Stretches of the shallow ocean floor were turned into sea-urchin barrens, which were a sort of submarine desert. Happily, a few pairs of sea otters had managed to survive in the outer Aleutian Islands and at a few localities along the southern Californian coast. Some of these were taken to intermediate sites in the United States and Canada where they were protected by strict measures. With a little help, the sea otters staged a comeback and the sea urchins declined. The lush kelp forest grew back and many lesser algae moved in, along with crustaceans, squids, fishes, and other organisms. Grey whales migrated closer to shore to park their young in breaks along the kelp edge while feeding on the dense concentrations of animal plankton. Keystone predators sometimes are more effective within certain parts of their range. The sea star (Pisaster ochraceus) is a keystone predator of rocky intertidal communities in western North America (Paine 1995). This starfish preys primarily on two mussels Mytilus californianus and Mytilus trossulus. A study along the central Oregon coast showed that three distinct predation regimes exist (Menge, B. A., and T. L. Freidenburg. 2001). Strong keystone predation occurs along wave-exposed headlands. Less strong predation by sea stars, whelks, and possibly other predators occurs in a wave-protected cove. Weak predation occurs at a wave-protected site regularly buried by sand. If keystone species do exist, how do the links within a system dominated by such a

Ways Of Seeing Essay Example for Free

Ways Of Seeing Essay What is considered art has been a controversial question for many years in history and today. There are various forms and types of art. Because art is very complex and diverse, it is viewed and conceptualized in many different ways. Nancy G. Heller states even though a type of artwork is hard to understand, it’s considered art, and artwork that people don’t understand shouldn’t be disregarded from other types of art. She feels as though people shouldn’t be intimidated by artwork that’s hard to understand and her main goal is to try to help people feel more comfortable around art they don’t understand. Picasso believes that all art needs to be an original in order to be considerably successful. He states that nature and art are completely different things. Picasso explains that art is a lie that allows us to realize the truth. And finally, John Berger speaks about publicity being a form of art, and how it uses art to manipulate people into buying what is publicized. Berger says publicity ads have a way of working because ads focus on the future, which people are attracted to more than the present. Each of these authors have different opinions on how art is viewed and conceived, however they unite from similar points in their views. All art is art, and shouldn’t be dismissed. In â€Å"’Statement to Marius De Zayas,’ 1923,† Picasso states that art has to convince people of its truthfulness. In his article, Picasso defends the art of cubism. —because cubism, like many other types of art, is not understood yet by most people. However, cubism isn’t any different from a type of art someone likes and understands—it shares the same principles or elements as any/ all other types of art. Picasso elaborates on his claims by giving the reader an example of him reading an English book. He says that reading a book doesn’t make sense to him, yet it doesn’t mean that the English language doesn’t exist. He states that no one should be responsible for him not being able to understand what he doesn’t know much about. Picasso believes that an individual shouldn’t say a type of art isn’t art only because they don’t understand it. The individual should, instead, try to understand it, and if he/ she still doesn’t consider it to be an art, the individual should claim to just dislike that specific type of art. Picasso and Heller both agree that art is art and that it shouldn’t be questioned. Nancy G. Heller’s book, â€Å"Why a Painting is Like a Pizza: a Guide to Understanding and Enjoying Modern Art† starts with the author’s experience making a pizza in Texas. From her experience, she concluded that painting is like a pizza. Just as many people have a variety of taste in pizza that they prefer, when people look at art, they have certain preferences in art as well. Some people usually completely dismiss certain groups of art, saying its not art at all. Heller defends artists who are victims of these cruel remarks by saying, â€Å"anything anyone says is art should be in fact be regarded as art† (Heller 10). All art should not only be regarded as art, but art also is a lie that uncovers the truth. In Heller’s article, one of her examples shows Rosa Bonheur’s painting â€Å"’The Horse Fair’ (1853). † This painting is very realistic like a photograph. On the contrary, the painting is just very convincing. Bonheur’s painting of the galloping horses lie to the viewer, because the horses aren’t actually galloping in front of the viewer. However, it helps the viewer recognize the truth from the artist’s lies. All art lies, which help the viewer, uncover the truth. Nature and art aren’t the same. Only something real can be natural. Picasso agrees with Heller by saying, â€Å"nature and art, being two different things, cannot be the same thing. Through art, we express our conception of what nature is not† (Picasso par. 5). Picasso states that art needs to be an original idea—otherwise it is useless. An artwork being original allows the viewer to notice the truth. He suggests that art isn’t actually what the artwork portrays. â€Å"Art is not truth. Art is a lie that makes us realize the truth† (Picasso par. 3). Although paintings aren’t real, it can symbolize something that is real. In â€Å"Ways of Seeing† by John Berger, the author talks about all art (publicity ads or paintings) must be convincing to the viewer. â€Å"Publicity begins by working on a natural appetite for pleasure. But it cannot offer the real object of pleasure and there is no convincing substituted for pleasure in that pleasure’s own terms. The more convincingly publicity conveys the pleasure of bathing in a warm, distant sea, the more the spectator-buyer will become aware that he is hundreds of miles away from that sea and the more remote the chance of bathing in it will seem to him† (Berger 132). The author gives an example of how publicity ads work by suggesting if a publicity ad was to show the pleasures of bathing in a warm and distant sea, the viewer (or buyer) will realize that he is many miles away from the sea that the ad is portraying, and the chance of bathing in that sea will seem far to him. If the viewers aren’t convinced from art, whether it’s a publicity ad or a painting, that artwork is not successful. If a viewer thinks that the representation of whatever the ad is trying to sell is intangible, the viewer will be less convinced. John Berger and Picasso share the same beliefs that art should live in the present. Since there is constant exposure of publicity ads, Berger believes that ads live in the present. Publicity ads are located almost anywhere in this world. From magazines and TVs to buses and billboards, ads are everywhere. Publicity ads are not only constantly around a person’s surroundings, but also are always updated and/ or renewed. Although Berger talks about publicity ads living in the moment, they never represent the present time. Picasso similarly states, if a painting is looked at and appreciated by the viewer, it’s alive, living in the present. Picasso’s work has been echoed in his own idea. All of his work â€Å"was made for the present and with the hope that it will always remain in the present† (Picasso par. 11). Picasso gives an example of the Greek and Egyptian art. He proclaims that Greek and Egyptian art is more alive today than it was when the artwork as created. People are intrigued about how the artwork was made back then, and that alone keeps the early Greek and Egyptian artwork alive in the present. All authors have common beliefs on how art should be viewed and conceived. Art is art and it shouldn’t be questioned. If art is hard to understand, it shouldn’t be dismissed as not art†¦ it should categorized as a type of art an individual dislikes. Furthermore, paintings don’t tell the truth; however it is filled with lies that help an individual recognize the truth through the painting being convincing. And lastly, an artwork lives in the present time—even if the artwork was made in the past. Work Cited Berger, John. Ways Of Seeing. London: Penguin Book, 1977. Print. Heller, Nancy G. Why a Painting is Like a Pizza: a Guide to Understanding and Enjoying Modern Art. Princeton: Princeton University Press, 2002. Print. Picasso, Pablo. â€Å"Statement to Marius de Zayas. † The Arts. NY, May 1923. Translation approved by Picasso. Web. 18 September 2012. .

Human resources and Induction and Orientation

Human resources and Induction and Orientation Human resource management is the focal point of modern day organizations as they gear towards enhancing their competencies in a highly competitive environment. As such, organizations have had to contend with numerous challenges ranging from changing technology to the lack of adequately skilled workers. Strategies, which ensure that organizations perform at their very best are a high-end commodity and all professionals involved are hard at work in order to devise the most effective of them. As highlighted by Jackson and Mathis (2008:6), human capital is critical in enhancing an organizations core competency. Therefore, right from the initial stage of recruitment to full assimilation into the workplace, human resource departments ensure that human capital is developed efficiently. Inductions and orientations have become significant in human resource development and a constant feature in most training programs. As the words suggest, such programs serve to acquaint the employee with thei r new working environments and ensure that they adjust amicably. This paper seeks to evaluate induction and orientation, understand these concepts concerning their meanings, purpose, benefits, roles played by employers and employees, and provide an illustration of such a program. It has been a tendency for most organizations to plan for such programs and later on fail to implement them. However, organizations can no longer do this, as they cannot afford to lose employees nor have inept workers. Definitions Orientation/ Induction Jackson and Mathis (2008) define orientation as a planned process whereby newly recruited employees are introduced and familiarized with their new workplace. This includes meeting their co-workers and being acquainted with other aspects of the organization. In addition, orientation may include such simple topics as the location of a particular department and such complex issues like career development. Stirzaker (2004) asserts that induction, as a planned process is capable of benefiting entire organizations and specific individuals. This is so because it allows new employees to acclimatize to their new jobs and become fully committed and productive employees at a fast pace. In addition, Carrell, Elbert, Hatfield and Grobler et al, (2002) stipulate that induction is an integration process, which allows new employees to become part of an organization through learning and understanding their environment and responsibilities. On the other hand, Meyer (1999) adds the aspects of organizat ional goals, values, policies, and protocols as part of the factors addressed during the induction process. More often than not, these two terms are used together with orientation being reflected as the initial introductory stage and induction as the ongoing process of familiarization after orientation. Moreover, a distinction arises in the fact that orientation takes place within a short period contrary to induction, which is systematic, and spans throughout the employees first years of employment. Objectives and Purposes of Orientation/Induction Employers engage in long processes of employee recruitment and selection in search of individuals who are competent in their areas of specialization. As they do so, employers contemplate how the new recruits will serve their organization and realize high performance levels. It is important to note that getting the best value out of an employees abilities starts at their first encounter with the potential employer. Ideally, at this initial stage the employer must set them up for success. In order to do so, employers must put into consideration numerous aspects of human resource management, which, eventually serve as the objectives of the orientation and induction process. Orientation and induction aims at enhancing comfort in new employees by reducing any anxieties or unresolved negative emotions. Compton and Nankervis (2009:184) indicate that induction programs need to consider the feelings experienced by employees during their initial days in the new workplace. Indeed, employees often exhibit tendencies of fear and reluctance to engage fully in their duties during their first days due to various issues. For instance, it is likely that a new employee will be unaware of where a particular department or is within the organization. They may fail to ask for directions because they are afraid or anxious about other employees perceptions of them. Consequently, there is a likelihood that they will waste time dwelling on their state of discomfort or trying to locate the department. Organizations can plan to have new employees oriented with various locations in order to ease their discomfort. Furthermore, employers aim at creating an impression by appealing t o the employees psyche while assuring them of their remarkable competencies and abilities. In addition, orientations and inductions can involve having individual sessions with the new employees and instilling in them the organizational spirit of cooperation. This objective spills over to enhancing employee satisfaction and thus reducing turnover rates, absenteeism, and other hindrances to higher productivity. Orientation and induction not only allows new employees to adjust to their new workplace but it also offers tentative information about their duties and responsibilities. Abernathy and Bell (2010:3) highlight that induction provides employees with knowledge on the organizations structure and on how they can utilize different available resources in enhancing their performance. In gaining this knowledge, employees are able to develop reasonable expectations on their new roles. New employees often have limited knowledge on the organization and the induction process ensures that any existing gaps are addressed and as Evans and Verlander (2006:4) explain, emphasis is put on ensuring that employees understand the organization and its operations accordingly. At the end of the orientation and induction, new employees are fully socialized and have understood and accepted the values and systems found within the organization. This implies that they are able to communicate effectively with the m anagement, develop a sense of belonging and contentment with their new jobs and to gain high enthusiasm for hard work. Essentially, orientation and induction serves an informative and motivational role in enhancing employee productivity. Lawson (2007:19) emphasizes that orientation and induction processes need to incorporate cognitive, affective, and behavioral forms of learning. Cognitive learning will instill information about the organization; affective learning promotes the development of positive employee attitudes while behavioral learning serves to accentuate the employees skills and abilities. Employer and Employee Obligations Orientation and induction programs involve the participation of both the employer and new employees. From the initial stage of adjustment, these two players serve different roles. Carrell, Elbert, Hatfield and Grobler et al, (2002) showcase that at the orientation phase human resource managers are obligated to meet the new employees and provide them with descriptions of their duties and responsibilities. They also provide details on the organizations chain of command and information on employees supervisors and expected protocol. While they do this, managers give room for employees to interact with their colleagues or team members. This interaction also allows them to learn the roles played by other employees within the organization. The employer also stipulates the organizations expectations of the new employee as well as the present conditions of work. This involves informing them of the organizations values, mission statement, and vision. Most importantly, they point out the signi ficance of employees aligning their individual objectives with those of the organization. In addition, they must ensure that they ease the new employees discomfort, peak their interests in the organization and work and provide any information regarding work. Furthermore, Bennet and Graham, (1990) indicate that human resource managers are also expected to acquaint the employees with the physical facilities within the organization by giving them a tour. Apart from these obligations, employers also need to inform new employees of any existing laws, regulations, and policies with respect to their jobs and conduct. Other issues that need to be addressed by employers include accommodation, transportation, and payment procedures among others. New employees must be acculturated from their very first day in the organization. Managers must ensure that the organizational culture is reflected in the orientation and induction in order to ensure that employees are a good fit for the organization. Benefits of Orientation/Induction On Employee According to Gibbs and Maxwell-Crawford (2003:4), research has indicated that well planned and implanted orientation and induction programs accrue major benefits. As the new employees are acquainted with their new roles, they are able to gain confidence in their new job. Enhanced familiarization allows for high productivity and peaked individual performance, as employees are able to work comfortably. This comfort reflects a lack of fear or anxiety and heightened positive attitudes towards work, colleagues, and managers. As employees gain knowledge on the organizations culture, they are able to assess their level of compatibility with the organization. Indeed, they manage to weigh the benefits of working for the organization with respect to such factors like career development. At this early stage, it is quite advantageous for an employee to acknowledge whether this organization will serve their needs. They establish whether there are training programs, promotion and other appraisal s trategies, which will foster their career development. If indeed an organization does not offer what they need, then they are able to cease progress and thus avoid future disappointments. Akdere and Schmidt (2007: 326), propose that orientation and induction programs are significant in nurturing employees views on leadership and vision. As they learn about the organizations goals, they understand the significance of these aspects. This allows them to develop working strategies, which aim at ensuring that the organizations vision is upheld. During orientation and induction, new employees are welcomed warmly and as the organization reinforces the employees significance, they develop a sense of worth and value. Consequently, they become more motivated and indeed decide to work there. Essentially as highlighted by Hamilton (2002), the new employees first impression of the employer plays a major role in their decisions to either progress with work or terminate their employment. On Employer Early turnover is a challenge, which plagues most modern organizations. Johnson and Westwood (2004:1) highlight that in the future, organizations will experience a scarcity of work force due to increased rates of employee turnover. It is at the orientation and induction stages that the risk of early turnover can be addressed. Indeed, studies have shown that beginning employees engaged in induction programs are less likely to terminate their current employment (Ingersoll and Smith, 2004). Orientation and induction fosters retention in numerous ways. First, when employees are provided with adequate knowledge on the organizations procedures and support systems, they are influenced by the ease with which they execute their daily duties. In addition, the socialization process, which occurs during such a program, promotes the development of individual and collective relationships amongst colleagues. This interaction builds a perception of team spirit and cordial working relationships, whic h eventually amount to high productivity and competent performance. These factors not only reduce early turnover, but they are also responsible for an earlier increase of employees productivity, commitment and work efficiency. Employers also avoid other negative effects, which often accompany early turnover. These costs include reduced revenue, and productivity, high recruitment costs, unfavorable publicity, and loss of competitive advantage. Orientation and induction programs serve as a platform for the employer to weigh an employees competence and behavior. Furthermore, as new employees are highly susceptible to taking on an organizations culture, employers are able to influence and observe the employees potential for assimilation into the company. Orientation is a stage for instilling value and laying an impeccable foundation for excellence, which will ensure that new employees utilize their abilities maximally. Sample of Orientation/Induction Program The orientation and induction program must be planned carefully in order to enhance its effectiveness. Prior to the beginning of the program, all necessary requirements should have been put in place for smooth implementation. This involves notifying current employees of the arrival of the new employees, setting up offices and relevant facilities among others. Complementary for Orientation Sample Orientation Checklist On their first day, new employees are expected to fill in forms stipulated in the processing-in checklist. Name of Employee: Department: Organization Policies and Procedure Company History Organization Chart Function of the Company Classification of Employees Insurance Benefits Life Insurance Workers Compensation Other Benefits Child Care Health Services Holidays Induction Kit The induction kit may comprise of participant materials and guides. Lawson (31) highlights the use of organization materials like policy guides and maps among others. Sample Orientation/Induction Program Time Activity 8:00- 9:00 a.m Processing-In 9:00- 10:00 a.m Welcome by Organization CEO 10:00- 11:00 a.m Meet with supervisor 11:00-11:30 a.m Tea 11:30-12:30 Tour of the premises and facilities 12:30: -1:00 p.m Introduction to team members and colleagues 1:00- 1:30 p.m Lunch 1:30- 2:30 p.m Providing mentors 2:30- 3:30 p.m Viewing the organizations documentary video 3:30- 4:30 p.m Questions and Answers Time Activity 8:00- 9:00 a.m Processing-In 9:00- 10:00 a.m Welcome by Organization CEO 10:00- 11:00 a.m Meet with supervisor 11:00-11:30 a.m Tea 11:30-12:30 Tour of the premises and facilities 12:30: -1:00 p.m Introduction to team members and colleagues 1:00- 1:30 p.m Lunch 1:30- 2:30 p.m Providing mentors 2:30- 3:30 p.m Viewing the organizations documentary video 3:30- 4:30 p.m Questions and AnswersSample Induction Course Time Course 8: 30 Organization Structure, Vision, Mission and Objectives 10: 30 Tea with Team members 11: 00 Ethical Regulations 12: 30 Lunch with Supervisor 13: 30 Conflict Resolution Procedures 14: 30 Group Interaction 16: 00 Discussion and Review

Forces analyses of Sainsbury

Forces analyses of Sainsbury J Sainsbury plc is a leading UK food retailer with interests in financial services. It consists of Sainsburys Supermarkets, Sainsburys Local, Bells Stores, Jacksons Stores and JB Beaumont, Sainsburys Online and Sainsburys Bank. The decision to diversify into convenience stores is discussed further within a Porters 5 forces analysis. Their objective is to serve customers well and thereby provide shareholders with good, sustainable financial returns. They aim to ensure all colleagues have opportunities to develop their abilities and are rewarded for their contribution to the success of the business. The companys policy is to work with all of our suppliers fairly, recognising the mutual benefit of satisfying customers needs; a concept which is considered in the Porters 5 forces analysis. They also aim to fulfill responsibilities to the communities and environments in which they operate (Sainsburys, 2008) a point which is discussed within a PESTEL analysis. Sainsburys serves 16 million customers each week in 455 supermarkets and 301 convenience stores across the country. The company employs 148,000 colleagues committed to delivering Great Food at Fair Prices. Yet more examples that can be included as a strengths in a SWOT analysis. Sainsburys sells  £6bn of British food every year, an obvious strength in a SWOT analysis. The company works closely with smaller-scale suppliers to expand local sourcing wherever possible, and has a network of over 3,500 local suppliers. In May 2006, Sainsburys launched Supply Something New, an innovative scheme to make it easier for small and medium-sized suppliers to gain access to Sainsburys and make locally produced food available to more customers (Annual Report 2007). This could be argued to be an important element in a PESTEL analysis. PESTEL analysis PESTEL analysis Political Factors Increasing globalization, presents a challenge as well as an opportunity to Sainsburys. The challenge will be to compete against unknown forces and to source the best quality/financially viable products from world over. Sainsburys can enter the markets of emerging companies through joint ventures or partnerships to explore these new markets, although it does not have any plans on the horizon to do so. The ongoing investigation of price fixing amongst the big four retailers within the UK can have some negative impact to the industry in general and Sainsburys in particular, as it is at the forefront of this allegation(Rigby 2008). Although Sainsburys is very well established among consumers, these allegations can lead to a negative public image as the consumers might feel cheated. In the UK, the Government is to decrease the rate of corporation tax from 30% to 28%, which will save big companies like Sainsburys significant sums of money (HM Treasury 2008). PESTEL analysis Economic factors The rapidly increasing global food crisis has increased food prices all over the world, which will result in rising purchasing costs for Sainsburys (economist.com 2008 [online]). This will have an impact on the margins of the organisation and might lead to passing over the cost to consumers by increasing prices of most things in the supermarket. Furthermore, rising fuel costs will have implications right throughout the supply chain of Sainsburys leading to an overall situation of increasing prices. The credit crunch can have a two way impact on Sainsburys as it also runs a financial services company with HBOS (Annual Report 2007). The credit crunch might decrease the purchasing power of consumers and though they will still buy the essentials they may be more cautious. They may also spend less on luxury items, something that has a greater profit margin for Sainsburys. As far the Sainsbury bank is concerned, the credit crunch directly affects its ability to provide credit especially as it is not an established name in the financial services industry. Stiff competition within every segment of the retail sector has lead to retailers giving a lot of incentives to the consumers (Annual Report 2007). This will affect Sainsburys as the prices have to be driven down most of the time. PESTEL analysis Social factors Nowadays there seems to be more emphasis on fresh, easy style cooking. This serves an opportunity for Sainsburys to encourage new recipes and unfussy eating. There has been a huge emphasis by the government to promote healthy eating (eatwell.gov.uk 2008 [online]), primarily due to the increasing level of obesity within the UK (department of health 2008 [online]). This has lead to many consumers to shift towards healthier food. This presents an opportunity to Sainsburys to stock up with more healthy food or create healthier foods at a cheaper price than other manufacturers so as to benefit from this new trend. PESTEL analysis Technological The Internet phenomenon seems to be ever growing within western countries. It is predicted that by 2011 online retail sales in Europe will have reached Eur263bn, with British shoppers accounting for more than a third of all revenue. The Internet accounts for 8% of global advertising spend and is growing rapidly (The Economist, 2007). If used cleverly, Sainsburys can leverage the internet to its advantage. Competitors like Tesco use their own online delivery model successfully. However, specialist delivery companies like Ocado (working in partnership with Waitrose) provide an alternative for the outsourcing of non-core work. One of the downsides of supermarket shopping is the queuing system customers often find themselves in at the checkout. Self checkout machines, employed by Asda and Tesco, can help solve this problem, especially for customers who have to queue up for very few items. Furthermore, self checkout machines could help in Sainsburys opening stores for 24 hours which might help boost sales. Although not yet popular, RFID (Radio Frequency Identification Device) technology can be used for significant benefits to the supply chain of Sainsburys. If adopted, this technology will lead to less inventory for the supermarket firms leading to a leaner, more profitable organisation (directions magazine 2008 [online]). PESTEL analysis Environmental factors A lot of emphasis western companies has been on the role of big companies in reducing carbon footprint and increasing energy efficiency (Bream 2008). This is just not a backburner issue anymore and every firm will have to prove they are reducing their impact on the environment, meaning Sainsburys will have to invest more on green issues. Other important ethical issues, like sale of organic food and the ethical treatment of animals, clearly effect Sainsburys on various levels. The growing importance of such issues means that they will have to cater to those consumers as well as to consumers governed by price. This is a sensitive issue as they will have to balance their public stand on environment without losing consumers due to the increase in prices. PESTEL analysis Legal factors With ever stringent laws on food and drinks, Sainsburys will have to follow more and more packaging and labeling policies to deal with these, which will be an additional financial burden on the company. Due to its interests in financial services, there is ever more legal scrutiny in the operations of Sainsbury bank which means there is more responsibility regarding legal compliance and other risk measures. Porters 5 forces analysis Porters 5 forces analysis Competitive rivalry The retail market is extremely competitive with a very crowded market. Now, more and more companies are trying to get into non food sectors (Rigby and Killgren 2008) further intensifying the competition. Sainsburys has a market share of 14.9% in 2007, steadily increasing since its restructuring programme that started in 2004 (Annual Report 2007). This is a positive trend but it lags well behind the runaway market leader Tesco, showing that there is considerable distance to cover. Tesco, Asda, and Morrisons are the other three big supermarket chains in the UK retail sector. All of them have a different competitive advantage over their competitors. Sainsburys reach in the convenience stores makes it have a larger customer reach. Banks and building societies compete with Sainsbury bank but it is not a core business for Sainsburys. Porters 5 forces analysis Barriers for entry Barriers to entry are extremely high in the food retail market due to a number of factors. Firstly, organised retail is amongst the most sophisticated sectors within the UK and needs a lot of investment, along with significant brand development, which takes years to establish (Doyle 2002). Secondly, retail is also at an advanced stage within the UK and most of the western world, which means there is little scope for new entrants to establish themselves. Local knowledge is extremely crucial within the food retail sector, something that is difficult for foreign firms to replicate. This is corroborated by the presence of few global supermarkets within UK. Porters 5 forces analysis Threats of Substitutes The threat of substitutes in the food retail industry is a low one simply because consumers view it as a necessity, especially in the developed world and increasingly in the emerging markets. The retail market is always trying to converge and assimilate new innovations with respect to food products or alternative businesses, to make shopping an extremely pleasurable experience. This makes them extremely difficult to substitute The only major threat of substitute is an internal industry threat whereby one supermarket can lap up the business of other supermarkets. Porters 5 forces analysis Buyer power Buyer power is high in this industry simply due to the presence of so many competitors selling the same products. It is only differentiated in price and consumer loyalty and increasingly on green credentials. Moreover, the switching costs are low for consumers. As the economy goes further towards recession (ODoherty 2008) consumers needs are likely to be given more weight, increasing their power considerably. Porters 5 forces analysis Supplier power Supplier power is usually more complicated as it is difficult to categorise it. It is safe to call it a mutually dependent relationship as suppliers are in itself huge companies, like PG, Unilever, Cadbury etc. with huge brand appeal. It can be argued that if supermarkets do not sell their products consumers will shift loyalties, making suppliers very powerful. However, if the products of big companies do not reach supermarkets, their sales volumes will be affected hugely. The relationship might change depending on the situation of the big branded supplier, for example, when sales of Cadburys dairy milk increased through the successful Gorilla ad campaign (Wiggins and Urry 2007). Supplier power of smaller suppliers will not be considerable because of their sales volumes on dependence on these supermarkets. SWOT analysis SWOT Strengths Sainsburys has had thirteen straight quarters of growth showing real turnaround in its business (Rigby and Braithwaite 2008). Even for 2007 it has shown an increase of 7% in turnover and a huge 450% increase in profit after tax (Annual Report 2007). It has an extremely experienced leadership team with Justin King, its Chief Executive receiving great praise for his work in Sainsburys (timesonline.co.uk 2008 [online]). Sainsburys seems to be very well placed on green and environmental issues due to its various recent initiatives, like buying fair-trade bananas (economist.com 2008 [online]). Furthermore its help in closing down gangmaster (Taylor 2008) has had a positive effect on the public in general. It has a positive consumer brand and its liked by both green activists and consumers. It is one supermarket chain that has a clear celebrity endorsing products, leading to increased sales. With Jamie Oliver, it has been simple for Sainsburys to see uplifts in sales of specific ingredients that have been featured in ad campaigns. Apparently the supermarket had to order nine tons the equivalent of two years supply of nutmeg to meet demand when it appeared in one of Olivers hundred-plus ads (Dickinson 2008). SWOT Weakness The takeover bid by the Qataris Private equity firm last year (Arnold and Politi 2008) can have some implications as people are gravitating towards British companies and the prospect of Sainsburys being governed by a foreign firm can lead to consumers switching loyalties. Unlike Tescos expansion plan (economist.com [online] 2008), Sainsburys is not present in markets other than the UK. This can lead to trouble especially if there is some problem within food retailing in the UK or if there needs to be a source of extra growth. SWOT Opportunities Sainsburys alternative business presents a great opportunity for future growth. Its investments in property (Killgren 2008b) and a goal of  £40 million profit through its bank seem like a good strategy to pursue Online sales are a great opportunity as well, since online margins are higher and investments are not huge. SWOT Threats There needs to be continuous heavy investment in environmental and green issues without immediate benefits. The problem lies in maintaining a balance e.g. Bio-fuel is an important tool to curb global emissions and its use affects Sainsburys supply chain directly, so Sainsburys should support it. However, a spurt in bio-fuels has made corn dearer (independent.co.uk [online] 2008) affecting its prices within the UK and making Sainsburys consumers bear the brunt. Sainsburys operations are subject to a broad spectrum of regulatory requirements particularly in relation to planning, competition and environmental issues, employment, pensions and tax laws and in terms of regulations over the groups products and services. Conclusion Through this piece it can be seen through the various analyses; Porters 5 Forces, PESTEL and SWOT, that Sainsburys is an iconic British food brand, well loved by its consumers. It had been suffering but since 2004 its image, and importantly profits, have improved tremendously. However, it is not insulated to many outside risks like recession and rising material costs as highlighted in the PESTEL analysis. Although it has shown steady growth it is important for Sainsburys to go the next level by challenging Tesco, a competitor identified in the Porters 5 forces analysis, either by thinking of international expansion or on price. This in conjunction with its increasing property portfolio and alternate businesses should help in continuing the strong growth path, as well as tiding over threats (SWOT) in its external environment. References Arnold, M., and Politi, J. (2007). Rockier route to buy-out success, Financial Times, London, 7 November. Bream, R. (2008). Use less power to cut emissions, Financial Times, London, 18 April. Department of Health (2008). http:// www. dh.gov.uk/en/Publichealth/Healthimprovement/Obesity/DH_078098 [Online]. [Accessed 6th May 2008]. Dickinson, H. (2008). http:// www. kpmg.co.uk/industries/cm/r/ht.cfm#ii [Online]. [Accessed 5th May 2008]. Directions magazines (2007). http:// www. directionsmag.com/article.php?article_id=629trv=1 [Online]. [Accessed 7th May 2008]. Doyle, P. (2002). Marketing Management and Strategy 3d ed., Pearson Education. Economist (2008). http:// www. economist.com/displaystory.cfm?story_id=9358986 [Online]. [Accessed 6th May 2008]. Economist (2008). http:// www. economist.com/specialreports/displaystory.cfm?story_id=10491144 [Online]. [Accessed 6th May 2008]. Food Standards Agency (2008). http ://www. eatwell.gov.uk/ [Online]. [Accessed 3rd May 2008]. Hawkes, J. (2008). http:// business.timesonline.co.uk/tol/business/industry_sectors/retailing/article3827752.ece [Online]. [Accessed 5th May 2008]. HM Treasury (2008). Budget 2008. Stability and opportunity: building a strong, sustainable future. 12 March 2008. www. hm-treasury.gov.uk [Online]. [Accessed 7th May 2008]. J Sainsbury plc (2007). Annual Report 2007. http:// www. j-sainsbury.co.uk/ar07/downloads/Sainsbury_Review_2007.pdf [Online]. [Accessed 7th May 2008]. Killgren, L. (2007). Sainsbury launches property venture, Financial Times, London, 14 November. ODoherty, J. (2008). Carrefour confident of meeting sales target, Financial Times, London, 10 January. Randerson, J. (2008). http:// www. guardian.co.uk/science/2008/mar/07/scienceofclimatechange.food [Online]. [Accessed 8th May 2008]. Rigby, E, and Killgren, L. (2008). Sainsbury buys back sites to fuel non-food growth, Financial Times, London, 27 March. Rigby, E. (2008). Sainsbury attacks scandal of price inquiry, Financial Times, London, 3 May. Rigby, E., and Braithwaite, T. (2008). Sainsbury offers relief for retailers, Financial Times, London, 10 January. Taylor, A. (2008). J Sainsbury helps close gangmaster, Financial Times, London, 17 April. The Economist (2007). The world in figures: industries. The world in 2008. p124 -126. Vallely, P. (2008). http:// www. independent.co.uk/news/world/politics/the-other-global-crisis-rush-to-biofuels-is-dri ving-up-price-of-food-808138.html [Online]. [Accessed 1st May 2008]. Wiggins, J., and Urry, M. (2007). Cadbury benefits from gorilla tactics, Financial Times, London, 11 December.

America Underclass Essay -- essays research papers fc

It is believed that there is a tension between social classes in America. Typically, people of lower classes choose to imitate those of higher social status. As a result, advertisers have a tendency to take advantage of this tension in order to profit from people of the lower and middle classes. In â€Å"The American Upper Class,† G. William Domhoff says that â€Å"exhibiting high social status†¦ is a way of exercising power† (Domhoff p.34),† which is something important to all social classes. According to Judi Puritz Cook, author of â€Å"Consumer Culture†¦Sales Discourse,† advertisements in print as well as in visual media seem to create â€Å"the promise of status mobility through consumption (Cook p.373).† In the article, Puritz explains how television programs on channels such as the Home Shopping Network are examples of how the media exploits the anxiety caused by social standing. It is believed that American people in the lower and middle classes have needs for status mobility. For example, when browsing through a fashion magazine, one can find numerous sections that are dedicated to creating ways to look like the featured model or actress for half the price. The intention of the article, in most cases, is to give others the impression that you are of high social status. In addition, advertisers often use people in the entertainment business to model their products so that the viewer may purchase the product. For example, when mimicking the purchases of hotel heiress, Paris Hilton one may believe, â€Å"If I buy this, I’ll look cool just like Paris Hilton!† The fact that this method is usually successful is a product of the anxiety felt by lower and middle class families. For those reasons, it is likely that Domhoff’s statement that the upper class â€Å"creates respect, envy, and deference in others,† is true. It seems that many o f America’s lower and middle class families would like to create those same feelings of respect and envy in others. When flipping through Vogue, a well-known high fashion magazine, one can see that almost all the advertisement scream wealth and status. The magazine’s beautiful models as well as its expensive brands are major characteristics of the famous magazine. Members of the middle class skim through the magazine thinking, â€Å"Wow, if only I could look like this!† In Gregory Mantsios’ article â€Å"Class in America,† he says, â€Å"We are, on occasion, presented... ...consciously imitate† (Domhoff p.166). Various advertisers use the desperate need of people of the lower and middle classes to appear â€Å"rich† as a weapon. Domhoff’s statement is an explanation of why many people choose to emulate people of high social status. According to Domhoff, showing signs of high social status is one of the many reasons that the upper class generates feelings of envy and deference in those of lower social status. This seems to be the reason for the craze involving the imitation of celebrities as well as the wealthy. It is also believed that the lower classes attempt to look as much like the people in higher classes because of the feeling of significance that comes with the expensive clothes etc. As a result, advertisers use the tension between social classes to sell the idea of luxurious style. Works Cited Cook, Judi Puritz. â€Å"Consumer Culture †¦Ã¢â‚¬  Mass Communication and Society 3.4 (2000): 373-392. Domhoff, G. William. â€Å"The American Upper Class.† Great Divides: readings in social   Ã‚  Ã‚  Ã‚  Ã‚  inequality in the United States 2nd edition (2001): 159-167. Mantsios, Gregory. â€Å"Class in America: myths and realities.† Privilege (2003) 33-47.

Robert James, My Friend :: Personal Narrative Writing

Robert James, My Friend Robert James was missing his two front teeth. Robert James smelled really bad. Robert James came to school with chicken pox. Robert James did not have any friends. Robert James taught me things I could not believe. Robert James was my friend. I first met Robert when I was in eighth grade. We sat next to each other on the first day of Mrs. Miller's algebra class. He smelled really bad that day, by the looks of it he had not showered in a few weeks. Initially I was quite appalled by this odor, and this gave me a bad first impression of him. Robert was always nice to me though. Robert was not a very popular kid. He would have been placed in the "skanks" group, the group of kids who did not shower and came from lower income families. He moved to Goshen the summer before his eighth grade year, and he did not know anyone. He was made fun of on a daily basis, not only by the "preps," but by the "skanks" as well. It did not seem as if Robert had much going for him in his life. I was a very timid child in middle school. I had friends and people to associate with, but I was not very out going or overly talkative. I had a hard time talking to people I didn't know, and people like Robert intimidated me. This is why when I was assigned to be his math partner I was quite scared. In the first week of school Mrs. Miller assigned everyone in the class a math partner, someone who we would spend the semester working on in-class assignments. When I found out that I would be working with Robert all semester I did not know what to think. I was not particularly skilled in algebra, and I assumed that Robert would not be smart either. This was the first thing way that Robert proved me wrong. I think that Robert knew that I was scared of him. The first time we had to work together, he was overwhelmingly nice to me. He asked me all kinds of questions about myself, and helped me to relax. I nearly forgot who I was talking with, and opened up to him. Robert James, My Friend :: Personal Narrative Writing Robert James, My Friend Robert James was missing his two front teeth. Robert James smelled really bad. Robert James came to school with chicken pox. Robert James did not have any friends. Robert James taught me things I could not believe. Robert James was my friend. I first met Robert when I was in eighth grade. We sat next to each other on the first day of Mrs. Miller's algebra class. He smelled really bad that day, by the looks of it he had not showered in a few weeks. Initially I was quite appalled by this odor, and this gave me a bad first impression of him. Robert was always nice to me though. Robert was not a very popular kid. He would have been placed in the "skanks" group, the group of kids who did not shower and came from lower income families. He moved to Goshen the summer before his eighth grade year, and he did not know anyone. He was made fun of on a daily basis, not only by the "preps," but by the "skanks" as well. It did not seem as if Robert had much going for him in his life. I was a very timid child in middle school. I had friends and people to associate with, but I was not very out going or overly talkative. I had a hard time talking to people I didn't know, and people like Robert intimidated me. This is why when I was assigned to be his math partner I was quite scared. In the first week of school Mrs. Miller assigned everyone in the class a math partner, someone who we would spend the semester working on in-class assignments. When I found out that I would be working with Robert all semester I did not know what to think. I was not particularly skilled in algebra, and I assumed that Robert would not be smart either. This was the first thing way that Robert proved me wrong. I think that Robert knew that I was scared of him. The first time we had to work together, he was overwhelmingly nice to me. He asked me all kinds of questions about myself, and helped me to relax. I nearly forgot who I was talking with, and opened up to him.

Assumptions on Cost-Volume-Profit Analysis

Cost-volume-profit (CVP) analysis is used to expand and update the information obtained from breakeven analysis. It is necessary to underline that the critical part of the analysis is defined as the point where total costs equal total revenues or, in other words, when fixed and variable costs equal total revenues. Actually, at this point the company is claimed not to experiences losses and gains. This breakeven point is an initial examination and CVP analysis follows it.Cost-volume-profit analysis shares similar important assumptions as breakeven analysis. These assumes are: †¢ The behavior of revenues and costs is claimed to be in linear throughout the relevant activity range. It means that the concept of volume discounts on either sales or purchased materials. †¢ The only factor affecting the costs is considered changes in activities. †¢ Costs are classified as variable and fixed and such classification is precise. †¢ No ending finished goods inventories are obs erved as all produced units are sold.†¢ The sales mix is constant when the company is selling more than one production line and sales mix is defined as the ration of each production line to total sales. One more essential assumption is that in case a unit is produced in a particular year, it should be sold this year as unsold units are distorting the analysis. Unsold products are marked in books and defined as finished goods inventory. Further, such units are re-classified as assets and they are transferred to the next year.However, the risk that these goods won’t be salable the next year because of deterioration and obsolescence is very high. CVP can be also used to develop probability distributions in manufacturing firms and in restaurant industry. CVP analysis is rather simple and it is often used too explore the potential profit and pricing decisions. References Caldwell, Ch. W. , & Welch, J. K. (1989). Applications of Cost-Profit-Volume Analysis in the Governmental Environment. Government Accountants Journal, Summer, 3–8. .