US Attorney Generals From 1960 to 1980

Christopher Columbus A Dominant Figure - 1366 Words

It is a well-known fact that Christopher Columbus is a dominant figure in the history, because he explored America in the 15th century. It created relationships between the old world and the new world. With the exchange of animals, insects, and plants, population as well as cultures, the Columbian Exchange was created. (Boundless.com) Different kinds of resources were shared after the exploration of the New World, which definitely brought European countries benefits. As a result, increasing number of European colonies came to North America, trying to find new chances for lives. However, there is no doubt that sacrifice was made by specific group of people, especially native Americans. European shared Native American’s resources, occupied†¦show more content†¦Cod, in fact, became one of the most important sources of protein for Europeans. Some of these items were to change the economic landscape of a number of regions†¦Ã¢â‚¬  (p. 363) Those goods exchange followe d by tobacco exchange has enriched Europeans’ lives, as well as prompted more European to settle in the under-explored land. In addition, Europe s Old World society was based on a social hierarchy with a Monarch and social class depended on the level of wealth. According to J. Jorge and Gregory S., â€Å"The resulting demographic shifts caused by the lure and promise of wealth, food, fuel, and freedom from religious restrictions that Americas represented involved relatively negligible percentages of national populations in any one year.† (p. 363). A mass migration came to the New World for people who wanted an opportunity of owning land and wealth, and the people who wanted to freely practice religion. Advancing technology that European brought increased the productivities in New World. European also influenced culture and education. After the ye olde deluder Satan Act was enacted by the Massachusetts Bay Colony in 1647. If there were over 50 families in a town, they would be able to establish a grammar school. Thanks to James Logan,

A Rose For Emily Theme Essay Example For Students

A Rose For Emily Theme Essay Reading To Kill A Mockingbird and A Rose For Emily I noticed several differences and likenesses. I would like to convey my thoughts to you. Females in A Rose For Emily are depicted as reclusive, crazy, and nosy. Females in To Kill A Mockingbird are depicted as smart, outgoing, and full of pride. For example, Emily and Aunt Alexandra are both full of pride. Emily is so full of pride that when she finds out that Homer Barron is not going to marry her and that he is gay that she kills him. She lets the town think that they are married. When in fact she kills him. Emily is afraid of what the town will say about her. Aunt Alexandra is full of a different kind of pride. She is full of family pride. She always tell Jem and Scout about their family tree and history. She also cares about what the town says about them. Aunt Alexandra doesnt want the town to think badly about the Finch family. Emily is a sad figure. She doesnt let anybody befriend her. She barely even talks to her servant. Even when people come to talk to her she either meets them at the door to tell them to go away or she gets her servant to tell them to go away. She is also a recluse. She hardly if ever goes out. Her servant is occasionally seen at the market buying food, but other than that nobody ever goes out from the household. Calpurnia from To Kill A Mockingbird is also a sad figure. She has to compromise with the white society that discriminates against blacks. She has to compromise with Aunt Alexandra. She has to do what Aunt Alexandra says even though she does not agree with her. Calpurnia is though, admirable because she has made the best of her opportunities. She is like a member of the Finch family. She has been with them since Mrs. Finch died. In conclusion, Emily has not done the best with her opportunities. She has given up on the world and so she withdrew into her own little world. Emilyis a sad and lonely lady and will die sad and alone. She could have so much more if she only tries, though.

Cleopatra Her Influence Effect on Culture Essay Example

Cleopatra Her Influence Effect on Culture Essay Egyptian Empress Cleopatra is not purely a historical figure, for her life has been much romanticized and made mythical in popular culture. Known for her seductive allure and great powers of will and conquest, she came to represent the empowered woman of historic times. In the two millennia since her demise, the aura around her has remained undiminished, as she continues to remain an iconic figure in popular cultural discourse. It is then apt to summarize her effect on culture thus: â€Å"Cleopatra keeps on changing, and will continue to do so until her name is forgotten, but the forces that shaped her life and which have shaped her legend–the forces of fear and fantasy and covert desire–are still at their lethal work in the world.† (Hughes-Hallett, 2006, p.70) The rest of this essay will provide evidence in support of this thesis. What make Cleopatra’s influence on culture so strong are the remarkable facts of her life. Ascending the throne at a tender age of 17, she was forced to go into exile 3 years later. Languishing in exile in Arabia, she mustered all her resources in raising an army. The romantic side of her life has added to the allure of her legend. This includes â€Å"her enchantment of Caesar (smuggling herself into the royal palace, according to Plutarch, in a rolled-up sack) and her legendary appearance, dressed as Aphrodite in a gilded boat, before Mark Antony. Even Shakespeare’s febrile description of the spectacle — â€Å"So perfumed that/The winds were love-sick† — is based on contemporary accounts.† (Denny, 2001, p.40) We will write a custom essay sample on Cleopatra Her Influence Effect on Culture specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Cleopatra Her Influence Effect on Culture specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Cleopatra Her Influence Effect on Culture specifically for you FOR ONLY $16.38 $13.9/page Hire Writer But her relevance to the contemporary world is not something immutable, as demonstrated by recent developments surrounding her legacy. As historians utilize forensic and other advanced research techniques to revise historical accounts, many unknown facts pertaining to iconic figures like Cleopatra have emerged. One such is the logical deduction by American scholar Martin Bernal (the most prominent of a long line of Afro-centrist classical historians). Bernal claims that most previous historians underestimated the culture of Egypt as they were unwilling to acknowledge that Greek, and by extension all European, civilization had its beginnings in Africa. But, thanks to Bernal, this Afro-centrist view became more acceptable – indeed more fashionable to articulate. The clearest manifestation of this change in public perception and acceptance of historical facts is witnessed in the British theatre scene. â€Å"In the summer of 1991 two productions of Shakespeare’s Antony and Cleopatra were running in London. In each of them Cleopatra was played by a black actress: one of whom, Donna Croll of the Talawa Theatre Company, told a reporter ‘the fable of the white Cleopatra is just another way of bleaching out history’†¦ Just as Cleopatra had previously been co-opted into playing a part in discussions about the ethics of suicide, the status of a wife and the comparative merits of aristocratic or autocratic government, so in the last years of the twentieth century she found herself at the centre of a debate about race relations.† (Hughes-Hallett, 2006, p.70) It should be remembered that Egypt and Rome of first century BCE were multi-racial societies. Being the centers trade and politics, the cities hosted tens of thousands of slaves. Cleopatra’s father was a Ptolemy, his stock being derived from descendants of one of Alexander’s generals. His roots could be traced to Macedonia, where natives tend to be fair of skin color. â€Å"Theoretically he, and all his forebears for over two centuries, had been the offspring of incestuous brother-sister marriages, and were therefore purebred (as well as inbred) Greeks. In fact, it occurred more than once that the heir to the throne of Ptolemaic Egypt was the child of a royal concubine of unrecorded origin. Cleopatra was one such case. We do not know who her mother was.† (Hughes-Hallett, 2006, p.70) It is highly likely that Cleopatra was thus inter-racial, thus adding to her exoticism. The fact that her mother was a Royal concubine has added much to the eroticism associated with her. It is part of centuries old folklore that Cleopatra had an insatiable appetite for sexual pleasures. She is also projected to be a sexual dominatrix, who ruled over her slaves carnally too. This image of Cleopatra still finds circulation in contemporary popular culture, with many erotic and pornographic films being made on the theme. (Gadeken, 1999, p.523) Among other lasting impressions of the great Egyptian empress are her identity as â€Å"the most illustrious and wise of women†¦we come to see Cleopatra as the embodiment of unfettered passion and intrigue, even in death clasping the asp in ardent embrace?† (Walker, 2001, p.6) And what capture this sentiment most clearly is not historical accounts of Cleopatra but references to her in literature. And since literature has a greater influence on culture than does academic scholarship, it is impressions left by numerous playwrights which have endured to this day. And as each literary artist adorned his muse in his own ways, the richness and variety of her representations have also grown. â€Å"From Plutarch’s description of her presence as â€Å"utterly spellbinding† (although he countered that â€Å"her beauty was not in and for itself incomparable†) down to the protean enchantress of Shakespeare’s Antony and Cleopatra, the particularities o f her appearance have always been left to the imagination. And there are as many different Cleopatras as there are readers of those texts.† (Denny, 2001, p.40) Although later historical and literary representations of her showed her in kinder light, the early portrayals of her (much of it was commissioned by her political rivals) were unsympathetic. For example, in the literature to have emerged during her life-time, Cleopatra â€Å"was the whore of the Canopus, the foreign queen who had unmanned Antony, and made him un-Roman. In the first century AD, when Antony’s descendants Caligula, Claudius and Nero had made the Roman imperial court the setting of licentious and unseemly behavior, negative images recalling Cleopatra’s alleged wantonness appeared in various art forms. The focus throughout was on Cleopatra’s sexual appetite as expressed in her relationship with Antony.† (Walker, 2001, p.6)

The Black Plague Essay Example For Students

The Black Plague Essay The Black Plague: From the early fourteenth to late seventeenth century, Europe was decimated by one of the most horrifying pestilences human kind has ever known(Coulton 493). The killers name was later to be recognized by the detrimental consummation it had seized upon a persons life. It was known as the Black Plague. This terrible epidemic exhausted small towns across Europe, including the British Isles, brutally killing an incredulous amount of people. The disease had wiped out entire villages leaving dead bodies to decompose within the gutters of streets and corners of allies(Ziegler 17). Though people were introduced to the severity of the plague, they were still mystified as to the causes of the deadly disease. Because of this fact, a parade of unconfirmed myths and questionable facts had arisen concerning the sources of the abhorrent epidemic for over five centuries(Coulton 493). In the nineteenth century, the causes of the terrifying pestilence was discovered and the Black De ath was no longer a conundrum. One myth, of the origin of the deadly plague was said to be a result of medieval gas warfare. Yet another myth, stated that the murderous disease was an aftereffect of a great earthquake that occurred in Europe. Scientists even believed that the epidemic was caused by Paolilli 2heaps of unburned corpses left in churchyards(Beatty and Marks 80). The last proven cause of the pestilence was found to be a disease of rats and other related animals(Rowling 186). One of the myths as to the cause of the Black Plague is quite an unusual story that was formed by peoples unexplainable imaginations. One of the probable derivations of the epidemic supposedly was born in a terrible war that had occurred between the deadly waters of the Indian Ocean and the sun(Ziegler 14). The immense waters of the treacherous blue ocean were lifted up like a solid wall of concrete to fight the flaming sun. As the wall stood in the midst of the air still touching the base of the wat er, dangerous vapors began to disperse from the water. The high winds spurred the poisonous fumes spurred out in every direction(Ziegler 14). The plague reached the nearby lands and the epidemic began to take its murderous route. This myth arose from small villages as people spread rumor after rumor from the stories they had once heard as to the unexplainable causes of the plague. Though this tale is entirely nonsensical, people were still mystified because of the secrecy as to the causes that they were eager to believe any explanation that there was to offer concerning the deadly plague. Paolilli 3Another myth, as to the beginning of the dreadful virus, is it arose from poisonous fumes as a direct result of earthquakes that occurred during the Medieval times. It was stated that a horrendous amount of pressure had been building up underneath the Earth for several years(Ziegler 21). Poisonous gases then began to stir amongst each other. Then terrible earthquakes had rocked Europe and the poisonous fumes, that were once enclosed by the several layers of earth, were now being released through cracks into the atmosphere. This viperous cloud streamed across Europe and killed each individual who it met(Ziegler 21). We will write a custom essay on The Black Plague specifically for you for only $16.38 $13.9/page Order now Next, it was stated that the epidemic was caused by innumerable layers of unburned corpses that were left in churchyards(Beatty and Marks 81). A man named Galen had stated, The infection arose from Inspiration of air infected with a putrid exhalation. The beginning of the putrescence may be a multitude of unburned corpses, as may happen in war; or the exhalations of marshes and ponds in the summer'(Ziegler 22). A Dr. Crighton also supported the findings th..at the plague had originated within the piles of dead corpses that were left unburied. He stated that specific incidents that would explain the tremendous amount of people left dead are directly related to the tragedies that had struck Paolilli 4China(Ziegler 24). He also concluded that, the probable reason why there was such a high death rate among church affiliated persons is the dead were buried in churchyards where the priests and monks lived close to. The church related people had obtained cadaveric poisoning from the enormou s amount of dead bodies and diseases that lied within the corpses. .u788b2dbdde3ea14f0dd35f577bd1575d , .u788b2dbdde3ea14f0dd35f577bd1575d .postImageUrl , .u788b2dbdde3ea14f0dd35f577bd1575d .centered-text-area { min-height: 80px; position: relative; } .u788b2dbdde3ea14f0dd35f577bd1575d , .u788b2dbdde3ea14f0dd35f577bd1575d:hover , .u788b2dbdde3ea14f0dd35f577bd1575d:visited , .u788b2dbdde3ea14f0dd35f577bd1575d:active { border:0!important; } .u788b2dbdde3ea14f0dd35f577bd1575d .clearfix:after { content: ""; display: table; clear: both; } .u788b2dbdde3ea14f0dd35f577bd1575d { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u788b2dbdde3ea14f0dd35f577bd1575d:active , .u788b2dbdde3ea14f0dd35f577bd1575d:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u788b2dbdde3ea14f0dd35f577bd1575d .centered-text-area { width: 100%; position: relative ; } .u788b2dbdde3ea14f0dd35f577bd1575d .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u788b2dbdde3ea14f0dd35f577bd1575d .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u788b2dbdde3ea14f0dd35f577bd1575d .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u788b2dbdde3ea14f0dd35f577bd1575d:hover .ctaButton { background-color: #34495E!important; } .u788b2dbdde3ea14f0dd35f577bd1575d .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u788b2dbdde3ea14f0dd35f577bd1575d .u788b2dbdde3ea14f0dd35f577bd1575d-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u788b2dbdde3ea14f0dd35f577bd1575d:after { content: ""; display: block; clear: both; } READ: Child prostitution and pornography in Southeast As EssayFinally, the real truth to the origin of the Black Plague was found essentially to be a pestilence of rats and other small related animals(Rowling 186). This theory somewhat coincides with the previous idea of the birthplace of the epidemic being found in the mounds of dead bodies, and also the incredibly high death rate that was cradled in Central Asia between 1338 and 1339(Beatty and Marks 72). The origin of the plague began when a bacteria known as Pasteurella Pestis, which formed itself within the piles of dead corpses, had found its home either in the bloodstream of an animal or the stomach of a flea(Ziegler 25). During the time of the deaths in 1338 and 1339 in Central Asia, near Lake Issyk-Koul, the rat was in great abundance and in turn, so were the fleas(Beatty and Marks 72). The fleas carried this deadly virus within their bloodstream(Coulton 493). They would attack countless numbers of rats by protruding their skin and transferring the epidemic into the rats body(Rowling 186). Then a Paolilli 5massive exodus(Ziegler 26) took place where the carrier of the disease, the black rat, made a tremendous move to a different various parts of Europe, including the British Isles, for a reason that is still a mystery. The Plague Research Commission of 1910 commented the transference of infected rats and fleas in merchandise or, in the case of fleas, on the body of a human being is a probable cause of the spread of the deadly virus(Ziegler 27). So basically, people had received the disease from rats poisoning a persons food and living within their homes. It was incredible easy for a person to beco me infected with the disease. The disease continuously dispersed itself across the continent of Europe by repeating this process continuously(Rowling 188). In conclusion, the Black Death became known as one of the most mysterious and deadliest plagues to ever touch our world. In medieval Europe, during this time, the epidemic drastically decreased the population in Europe leaving only a sparse number of people to remain(Rowling 188). It had terrified the hearts of every person in Europe to know that an unexplainable disease, of that magnitude, was out there. The once positive outlook people had on the life of the thirteenth century had perished along with the many lives the plague took along with it(Rowling 188). The mystery of the causes of the plague took over five centuries to uncover. Several unjustifiable phenomenon and myths were devised during this period concerning the causes of this disease. To this day, people still find it mind-shattering to believe the magnitude the dise ase had upon an entire continent and the number of deaths it had caused. BibliographyBeatty, William K., and Geoffrey Marks. Epidemics. New York: Charles Scribners Sons, 1976. Coulton, G.G. Medieval Panorama: The English Scene From Conquest to Reformation. New York: W.W. Norton and Company Inc., 1974. Rowling, Majorie. Everyday life in Medieval Times. New York: Dorset Press, 1968. Ziegler, Philip. The Black Death. New York: Harper and Row Publishers, 1969.

Definition and Examples of Perorations in Rhetoric

Definition and Examples of Perorations in Rhetoric Definition In rhetoric, the peroration is the closing part of an argument, often with a summary and an appeal to pathos. Also called the peroratio or conclusion. In addition to recapitulating the key points of an argument, the peroration may amplify one or more of these points.  In many instances, its intended to inspire further emotion, motivation, or enthusiasm in listeners, See Examples and Observations below. Also see: The Parts of a SpeechArrangementClasssical RhetoricConclusionEnumeratioEpilogueIndignatioOration and OratorySpeech (Rhetoric)Ten Things You Should Know About Dr. Kings I Have a Dream Speech EtymologyFrom the Latin perorare, meaning to speak extensively or to speak at length Pronunciation: per-or-RAY-shun Examples and Observations The peroration is where the orator can really have fun. This is the opportunity to end on a twenty-one-gun salute, to move the audience to tears of pity or howls of rage, to wheel out your grandest figures and highest-sounding words. It can be like watching Bruce Springsteen and the E Street Band close a show with Born to Run and belt the final chorus out four times in a row.(Sam Leith, Words Like Loaded Pistols: Rhetoric From Aristotle to Obama. Basic Books, 2012)Aristotle on the Peroration- The peroration is composed of four things: of getting the hearer favorable to oneself, and ill-disposed towards the adversary; and of amplification and extenuation; and of placing the hearer under the influence of the passions; and of awakening his recollection.(Aristotle, On Rhetoric)- The peroration must consist of one of these four things. Inclining the judge to favor yourself, or to disfavor your adversary. For then, when all has been said respecting the cause, is the best season to praise o r dispraise the parties.Of amplification or diminution. For when it appears what is good or evil, then is the time to show how great or how little that good or evil is.Or in moving the judge to anger, love, or other passion. For when it is manifest of what kind, and how great the good or evil is, then it will be opportune to excite the judge.Or of repetition, that the judge may remember what has been said. Repetition consisteth in the matter and the manner. For the orator must show that he has performed what he promised in the beginning of his oration, and how: namely, by comparing his arguments one by one with his adversaries, repeating them in the same order they were spoken.(Thomas Hobbes, Aristotle; Treatise on Rhetoric, Literally Translated From the Greek, With the Analysis by T. Hobbes, 1681) Quintilian on the PerorationWhat was to follow, was the peroration, which some have termed the completion, and others the conclusion. There are two species of it, the one comprising the substance of the speech, and the other adapted to excite the feelings.The repetition and summing-up of heads, which is called by . . . some of the Latins enumeration, is intended both to refresh the memory of the judge, to set the whole cause at once before his view, and to enforce such arguments in a body as had produced an insufficient effect in detail. In this part of our speech, what we repeat ought to be repeated as briefly as possible, and we must, as is intimated by the Greek term, run over only the principal heads; for, if we dwell upon them, the result will be, not a recapitulation, but a sort of second speech. What we may think necessary to recapitulate, must be put forward with some emphasis, enlivened by suitable remarks, and varied with different figures, for nothing is more offensive tha n mere straightforward repetition, as if the speaker distrusted the judges memory.(Quintilian, Institutes of Oratory, 95 AD) Ethan Allens Peroration in a Speech During the Civil WarGo call the roll on Saratoga, Bunker Hill, and Yorktown, that the sheeted dead may rise as witnesses, and tell your legions of the effort to dissolve their Union, and there receive their answer. Mad with frenzy, burning with indignation at the thought, all ablaze for vengeance upon the traitors, such shall be the fury and impetuosity of the onset that all opposition shall be swept away before them, as the pigmy yields to the avalanche that comes tumbling, rumbling, thundering from its Alpine home! Let us gather at the tomb of Washington and invoke his immortal spirit to direct us in the combat. Rising again incarnate from the tomb, in one hand he holds that same old flag, blackened and begrimed with the smoke of a seven years war, and with the other hand he points us to the foe. Up and at them! Let immortal energy strengthen our arms, and infernal fury thrill us to the soul. One blowdeep, effectual, and foreverone crushing blow upon the rebellion, in the name of God, Washington, and the Republic!(Ethan Allen, peroration of a speech delivered in New York City in 1861) Colin Powells Peroration in His Address to the U.N. Security CouncilMy colleagues, we have an obligation to our citizens, we have an obligation to this body to see that our resolutions are complied with. We wrote 1441 not in order to go to war, we wrote 1441 to try to preserve the peace. We wrote 1441 to give Iraq one last chance. Iraq is not so far taking that one last chance.We must not shrink from whatever is ahead of us. We must not fail in our duty and our responsibility to the citizens of the countries that are represented by this body.(Secretary of State Colin Powell, address to U.N. Security Council, February 5, 2003)The Lighter Side of Perorations: The Chewbacca DefenseLadies and gentlemen, this is Chewbacca. Chewbacca is a Wookiee from the planet Kashyyyk. But Chewbacca lives on the planet Endor. Now think about it: that does not make sense!Why would a Wookiee, an eight-foot tall Wookiee, want to live on Endor, with a bunch of two-foot tall Ewoks? That does not make sense! But more important, you have to ask yourself: What does this have to do with this case? Nothing. Ladies and gentlemen, it has nothing to do with this case! It does not make sense! Look at me. Im a lawyer defending a major record company, and Im talkin about Chewbacca! Does that make sense? Ladies and gentlemen, I am not making any sense! None of this makes sense! And so you have to remember, when youre in that jury room deliberating and conjugating the Emancipation Proclamation [approaches and softens], does it make sense? No! Ladies and gentlemen of this supposed jury, it does not make sense! If Chewbacca lives on Endor, you must acquit! The defense rests.(Animated version of Johnnie Cochran delivering the Chewbacca Defense in his closing argument in the South Park episode Chef Aid)

Essentials of Corporate Fraud Assignment Example | Topics and Well Written Essays - 1000 words

Essentials of Corporate Fraud - Assignment Example Extortion; refers to the deliberate action of a person to commit theft by seeking to obtain property or services through advancing threats to others (Coenen 2008). One specific element of extortion that the credit manager may have participated in is exposing secrets or thought facts, which may be true or untrue with the intention of subjecting anyone to hatred, contempt or mockery or to damage the individual’s credit or business. The manager’s operations can be vetted to detect any instances of fraud. A board of vetting can be hired or instituted to assess the extent of his actions, especially to track his dealings with the applicants. The credit manager’s transactions with the credit applicants can be evaluated through a credit assessment report. It will can a brief description of the two parties’ submission during the process of credit application and evaluation. The report has to be signed by both the manager and the client. It will state whether the client has been subjected to any form of extortion or not. The clients/ customers/ applicants of loans can be given an avenue of reporting their grievances to the company. Such avenues can be in form of a quality check/ control for the services offered to them by the credit manager. Through such avenues, they can reveal instances of extortion or attempts of the same to the company. c. Suppose there was no direct evidence of fraud detected in the credit manager’s operations, there will be no action to be taken on this case, against him. He is well known as a very hard worker, who lives close to the branch and frequently works late into the evening. He also has not taken any vacations in three years in spite of the bank policy that all employees take a least a weeks vacation every year.  

Fossils (Earth Science Class) Essay Example | Topics and Well Written Essays - 250 words

Fossils (Earth Science Class) - Essay Example They are an important resource for identifying the types of species living during a particular era. Body fossils are the actual parts of the organisms and are rare to find as they can only be found in the places where the organisms actually lived. They provide very important information regarding the physical appearance of the organism but they are still ignorant to their lifestyle. Trace fossils include footprints, pathways and droppings. These offer an insight into the lifestyle of these organisms. The time durations in the study of fossils and rocks are huge; hence a geological time scale has been developed. The major subdivisions of the geological time scale are eons, eras, periods and epochs with eon indicating a span of hundreds of millions of years. Comparison between the features of different sedimentary rocks and the type of fossils present in it can be used to establish age relationships between different strata of Earth’s crust. This is known as correlation and is an important tool in the study of fossils and rocks (Lutgens, Tarbuck, &

Four function of management Essay Example | Topics and Well Written Essays - 750 words - 2

Four function of management - Essay Example unbroken line of authority that links all persons in an organization and shows who reports to whom while illustrating the authority structure of the organization. This whole process is an example of effective practice of managing by the managers of any organization. Thus, ‘Management’ can be defined as, the process in which managers carry out activities of planning, organizing, staffing, leading and controlling to the achievement of organization’s overall goals and objectives1. Although different scholars and theorists have defined the ‘Management’ in their own meaningful perspective, Henri Fayol – the unarguably founder of modern management – has described it as, â€Å"A theoretical subject and practice of performing and integrating managerial skills2†. According to him, management can be classified into four major functions. These functions are as planning, organizing, leading and controlling. Planning: Planning includes identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning, etc. It is the ongoing process of developing the business mission and objectives and determining how they will be accomplished. It is the function of management, with which, management symbolizes and makes sure while directing employee efforts towards group and attainment of organizational goals. In this function, long-term success of an organization is attempted to be made sure by making it necessary to set immediate and long-term goals, while selecting the appropriate approaches for their accomplishment. By planning, managers try to find answers to questions where? What? How? Who? When? Why? etc. If we look at the example of Imran Khan3 – founder of a famous cancer hospital in Pakis tan – answered these questions in the late eighties and planned day in and day

Development of Alcohol Sensor for Pharmaceutical Products

Development of Alcohol Sensor for Pharmaceutical Products 1.0Â  Title Development of alcohol sensor for detection of alcohol content in pharmaceutical products 2.0Â  Introduction Over the years, alcohol is being used widely in various number of industries. Alcohol poisoning and inflammation may happen whenever the alcohol concentration exceeds the toxic level for the living creatures. Nowadays, alcohol abuse is one of the worldwide social problems and has become a public sanitation issue. Hence, the preventative pathways must be taken so that the toxicological and psychological effects can be avoided. It is essential to come with a safer, low cost, fast, sensitive and selective analytical method in order to determine the amount of alcohol content in any samples tested. As pharmaceutical products are the essential part in our daily life nowadays, hence, designing the analytical methods for detection of alcohol content in this products is very important, especially for the prevention of consuming the chemically unsafe products. Various of analytical methods have been used to determine the alcohol concentration during the years. Some techniques may come with their own advantages and even drawbacks. The discovered disadvantages can be overcome by producing a utilization of enzymatic methods. The enzymes will catalyses almost all the transformation of the chemical that exist during the cell metabolism. Moreover, the chemical analysis can be done more efficiently as the nature and specificity of the enzyme catalytic activities. The external addition of the cofactor also helps a lot with the alcohol sensor designed. 3.0Â  Literature Review 3.1Â  Alcohol dehydrogenase Alcohol dehydrogenase is being applied as the bioselective compounds in alcohol biosensors. This enzyme is essential in catalyzing the reversible oxidation process occurred for the primary aliphatic and the aromatic alcohols, but not for methanol. The process that took place is based on the Equation (1). RCH2OH + NAD+ ↔ ADHRCHO + NADH + H+ (1) When compared with the alcohol oxidase-based alcohol biosensor, alcohol dehydrogenase-based are more stable and explicit. However, the exterior addition of the co-enzyme nicotinamide adenine dinucleotide (NAD+) is needed by this type of biosensors. Furthermore, the added cofactor requires to be close to the enzyme and it must not irreversibly combined or entrapped (Azevedo et al., 2005). The combination of electrogenerated chemiluminescence ethanol biosensor and the alcohol oxidase enzymatic reaction is practised for detecting the ethanol in the several subject materials tested (Jia et al., 2009). Hence, it is essential for a biosensor to exhibiting significant reproducibility and stability. It is a requirement for the alcohol biosensor having a great potential for the usage in other biological assays and able to determine variety of substrates. 3.2 Alcohol Oxidase Known as an oligomeric enzyme, alcohol oxidases have eight identical monomers arranged in a quasi-cubic arrangement. Each sub-units of this arrangement are holding a strongly bounded cofactor which is flavin-adenine dinucleotide (FAD) molecule (Vonck van Bruggen, 1990). This enzyme is associated in the methanol oxidation pathway of methylotrophic yeasts. Besides involving in the methanol oxidation, alcohol oxidase also oxidises the short-chain alcohols like ethanol, propanol and butanol (Azevedo et al., 2005). Going through the oxidase-catalysed reaction, the ways to follow the reaction is by measuring the decline in O2 tension or the elevation in H2O2 concentration. Alcohol oxidation catalysed by this enzyme is an irreversible mechanism as O2 has a strong oxidising characteristic. The reaction requires alcohol oxidase and utilizing molecular oxygen (O2) as an electron acceptor, referring to Equation (2) (Azevedo et al., 2005). Alcohol Oxidase RCH2OH + O2 RCHO + H2O2(2) The characteristics of this form alcohol biosensor acts as a finer alternative to other determination methods in detecting the ethanol for various types of sample material tested, such as in pharmaceutical products nowadays (Kuswandi et al., 2014). It will be a great improvement if the enzymatic reaction occurred is able to be monitored optically so that the alcohol presence can be detected by the naked eye. Hence, a better quality of alcohol biosensor can be made. 3.3O2 Detection According to the Equation (1), the consumption of oxygen can be monitored by the alcohol oxidase sensors. The monitoring is done subject to the electrochemical detection principles and by the optical detection (Azevedo et al., 2005). The enzyme-catalysed reaction will be able to generate the optical or visual determination of alcohol based on the oxidation or reduction of H2O2. Hence, the use of optical membrane or a film is required so that it will be more efficient to monitor the reaction. Next, the O2 tension can be detected readily. 3.3.1Electrochemical detection Monitoring of O2 is generally done based on a Clark-type O2 electrode, which consists of a platinum cathode and a reference electrode, sunk in an electrolyte solution and a semi-permeable membrane covering it, so that O2 will be able to diffuse through (Azevedo et al., 2005). Equation (4) shows an example of the reduction process of oxygen while proportionally producing a current. Ag anode, 4Ag + 4Cl → 4AgCl + 4e(3) Pt cathode, O2 + 4H+ + 4e → 2H2O(4) Commonly, oxygen probes-based ethanol sensors have a membrane covering the Clark-type electrode, where alcohol oxidase is immobilised. The difference between the base oxygen level and the level after oxygen concentration decreases due to the enzymatic reaction will be shown as the electrode signal output. It is clearly showed that there will be no electrochemical interference comes from other sample elements. Nevertheless, the accuracy and reproducibility of the sensor may be lessened due to its oxygen dependency basis of the measurement. Hence, a low response is obtained, causes by the high value of the minimum detectable concentration of the oxygen due to the high background signal (Bott, 1998). However, the new alternative can be utilized to overcome the flaws is by using H2O2 detection. 3.3.2Â  Optical detection The developing of alcohol sensors has built up the fluorescence-based sensors. It works based on the enhancement of the fluorescence or other certain compounds quenching, including malachite green, fluorescent dyes and even ligands towards the alcohol disclosure. Besides that, the immobilisation of alcohol oxidase onto the oxygen sensor coated with an oxygen sensitive ruthenium organic complex is done to construct an optical bio-sniffer for ethanol vapours. Moreover, co-immobilisation of alcohol oxidase and oxygen sensitive dyes is designed to assemble the other optical sensors (Azevedo et al., 2005). 3.4Â  Detection of H2O2 3.4.1Â  Electrochemical methods 3.4.1.1Â  Amperometric detection H2O2 which is formed by alcohol oxidase enzymatic reaction can be identified electrochemically with amperometric electrodes. The detection is done either by measuring the anodic or cathodic response, which showing the oxidation and reduction of H2O2 at the working electrode surface correspondingly. As shown by Equation (5), the enzymatic reaction will result the oxidation of H2O2. H2O2 → O2 + 2H+ + 2e(5) Nonetheless, H2O2 is electroactive too at the negative potentials, according to Equation (6). H2O2 + 2e + 2H+ → 2H2O (6) These reactions are not discovered on oxygen probes based on the Clark electrode, due to the electrode surface is covered by an oxygen membrane, which is not permeable to H2O2 and mostly other compounds. Lately, by using other immobilisation procedures, carbon paste electrodes (CPE) and screen-printed electrodes are being developed (Azevedo et al., 2005). The most significant advantage of H2O2 electrode based sensor is easy to construct the sensor in small size besides having a high upper linearity and a wider linear range. In contrast, the presence of reducing compounds in any real sample matrices will be oxidised too, hence will causes the electrochemical interference to occur. Besides that, slower responses are observed too. Finally, the electrode with an electrocatalyst species is needed to be modified for both the reduction and oxidation of H2O2 so that the required applied potential can be decreased. 3.4.1.2Â  Potentiometric detection The potentiometric biosensor is constructed by co-immobilising alcohol oxidase and horseradish peroxidase in the surface of a fluoride-sensitive electrolyte isolator semiconductor capacitor chip. The capacitance will change if there is any presence of ethanol and p-fluoraniline (Menzel et al., 1995). Si/SiO2/Si3N4/LaF3 layers utilized in the fluoride-sensitive biosensor, are able to determine the ethanol concentration in the time of the on-line monitoring of different bioprocesses, according to reactions (7) and (8) (Azevedo et al., 2005). Alcohol Oxidase Ethanol + O2 Acetaldehyde + H2O2 (7) Horseradish Peroxidase H2O2 + p-fluoraniline F + H2O + aniline-derivative polymers(8) 3.4.2Â  Spectroscopic methods To detect the H2O2 production by alcohol oxidase during the ethanol oxidation, few methods can be benefited. Colorimetric methods which are based on the chromogen substrate conversion into a coloured product will absorb in the visible spectral region. Next, fluorescent methods are due to the production of fluorophore product and being stimulated with a shorter wavelength radiation before emitting a visible light. Then, chemiluminescence works by the emission of visible light upon chemical reaction (Azevedo et al., 2005). The methods being chosen must be fast, cheap, sensitive, reliable, stable and undergo continuous analysis methods with a high sample. The numbers of variety types of analytical techniques are flow analysis, segmented flow analysis, flow-injection analysis and liquid chromatographic analysis. 3.5Â  Immobilisation techniques Many ways are being implemented to immobilise enzymes while designing the biosensors. The enzymes are able to be immobilised by physical adsorption or covalently attached to the insoluble matrices, by cross-linking which employing the bifunctional reagent or by entrapment into the membranes or polymeric films. 3.5.1Â  Enzyme modified electrodes There are numbers of approaches in order to implement the physical combination of immobilised enzymes and the electrodes. 3.5.1.1 Membrane electrodes Immobilising the enzymes on a membrane is the most popular techniques being used for the biosensors. This cannot be beaten by other methods since it is easy to construct and its simplicity. Enzyme immobilisation is done by sandwiching the particular enzyme between the electrode and the membrane. The improved procedures used may lead to a higher enzyme activity and a greater stability (Nanjo Guilbault, 1975). As a protective retention layer, a membrane prevents electrochemically interfering compounds from touching the electrode surface. This is due to the presence of the charged groups on the membrane surface and the exclusion of size. Besides that, the covered electrode are protected because the membrane used is impermeable to most substances (Boujtita et al., 2000). Furthermore, covering the enzyme electrode with a membrane has variety of purposes such as producing the diffusion barrier between enzyme and the substrate. This also enables the prevention of a swamping effect whenever the substrate concentration is high. At the same time, a linear response to the concentration is also allowed. 3.5.1.2Â  Carbon paste electrodes By mixing an electrically conducting graphite or carbon powder with a pasting liquid, the carbon paste electrodes is able to be prepared. The examples of pasting liquid being used are mineral oil, silicon oil paraffin oil. Enzymes involved are incorporated within the paste or previously immobilised on the graphite powder by adsorption or covalently bonded. In addition, some additives are added to the paste so that the sensitivity and the storage and operational stability of the sensor can be improved (Azevedo et al., 2005). 3.5.1.3Â  Self-assembled monolayers This form of technique is implemented by sequentially self-depositing the transducing and biocatalytic modules by adsorption through electrostatic interactions. Two different catalytic layers which consist of alcohol oxidase, a modified horseradish peroxidase and electrochemical interface are sequentially and rationally deposited. Next, supramolecular structures are produced and connect catalytic reactions, substrate and product diffusion and heterogeneous electron transfer steps readily (Azevedo et al., 2005). 3.5.1.4Â  Screen-printed electrodes Screen-printed electrodes consist of a polyester substrate and a three electrodes system. The electrodes also containing fabrication of alcohol oxidase immobilized in a poly(carbamoyl)sulfonate hydrogel using poly(ethylene glycol)diglycidyl ether (Patel et al.,2001). This type of electrode system is a low cost screen-printed electrode. 3.5.2Â  Immobilised enzyme reactors The most significant benefit of the usage of enzyme immobilized reactor is producing the great quantity of enzyme that are able to be immobilise and even in micro reactors. This will allow the equilibrium of the reaction that occurred to be attained besides capable of completing the substrate conversion. Moreover, the operational stability of the sensor is enhanced. It is stated that any small alterations in flow rate, temperature, pH, ionic strength and the activators and inhibitors presence will deflate the effect on final signal (Gorton et al., 1991). Bioreactors that are used with immobilised alcohol oxidase exist in different types, generally packed bed, rotating bioreactor and open-tube reactors. Usually the packed bed reactor is implemented with immobilised alcohol oxidase. This form of bioreactor integrates a flow analysis system with electrochemical or spectrometric detection (KÃ ¼nnecke Schmid, 1990). Commonly, rotating bioreactor also used immobilised alcohol oxidase with the electrochemical detection of H2O2. The rotation will enable the presence of circumvent diffusional constrains in the low-dimensional spaces like around the active sites of the enzymes (Matsumoto Waki, 1999). For covalently immobilised enzyme, controlled pore glass is usually utilized for solid support purpose. It is a macro-porous high-silica glass acquired from the alkali-borosilicate glass. Alkali-borosilicate glass is came with the fine mechanical properties and is able to designed with broader porosities and pore size range. Furthermore, it can be adjusted with several reagents so that other functionalities can be proposed (Azevedo et al., 2005). Currently, the optimisation of enzyme immobilisation is done to produce better stability to the controlled pore glass preparations of alcohol oxidase. 4.0Â  Problem Statements The purpose of this study is to determine the right method for detection of alcohol concentration in the pharmaceutical product samples. Alcohol is the substance that present in more than 500 medication products and is found in concentrations up to 68 percent. This may causes negative effects towards the patients that are consuming the products, such as for the patient under treatment with central nervous system depressants or other substances that interact with alcohol. Drug addictionand habituationmay happen and it is formerly known that all drugs haveside effects. It is an essential step to developing a right and efficient method in determining the alcohol content in these pharmaceutical products before approving the production of them into the industry range. 5.0Â  Objectives These are few objectives that have been identified in order to deal up with the problem statement and carried out the research on alcohol content detection content in the pharmaceutical products. Study of methods in determining the alcohol concentration in the samples tested. Study of enzymatic reactions involve during the alcohol detection analysis. Study of advantages and disadvantages for different techniques in the alcohol content determination.

Give a life to your friend, it’s free!

Give a life to your friend, it's free! BY wersl 23 Compare and Contrast: Lion and Tiger Lions and tigers are the top two ferocious animals in the big cat family. The lion is known as the â€Å"king of beast â€Å"and the tiger is known as the â€Å"emperor of beast†. Both lions and tigers have many things in common and at the same time they have a number of differences. Lions and tigers belong to the mammalian group and Felidae family. Lions lives in prides and tigers lives alone. They have no predators of their own and reside at the top of their food chain.This essay is going to talk about the physical characteristics, diet, habitat and geographical distribution, reproduction and cross breed. The physical characteristics of a lion is male lion is highly distinctive and is easily recognized by its mane. Lion coloration varies from light buff to yellowish or reddish of the body. The underparts are generally lighter and the tail tuft is black. The color of the mane varies from blond to black. The lion is a carnivore and a hunter. Its legs are short with very powerful muscles. Male lions are 20 to 35% larger than the females and 50% heavier.Each lion has, what are called, â€Å"whisker spots† The pattern formed by this top row of whiskers differs in every lion and remains the same throughout its lifetime. Lions are the second-largest in the cat family (the tiger is the largest). Physical characteristics of a tiger highly distinctive and is easily recognized by its stripes. Tigers are tawny brown in color with dark stripes and whitish. Tigers have rusty-reddish to brown-rusty coats, a fair (whitish) medial and entral area and stripes that vary from brown or hay to pure black.The pattern of stripes is unique to each animal, and thus could potentially be used to identify individuals, much in the same way as fingerprints are used to identify people. This is not, however, a preferred method of identification, due to the difficulty of recording the strip e pattern of a wild tiger. the function of stripes is camouflage, serving to hide these animals from their prey. Tigers have round pupils and yellow irises. Tigers are the heaviest cats found in the wild.The diet for both the lion and the tiger are kind of the same, but they eat different animals because they are not from the same place. Both lion and tiger eats about 15. 4 lbs. of meat per day. A typical diet for a lion will include zebra, giraffe, buffalo, wildebeest, gazelles and impala. Lions are opportunistic and will readily scavenge the kills of cheetahs, leopards, wild dogs and hyenas. A main prey species for a tiger is are deer, buffalo and wild pigs, but they will also hunt fish, monkeys, birds, reptiles and sometimes even baby elephants.Occasionally, tigers kill leopards, bears and other tigers. Both lion and tiger are both meat-loving big cats. Habitat of a lion and a tiger are both different, because they are both from different contents of the world. Lion lives in Rich grasslands of East Africa to sands of Kalahari Desert, South Sahara to South Africa, excluding the Congo rain forest. They avoid dense forests because prey is scarce. Fun fact in the wild, lions live for approximately 12-18 years, while in captivity they can live over 24 years. Fun fact

Organizational Structure Paper Essay

The United States Army is one of many legal types of organizations of the armed forces and has been since June 1775. It is the largest and oldest of all the branches of the military and continues to dominate all threats aimed at the United States alongside the Navy, Air Force, Coast Guard, and Marines. Like many other organizations in the United States, the U.S Army has a structure of its own. From the top down, it functions as any other organization, but unlike most, every member of its team carries rank and has a chain of command to abide by. In the following I will describe and evaluate the structure and functions within the United States Army, compare it to its fellow branches, and explain its organizational design that has been the primary reason Americans have been kept free from tyranny and enjoy the freedoms taken for granted every day. Army Organizational Structure The United States Army has a structure that starts as high as the President of the United States down to the newest and youngest recruit soldier. Its organizational structure far exceeds that or your local neighborhood Wal-Mart, yet has far less â€Å"employees†. As of 2014, the U.S Army has a total strength of on or about 1,130,000 soldiers, that which include the Army National Guard and Army Reserve units (â€Å"The Official Homepage of the United  States Army†, 2014). Other than the President of the United States, orders go downhill following the Secretary of Defense, Secretary of the Army, Joint Chief of Staffs, then along to Regional Commands stationed globally. Thereafter, divisions are formed by brigades, which control battalions beneath them, formed by several units or companies of soldiers organized accordingly into platoons. Attempting to explain the organizational structure of an entire military branch would be rather extensive and complicated, therefore the following will breakdown the basic structure of a U.S Army company. Similar to nonmilitary organizations, the U.S Army has a structure that coincides with one another to be able to function properly. No matter the type of battalion, either it consist of Armored, Infantry, Airborne, or Calvary soldiers, a Headquarters company is and always will be the core to a battalion. That company staffs a variety of soldiers with particular jobs that range from administration (S1), intelligence (S2), training and operations (S3), logistics (S4), communication (S6), medical, mechanic, and any other type of military occupational specialty (MOS) that primarily functions to support its entire battalion. All these so called â€Å"S Shops† work alongside each other and handle the day to day business as well as prepare units for training exercises and overseas deployments. Similar organizations that resemble the U.S Army would be that of the Marine Corps and the Navy. Even though these branches fight to defend the United States and its interest right alongside the U.S Army, each of their â€Å"mission statement† differs slightly. The United States Marine Corps works closely with the U.S Navy when it comes to training and combat deployments. Like the U.S Army, they both have similar rank structures that move up the chain of command until it hits the President of the United States. A few differences between these branches though, the Marine Corp Commandant reports directly to the Secretary of the Navy, as does the U.S Navy, unlike the U.S Army, which reports to the Secretary of the Army. Organizational Functions The United States Army has many functions that influence its determination on keeping its soldiers properly trained, physically and mentally tough, and readily available to deploy within a few days of after being called for combat operations. To be able to train a soldier, willing and able men and women must first enlist into the U.S Army. No matter their reasons of joining, either school or patriotism, they are all trained as equals. For this to happen, marketing campaigns must be advertised to be able to recruit. Television commercials demonstrate briefly the life of a soldier and the benefits, not only to him/herself, but their families and the courage it takes to join the â€Å"Army of One†. Recruiters often visit local high schools in attempts to enlist soon to be high school graduates. Others wander around shopping malls handing out brochures, speaking to interested men and women on what it takes to be a soldier. All this is only possible if the United States Army is financially able. Like all other organizations, they must follow a specific budget that continuously gets cut for political reasons. The U.S Army has an estimate number of soldiers that it can recruit and have enlisted at certain times under the units structural guidelines. These numbers and structure fall under the Table of Organization and Equipment (TOE). An excess of soldiers in various units account for numerous war time enlistments aimed at maintaining strength in numbers. But what happens when there are no more wars to be fought? Excess soldiers of certain military occupational specialties are deemed unnecessary and honorably discharged before their end of term is officially over. On the civilian side, this is known as downsizing. The army chain of command is what keeps the U.S Army organized and disciplined. Not all orders given are always performed to the letter and many are sometimes unjustified. For these reasons, there is also a human resources department within a battalion. When some issues need greater attention and not are able to be handled within a unit, the Post Inspector General can be contacted. The Inspector General, or IG, help enforce all army regulations that involve soldiers of any rank and also their families  when need be. IG helps assist commanders in handling punishments, what is allowed, and what actions are authorized in simply punishing a soldier temporarily or discharging him/her from service. Usually, when IG is contacted, it is for negative reasons, but there always has to be a strong hand to enforce and influence the continuous control of soldiers, from Private to Captains, regulations know no rank. Following rules are important for the sustainment of the organizational structure and daily operations. Organizational Design There are several organizational designs that best suit the United States Army’s needs and support its organizational structure. Just one would not suffice to assist the U.S Army market its branch of service and promote the value of its organization. Stating the obvious, the U.S Army was born in the United States, yet has bases worldwide. After wars fought in a number of different countries, the U.S Army has made it a point to continue showing its presence by establishing bases in countries such as Germany, Korea, Japan, Afghanistan, and Iraq, giving the United States a geographical advantage. The product it provides consist of customer based relations; supporting and defending the citizens of our country. Army bases overseas report to their Regional Commands depending on the part of the world they are based. This structure continues to allow generals abroad to command its bases yet still must report to the higher echelon in Washington D.C. The fact to remember is, the United States Army is an organization that does not sell material products, but creates soldiers out of men and women to continue fighting, defending, and preserving our land of the free and home of the brave. Conclusion After 239 years serving our country, the United States Army has long proved to Americans that it is a force to be reckoned with. The structure used today has allowed the armed forces to control, enforce, and withstand all others when threatened. Throughout the years all other branches of service  evolved to create a team that no other country on earth can match. With all these organizations united, it is doubtful that the United States of America will continue to rule as the superior force on earth and will remain that way for all time. References Business Dictionary. (2014). The Official Homepage of the United States Army. (2014). Retrieved from http://www.army.mil/

10 of the Best Jobs in Retail Nationwide

10 of the Best Jobs in Retail Nationwide Considering a job in retail? Hoping to find a workplace that treats you fairly and can maybe even lead to a full-time career? Maybe you’ve never even thought of making a career in the retail field, but the great news is there were several retail companies listed in this year’s Employees’ Choice Awards by Glassdoor and on Fortune’s Great Place to Work list. If retail might be a job (or even the job) for you, then you might want to consider these 10 companies first.1. Wegman’sThis food market chain in the mid-Atlantic and New England graces both lists. Employees say it looks out for its employees and offers great benefits- including extra holiday pay, time-and-a-half, and flexible hours. The company seems to truly value their employees and encourage them to advance within the company. (Glassdoor score out of 5: 4.2.)2. IKEAIKEA also gets a Glassdoor 4.2 for encouraging a friendly work environment and providing great benefits- including education assis tance, health care, holiday gatherings, and a flexible and supportive environment for working mothers.3. LululemonAgain: 4.2 from the Glassdoor list. Lululemon offers fabulous perks for the fitness oriented like free workouts, an enticing corporate culture, and career counseling.4. AppleAnother 4.2 from Glassdoor, Apple offers competitive pay, a yearly bonus, great benefits, and a work environment that is consistently rated on top 10  lists.5. QuikTripQuikTrip makes both lists, as well. Employees consistently mention a sense of community and a supportive work environment, plus good benefits, full-time weekly hours, a stable schedule, and a focus on not only employee well-being and growth, but also charitable giving. Glassdoor score: 4.2.6. CarMaxCarMax employees describe this company work environment like a family, with supervisors and managers nurturing employee’s ambitions to further their careers. There’s an emphasis on fun, respect, and integrity in the workplace .7. PatagoniaPatagonia also gets a great rep for as a workplace that feels like family, with employees consistently  writing glowing reviews. Employees also cite their appreciation for the company’s policies, goals, and ideals aligning with theirs on a social and environmental level. Employees also cite a sense of leadership that  nurtures the needs of their workers.8. In-N-Out BurgerThis West Coast burger chain out gets a whopping 4.4 on the Glassdoor scale, mostly for being a busy work environment where time seems to fly. It offers lots of opportunities for advancement, plus a very friendly and positive culture.9. Build-A-Bear WorkshopBuild-A-Bear is highly praised by its employees for the respect and empathy with which the company treats its employees. Employees say it feels like a family and that the warmth with which they interact with customers is almost always genuine. It’s a great place to turn a part-time job into a lifelong career.10. Publix SupermarketsP ublix employees consistently rave about the culture of respect and teamwork at this supermarket chain. Coworkers feel like family, and employees feel as though the management treats them support and dignity.

Analysis of the methaphor Life is like a box of chocolates

Analysis of the methaphor Life is like a box of chocolates 'Life is like a box of chocolates...'At first glance the quote 'life is like a box of chocolates seems' rather silly. How could such a large and complicated concept such as life be compared to something as small and simple as a box of chocolates? There have been two opposing viewpoints in regards to the meaning of this quote, and each viewpoint comes about by a different analysis of what life and chocolates represent as well as what they mean in today's world. The conclusion to the question can only come about through a thorough examination of the quote itself along with its possible entailments to see what both groups of people deem important and what they choose to ignore. Both arguments seem to work well to counter the other and show the flaws in the other explanation's theory.According to the World Book Encyclopedia, life is 'a state, existence, or principle of existence conceived as belonging to the soul.'Jacques Torres chocolates...mmmmMost people, when questioned about life wo uld not have a very clear or concise answer because life is not something that is wholly tangible. In general life is considered to be everything that happens to a person from the moment they are born to the moment they die. All of their interactions with the world and all of their thoughts and actions. There does not seem to be any plan or order to these events, just everything that happens. Everything. Life is a long process with good, bad and indifferent points.According to the World Book Encyclopedia, a box is 'a container, usually with four stiff sides, a bottom, and a lid to pack or put things in,' and chocolate is 'a substance made by roasting and grinding cacao seeds.' A box of chocolates would logically be...

Athenian Greek Women's Role in Religion Essay Example | Topics and Well Written Essays - 750 words

Athenian Greek Women's Role in Religion - Essay Example Women’s roles are well defined, being depicted as slaves to the community. Another role is that of a wife for the continuity of the society. This paper focuses on how different institutions in Athenian society have led to oppression of women. Athenian women were socialized into having a conservative approach towards life. Women who were noted to be vocal were termed as prostitutes. The society viewed a woman’s place to be home, roles like childcare and spinning defined a valuable woman in the society. Women from poor households went through a tasking experience compared to those from rich households. Due to poor economic background, this woman was forced to seek for a job through which she would raise funds to assist her household. Acquisition of clothes for her family was done through personal efforts. She was to engage in sewing and collecting water from the rich. These duties arose due to the fact that, there are no funds to be used in hiring slaves (Classen 2007) On the other hand, women from rich household enjoyed some privileges compared to those from poor households. Their lives though with full of oppression from men, she was relieved of some duties. Slaves were hired to work on farms therefore; they did no t have to participate in tasking jobs like weeding and planting. There major role was to coordinate the slaves in households and offering training to different households. Women both from rich and poor households were not allowed to freely interact with men. In case of any visitations men were the only people allowed to welcome visitors after which women were to live in the guest room in case the visitor was a male (Tetlow 1980). This was to create a drift between men and women. The Athenian society highly stratified women; there were those from wives class, concubines and the hetaerae class. Those from wives class were not to participate in social ceremonies apart from those that were religious. Concubines were gained from poor children who had been considered as outcast due to their parent’s immoral nature. The third class is comprised of educated women. This group of elites was majorly to provide company to men in ceremonies only after being paid handsomely. Concubines and learned women have been drawn as providers of companionship to men (Graham 2003). Religion Religious functions were the only functions that Athenian women could participate freely. A priestess was appointed who received much respect from the society; this can be attributed to good morals. There were religious festivals carried out and women acted as the main participants. Virginity was vital for these ceremonies to be successful; girls were chosen from the ruling class to participate in procession. The main reason of choosing virgins according to Athenian society was a sign of purity and good luck (Lipshitz 2001). The Greek religion was made up of different beliefs at the same time rituals that governed the society. They believed in existence of many gods and goddesses who had different roles in fulfilling societal needs. Gods did not have equal powers. There were those that were powerful than others. The society believed in fate especially on matters concerning wars. Dead people w ere to be respected due to the fear that they might haunt the public. Spirits of the dead according to the Greek society did not die with them therefore in case they were provoked the society would face environmental catastrophes. Athenian women had little influence in the operations of the society. They were denied legal rights. Ownership of property was mainly for the men who later leased it to their wives or sisters. Women were

Please respond to the discussion questions posted with the Guide in Coursework

Please respond to the discussion questions posted with the Guide in PDF - Coursework Example Over time, ERP blueprints are turning into commodities since due to their ease of conversion into competitive advantage, commercial advantage, or other advantage. The term commodity is used on ERP processes or systems similarly and is identified as produced by different companies. Consequently, many ERP providers result to the loss of organization uniqueness, thus requiring them to seek for competitive advantage to endure market pressure. Yes. The two companies can gain a competitive advantage over each other depending on how each company decides to use the solutions to its own gain thereby becoming different. At this point, key aspects of differentiation include embracing planning and execution, and training (7-21). In addition, it is possible for one company to differentiate itself through better execution its functional areas through enterprise application architecture. Execution of ERP solutions will mean supporting organizational-wide process integration and coordination (7-20) In order to attain innovation, there has to be a mechanism of continuous improvements and disruptive innovation. To achieve the innovation goal, ERP vendors use their process of upgrading version. Consequently, software companies strive to remain competent by remaining up-to-date with vendors’ greatest and latest developments. For the software industry, leveraging economies of attending numerous businesses in one industry, and across nearly all industries offers distinctive perspective and positioning for the vendors while boasting their sophisticated innovations to potential customers based on their delivery frequency. Some sources of product and process innovations include internal research and development, consulting companies, competitors, customers, and third party software firms. It is not possible for two businesses to always be precisely alike. This is because besides business ERP solutions, businesses

Proposal for a problem Essay Example | Topics and Well Written Essays - 1750 words

Proposal for a problem - Essay Example The answer here is no. In order to solve this problem, The Food Gulf Processing is supposed to increase the number of the people to 2 per storage giving a total of 6 people, as well as purchase a scanner which is efficient and fast enough thus serving a much larger number of people than the three people would have served. Scanning will be effective and no one will escape the service making the company to realize lots of the profits and minimize the losses that were incurred during the period the 3 people were serving through registration of people manually. The manual registration is also a time consuming service as one has to keep the pen and the paper in touch which is tedious during the reviewing and the calculation of the accounting problems. It is such a daunting task to register one item after another and after these items are released outside to the food business they are not able to fetch the required profits. Three people serving in these stores are unable to meet the business objectives. These 3 people cause the company to lose almost  ¾ of the sales since the day ends before all the items are registered, which would mean a loss to the business since one item cost between $5 and $12. The slowness of the 3 people that are responsible for the registration would continuously bring in the losses to the business that might cause it to fail. This factor makes the workers confused and disoriented because of the inability to account for losses incurred due to poor register management. Adding 4 more people such that each storage would hold a total of 2 people as well as give a scanner for every storage would facilitate the service of registering the items and increase the rate at which the items are released to the consumers. The cost of production will definitely go down as there are higher experiences of the profits to the company. There is the need to have the good number of the service providers and the presence of the

Professional Development of Nurses Essay Example for Free

Professional Development of Nurses Essay In 2008, the Institute of Medicine (IOM) partnered with the Robert Wood Johnson Foundation (RWJF) to form an initiative on the future of nursing. The RWJF is an independent organization that focuses on healthcare innovations and programs such as childhood obesity, health coverage, and public health. The IOM is a non-government resource that assists the government and private agencies in making informed decisions about healthcare issues (ISNA bulletin, 2011, p. 11). This 2 year study focused on the current state of healthcare, specifically nursing, and provided recommendations to improve the nursing profession and enhance the infrastructure of healthcare. Key points were safety, technology, and interdisciplinary collaboration of practice. The study focused on nursing education, practice, and nursing’s role of leadership (Committee on the Robert Wood Johnson Foundation Initiative on the Future of Nursing, at the Institute of Medicine [RWJF], 2011). The focus on education was primarily driven to advance the educational system and to further advance nursing care in the changing face of healthcare reforms. The study showed that nurses have a significant impact in healthcare, with more than 3 million members; they are posed to generate a large role in the reform of the healthcare system (Committee on the Robert Wood Johnson Foundation Initiative on the Future of Nursing, at the Institute of Medicine [RWJF], 2011). The IOM strives to achieve higher levels of education through improved educational systems. Nurses are encouraged to practice to the full extent of their education and training. The IOM initiative is promoting removal of the barriers that are in place regarding scopes of practice for advanced practice nurses and to standardize the scope of practice delineations across state lines. The report recommends support of nursing education and programs expanded to graduate more upper level nurses who will then focus on becoming educators. The goal of the IOM is to have 80% more baccalaureate prepared nurses by 2020. By increasing the number of nursing programs that are now in place and changing those from purely traditional learning to a hybrid of traditional and innovative or online programs more nurses will graduate with higher degrees. Intensifying the traditional curriculum to include interprofessional collaboration, communication, and systems thinking helps to encourage higher level thinking and superior leadership skills. Additionally encouraging nurses to engage in lifelong learning to retain and renew competencies is very important; the competencies should be relative to the knowledge, experience, and practice of the nurse. Another part of the education process is the implementation of nurse residency programs. These programs are important because it takes time and experience for a nurse to become fully prepared to be functional in the acute care setting and these new opportunities will encourage the nurses to stay at the institution. This IOM report has a tremendous impact on nursing practice, particularly in primary care with the focus being on increasing nursing education to provide higher quality care for the patients. Keeping up with facility and national competencies is important to ensure that the nurse’s practice is up to date and current. Improved technology also increases the nurse’s efficiency and the amount of time that the nurse is able to spend with their patients. Additionally, this helps with the education of the patient because when the nurse is able to spend more time with the patient more effective teaching is done. Patient safety is one of the most important parts of nu rsing and by utilizing education as well as technology nurses are able to prevent critical errors and maintain patient safety more effectively. With the new Patient Protection and Affordable Care Act (PPACA) traditional healthcare is evolving to patient centered care delivered in the community rather than in the acute care setting. Advanced practice nurses will have a bigger â€Å"voice† in the community and an enormous impact on healthcare. This will impact me in my nursing facility because as I am better educated and up to date on my competencies, my patients are safer, I am utilizing the most recent technology in caring for them, and therefore providing them the best and safest care. The IOM report is describing an ideal world where nurses are significant as leaders, in a partnership with physicians and other healthcare professionals, in redesigning the healthcare system. To accomplish this reform, nurses must be educated as leaders by focusing on communication, professionalism, interprofessional collaboration and decision making (ISNA bulletin, 2011, p. 12). The nurse should be actively involved in identifying problems, collaborating with the physicians to seek solutions, and be committed to providing safe and effective healthcare to the patients and community. Leadership also plays an active role in policy making, institutional model development, and improving work processes. Nurses, with their backgrounds in patient care, have a unique understanding of patient well-being, institutional policies, and flow of the healthcare team which helps them to be on the forefront of change. In closing, the IOM report is a detailed description of recommendations that describe how nurses can and should be actively participating in the healthcare reform. It is time for a change and nurses have the opportunity and responsibility to participate in these transformational changes. Education, leadership, changes in nursing practice, and collaboration of the healthcare team are the keys to change. References Committee on the Robert Wood Johnson Foundation Initiative on the Future of Nursing, at the Institute of Medicine. (2011). Institute of Medicine. [Article]. Retrieved from http://iom.edu/~/media/Files/Report%20Files/2010/The-Future-of-Nursing/Future%20o Fights, S. D. (2012, March/April). Nurses Lead From Where We Stand: How Can You Impact the Future Of Nursing? [Article]. MEDSURG Nursing, 21(2), 57-58. Retrieved from http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=truedb=a9hAN=74576360site=eds-livescope=siteâ€Å"Nurses Lead from Where We Stand: How Can You Impact the Future of Nursing? IOM Report on the Future of Nursing: Leading Change, Advancing Health. [Journal article]. (2011, January 11). Med-Surg Matters, 1, 3. Retrieved from http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=truedb=rzhAN=2010978901site=eds-livescope=site†IOM Report on the Future of Nursing: Leading Change, Advancing Health. Visioning the future of nursing: analysis of the IOM/RWJ foundation report [independent study]. (2011, august, September, October). Indiana State

Fifteen Meditations on Masculinist Physico-Spiritual Experience :: Philosophical Philosophy essays

Fifteen Meditations on Masculinist Physico-Spiritual Experience I am not my body, I am not my mind, I am not my soul. I am the breath of life, I am the breath of God. A golden retriever was once abused by a man and rescued by a woman who had a daughter in an all-girls Catholic high school. I paid them a visit one day. The dog stood behind the clear plastic door, wagging her tail, but as I ascended the steps she suddenly soured, and by the time the door opened and I was inside, she was cowering under the dining room table where she stayed for the duration of my visit with intermittent miserable howls. "She won't have anything to do with men," my friend explained. Even the scent of testosterone has its spiritual message. Watch and pray, that ye enter not into temptation: the spirit indeed is willing, but the flesh is weak. The founder of modern philosophy had a number of disciples who applied the master's theoretical teachings in the practical field of dog-torturing. They felt these experiments demonstrated the superiority of man as a spiritual creature. Rene Descartes wanted to rewrite the philosophical canon by asserting only what he knew to be true or could logically derive. Sequestered in a stove-heated room, he realized he could doubt that his body, or even the whole world, existed, but he could not doubt was that he was thinking. I think, therefore I am. Descartes is a spiritual, immaterial, thinking thing; the rest is mere body, a separate substance. Continuing in this vein, he determined that human beings are the only animals who have souls. Therefore humans are the only animals who can think, feel, experience, or matter to God. I am going to drive nails through this dog's paws. I am going to vivisect its chest and show you its beating heart-such awesome machinery, praise the Architect on high! Its howls, this deafening din of a universe shattering-a purely mechanistic response! I am taking over this operation. If you cringe, you may leave, and don't come back. The serious student of philosophy thinks with his mind, not his body; his soul, not his flesh. Air my breath and fire my spirit, earth my body, water my blood. Tertullian, who lived in the Roman city of Carthage in the third century, was a sensual man who loved spectacles. After seeing how bravely Christian prisoners endured public torture, humiliation, and death, he became intrigued with the persecuted religion and eventually converted.

Monopoly versus perfect markets Essay

This paper investigates the two extremes of market structures. A monopoly firm, and a firm which operates in a perfectly competitive market. We will compare features, similarities, differences, advantages and disadvantages. The monopoly firm I have chosen is Thames Water. This company is an accurate example, as it’s the sole supplier of the industry. The firm, is the industry. Thames Water supply water through peoples taps in and around London. Fyffe is my chosen firm in a perfectly competitive market. I think this is a good example. It sells bananas to supermarkets and food suppliers, who resell on to customers. The next two paragraphs explain the features of perfect competition, then a monopoly. â€Å"The theory of perfect competition illustrates an extreme form of capitalism. † (Sloman, 2007:113) There are many suppliers, who all only supply and produce a small fraction of the total output, of the whole industry. None of the firms have any power over the market. (Mankiw, 2001) Barriers to entry do not exist. Therefore firms can enter and leave the market freely. Apart from the money and time it takes to set up the business, there are no other obstacles. Both producers and consumers have perfect knowledge of the market. Therefore they both know prices which should be paid, quality which should be met, availability of the product. Market opportunities for expansion, and entry opportunities in the industry as a whole. The price Fyffe must charge for their bananas will depend upon the demand and supply of the whole market, not just Fyffe personal demand. Hence they have no power over prices. They must follow the market forces. (Sloman, 2007)Established firms in the banana industry have no advantage over firms who have newly entered the market. (Parkin, Powell, Matthews)â€Å"This means they can sell all the products they can produce at the market price, but none at a price which is higher. † (Sloman, 2007:114) If Fyffe raise their selling price above p1, their demand will drop to 0, because if Fyffe raise the price of their bananas, consumers will just buy from another firm selling at the current market price. Illustrated in diagram 2. (Beardshaw, 2001) All firms operating in the banana industry sell a homogenous product, all the firms in the industry sell an identical banana. The theory states there is not a great need for advertising or branding. (McConnell, 2008) I would agree with this statement in the context of bananas. Advertising is not needed as people will not look for a specific brand of banana. They all taste the same. However I think a firm in a market selling shampoos and conditioners would need a certain amount of branding and advertising so people choose their product and gain customer loyalty. In the shampoo industry products are not as homogenous. A pure monopoly owns 100% of the industry. Thames water have a great deal of power, and are price makers, thus they set the price to how much they want to charge. If the consumer cannot, or doesn’t want to pay the price, they have to go without the tap water. In the short run both perfect competition and monopolies can make economic profits, losses and supernormal profits. Only monopolies can manage to sustain super normal profits in the long run. â€Å"Persistant economic profits are called monopoly profits. † (Dobson, 2005:99) Monopolies can sustain supernormal profits and remain safe and unaffected by competition due to barriers to entry. Supply to the industry does not increase with new entrants. (Hunt, 1990). There are many types of barriers to entry. Thames water is known as a natural monopoly, meaning there are barriers to entry due to large economies of scale. (Sloman, 2007) Capital equipment is so expensive and large scale that only one sole supplier could manage to make a profit in the water industry. However Thames Water incurred low marginal costs once they are set up. â€Å"If average cost falls as output increases over the entire range of market demand its a natural monopoly. † (Dobson, 2006:100) â€Å"Each would have a very high average cost at a low output. † (Begg, 2005:134) Correspondingly Thames Water gain barriers to entry through lower costs. This is an artificial barrier. The firm is experienced in their field. Has good knowledge of their market, and will be able to gain the best rates of interest on finance, the best suppliers at the lowest costs, and lean methods of production. Other firms would struggle to compete. If a firm decided to set up and compete with Thames Water, and failed by going out of business there would be huge sunk costs. This occurs when high amounts are spent on capital expenditure, which cannot be used on another business venture. (Sloman, 2007) This is an example of exit costs. It would be a huge loss to the firm, and would discourage firms from entering the market. Thames water also have patents copywrite and licensing. The next two paragraphs explain the effect on demand for perfect competition, then a monopoly. For Fyffe the price charged for the bananas is equal to marginal revenue. Average revenue and demand are also equal to price. If average cost dips below average revenue the firm will earn supernormal profits. If demand is above where marginal costs and marginal revenue meet the firms will be making normal profit. See diagram 2. Normal profits cover opportunity costs of the owners money and time. If Fyffe set output below equilibrium marginal cost would exceed marginal revenue and profit would be lowered. If Fyffe raised output above equilibrium marginal costs would exceed marginal revenue and profits would also be lowered. See graph 1. (Dobson, 2005:99) The demand curve is elastic for the banana industry, but not perfectly elastic. Hence why it slopes downwards in diagram 1. If there is a rise in price for bananas, consumers will spend less on the product, and Fyffe will entail a fall in revenue. In contrast if the price of bananas drop, consumers will buy more of the product, and providing the firm is covering their costs they will receive an increase in revenue, because bananas can be relatively easily substituted by another cheaper fruit. Furthermore bananas will sell for a cheaper price when they are in season, due to a larger supply to the market in this period. Fyffe is perfectly elastic which is why their demand curve is horizontal. See graph 2. The firms prices are not affected by their output and their decisions do not affect the industry. (Ison, 2007) Firms must produce at equilibrium to maximise profits, which is where the market supply, meets the market demand, as illustrated in diagram 1. Short run â€Å"assumes the number of firms in the industry does not increase, as there is not enough time. † (Sloman 2007:114) When a firm produces quantity and price, where marginal costs, and average costs meet they are breaking even. See diagram 2. (Begg, 2005) Consumers are charged a price which is equal to what it costs the firm to produce the extra unit. See diagram 2. If the demand curve for bananas increases short term, the demand curve will shift to the right. See diagram 3. This results in a higher equilibrium and a higher selling price. As selling price has increased farmers will raise their output by increasing their variable costs such as labour and materials. This will result in a larger profit and profits are maximised. As illustrated in diagram 4. In contrast if the demand for bananas was to decrease, this would cause a shift to the left in the demand curve. See diagram 5. This results in a lower equilibrium for the industry, and a fall in the selling price. Consequently all firms in the industry including Fyffe would reduce output, by decreasing variable factors and the firm would suffer economic losses. As illustrated in diagram 6. (Dobson, 2005) If Fyffe or Thames Water are not covering their average total costs in the short run, they should carry on trading, but if they are not covering their short run average variable costs, it would be cheaper to temporarily close down. The theory is known as the short run supply decision. (Ison, 2007) In the long run any firm should close down if it is not covering its total average costs as it is loss making. Called the long run supply decision. (Begg, 2003) When demand increases and selling prices rise in the long term, existing firms are making supernormal profits. Several new firms will enter the market. The supply curve will shift to the right, and supply will increase, which will lower market price. As more new industries join firms reduce their output until they are making a normal profit again. Output of the whole industry will be larger now that more firms are in the market, and there is no incentive for firms to enter, or leave the market as breakeven profits are being made. Referred to as the entry or exit price. When there is a decrease in demand, prices will fall, and firms will reduce output to minimise losses. Eventually due to losses some firms will leave the market which lessens supply and the supply curve will shift to the left. This raises prices due to restricted output, and farmers will start to make normal profits again. So there are less firms and less output in the industry. (Dobson, 2005) In the long run there are no fixed costs in any industry, as firms can change their plant size or machinery. Resulting in a long run supply curve which is flatter than the short run. (Begg, 2003) If all firms operating in the industry restricted supply together increasing demand and prices, new firms would enter the market which would increase supply and lower prices. (Begg, 2005) Thames water are price inelastic, and have a low income elasticity of demand, because there are no close substitutes for their product, and water is a essential item. However they are not perfectly inelastic, as a rise in price will still amount to a small drop in quantity demanded. This means Thames water’s revenue will increase with a rise in price, and decrease with a fall in price. A profit maximising level of output is where marginal revenue is equal to marginal cost but rising up to the demand curve to obtain price. See diagram 9 (Sloman, 2007) The demand curve in diagram 9 represents the value of Thames water to customers, and the marginal curve shows the costs Thames water must pay. The marginal revenue curve must lie below the downward sloping demand curve as marginal revenue is less than price. The further the distance between the demand curve on the right hand side and the marginal revenue on the left the more inelastic the demand, see diagram 9. (Dobson, 2005) ) A firm cannot produce to the right of marginal revenue as this part of the diagram is inelastic. In order for the monopolist to sell a larger amount, the price must be lowered on all previous units, so to prevent this the monopolist may restrict output to keep a larger revenue. Creating scarcity and raising the equilibrium price. (Begg, 2005) â€Å"The excess of price over marginal costs shows the monopolies power† (Dobson, 2005:102) The power to raise prices by selling a smaller amount of output. Diagrams 8, 9, and 10 show long run economic profits, normal profits and losses. Thames water will then check weather the profit maximising level of output covers their total costs in the long run and variable costs in the short run. (Begg, 2003) Thames water is not a contestable market due to the fact it’s a natural monopoly, and has very high barriers to entry. This means they can charge high prices and make supernormal profits, without the threat of competition and new entrants. (Sloman, 2007) Thames water may want to behave ethically when setting prices. If they choose too high a price which people cannot afford this could lead to poverty, but if they charge too low a price this could lead to a wastage of water. Monopolies often use price discrimination when setting prices. Although Thames water do not. Perfect competition cannot use this method. Particular consumers are charged a higher price for an identical service so the monopoly can earn higher profits. (Ison, 2007) Revenue is not lost from previously sold units when price is reduced. More output can be sold ands firms can catch some of their consumer surpluses. See diagram 12. â€Å"Surpluses are the difference between actual price paid and what consumers will have been willing to pay. † â€Å"So the business is treating the demand curve as the marginal revenue curve† (Ison, 2007:138) Only works when consumers cannot buy the product for a cheaper price and sell on to others. (Begg, 2005) A firm operating in perfect competition will achieve allocative efficiency. This exists when price is equal to marginal costs. â€Å" Society is better off when resources are allocated to maximise the total surplus in the market. † (Dobson, 2005:91) Productive efficiency will also be achieved, meaning Fyffe will produce and sell their output for the lowest price they can in the long run giving consumers the best possible value for money. â€Å"Price equals minimum average total cost. † (Dobson, 2005:92) This is good for consumers and society as consumers get the best possible value for money. (Sloman, 2007) Perfectly competitive markets are critised for having a lack of variety, unable to fully satisfy consumers wants and needs. Furthermore the long term entry and exit of firms can be a waste of certain resources such as empty buildings. This is called competitive forces in action. (Dobson, 2005) Monopoly’s are in a position to give us a lower price if they decide to, due to economies of scale. The marginal cost curve is lower than the supply curve in their graph which means the firm can supply more output at a lower production cost. Supernormal profits can fund research and development which will improve the quality of the product. Therefore the monopoly can innovate and introduce new products. (Ison, 2007) However some firms may not do this as they do not need to fight to stay in the industry, with no competition around. (Mankiw, 2001) Joseph Schumpeter said in theory monopolies have more ability and incentive to innovate which can make them better for society. If you imagine a whole industry was taken over by a monopolist, they could eliminate competition and charge very high prices, by reducing output level to which raises price. Supernormal profits represent a redistribution of income from consumer to producer which can be critised on equity grounds† (Ison, 2007:137) Monopoly firms have been known to â€Å"engage in dirty tricks to protect themselves from competition. † They do not produce an output which minimises average costs. Making them productively efficient. â€Å"Perfect competition is rare due to larger companies expanding, gaining economies of scale and market power. Resulting in other firms being forced of the business. So if economies of scale did not exist any industry could have perfect competition. † (Dobson, 2006:94) Monopolies are also rare, and both are extremes of market structures. Most firms lie somewhere between the two. I think the two firms I picked are a fair comparism. They are both from a mixed economy. Thames water will have regulating agencies monitoring them. There are only 3 legal monopolies in Britain Thames Water included. In the past there was a significant amount of monopolies which were government owned. When Margaret Thatcher came into power she privitised these firms as she believed competition would lead to greater efficiency and lower prices which would benefit society as a whole. I agree with her decision and I think after researching, perfect competition appears to be the better option for consumers. Monopolys benefit society in certain situations such as retained profits ploughed back into research and development for medical reasons, and natural monopolies who could not survive in a perfectly competitive industry. Monoplies and perfect competition are becoming more rare as time goes on and who knows what will happen in the future.

Marks & Spencer Group Anaylsis

COMPANY PROFILE Marks and Spencer Group plc REFERENCE CODE: DFE67A38-E021-448F-BC58-3944E618713F PUBLICATION DATE: 12 May 2012 www. marketline. com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Marks and Spencer Group plc TABLE OF CONTENTS TABLE OF CONTENTS Company Overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Key Facts†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Business Description†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Histor y†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 Key Employees†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Key Employee Biographies†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Major Products and Services†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ . 6 Revenue Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 Top Competitors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 25 Company View†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 26 Locations an d Subsidiaries†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 29Marks and Spencer Group plc  © MarketLine Page 2 Marks and Spencer Group plc Company Overview COMPANY OVERVIEW Marks and Spencer Group (M&S or â€Å"the company†) is one of the leading retailers of clothing, foods and homeware in the UK. The company operates in more than 40 countries across Europe, the Middle East, and Asia. It is headquar tered in London, the UK and employs 78,169 people. The company recorded revenues of ? 9,740. 3 million (approximately $15,158. 8 million) in the financial year ended April 2011 (FY2011)*, an increase of 2. 1% over FY2010. The operating profit of M&S was ? 836. million (approximately $1,302. 5 million) in FY2011, a decrease of 1. 8% compared to FY2010. The net profit was ? 612 million (approximately $952. 5 million) in FY2011, an increase of 1 6. 3% over FY2010. *The financial year ended April 2, 2011 was a 52-week period whereas the financial year ended April 3, 2010 was a 53-week period. KEY FACTS Head Office Marks and Spencer Group plc Waterside House 35 Nor th Wharf Road London W2 1NW GBR Phone 44 20 7935 4422 Fax Web Address http://www. marksandspencer. com Revenue / turnover 9,740. 3 (GBP Mn) Financial Year End April Employees 78,169 London TickerMKS Marks and Spencer Group plc  © MarketLine Page 3 Marks and Spencer Group plc Business Description BUSINESS DESCRIPTION M&S is the holding company of the Marks & Spencer Group of companies. The company is one of the UK’s leading retailers, with more than 21 million people visiting its stores each week. M&S offers clothing and home products, as well as foods, sourced from about 2,000 suppliers globally. It operates through both wholly owned stores and franchise stores. As of FY2011, the company operated 703 stores in the UK. M&S operates over 361 owned and franch ised stores in over 42 territories.Though the company primarily repor ts its revenues in terms of geographic segments (UK and international), its operations can be categorized under two divisions: food and general merchandise. The food division concentrates on four main areas: fresh, natural, healthy food; special celebration products; authentic ready meal ranges; and exceptional ever yday food such as â€Å"Oakham† chicken. It operates a chain of 163 Simply Food owned stores and 202 Simply Food franchise stores in high streets, motorway service stations, railway stations and air por ts in the UK.The general merchandise division of the company is categorized into two segments: clothing and home. The clothing segment offers women's wear, men's wear, lingerie, children's wear, and accessories and footwear. Some of the prominent brands offered by this segment include Autograph, Limited Collection, Collezione, Blue Harbour, Girls Boutique, Per Una, Ceriso, Adored, and Truly you. The home segment offers homeware and home accessories, kitchen and tableware, lighting, and furniture products. In addition to selling products through regular stores, the segment also offers catalogue services.M offers its products and services online as well as through flagship stores, high street stores, retail park stores, M outlets, Simply Food stores, and Simply Food franchised stores. Marks and Spencer Group plc  © MarketLine Page 4 Marks and Spencer Group plc History HISTORY M was founded in 1884 as a stall in an open market in Leeds, the UK. Then known as Marks' Penny Bazaar, it was the household goods, haberdasher y, toy, and sheet-music business of Michael Marks, a Jewish refugee from Poland. In 1894, he took Thomas Spencer as a business par tner.In 1903, M&S was registered as a private limited company. Although a clothing design depar tment had first been set up in 1938, it was not until after the Second World War that it became fully developed under a leading designer . In 1973, the company entered Canada, and bought Peoples Depar tment Stores and D'Allaird's, a national women's wear retailer, both of which it later sold. The company also had direct retailing investments in Canada. It tried to move south of the border in 1988 with the purchase of Brooks Brothers, but the US operation never took off as the company had hoped.Five franchised stores were closed down in Turkey in 1999 when the franchise par tner Turk Petrol Holding couldn't meet its bank obligations and collapsed. Later in the year, Marks and Spencer Canada, after 25 years of business, closed its 38 stores. The company sold its US clothing chain Brooks Brothers for $225 million in 2001. In 2003, M&S announced the launch of its â€Å"&more† credit card. Alongside this, Marks & Spencer Financial Services was re-branded â€Å"Marks & Spencer Money. † In 2004, M&S completed the sale of Marks & Spencer Retail Financial Services Holdings (M&S Money) to HSBC.During the course o f 2005, the company opened 31 Simply Food stores as well as closed the Lifestore project in the UK. M&S expanded the â€Å"Simply Food† format with the acquisition of 28 stores on a leasehold basis from Iceland Foods for a consideration of ? 38 million (approximately $76. 3 million) in 2006. In the same year, M&S sold Kings Super Markets, its only non-M&S branded business to a US investor group consisting of Angelo, Gordon & Co, MTN Capital Par tners and Mr. Bruce Weitz for $61. 5 million in cash.In 2007, M&S and two of its long-term suppliers decided to star t the development of M&S' first â€Å"eco-factories†, pioneering innovative methods of sustainable manufacturing. One factor y in Sri Lanka would make lingerie and two factories in Nor th Wales would manufacture furniture upholster y. In the same year, the company launched its own branded LCD widescreen TVs. This range was in addition to the existing collection of Sony TVs currently available at M. Fur ther in the year, M launched school wear made from recycled plastic bottles.The company's first standalone home store in Lisburn, Nor thern Ireland was launched in 2007. In the same year, M&S launched Big & Tall, an exclusive online men's wear offering more than 450 items online ranging from tailoring to knitwear to casual shir ts and trousers. Also in 2007, M reduced saturated fat level as much as 82% in more than 500 company's products. The company reduced saturated fat levels in products including sandwiches, ready meals, crisps and savor y snacks. Marks and Spencer Group plc  © MarketLine Page 5 Marks and Spencer Group plc HistoryTowards the end of 2007, a new Made to Measure shir ts ser vice was launched by M&S, which allowed customers to design a tailor-made shir t within 21 days. The company added new products to its men's wear por tfolio in FY2008. M also launched climate control underwear featuring temperature regulating technology developed by NASA, expanded Collezione brand collec tion by introducing new shoes, wool and cashmere mix trousers. M reinvigorated its Blue Harbour brand to attract 35 to 44 year old men. Also in FY2008, the company star ted to freeze its ready meals for international sale and launched a range of 70 lines in eight countries.Later, the company also launched a 25-piece capsule collection called GD25 from Per Una. In 2008, M removed ar tificial colors and flavorings from its entire food and soft drinks range. In the same year, the company improved the quantity of space in a number of major out of towns and city centre stores through store extensions and also added 35 stores to its Simply Food por tfolio, including 25 BP franchised stores. A new flagship store in new Westfield Centre at White City, West London was opened at the end of 2008.To fur ther progress in Asian markets, the company opened its first 38,000 square feet store in Shanghai. M then entered into a par tnership with Scottish and Southern Energy, as per which M Energy wou ld supply electricity and gas to domestic customers and reward them with M store vouchers for helping the environment by reducing their energy usage. M announced plans to close 10 of its Simply Food stores in 2009. The company opened Food to Go outlets in Hong Kong in the same year. Also in 2009, M announced plans to enter new categories in the Indian market, with the launch of luggage and footwear for men.The company introduced a Ramadan and Eid fashion collection in all the 13 stores throughout the Middle East in the UAE, Bahrain, Qatar, Kuwait and Oman in 2009. Fur ther in the year, M launched personalized greetings cards business online. The company also announced to open its second mainland store in Guangzhou, the capital of Guangdong province in southern China. M also launched a beer and cider range to complement its wine selection. M launched a revamped version of its website in 2009, the first major update since 2007.Fur thermore, in 2009, the company began to offer its onli ne international deliver y service to 73 more countries as par t of a drive to grow annual sales of M Direct. The company began its offering within the homeware sector in 2009. M announced plans to open a store in Marbella, Spain by the end of 2009. In the same year, M and India-based Reliance Retail planned to open approximately 50 stores in India in the following five years under the banner of their joint venture company Marks & Spencer Reliance India. Later in the year, the company outlined plans to cut costs by ? 50 million (about $150 million) by optimizing its supply chain and IT systems. M also announced plans to open a new store at the Swords Pavilions shopping center in the Dublin Airpor t, Ireland, in 2009. The company opened its new 22,000 square feet store at Morpeth's Sanderson Arcade in the same year. M&S decided to launch â€Å"Simply Food† in Western Europe. Fur ther in 2009, the company announced plans to sell a selected range of around 400 branded grocery an d household products in all of its UK stores, following a 16-month trial in its stores in the Nor th East and South East of England.In 2010, M&S launched a new Home Energy Service division that would offer customers a suite of energy efficiency products and services. Building on the success of M&S Energy, which was servicing Marks and Spencer Group plc  © MarketLine Page 6 Marks and Spencer Group plc History over 125,000 homes, the company would roll-out a number of new products including bespoke energy advice, renewable energy solutions such as solar panels and heat pumps, and energy efficient heating solutions.In the same year, M&S announced a program to be the world's most sustainable retailer by 2015, launching 80 major new commitments under M' eco and ethical plan, Plan A. The new commitments will mean that the company ensures all M&S products become ‘Plan A products' with at least one sustainable quality. This program will also enable the company's 2,000 suppliers to a dopt Plan A best practice and encourage M customers and employees to live ‘greener' lifestyles. Fur ther in 2010, M launched a new version of www. marksandspencer. om designed specifically for use on mobile phones and mobile devices—the first mobile site from a major UK high street retailer. Through this, the company aims to expand its multi-channel offering. During the same year, M launched England Football team suit exclusively in M stores, to take advantage of the football World cup spending. The company opened its new 1. 1 million square feet distribution centre at ProLogis Park Bradford in the UK in 2010. This warehouse in the UK will serve all the company's stores with furniture products and store equipment.Later in 2010, M&S launched a range of Solar PV and Solar Thermal water heating solutions. Fur thering the sustainability initiatives, the company also announced that it will use polyester made from recycled PET drinks bottles instead of virgin polymer to make more than 300 million clothing care labels a year. Towards the end of 2010, M&S announced plans to move into rail distribution to reduce its carbon footprint. More than 300,000 general merchandise products per week would move from road to rail distribution. The company also opened a new shopping center in Vilnius, Lithuania at the end of year.In April 2011, M&S opened its greenest ever store at Ecclesall Road in Sheffield. This is the first store of a number of new Sustainable Learning stores planned by the company as par t of its drive to become the world's most sustainable major retailer by 2015. The company opened 20 stores in the UK during FY2011, including 17 Simply Foods. In international, M opened 49 new stores and closed 15 stores. During the same period, the company entered the Egyptian market with a 28,000 square feet store in the Dandy Mega Mall in Cairo.The company, in July 2011, launched a new iPad application for its investors. This application will provide investors w ith latest M financial news. In the following month, M signed a traceability deal with Historic Futures. As per the deal, Historic Futures will provide the company full traceability on ever y single clothing and home product it sells. M is the first major retailer to commit to full traceability for non-food products. In September 2011, M opened a new store at Westfield, Stratford City with the latest ‘Only at Your M' innovations and customer experiences.In the following month, M&S launched its new French website, http://www. marksandspencer. fr/, marking its first international transactional website. Marks and Spencer Group plc  © MarketLine Page 7 Marks and Spencer Group plc History The company, in November 2011, opened its new flagship store at 100 Avenue des Champs-elysees in Paris. M&S, in February 2012, launched its outlet format on its website at www. marksandspencer. com/outlet. M&S Outlet will permanently offer a selection of more than 1,300 quality M&S clothing prod ucts with up to 40% off the regular high street and online prices.In the same month, the company recalled four products (Crispy Prawn Wonton, Crispy Vegetable Balls, Prawn Baguette Toast, and Prawn Siu Mai Selection) from its Chinese range due to mistake in ‘use by’ date. In March 2012, the company, announced plans to launch a new website for its Irish customers, http://www. marksandspencer. ie/. In April 2012, M&S announced that it will accept secondhand clothes at UK outlets in order to recycle into other fabrics or reuse overseas by the Oxfam charity in an aim to cut waste. Marks and Spencer Group plc  © MarketLine Page 8 Marks and Spencer Group plcKey Employees KEY EMPLOYEES Name Job Title Board Marc Bolland Chief Executive Officer Executive Board 975000 GBP Alan Stewar t Chief Finance Officer Executive Board 550000 GBP Kate Bostock Executive Director, General Merchandise Executive Board 590000 GBP John Dixon Executive Director, Food Executive Board 540000 GBP Ste ven Sharp Executive Director, Marketing Executive Board 655000 GBP Laura Wade-Gery Executive Director, Multi-channel E-commerce Executive Board Amanda Mellor Group Secretar y and Head of Corporate Governance Executive Board Rober t Swannell Chairman of the BoardNon Executive Board Vindi Banga Director Non Executive Board Miranda Cur tis Director Non Executive Board Jeremy Darroch Director Non Executive Board 85000 GBP Steven Holliday Director Non Executive Board 85000 GBP Mar tha Lane Fox Director Non Executive Board 70000 GBP Jan du Plessis Director Non Executive Board 70000 GBP Clem Constantine Director, Proper ty Senior Management Tanith Dodge Director, Human Resources Senior Management Dominic Fr y Director, Communications and Investor Relations Senior Management Jan Heere Director, International Senior Management Nayna McIntoshDirector, Store Marketing and Design Senior Management Steve Rowe Director, Retail Senior Management Darrell Stein Director, Information Technology and L ogistics Senior Management Marks and Spencer Group plc  © MarketLine Compensation 450000 GBP Page 9 Marks and Spencer Group plc Key Employee Biographies KEY EMPLOYEE BIOGRAPHIES Marc Bolland Board: Executive Board Job Title: Chief Executive Officer Since: 2010 Mr. Bolland has been the Chief Executive Officer at Marks and Spencer Group since 2010. Previously, he was the Chief Executive Officer at Morrisons Supermarkets from 2006 to 2010.Prior to this, Mr. Bolland worked at Heineken for 20 years in various management roles, including Executive Board member and Chief Operating Officer, and responsibility for operations and business development in the US, France, Italy, Spain, the Caribbean and Latin America. He also ser ves as a Director at Manpower. Alan Stewart Board: Executive Board Job Title: Chief Finance Officer Since: 2010 Mr. Stewar t has been the Chief Finance Officer at Marks and Spencer Group since 2010. Before joining the company, he was the Chief Financial Officer at AWA S, an aircraft leasing company. Mr.Stewar t spent 10 years at HSBC Investment Bank before joining Thomas Cook in 1996, where he held various senior roles, including Chief Executive at Thomas Cook UK. Mr. Stewar t joined WH Smith in 2005 as Group Finance Director. He also ser ved as a Non Executive Director at Games Workshop Group. Kate Bostock Board: Executive Board Job Title: Executive Director, General Merchandise Ms. Bostock is the Executive Director of General Merchandise at Marks and Spencer Group. She joined the company in 2004. Previously, Ms. Bostock was the Product Director for Childrenswear at Next from 1994.She also ser ved as the Product Director for the George brand covering all areas of clothing and footwear at Asda. John Dixon Board: Executive Board Job Title: Executive Director, Food Marks and Spencer Group plc  © MarketLine Page 10 Marks and Spencer Group plc Key Employee Biographies Since: 2009 Mr. Dixon has been the Executive Director of Food at Marks and Spence r Group since 2009. He joined the company as a Store Management Trainee. Mr. Dixon held various senior roles at the company for over 20 years, including Executive Assistant, Chief Executive, and Director of Home and M&S Direct.Steven Sharp Board: Executive Board Job Title: Executive Director, Marketing Mr. Sharp is the Executive Director of Marketing at Marks and Spencer Group. He joined the company in 2004. Previously, Mr. Shar p served as the Marketing Director at Asda, the Bur ton Group, Booker, and Arcadia Group. Currently, he is a Non Executive Director at Adnams. Laura Wade-Gery Board: Executive Board Job Title: Executive Director, Multi-channel E-commerce Since: 2011 Ms. Wade-Gery has been the Executive Director of Multi-channel E-commerce at Marks and Spencer Group since 2011.Prior to this, she worked at Tesco and held a variety of senior roles, including Chief Executive Officer of Tesco. com and Tesco Direct. Ms. Wade-Ger y also held various roles at Gemini Consulting and K leinwor t Benson. She has also been a Non Executive Director at Trinity Mirror since 2006. Amanda Mellor Board: Executive Board Job Title: Group Secretary and Head of Corporate Governance Ms. Mellor is the Group Secretary and Head of Cor porate Governance at Marks and Spencer Group. She joined the company in 2004 as the Head of Investor Relations. Ms.Mellor spent her early career in investment management at James Capel before becoming a Director within its Corporate Finance team. She then served at Rober t Fleming, Investment Banking prior to joining The Bur ton Group as the Director of Cor porate Relations and Investor Relations. Robert Swannell Board: Non Executive Board Job Title: Chairman of the Board Marks and Spencer Group plc  © MarketLine Page 11 Marks and Spencer Group plc Key Employee Biographies Since: 2011 Mr. Swannell has been the Chairman of the Board at Marks and Spencer Group since 2011.He joined the company in 2010 as a Non Executive Director. Prior to this, Mr. S wannell was a Senior Independent Director at The British Land Company, and 3i Group. He spent over 30 years in investment banking at Schroders/Citigroup. Mr. Swannell was previously the Vice Chairman at Citi Europe and Co-Chairman at Citi's European Investment Bank. Vindi Banga Board: Non Executive Board Job Title: Director Since: 2011 Mr. Banga has been a Director at Marks and Spencer Group since 2011. He is currently a Par tner at Clayton Dubilier & Rice, a private equity investment firm. Prior to this, Mr.Banga spent 33 years at Unilever, where he held several senior positions, including President of the Global Foods, Home and Personal Care businesses, and was a member of the Unilever Executive Board. He also serves as a Non Executive Director at Thomson Reuters and Maruti Suzuki India. Miranda Curtis Board: Non Executive Board Job Title: Director Since: 2012 Ms. Cur tis has been a Director at Marks and Spencer Group since February 2012. She is currently the Chairman at Waterston es, and a Non Executive Director at Liber ty Global. Ms. Cur tis has also been a Non Executive Director at National Express Group since 2008.She also serves on the Boards of the Institute for Government, the Royal Shakespeare Company, and Camfed (the leading African girls’ education charity). Jeremy Darroch Board: Non Executive Board Job Title: Director Since: 2006 Mr. Darroch has been a Director at Marks and Spencer Group since 2006. He also ser ves as the Chief Executive at British Sky Broadcasting. Previously, Mr. Darroch ser ved as the Chief Financial Officer at British Sky Broadcasting. Prior to this, he was the Group Finance Director and Retail Finance Director at Dixons Retail (formerly DSG International). Marks and Spencer Group plc MarketLine Page 12 Marks and Spencer Group plc Key Employee Biographies Steven Holliday Board: Non Executive Board Job Title: Director Since: 2004 Mr. Holliday has been a Director at Marks and Spencer Group since 2004. He is the Group Chie f Executive Officer at National Grid. Prior to that, Mr. Holliday served as the Director of UK and Europe and was responsible for the UK Electricity and Gas businesses. He is also the Chairman of the UK Business Council for Sustainable Energy. Prior to joining National Grid, Mr. Holliday was an Executive Director at British Borneo Oil and Gas.Previously, he held several senior positions at Exxon Group. Martha Lane Fox Board: Non Executive Board Job Title: Director Since: 2007 Ms. Fox has been a Director at Marks and Spencer Group since 2007. She is the UK’s Digital Champion, the Chairman of Race Online 2012, and a Non Executive Director at Channel 4 Television. Ms. Fox is founder and Chairman of Lucky Voice, and of her own grant-giving foundation, Antigone. She was co-founder of lastminute. com. Jan du Plessis Board: Non Executive Board Job Title: Director Since: 2008 Mr. du Plessis has been a Director at Marks and Spencer Group since 2008.He is the Chairman at Rio Tinto. Pre viously, Mr. du Plessis was the Chairman at British American Tobacco and a Non Executive Director at Lloyds Banking Group. He also ser ved as the Chairman at RHM from 2005 to 2007. Mr. du Plessis was previously the Group Finance Director at Richemont, a position he held until 2004. Clem Constantine Board: Senior Management Job Title: Director, Proper ty Mr. Constantine is the Director, Proper ty at Marks and Spencer Group. He joined the company in 2006. Mr. Constantine was appointed the Group Proper ty and Retail Planning Director at Arcadia Group in 1999.He was appointed to his first finance directorship in 1993, for the IS brand at the Marks and Spencer Group plc  © MarketLine Page 13 Marks and Spencer Group plc Key Employee Biographies Bur ton Group, and moved through several other finance directorships with variable responsibilities including systems and retail. Mr. Constantine was trained as a Char tered Accountant at Stoy Hayward, and joined Debenhams in 1989 as a Financial Analyst. Tanith Dodge Board: Senior Management Job Title: Director, Human Resources Since: 2008 Ms. Dodge has been the Director, Human Resources at Marks and Spencer Group since 2008.She was formerly the Group Human Resources Director at WH Smith since 2003. At WH Smith, Ms. Dodge was also responsible for Public Relations, Communications and Post Office Operations. Prior to this, she was the Senior Vice President Human Resources for Europe, Middle East and Africa (EMEA) at InterContinental Hotels Group. Ms. Dodge also served as the Human Resources Director at Diageo's two business divisions. She was also the International Human Resources Manager at Prudential Corporation. Dominic Fry Board: Senior Management Job Title: Director, Communications and Investor RelationsMr. Fry is the Director, Communications and Investor Relations at Marks and Spencer Group. He joined the company in 2009. Prior to this, Mr. Fr y ser ved at Tulchan Communications. In 1996, he was appointed the Communicat ions Director at J Sainsbury and ser ved in the same role at ScottishPower from 2000 to 2005. In 1989, Mr. Fr y became the Communications Director at AT&T in the UK before moving from there to head up communications at the Channel Tunnel in the mid '90s. He star ted his career in 1982 working in PR consultancy at Traverse-Healy & Regester and then Charles Barker.Jan Heere Board: Senior Management Job Title: Director, International Since: 2011 Mr. Heere has been the Director, International at Marks and Spencer Group since 2011. He joined Inditex in 2002 where he held a several international roles, most recently as General Manager for Inditex Russia. During 2000–02, Mr. Heere held various senior management roles at Zara, Groupo Inmobiliario Lupaco, and Charanga. He began his career at Manpower in Spain in 1997. Nayna McIntosh Marks and Spencer Group plc  © MarketLine Page 14 Marks and Spencer Group plc Key Employee BiographiesBoard: Senior Management Job Title: Director, Stor e Marketing and Design Ms. McIntosh is the Director, Store Marketing and Design at Marks and Spencer Group. She joined the company in 2005. Prior to this, Ms. McIntosh was par t of the Management Team that set up the per una brand in 2001. Previously, she served as the Sales and Marketing Director for the George brand at Asda stores. Before joining George, Ms. McIntosh was at Next for four years as a Divisional Executive for the South of England. Steve Rowe Board: Senior Management Job Title: Director, Retail Since: 2008 Mr.Rowe has been the Director, Retail at Marks and Spencer Group since 2008. He joined the company in 1989 and held a variety of positions in store management, having previously worked at Topshop as a Store Manager. Mr. Rowe joined Head Office in 1992 as a Merchandiser for Menswear. In 1998, he was promoted to Category Manager in the Furniture Depar tment. In 2001, Mr. Rowe led the team developing the Home Growth Strategy, working with McKinsey Consultants, and beca me Head of Home categories in 2003. He was promoted to the Director of Home a year later in 2004. From 2004 to 2008, Mr.Rowe was also responsible for Beauty and New Business Development. Darrell Stein Board: Senior Management Job Title: Director, Information Technology and Logistics Mr. Stein is the Director, Information Technology and Logistics at Marks and Spencer Group. He has been working in IT for 17 years star ting his career at the company in 1990. Mr. Stein re-joined M in 2006 as the IT Director. From 2001 to 2006, he ser ved at Vodafone, becoming IT Director for Vodafone UK in 2004. Prior to this, Mr. Stein was Vodafone's UK Network Director and Global IT Strategy and Architecture Director.From 1996 to 2001, he ser ved at Ernst & Young, leading a number of major IT and Change Programmes in the financial services, retail and utility sectors. In 1994, Mr. Stein joined Mars as a Project Manager. Marks and Spencer Group plc  © MarketLine Page 15 Marks and Spencer Group plc Ma jor Products and Services MAJOR PRODUCTS AND SERVICES M&S is one of the leading retailers of clothing, foods and homeware in the UK. The company's key products and services include the following: Products: Women's wear Men's wear Lingerie Children's wear Footwear Food and grocery items Homeware and home accessoriesKitchen and tableware Lighting Furniture products Services: Credit cards Car, home, travel, and pet insurance Personal loans Brands: Autograph Limited Collection Collezione Blue Harbour Girls Boutique Per Una Ceriso Adored Truly you Marks and Spencer Group plc  © MarketLine Page 16 Marks and Spencer Group plc Revenue Analysis REVENUE ANALYSIS Overview The company recorded revenues of ? 9,740. 3 million (approximately $15,158. 8 million) in FY2011, an increase of 2. 1% over FY2010. For FY2011, the UK, the company's largest geographic market, accounted for 89. 7% of the total revenues.M generates revenues through two business divisions: food (51. 5%% of the total revenues in FY2011), and general merchandise (48. 5%). Revenues by division* During FY2011, the food division recorded revenues of ? 4,499. 4 million (approximately $7,002. 4 million), an increase of 1. 9% over FY2010. The general merchandise division recorded revenues of ? 4,233. 6 million (approximately $6,588. 8 million) in FY2011, an increase of 2% over FY2010. *The revenue breakdown by division is only for the revenues from the UK market. Revenues by geography The UK, M' largest geographical market, accounted for 89. % of the total revenues in FY2011. Revenues from the UK reached ? 8,733 million (approximately $13,591. 2 million) in FY2011, an increase of 1. 9% over FY2010. International operations accounted for 10. 3% of the total revenues in FY2011. Revenues from international operations reached ? 1,007. 3 million (approximately $1,567. 7 million) in FY2011, an increase of 4% over FY2010. Marks and Spencer Group plc  © MarketLine Page 17 Marks and Spencer Group plc SWOT Analysis SWO T ANALYSIS M&S is one of the leading retailers of clothing, foods and homeware in the UK.The company has expanded its food product offering significantly in the recent years. New products launches, focus on expanding healthy products, promotions, and competitive prices are all helping the company attract customers in a highly competitive market. However, surge in shoplifting could negatively impact the cost structure for M&S. Strengths Weaknesses Expanding food offering Strong market position in the clothing segment Geographical expansion to increase the addressable market and reduce vulnerability to mature UK market M&S etched a highly effective CSR strategy M&S legacy stores and systems are a ompetitive disadvantage Declining general merchandise division sales due to inadequate stocking Opportunities Threats Online channel continues to boom and will enable M&S to boost revenues Focus on China and India can lead to expansion in two of the fastest growing markets Surge in shopliftin g losses costs the retailers and customers Weak consumer spending in the UK Rising labor cost in the UK Strengths Expanded food offering The company has expanded its food product offering significantly in the recent years. In 2009, M&S consistently highlighted it is cheaper than Waitrose on a basket of 1,200 items by about 2%.The company, in 2009, decided to invest in its margins in order to provide its customers better value. As a result of this, M&S saw improved perceptions of value by its customers. The company, in FY2011, launched around 1,800 new products in food and positioned itself as the UK’s leading high quality food retailer. The key product launches of the company include Taste Italia, and Made Without Wheat range of gluten-free bread and cakes, With the success of Made Without Wheat product range, the company launched gluten-free sandwiches, sausages, stuffing, and crisp bakes.As of FY2011, the company offered 125 gluten-free products. M&S also became the UK†™s second largest favorite health food brand with the launch of its Simply Fuller Longer range which encourages customers to manage their weight with a menu plan. The gross margin of food division increased by 20 basis points to Marks and Spencer Group plc  © MarketLine Page 18 Marks and Spencer Group plc SWOT Analysis 30. 8% in FY2011. This was mainly driven by better management of promotions and waste. Fur ther, in the four th quar ter of FY2012 ended March 2012, M&S launched 500 new products in the food division.The sales in this quar ter increased by 3. 1%, The company’s promotions such as roast dinner for ? 5 ($7. 8), Dine In, etc offered its customers with great value solutions for special occasions. M&S’ food division has been performing well in a ver y competitive market and against tough competitors. By launching innovative products and with an expanded food offering, the company has been able to attract the customers in a highly competitive market. Strong market position in the clothing segment M&S has a strong market position in the clothing segment.With more than one in 10 clothing items bought from M&S, the company ranks amongst the three largest clothing retailers in the UK. According to a repor t released by Verdict (Datamonitor's retail arm) in May 2012, M is known for its product quality. The company was ranked first with a score of 49 for its product quality above the market average of 23. According to another repor t released by Verdict in April 2012, M enjoys highest conversion rate of 50. 7% and is very successful in conver ting visitors to loyal main users through its varied product offer, in-store service and garment quality.This indicates that M is a trustwor thy brand, which all main users would return to knowing that the quality, fit, and ser vice are reliable and consistent. The retailer has recognized that its core market of predominantly mature customers has been especially hard hit by rising core costs of living, falling interest on savings and worse prospects for pensions, and in reaction has lowered its entr y prices to compete more effectively with high street/value operators and supermarkets, helping to maintain the loyalty of its main users and prevent them from shopping elsewhere.Verdict, in its repor t in March 2012, ranked, M seventh in the global depar tment store market with a share of 3. 2%. This market leadership enabled M to excel throughout the economic downturn, while other mid-market retailers are pressured from the ever expanding value players. Leading market position indicates access to a large customer base and also popularity of M' offering in the clothing segment. Going forward, this market position would enable the company to drive revenues as consumer spending recovers.Geographical expansion to increase the addressable market and reduce vulnerability to mature UK market With a por tfolio of over 361 owned and franchised stores in 42 territories M&S continues to grow i ts international business. This mix of ownership models and countries enabled the company to perform well in FY2011, even when individual markets were weak. Fur ther, during FY2011, the company entered the Egyptian market with a 28,000 square feet store in the Dandy Mega Mall in Cairo. M&S' international business grew by 4% in FY2011 despite tough economic situation.As an established retailer in a mature market, it is going to be hard for M to continually deliver significant increases in UK sales. However, in the long run, its international business offers an oppor tunity for high growth. By generating much higher volumes, it can deliver margin benefits with suppliers. With production costs rising, this will be an advantage in the UK. International expansion will enable the company to access multiple sales points for most of the product ranges. This is especially relevant for clothing and homewares segments.Also, through expansion in the international markets M can reduce Marks and Spencer Group plc  © MarketLine Page 19 Marks and Spencer Group plc SWOT Analysis vulnerability to mature UK market. The company can also par ticipate effectively in some of highest growing markets such as China and India. All these factors would enable the company to reduce the overall business risk and facilitate increased revenues. M etched a highly effective CSR strategy M has to its credit an effective corporate social responsibility (CSR) strategy.CSR has been gaining prominence not just among the stake holders and governments but the consumers as well. The company has the highest propor tion of consumers believing it to be a responsible retailer and this can largely be attributed to the success of its Plan A, a ? 200 million (approximately $320. 3 million) 100-point plan launched in 2007 with five areas of focus: climate change, fair par tnership, health, sustainable raw materials, and waste. In FY2011, the company included two more areas in its Plan A: involving customers, and making Plan A how we do business.In the last few years, initiatives launched under the Plan A banner include launching the company's first eco-store, encouraging suppliers to set-up eco-factories, removing hydrogenated fats from its ready meals, increasing the propor tion of organic food, reducing the salt content of its produce, cer tifying a larger percentage of its fish as originating from sustainable populations, and beginning to sell recycling and composting bins. It is the high profile presence of Plan A in adver tising campaigns, product labeling and store signage that gives M&S one of the best consumer perceptions of a retailer for social responsibility.The campaign works not just as a direct to consumer channel, but also because of the positive coverage it creates. Perhaps more impor tantly, it has publicized all of these initiatives extensively. In 2008, M&S launched a TV adver tising campaign focusing on its ethical, environmental and health-conscious credentials, hi ghlighting that it only uses free range eggs and that its products are now free from ar tificial colors and flavorings. Other, more innovative, ideas have included a joint venture with Oxfam to promote the recycling of old clothes.In addition, more controversially, the retailer introduced a 5p charge for carrier bags at all of its food depar tments in 2008. Though many consumers resented this charge, it has undoubtedly boosted M&S' reputation as an ethical retailer. Overall, sculpting its CSR strategy into such a high publicity campaign, divided into such clear action points and highly visible benefits, has seen the company move to the forefront of responsible retailing. In FY2011, the company launched Indigo Green, its first range of clothing made using more sustainable fabrics.In April 2012, the company announced to accept secondhand clothes at all the UK outlets except Simply Food stores, to recycle them into other fabrics or to reuse them in order to cut waste. Plan A has seen C SR become core to M' principles in the eyes of the consumer and it has reaped the benefits of this, gaining shoppers as a result and repor tedly saving more than ? 70 million (approximately $108. 9 million) in efficiencies gained in FY2011 compared with ? 50 million (approximately $77. 8 million) in FY2010.In addition, M&S improved energy efficiency in its stores by 23% and warehouses by 24% in FY2011 compared to FY2007. It also improved the fuel efficiency of its deliver y fleets by 20% and total carbon emissions have been reduced by 13%. The company now recycles 94% of all the waste it generates from its stores, offices and warehouses. The total waste is down by more than a third. M&S also met its sustainable standards by sourcing 90% of wild fish in FY2011 (62% in FY2010) and 76% of wood in FY2011 (72% in FY2010). Marks and Spencer Group plc  © MarketLine Page 20 Marks and Spencer Group plcSWOT Analysis By actively promoting a product's greener attributes (for example fewer, mo re recognizable and natural ingredients), retailers such as M have positioned products as improving one's personal environment while benefiting the global environment too. Many of their successes have come from emphasizing the former rather than the latter, especially as consumers often associate ethics with a sense of wellbeing. In terms of the issues that concern consumers, the sustainability of natural resources is a major fear, as are climate change and the fairness of sourcing arrangements.Consumers are also attracted to products with health benefits and there is a clear trend that consumers can be persuaded to par t with more money in return for products with a positive impact, not just to them personally, but also to wider society. Indeed, differentiating between products becomes harder and harder to achieve, Verdict expects consumers to turn to auxiliary considerations such as ethicality and sustainability to guide their choices. Consumers are no longer purely satisfied with how a product looks and functions; they want assurances over aspects such as nvironmental impact, hygiene, safety, and fairness. In light of the above mentioned trends where the customer choices are increasingly guided by the sustainability issues, M&S will benefit due to its reputation of being a responsible retailer. Weaknesses M&S legacy stores and systems are a competitive disadvantage M&S suffers some competitive disadvantages compared to Tesco, which has been able to drive earnings before interest and tax (EBIT) growth even in the mature UK market. Tesco benefits from supplier power and state-of-the-ar t IT, supply chain and systems compared with M&S legacy systems.The supermarket retailer has been able to break up the demand cur ve with metro, express and big box store formats out of town and on the high street. Moreover, Tesco stores have been carefully designed with consistent store layouts in order to facilitate store navigation. Extra back room store space has also been allocated to allow for smooth execution of its picking and distribution model. Tesco sells both own label and branded goods (food and non-food) in a bid to drive up footfall and sales conversion. M&S legacy stores are inconsistent in terms of layout.Store size tends to dictate product availability, while a lack of back room store space does not facilitate the same style supermarket pick and delivery model. The legacy systems and stores of M&S are constraining effective servicing of customer demands on a consistent basis. This is placing the company at a clear competitive disadvantage compared to a formidable opponent, Tesco. Declining general merchandise division sales due to inadequate stocking The company’s general merchandise division sales declined in recent times, M&S’ general merchandise division sales decreased by 2. % in the four th quar ter of FY2012 ended March 2012. This was mainly due to shor tage of stock in its stores, Due to this, the company was also no t able to meet customer demand for 300,000 knitwear garments under the M&S Woman label. It only sold Marks and Spencer Group plc  © MarketLine Page 21 Marks and Spencer Group plc SWOT Analysis 100,000 knitwear garments during this period. Fur ther, in times of high demand, inadequate stock could hamper the sales of the division and result in loss of sales to competitors.This not only affects the revenues of the company but could also result in shift of customers to its competitors. Opportunities Online channel continues to boom and will enable M&S to boost revenues Online retail sales in the UK have grown significantly over a period of time. According to Office for National Statistics, non-seasonally adjusted average weekly value for internet retail sales in the UK was ? 414 million (approximately $644. 3 million) in Februar y 2010, this increased to ? 573. 6 million (approximately $892. 7 million) in February 2012, representing an increase of 18%.Internet sales accounted for only 8% of the total retail sales (excluding fuel) in Februar y 2010. This figure increased to 10. 7% in February 2012. The growing desire for convenience is seeing shoppers buy more online, especially in the category of food and grocery. Consumers have also become savvier, using the internet more to get the best deal they can. Voucher codes, and cashback sites have been instrumental in this. Additionally, improved deliver y and fulfillment options have been encouraging consumers to shop more online.The company operates in the internet channel through M&S Direct where the products are offered through website and newly launched ‘Shop Your Way' facility, a new ordering service that has been rolled-out in 444 stores (including 151 in Simply Foods stores) during FY2011, allowing customers to place orders either in stores, online or over the phone, for deliver y to either a nominated address or free of charge to their nearest store. M&S Direct’s sales increased from ? 413 millio n (approximately $642. 8 million) in FY2010 to ? 543 million (approximately $845. million) in FY2011, an increase of 31. 5%. Fur ther, in the first half of FY2012, M&S Direct’s sales increased by 11. 7% with more than three million visitors per week. Thus, by leveraging its online presence, M&S can cater to the requirements of a growing number of customers who are looking for convenience and better deals over the internet. Focus on China and India can lead to expansion in two of the fastest growing markets China and India are two economies which are recording highest growth rates which, in turn, are expected to aid the retail market growth in these two countries.Asia's retail sales are estimated to increase with China driving the growth. According to the preliminary estimation, the gross domestic product (GDP) of China was CNY47,156. 4 billion ($7,285. 7 billion) in 2011, a year-on-year increase of 9. 2% at comparable prices. The fast pace economic development in China couple d with the rise of the middle class income group and their increasing disposable income have fur ther pushed up the demand for several consumer goods. According to National Bureau of Statistics of China, the total retail sales reached CNY18,391. 9 billion (approximately $2,841. billion) in 2011, representing a year-on-year nominal growth rate of 17. 1%. Fur ther, according to industr y estimates, the countr y's total retail sales are expected to increase from approximately CNY20 trillion ($3 trillion) in 2012 to approximately CNY26 trillion ($4 trillion) in 2016, representing an increase of about 30%. Strong Marks and Spencer Group plc  © MarketLine Page 22 Marks and Spencer Group plc SWOT Analysis underlying economic trends, population growth and the increasing wealth of individuals are key factors that contribute to the retail market expansion in China.The retail industry in India is large owing to a large population and is set to grow as several factors contribute. According to the industry sources, the retail sales in India are forecast to grow from around $411 billion in 2011 to $804 billion by 2015. The key factors behind the forecast growth include strong underlying economic growth, population expansion, increasing wealth of individuals and the rapid construction of organized retail infrastructure. Also, as middle and upper class consumer base expands, there will also be oppor tunities in India's second and third-tier cities.The greater availability of personal credit and a growing vehicle population are to improve mobility which will also contribute to a trend towards retail sales growth. M is strengthening presence in India and China as par t of its geographic expansion and for some time to come, these countries would be the key contributors to the company's international expansion strategies. The company in with par tnership with Reliance Retail, an established retailer in India, can tap into this lucrative market while expansion in China also cont inues. Indian and Chinese markets would provide a huge potential revenue base for M&S.Threats Surge in shoplifting losses costs the retailers and customers The UK retailers are exposed to increased costs of shoplifting. Shoplifting has assumed massive propor tions in recent times. According to industry estimates, retail crime costed UK stores ? 1. 4 billion ($2. 2 billion) in 2011. There are about two million thefts per year, which concludes to an average of more than one per minute. According to another industr y repor t, the thefts across the UK stores increased from ? 4. 2 million ($6. 5 million) in 2009 to ? 5. 1 million ($7. 9 million) in 2011, an increase of 20%.Long-term trends also show the figure is likely to continue rising. As a result, retailers have been increasing their surveillance spend. This is increasing the costs for retailers as well as for the end consumers. The shoplifting losses are adding to the costs for the retailers and the customers have also been bearing the brunt. The surge in shoplifting could negatively impact the cost structure for M&S as well. Weak consumer spending in the UK The UK market is suffering from weak consumer spending. The European debt crisis added more downward pressure to the growth prospects of the UK.According to Eurostat, the UK economy grew by 0. 7% in 2011 and is expected to grow by 0. 5% in 2012. In addition, the UK has witnessed high unemployment rate. According to the Office of National Statistics, the unemployment rate for the three months period November 2011 to January 2012 was 8. 4% with 2. 67 million unemployed people in the UK. Increasing unemployment rate is expected to fur ther put pressure on the economy of the UK. High inflation, led by the increase in VAT to 20% and public spending cuts reduced disposable Marks and Spencer Group plc MarketLine Page 23 Marks and Spencer Group plc SWOT Analysis income, leading to a fall in consumer spending on discretionary items. Consumers have been cautious wi th their spending especially due to soaring petrol prices, tax increases and uncer tainty over jobs. The UK is the key market for M&S. In FY2011, the UK accounted for 89. 7% of M&S' total revenues. Thus, the sluggish consumer spending and high unemployment rate in the UK could affect most of the non-food retailers and lead to reduced sales volume or shrinking profit margins. Rising labor cost in the UKLabor costs are rising in the UK. In recent times, tight labor markets, increased over time, government mandated increases in minimum wages and a higher propor tion of full-time employees are resulting in an increase in labor costs, which could materially impact the company's results of operation. The National Minimum Wage (NMW) Regulations came into force in 1999 and since then the NMW rates have been increased annually. The national minimum wage increased from ? 5. 93 per hour ($9. 23 per hour) in October 2010 to ? 6. 08 per hour ($9. 46 per hour) in October 2011.Fur ther, the nation al minimum wage is expected to increase to ? 6. 19 per hour (9. 63 per hour) from October 2012. In FY2011, M&S employed 78,169 people. Increasing labor costs can adversely affect the company's operating costs as its wage bills would escalate. This, in turn, could impact its margins adversely. Marks and Spencer Group plc  © MarketLine Page 24 Marks and Spencer Group plc Top Competitors TOP COMPETITORS The following companies are the major competitors of Marks and Spencer Group plc ASDA Group Limited Debenhams plc H & M Hennes & Mauritz AB J Sainsbury plcNEXT plc Selfridges plc Tesco PLC Gap, Inc. , The French Connection Group Plc House of Fraser Group Plc John Lewis Par tnership plc Arcadia Group Limited Home Retail Group Plc Marks and Spencer Group plc  © MarketLine Page 25 Marks and Spencer Group plc Company View COMPANY VIEW A statement by Rober t Swannell, the Chairman of the Board at Marks and Spencer Group, is given below. The statement has been taken from the companyâ€⠄¢s Annual Repor t for FY2011. I feel ver y privileged to be Chairman of this unique company and at such an exciting time in our evolution.Since joining Marks & Spencer in October and assuming the role of Chairman in Januar y, I have spent much of my time getting to know the business better – meeting our employees, shareholders, customers and suppliers. I first became deeply involved with M during the unsolicited takeover attempt in 2004, when I led the advisory team that helped put the M case to its shareholders. It was then I learned first hand about this unique company: about the extraordinarily strong relationship it has with its many stakeholders and about its very special ethos.This ethos is a reflection of the high standards our customers expect from M – trusting us not only to deliver great value, great quality products but also to do the right thing – socially, environmentally and ethically. We know that putting Plan A at the hear t of how we do busines s is not just the right thing to do; it is also fundamental to our long-term success. Performance In a challenging marketplace M has continued to grow, with underlying profits up 12. 9% on the year.We delivered this by staying true to our heritage of quality and innovation, reminding our customers what makes M special. This year Marc Bolland set out a clear medium-term plan for the business, after extensive discussions with colleagues and us, the Board. This is covered in detail in Marc’s review. From day one, I have been struck by the passion and commitment of our people. I am delighted that this year we are paying a bonus to all employees to thank them for their energy and enthusiasm in what has been a difficult trading environment. DividendWe are committed to delivering consistent returns for our shareholders. To this end we have adopted a progressive dividend policy, with dividends broadly covered twice by earnings. We intend to pay a final dividend of 10. 8p per share (l ast year 9. 5p) in respect of the 2010/11 financial year. Governance Marks and Spencer Group plc  © MarketLine Page 26 Marks and Spencer Group plc Company View This year we returned to the traditional governance structure of a separate Chairman and Chief Executive, providing clarity between Marc Bolland and me, with regard to our respective roles.Put simply, I run the Board and Marc runs the business. The Board has a wide range of responsibilities. There are three that I think are par ticularly impor tant for the success of the business: first, to debate and agree our strategy and hold the executive team accountable for its execution; second, to ensure that we have the most talented team to execute this strategy and that we plan effectively for succession; and third, to set the tone for governance, which is par ticularly impor tant at M where ‘doing the right thing’ is an integral par t of our ethos. My ob is to ensure the Board has the right mix of skills and talents and to ensure that it works effectively as a team towards shared goals with the right mix of enquir y and suppor t of the executive directors from the non-executive directors. During the year we commissioned a formal Board evaluation from an independent consultant, the findings of which are outlined in the Governance section. This process highlighted the real enthusiasm of the directors in suppor ting a shared ambition: to guide M to the ver y best future. We know that you expect high standards from M; it’s our responsibility to learn how we can improve.This review was an impor tant par t of that journey. As stated in our 2009/10 Annual Repor t, we reviewed the senior remuneration structure this year. Following extensive shareholder consultation, we believe we now have a framework that is both relevant to today’s M and fully aligned with our strategy. The Board Over the last year the Board has been strengthened by a series of executive appointments. In May 2010 Marc B olland joined the business as Chief Executive, assuming the day-to-day running of the business from Sir Stuar t Rose in July.In October Alan Stewar t joined as Chief Finance Officer and in February we announced the appointment of Laura Wade-Gery as Executive Director, Multi-channel E-commerce; she will join the Board in July. Whilst the Board features some new faces, these changes have taken place around a core of executive and non-executive directors that has remained stable over recent years. I would like to pay par ticular tribute to Sir Stuar t Rose. When he became Chief Executive in 2004, M was at a low ebb.He restored confidence in M, re-established its values and built a strong business. The solid platform from which Marc is now implementing his plan is a credit to Stuar t’s energy and tireless commitment to M over the last seven years. The smooth management transition – the meticulous handover to me and the suppor t of Marc – is also a credit to Stuar t. In that connection, I would also like to thank Sir David Michels, and the Nominations & Governance Committee he led, for managing a change of leadership over the past year that was accomplished quietly and effectively.David has decided to step down from the Board at the end of his second term in February 2012, but I am delighted that he will continue his role as Deputy Chairman until then. Marks and Spencer Group plc  © MarketLine Page 27 Marks and Spencer Group plc Company View I must also thank Louise Patten for the significant contribution she has made over the last five years, playing an impor tant role in each of our Board Committees. As Louise reaches the end of her second three year term on the Board, she has decided not to seek re-election at the upcoming AGM. Looking aheadOur priorities for the year ahead are clear. We have a plan and it is now our collective job to make it happen. The Board will concentrate on delivering exemplary governance at the highest level to enab le our executive team to drive this strategy forward. The economy still gives us reason to be cautious. Yet in difficult times, our core values of Quality, Value, Ser vice, Innovation and Trust matter more than ever to M customers. These values remain at the hear t of our strategy and I therefore look forward to the future with confidence. Marks and Spencer Group plc  © MarketLinePage 28 Marks and Spencer Group plc Locations and Subsidiaries LOCATIONS AND SUBSIDIARIES Head Office Marks and Spencer Group plc Waterside House 35 Nor th Wharf Road London W2 1NW GBR P:44 20 7935 4422 http://www. marksandspencer. com Other Locations and Subsidiaries Marks and Spencer International Holdings Limited Great Britain GBR Marks and Spencer (Nederland) BV NLD Marks and Spencer (Ireland) Limited IRL Marks and Spencer (Asia Pacific) Limited HKG Marks and Spencer Simply Foods Limited Great Britain GBR Marks and Spencer Marinopoulos Greece SA GRC Marks and Spencer SCM Limited