Arts, Media, Philosophy Research Proposal Example | Topics and Well Written Essays - 250 words

Arts, Media, Philosophy - Research Proposal Example In order to answer the question, â€Å"are Americans more or less literate than they used to be? The answer to this is yes they are (Brandt, 2001). This is because of the advanced levels in technology that have enabled the literacy levels to spike. Change has caused the rising trend of more Americans becoming literate in all field, and in particular the field of technology. Change is inevitable, and Americans came to learn that sooner or later adaptation to the changes that traverse the universe with both positive and negative results (Brandt, 2001) is inevitable. In line with the positive thoughts, it has helped boost security, taken education to a whole new level; production in the agriculture sector has improved and has led to improved living and comfortable lifestyle. The downside of this high literacy levels is the mass production of weapons aimed at destroying other states or countries that are deemed a threat. As it was said before in this essay, change is inevitable; but a positive outcome is better and not a negative one (Brandt,

Human resource Management Essay Example for Free

Human resource Management Essay Introduction Human resource Management is the method of managing an organisation or a business and is related to employees and planes of a company or an institution. The aims or objectives of an HR are to meet the desires and benefits of the organisation, to make the business to grow and have value and to motivate the employees and to reward them when they perform very well. In the essay below its gone be illustrated all the job and responsibilities of an HR. LO1. The difference between Human Resource Management and Personnel Management 1.1 Human resource Management is a needed function on all the organisations because is the process of hiring and selection of people for the right job by training the candidates and increasing their skills and performance providing appropriate benefits ,inspiring, keeping the safety of the workers by obeying with labour laws . Personnel Management is dedicated to discipline the employees, is taking care of their salaries, training, motivating the employees to perform well, solving arguments between workers and communicating with the employees at all levels.(Business Dictionary 2014). The difference between Human Resource and Personnel Management is that the Personnel Management is that the Personnel Management is  concentrating more on the training of the employees; give them the wages, explaining them the rules of the company and the interests of the employers ,employees processes, job description, checking, writing contracts and explain the rules, while the Human Resource Management is dedicated to the values,objectives,aims,culture,plans,customers,teams,performance of the employees,motivation,rewards and increased the profit of the business.(IQPC 2011) KFC preparation and improvement of the employees is concentrating more on efficacious management and to build strong relationships with the customer. By serving the customer as fast as possible with a large smile on the face the clients have nothing to complain and will come often to visit the restaurant. This can be one of many important duties of a Human resources management or Personnel management the method that can satisfy the customer needs and to respect the people time. 1.2 1.3 The role, responsibilities and duties of the Human Resource Management and Line Managers The Human Resource practitioners they have a vital role in the organisation because they focusing on rules and coordination. The Human Resources Management need to have the capability and knowledge to think out of the box, to engage employees to improve and perform well, to recruit professional and well trained people for all the vacant positions and to have the right wages, with other words the Human Resource Manager must hire the right staff with the right abilities for the right job. His other responsibilities are to plan, improve the success of the company, orientation as well is one of his activities because must help the new staff to adjust to the new job and make sure that the workers know their working hours,wages,benefits and the rules and expectations of the organisation. Planning of the career also is part of the Human Resources Job because must know the potential that his employees have to grow and advance in their careers. Compensation is a task that the Human Resources Manager have to control because in this way knows how many of his employees they perform well and the employees that can do well certain jobs are paid better that other workers. Benefits also are a form of being paid well because of their good performance. The labour relations are a method to interact with the employees which are characterized by trade unions. Trade unions is the voice of a group of employees which are together when they have to take decisions about salaries, compensations, working hours or working conditions and other  methods or characteristics of working.Recoord keeping is the duty that involves recording ,conserving ,and repossessing employees similar information’s for difference motivations.(Human Resources Management Functions ) In 2010 KFC concentrated again on developing the business and making the employees feel valuable for the company putting exceptional efforts on developing that method and is accomplished by the business reward package. This programm was design to give bonuses to employees but the performance was the best way to show that they can truly can received by selling more items and by educated with all the customers. Anyway constructing employee’s capability and knowledge at KFC is a very important plan. (KFC Human resources management to meet emerging business needs 2005-2014) 1.4 Lawful and regulatory request The regulations and the legal regulations that must be respected by the Human Resource Management are: = to give equal opportunities to the employees to work no matter the culture, gender,ethnie,color of the skin, race or sex ,disabilities or age.(Civil Rights Act 1964) =prohibits discrimination (Civil Rights Act 1991) =forbids diverse wage for based on sex for identical work (Civil Rights Act 1963) =discrimination of pregnancy (Civil Act Rights 1978) =sexual harassments prohibited (Civil Rights Act 1980)  (HR Management Laws and Regulations2013) At KFC the staff is always needed being very busy as Mc Donald’s so the management need to hire enough people in each team or group to have a working time easy and without stress ,so the Human resource management have to know what kind of people to hire no matter their culture are ,or religion,ethnie,age or colour. No discrimination should appear in any of the company. Because employees are working in teams at KFC their conduct must by respectful with other colleagues and disputes between the staff must disappear immediately. Lo3.3.1 Motivational theory and how this impacts the reward system in the  organization. When people go to work they bring with them their personality and individual behaviours. No matter the person’s position in the workplace the personality and behaviour plays a very important role in how that person is completing his duties and interact with others .Theory of Maslow also have an impact on the people at work because explains how the employees desire to perform at work by having a higher position, the need of money, friends, love or sex, sleep, hunger, safety or esteem when they need only the respect of other, no matter that person is. In every company the employees they work only to satisfy a need from the scale of Maslow theory and they perform to achieve that goal no matter what it is. Motivation it refers to the reason that makes as act, perform or even behave. The motivation is guide as to achieve a goal, desire or a purpose. Without motivation we can’t start or finish enithing.On the other hand rewards it’s the thing that keeps you motivate continuously. The rewards can be money, higher position, compensation or even more hours to work or bigger salary. At KFC restaurant the culture, ethnie, colour, religion and age are togheter.The staff can by from Bangladesh, Italy, Pakistan, Poland, and Rumanian and so on. Anyway the characters working together and must have a good conduct and behaviour. When the religion and culture of a person is respected and take it seriously at the workplace that person is motivated and happy to improve his performance and improve company’s profit as well. Culture is the atmosphere which all of as we functioning all the time, so in fact the culture is something that we ca not see, is in fact the harmony or manifestations in the workplace. Every new staff bring in the company his own culture and attitude or religion. Culture also is recognised by symbols, stories, language, religion, outfits and daily rituals. (KFC Legal terms) 3.2 Job evaluation process and payment factors. Job evaluation process refers to the strategy of a company by estimating the number of the vacancies in the company and when looking for qualified and professional people for a position in the company. The characteristics of job evaluation and the methods that KFC is using to recruit people when a position is vacant: Description of the job and design Presentation Recruitment Selection Training Profession preparation Progression development KFC evaluation process in few steps and methods that the company is using when the candidates are chosen, management must explain to the new personnel what the policies and rules of the company are and below examples of the procedures after selection: 1. The employers must give clear details and working hours to the employee 2. Salary agree and about benefits 3. Tasks and duties of the employee 4. Written contracts as proof of agreement for job between employer and employees 5. Training is a must in all the company because help the staff to perform well and help the company to achieve their goals and purposes 6. Clear conditions of the company (Human resources organisational development and design 01 January 2014) Human resources flow chart and stages to take in order to recruit and select people and how payment of employees and volunteers are made. Identify staff and volunteers needed HR and ManagerAdvertising HR criteria and job description regular hire Permanent hirework hours explained and requirement of skills, knowledge and experience Receive CVClassificationinterviewsnr of candidates chosen and rejected, development of recruiting strategy Selection Benefits of the job explained by Management Hiring (Quality management at Kentucky Fried Chicken) 3.3 Varieties of reward systems Reward systems are the rules, procedures benefits classified by money, extra working hours for those who want or need more hours to make extra, and a higher position in the company and so on. All the employees who are performing well in the company by selling more or making more customers are rewarded by management in the way they need. The reward system is designed to motivate employees to work better and make the organisation improve. How planning a compensation programm: The solutions to implement a compensation program are the following steps: †¢Discovering the organisation or team goals that this program will support to improve the company s profit. †¢Identification of the preferred workers routine or comportments that will strengthen the business’s aims and the image of the organisation will be a respectful one in the customer’s eyes. †¢Nomination of crucial proportions of the presentation or conduct, founded on the individual or collections earlier realisations Specification of suitable recompenses †¢Announcement of program to workers Then the types of reward system can by: additional benefit, variable pay, stock choices, compensations, more working hours or increase salary, or an advanced position. (Organisational behaviour Ninth Edition by G.I.Moorhead) At KFC the employees are encouraged and motivated to perform well and increased the company’s profits because are rewarded in terms of promotions, bonuses, higher position, more working hours, higher wages or free lunchtimes or meals. And also when the staffs have more than 5 points that person can receive benefits in money, this called â€Å"My growth body†. (KFC presentation 2013) 3.4 Organisation monitors performance. This is a few steps of monitoring employee’s performance: Amount means the number of items or goods sold can be the best indicator of performance Timeliness refers to how fast the staff can sell something Non-attendance or unpunctuality no one can perform well as is latte at work. .employees must be on time at the workplace or if is absent Individual presence staff must dree adequately at work Ask feedback from customers can control behaviour of the employees. Controlling the employees is a simple duty but with all these controlling and measuring the employee’s performance and motivation as well is heavy look from directors, owners and those who control the company. The staffs are the very important tools of all the company s because they are communicating with the customers directly or face to face. Conclusion The Human resources management is a roll that all the companies must have it because is the person which the best know how to control, recruit and select and pay the staff. The training is also his duty because must know and recruit the professional and knowledge people for the right position. All the recruitment, selection, procedures of the organisations are calculated and monitored by Human resource management. REFERENCE LIST Webs Business Dictionary 2014, last acceded on 31/08/2014 http://www.businessdictionary.com/definition/personnel-management.html IQPC 2011, last acceded on 31/08/2014 http://www.iqpc.com/redcontent.aspx?id=65816 Human Resource Management Functions, last acceded on 31/08/2014 http://www.whatishumanresource.com/Human-Resource-Management-functions HR Management Laws and Regulations2013, last acceded on 31/08/2014 http://www.cliffsnotes.com/more-subjects/principles-of-management/staffing-and-human-resource-management/hr-management-laws-and-regulations Human resources organisational development and design 01 January 2014 last access on 05/09/14 http://hr.uct.ac.za/usr/hr/job_evaluation_guide.pdf Quality management at Kentucky Fried Chicken http://www.sba.pdx.edu/faculty/melliep/339/QualityMgmtKFC.pdf KFC Human resource management to meet emerging business needs 2005-2014 last access on 05/09/2014 http://www.afrbiz.com.au/case-studies/kfc-human-resources-to-meet-emerging-business-needs.html KFC Legal terms last access on 05/09/2014

Raymond Carvers Neighbors Essay -- Raymond Carver

  Ã‚  Ã‚  Ã‚  Ã‚  In Raymond Carver’s â€Å"Neighbors† the speaker’s attention seems to be more directed on the Bill and Arlene Miller. The Millers are a married couple who were once a happy couple but as the years went along they felt grew apart. It seems as though they are too busy comparing their lives to the Harriet and Jim Stone, which are their neighbors, that they don’t have time to fix their marriage. The Stones do what married people should do and that’s â€Å"go out for dinner, or entertaining at home, or traveling about the country somewhere†¦(70).† The Millers are given the responsibility of looking after the Stones apartment for ten days, while they are on a pleasure trip. During these ten days they have to feed their Kitty, and water the plants. Because of this particular event the Millers, who se...

People’s Republic of China Essay

The popularity of Southwestern University’s football program under its new coach, Bo Pitterno, surged in each of the 5 years since his arrival at the Stephenville, Texas, college. With a football stadium close to maxing out at 54,000 seats and a vocal coach pushing for a new stadium, SWU president Joel Wisner faced some difficult decisions. After a phenomenal upset victory over its archrival, the University of Texas, at the homecoming game in the fall, Dr. Wisner was not as happy as one would think. Instead of ecstatic alumni, students, and faculty, all Wisner heard were complaints. â€Å"The lines at the concession stands were too long†; â€Å"Parking was harder to find and farther away than in the old days† (that is, before the team won regularly); â€Å"Seats weren’t comfortable†; â€Å"Traffic was backed up halfway to Dallas†; and on and on. â€Å"A college president just can’t win†, muttered Wisner to himself. At his staff meeting the following Monday, Wisner turned to his VP of administration, Leslie Gardner. â€Å"I wish you would take care of these football complaints, Leslie†, he said. â€Å"See what the real problems are and let me know how you’ve resolved them†. Gardner wasn’t surprised at the request. â€Å"I’ve already got a handle on it, Joel†, she replied. â€Å"We’ve been randomly surveying 50 fans per game for the past year to see what’s on their minds. It’s all part of my campus-wide TQM effort. Let me tally things up and I’ll get back to you in a week†. When she returned to her office, Gardner pulled out the file her assistant had compiled (see the following table). â€Å"There’s a lot of information here†, she thought. Questions: 1. Using at least two different quality tools, analyze the data and present your conclusions. 2. How could the survey have been more useful? 3. What is the next step? Fan Satisfaction Survey Results (N = 250) Case Study 5-1 Rochester Manufacturing Corporation (RMC) is considering moving some of its production from traditionally numerically control machines to a flexible machining system (FMS). Its numerical control machines have been operating in a high variety, low volume intermittent manner. Machine utilization, as near as it can be determine, is about 10%. The machine tool sales persons and a consulting firm want to put the machines together in a FMS. They believe that a $3,000,000. 00 expenditure on machinery and the transfer machines will handle about 30% of RMC’s work. There will, of course, be a transition and start up cost in addition to this. The firm has not yet entered all its parts into a comprehensive group technology system, but believes that the 30% is a good estimate of products suitable for the FMS. This 30% should fit very nicely a â€Å"family†. A reduction, because of higher utilization, should take place in the number of pieces of machinery. The firm should be able to go from 15 to about 4 machines, and personnel should go from 15 to perhaps as low as 3. Similarly, floor space reduction will go from 20,000 square feet to about 6,000. Throughput of order should also improve with this family of parts being processed in 1 to 2 days rather than 7 to 10 days. Inventory reduction is estimated to yield a one-time $750,000 savings and annual labor savings should be in the neighborhood of $300,000. 00. Although the projections all look very positive, an analysis of the project’s return on investment showed it to be between 10% and 15% per year. The company has traditionally had an expectation that projects should yield well over 15% and have payback periods of substantially less than 5 years. Questions: 1. As the production manager for RMC, what would u recommend? And why? 2. Prepare a case by a conservative plant manager for maintaining the status quo until the returns are more obvious 3. Prepare the case for an optimistic sales manager that you should move ahead with the FMS now. Case Study 6-1 ACM is an electronics component manufacturer that has been located in Singapore since 1991, supplying original equipment manufacturers (OEMs) with quality components. In the past several years, ACM has experienced increasing pressure from other manufacturers located in other countries. In Singapore, while labor remains quite inexpensive, there has been a relatively steady increase in labor costs. In addition, utility costs – most notably water and energy costs – have led the firm to contemplate moving operations elsewhere in Asia in an attempt to make the firm more competitive. ACM remains profitable, but margins have shrunk, and management is interested in ensuring that the firm remains competitive in the medium term to long term against other component manufacturers. A team of senior management has formed a committee to reach a decision regarding possible relocation. The committee has identified two additional locations as possible candidates for relocation: Hong Kong (People’s Republic of China [PRC]) and Kuching (Malaysia). Hong Kong’s main attractions stem from the fact that since 1997, when its sovereignty was transferred back to the PRC, labor costs have decreased as access to labor has increased. Hong Kong enjoys a large seaport and very good transportation infrastructure, and this is important in moving in raw materials and moving out finished components to customers. Senior management believes that an increasing number of OEMs will move to the PRC in the next several years, as has been the case in the past decade. This will only increase the attractiveness of locating the manufacturing facility in Hong Kong. Kuching is located in the Malaysian province of Sarawak, on the island of Borneo. It is the fourth-largest city in Malaysia and home to a population of around 650,000. Several points make Kuching attractive to the relocation committee. First, locating here would give access to natural resources and other production inputs. Second, the transportation infrastructure is good, and the city hosts a deep sea port for moving raw materials in and finished good out. That said, the port is not as large or accessible as those of Hong Kong or Singapore, and several committee members have expressed concern about the frequency of ship visits to Kuching. If the port does not receive regular service from container ships, transportation costs to ship components to OEMs will doubtlessly stable and inexpensive in Malaysia. The committee has contracted the government of Singapore to elicit possible incentives to not relocate to another country. Singapore is offering a five-year exemption on taxes for ACM if the plant remains in Singapore. The government will also assist by partially subsidizing labor, water, and energy costs for five years. Committee members realize that the Singapore plant, which has been operating for years, has already been amortized, and opening a new plant would require additional capital costs. That said, opening a new factory would also provide an opportunity to upgrade production equipment to more productive and energy-efficient alternatives. Questions: 1. What advantages and disadvantages does each potential location offer? 2. What other relevant factors that are not mentioned in this case study might play a role in this decision? 3. Why is transportation infrastructure so important in this decision? 4. This is a long-term, strategic decision; what factors might change in the next 10 to 20 years? How will this influence the decision? 5. Which alternative would you recommend, under which circumstances? † Case Study 7-1 Henry Coupe, the manager of a metropolitan branch office of the state department of motor vehicles, attempted to perform an analysis of the driver’s license renewal operations. Several steps were to be performed in the process. After examining the license renewal process, he identified the steps and associated times required to perform each step as shown in the following table. State Automobile License Renewals Process Times Step 1. Review renewal application for correctness 2. Process and record payment 3. Check file for violations and restrictions 4. Conduct eye test 5. Photograph applicant 6. Issue temporary license Average Time to Perform (seconds) 15 30 60 40 20 30 Coupe found that each step was assigned to a different person. Each application was a separate process in the sequence shown below. Coupe determined that his office should be prepared to accommodate the maximum demand of processing 120 renewal applicants per hour. He observed that the work was unevenly divided among the clerks, and the clerk who was responsible for checking violations tended to shortcut her task to keep up with the other clerks. Long lines built up during the maximum demand periods. Coupe also found that the Steps 1 to 4 were handled by general clerks who were each paid $12 per hour. Step 5 was performed by a photographer paid $16 per hour. (Branch offices were charged $10 per hour for each camera to perform photography. ) Step 6, issuing temporary licenses, was required by state policy to be handled by uniformed motor vehicle officers. Officers were paid $18 per hour, but could be assigned to any job except photography. A review of the jobs indicated that Step 1, reviewing the application for correctness, had to be performed before any other step could be taken. Similarly, Step 6, issuing temporary licenses, could not be performed until all the other steps were completed. Henry Coupe was under severe pressure to increase productivity and reduce costs, but he was also told by the regional director of the Department of Motor Vehicles that he had better accommodate the demand for renewals. Otherwise â€Å"heads would roll. † Questions: 1. What is the maximum number of applications per hour that can be handled by the present configuration of the process? 2. How many applications can be processed per hour if a second clerk is added to check for violations? 3. If the second clerk could be added anywhere (and not necessarily to check for violations, as in (2)), what is the maximum number of application the process can handle? What is the new configuration? 4. How would you suggest modifying the process in order to accommodate 120 applications per hour? What is the cost per application of this new configuration?

Ethnographic Reseacrh

Ethnographic Research Ethnography is a type of social science research that investigates the practices and life of a community, by becoming one of its members. It is based on learning about a context and the people living in it, by understanding their values, needs and vocabulary. It requires faithful reporting of what is experienced or observed, avoiding any interpretation or evaluation as far as possible.Within the field of experience design, ethnography or video ethnography are methods used to capture human ehaviour in the context of the person's natural environment, as a means of gaining insights about people's behaviours and unarticulated motivations, drivers, needs, in order to create innovative solutions. Design ethnography helps answer questions like what is necessary to innovate with success; what are the key social actors and roles to take into account; and which are the limiting factors? Educated observation and participation are the main methods that enable our team to un derstand user requirements and context of use.Two examples of the ethnographic design pproach are shadowing and self-observations. Shadowing is an ethnographic technique to understand a person's real-time interactions with products, services or process and their shifting contexts and needs over the course of a day. Shadowing often focuses on particular events or tasks participants are willing to share. Talk Aloud and closure interviews are used to clarify questions. Self-observations/ Diaries is a method used when it is difficult or impossible to directly access a certain place (like people's homes) or access is too time consuming.It consists of asking eople to provide self-observations about their activities in the form of log reports or diaries, for example. Although this method involves the subjectivity of the participants in the data collected, it can be valuable to get a glimpse of life through the eyes of the people that are being studied. How ethnographic research works Ethno graphic research relies on techniques such as observation, video diaries, photographs, contextual interviews, and analysis of artifacts such as for example devices, tools or paper forms that might be used as part of a person's Job.Observations can be made at home, at work, or in leisure environments. People can be studied with their family, on their own, with work colleagues, or as part of a group of friends. Often one participant may be recruited, but several more may be studied as part of that person's family or friends. Data collection can range from a 4-5 hour contextual interview, through to following a participant for several days, or even a longitudinal study over several weeks or months to investigate, for example, how a particular product or service might be used over time.It doesn't necessarily involve full immersion' in a person's life: it can involve a depth interview in a person's home or it might involve a person simply maintaining their own video diary over a period o f time. Where and how you might use it Ethnographic research can provide extremely rich insight into ‘real life' behavior, and can be used to identify new or currently unmet user needs. This approach is most valuable at the beginning of a project when there is a need to understand real end particular audience. When not to useEthnographic research can provide a significant amount of qualitative data, and analysis can be time consuming. NOTE: The term ‘ethnographic' can be misused; it's currently a bit of a ‘buzzword' with some agencies who may not fully understand the approach. It is recommended that a specialist agency is used, who can demonstrate successful case studies (collecting and analyzing the data). Participants In principle, anyone could participate in this type of research. As with any user research, the recruitment of suitable participants is key.The full implications of the research should be fully explained to potential participants, as some may not fe el comfortable with this level of intrusion in their lives. Timescales Depending on the study needs and the approach, but 6-8 weeks from briefing to results can provide rich insight. It may take time to build trust with participants, and the analysis period needs to be sufficient to be thorough. Ethnographic research can be expensive and time consuming, but this depends on the needs of a particular project. The benefits derived can be extremely valuable.

info tech essays

info tech essays Topology means how a network is set up. Token Ring topology is one of them. It means that several computers are connected in a ring. When one computer wants to send data to another, it has to catch a free token which gives the permission to send data. As soon as one particular machine gets the token, it has the control over the whole network which means no other computer can send data. Then it puts its destination address and the data on the token, and sends the token to the machine that ¡s next to it. If the next machine is not the destination, it will pass the data on and on until it gets to the address. When the addressed station gets the data, it can not keep the message and release the token. It copies the data, then it sends the message back to the initiator with the acknowledgment to say that it has received the data. After the initiator receives the message and reads the acknowledgment, the free token can be released onto the ring. There are similarities and differences between Token Ring topology and Bus topology. In a Bus topology (Ethernet) all devices are connected to a central cable, called the bus or backbone.(ce.org/networkguide/netstructure/net4.asp) Ring topology is similar to Bus topology in that both networks have multiple access so that the messages will got to every station on the network. However, they are different. First, a Token Ring network has a ring which connects the network instead of a cable. Second, for Ethernet, when computers get messages which do not belong to them, they will not keep them and pass them on. Token Ring topology is different. Every machine on the network will keep passing on the data until it gets to its destination. Third, a computer on a Bus network has to wait for the network to be clear in order to send data packets. A Ring network has a token, so as soon as a machine ca ...

BTEC Health Sciences Health and Safety Essays

BTEC Health Sciences Health and Safety Essays BTEC Health Sciences Health and Safety Essay BTEC Health Sciences Health and Safety Essay Health and Safety- Potential Hazards in Health and Social Care Task 1: A hazard is something that is considered to be dangerous and has the potential to harm an individual or others around them. A risk has two separate explanations, how likely it is for something dangerous to hurt an individual, and the severity of harm that it can inflict upon someone. Usually the severity and likelihood of a risk is dependent upon the age of the person as older people and younger people are the most vulnerable, for example it is very likely that a young child may insert their ingers into a plug socket, but the likelihood of an older child or adult taking that risk is very unlikely and the harm of being electrocuted has a very high severity. Task 2: An environmental hazard is something within the area an individual works that has the potential to harm them. In a hospital, an environmental hazard could be the transfer of an infection which would cause ill health to people within that environment, and it also would have the potential to spread further than a hospital ward depending on how quickly it noticed and dealt with. This hazard can cause a lot f harm depending upon what type of infection is being spread, as something such as MRSA would need but there are procedures put into place that control the spread of infections such as contamination units and wards within the hospitals. This type of hazard could affect both the patients and the workers within the health care setting. Another example of an environmental hazard that could occur within a hospital is spilled substances, whether it be a knocked over drink, leaking intravenous fluids or even urine spillages from bedpans. A spillage is a common hazard within the orkplace, and it can cause a lot of harm though the severity would depend on how bad the fall or slip on the wet surface is. This type of hazard would mainly affect staff but it could also be a potential threat to patients, especially if they have broken limbs and would not be able to support their falls properly. Task 3: An example of an equipment hazard is the use of needles within a hospital as they are sharp objects that carry risks when being used, especially when using them on other people. There is a chance that a member of staff could be harmed or injured by needle as it may accidently be inserted into their skin if for example a patient was being aggressive or fidgety, and this needle may have already been used on a patient. The needle would be injected at the wrong angle which could potentially cause serious harm to blood vessels, the needle may have specific medicine in it which could have a severe effect, especially if the person is allergic to the medication. However, one of the major risks would be if the needle had been previously used on someone else, as infections could be spread and if the person are HIV positive, then hey would have exchanged bodily fluids with them causing them to develop the life- threatening illness. A machinery hazard present within a hospital environment would be the wires on machines and the lines on the drips, this is because someone could trip over the wire which may cause harm to themselves and the person it is attached to. Loose and dangling wires cause trip hazards, and if this were to happen then a member of staff may fall over and become injured depending on the way they fall and if it was a drip line they tripped over, the drip would probably be ripped out of blood vessel gets torn when its pulled out. Task 4: Within a health setting such as a hospital, there are a variety of ways in which people can cause harm to themselves and the people around them. One example of a hazard involving someone is to do with poor hygiene, and this is because within a hospital infections can be spread very easily, so if someone does not have good hygiene they are putting members of staff, patients and visitors at risk. MRSA is something that is commonly spread in hospitals, though procedures have been put nto place to deal with this matter. The severity of the hazard is low as major illnesses would not usually be spread. Within hospitals, some patients tend to be very aggressive mainly because they are scared of the unusual environment they are in and they can be classified as hazards. If someone is acting aggressively, then they could harm the member of staff that is trying to treat them by using physical force, or they could even harm themselves -some people may get so frustrated that they pull out drips and act violently around equipment that could hurt them.

Why I Self-Publish My Literary Fiction

Why I Self-Publish My Literary Fiction Why I Self-Publish My Literary Fiction Self-published books are still largely associated with genre novels, while authors tend to  turn to traditional publishers for literary fiction. We were curious to hear from someone who has been challenging labels and going against industry wisdom to carve her own niche in the publishing world. Indie author Jane Davis  used to be bullied into changing her work just to fit into an easily marketable category. She decided to take matters into her own hands and self-publish her daring, award-winning fiction.  Eimear McBride used the platform provided by her various competition wins to urge publishers to back challenging fiction. McBride had spent 9 years submitting the manuscript for A Girl is a Half-Formed Thing before it was taken up by Galley Press, a small publisher which puts story before profit. For many writers, 9 years would be too long. How Much Does It Cost to Self-Publish a Book in 2019? Read post You’re not the only one!I read about this experience everywhere. Cornelia Funke, who writes a hugely popular fantasy series, had demands from her American publisher who told her ‘We want you to change the first chapter and to turn the ending into an epilogue’. Her answer was, ‘This is a published book. That is the book.’It’s not a question of not wanting to be challenged - far from it. But, with self-publishing, I can choose to collaborate with professionals who understand my visions and values, and who will work to help me make the book the very best it can be. As Joni Rodgers said to me, â€Å"If I go down in flames, I’d rather go down for something I believe in, something I’m proud and happy to have in my body of work.† With self-publishing, I can collaborate with professionals who understand my visions and values. Self-publishing is the mechanism that freed me to be more ambitious in terms of where I wanted to take my fiction. Instead of being dictated to, I am free to write about the issues I’m passionate about and fascinated by - the big subjects. Remove the pressure of trying of to mold something to fit the current market – which agents admit is risk-averse and overly-commercialised – and it grows wings. For authors of literary fiction, creative control isn’t just a plus. Increasingly it’s becoming a must.Jane Davis is the author of six novels. Her latest novel,   An Unknown Woman, won Self-Published Book of the Year, awarded by Writing Magazine and The David St John Charitable Trust. You can find it on Amazon here.Do you think the self-publishing is the better alternative for literary fiction? Have you had similar experiences with publishers? Share your thoughts and experiences - or any question for Jane - in the comments below!

Amsterdam Jewish Community Research Paper Example | Topics and Well Written Essays - 2250 words

Amsterdam Jewish Community - Research Paper Example They were fearful of disclosing their identity and survived by pretending to be Spanish traders or business men. They kept their religion as a secret. A lot of Jews accredit a Rabbi named Menasseh ben Israel, as the one responsible for re-admitting them into the country. He was based in Amsterdam and is valued very much in the Jewish community. There were different motives behind this re-acceptance of Jews back in England and cannot be attributed solely to Cornwell’s generosity. One reason was that if a proper Jewish community could be established in London it would be very beneficial for Amsterdam with respect to trade purposes. Jews had strong ties with East and West Indies and if they could be settled in Amsterdam, trade through this Jewish community could flourish. Amsterdam could be established as a commercial hub then. According to religious beliefs, most Christians believed that it was important for all Jews to be converted into Christianity before Christ comes back to rule this world. For this reason, many Jews were accepted back into England. There was a belief among numerous Christians that Christ would descend to this Earth in 1656 only. Jews all around the world revere the contributions of Menasseh ben Israel. He was the sole figure for celebration in 1906 on the 250th anniversary of this grand event. Menasseh ben Israel was born in Lisbon in 1604. ... He published a pamphlet in 1651, which grabbed the attention of Cromwell. In this pamphlet, he appealed to Cromwell to allow Jews back in their country; England (Jewish Heritage Online Magazine). Menasseh ben Israel paid a visit to London along with his delegation and family members in 1655. He met personally with Cromwell and presented to him a petition for allowing Jews to re-enter into England. Cromwell, Menasseh ben Israel along with a committee of the council of State had a meeting in London to discuss the issue of re-entry of Jews. It was decided that a conference should be arranged in order to discuss this issue further. The petition that was presented to Cromwell demanded rights regarding the citizenship, freedom of speech and freedom of religion. It also requested to allow Jews to enter into trade alliances and that all regulations and policies and regulations against Jews should be uplifted. Plus, there should be separate burial grounds granted to the Jews (Jewish Heritage Online Magazine). The conference remained indecisive for a long time. The committee kept meeting at frequent intervals but a strict decision regarding the issue could not be reached. However, one thing was clearly evident. It was clear that British people had developed a greater tolerance level and acceptability for the Jews. Therefore, Cromwell allowed all Jews to practice their religion privately just like they had done in the past. After some time a synagogue and a burial ground was made for the Jews. This progress was very important for strengthening the relations between Jews and the Britishers. For this reason, Jews celebrate anniversaries accordingly (Menasseh Ben Israel’s Apology for the Jews). The pamphlet that was submitted to Cromwell in the form of the petition

Computer System Crash Assignment Example | Topics and Well Written Essays - 250 words

Computer System Crash - Assignment Example If this occurs, and the computer user has stored information on their machine’s hard drive, but has not backed it up in any other way, the consequences can clearly be serious. In some cases data is recoverable from the hard drive when it has been removed from the computer, but this is not always possible. A student might lose all of their research data for an assignment, project or dissertation; a business person might lose data vital to the day-to-day running of their commercial operations. It is true that more recent operating systems, including Linux, and newer versions of Windows, are more likely to recover after a crash, when the machine’s hard drive has been scanned, errors have been repaired, and the system rebooted. Even if this all goes smoothly, data which was unsaved at the time of the crash may not be recoverable. However, there are several means by which data can secured, so that even if it cannot be recovered after a system crash, it can be accessed on a different machine. The most popular forms of external storage are USB mass storage devices, and external hard drives. The latter are usually able to store as much data as a PC, but the device can be connected and disconnected from a computer, and so data backed up using such devices will be safe in the event of a

Engineering - Anaerobic Digestion Essay Example | Topics and Well Written Essays - 2000 words

Engineering - Anaerobic Digestion - Essay Example Leading in the Go Green, campaign is biogas. Biogas is defined as a mixture of carbon dioxide and methane gas, which is sourced from the breakdown of organic matter, usually waste, in a process referred to as anaerobic digestion. The process is a method by which raw biogas is converted into cleaner, efficient and easier used energy sources. Planning a biogas plant Designing a biogas plant is an engineering problem that has to be approached by considering all the operational, economic, environmental and sustainability conditions. Before designing the biogas plant in the Middle East, the engineer has to first engage in plans, which are conceptualized ideas, but not suited for any one given application. In planning, some of the considerations to look into include the naturally occurring resources, agricultural development, social conventions, customer energy requirements and possible construction site. Careful planning is necessary to eliminate present and cumulative or multiplier effec ts on the design. As a biogas digester (production unit) is a costly investment, it cannot be simply set up as a temporary station. Design The design of the biogas unit is dependent on the conditions a given society poses to the objective. A biogas unit is affected by numerous conditions such as the environmental conditions, design and socio-economic conduct of the people of that region. The choice of the design is determined by the conditions of the chosen site. Designing a biogas unit in the Middle East is a generalized idea, to come up with a perfect unit, the engineer has to analyse the conditions and challenges a given site provides. Just as any system, the biogas production plat is affected by the input and any additional disturbances, which are reflected in the output (which in our case is biogas). Physical conditions Physical conditions are one of the most influential factors when it comes to designing and setting up a biogas digester. Since the anaerobic process of biogas p roduction is quite sensitive to temperature, then care should be taken in considering the climate of a given locale. Other conditions apart from the climate of a location that may be put to test include the soil conditions, the feedstock or substrate for digestion, and the available building material. The design considerations in terms of the substrate and size of the digester are determined by the consumers as well as the available building material. Insulation of the digester happens to be the main consideration in setting up the plant. The anaerobic process operates at temperatures of between 30 and 60 C. keeping the temperature between these limits is of great necessity to ensure that the bacteria involved in the digestion process lives, for high or low temperature leads to their death. Skills and labour Another requirement in designing is skills and labour. The technology involved in setting up a biogas plant is sophisticated and requires skills from both the constructors and d esigners. The complexity of the design usually dictates the type and level of skill involved in the construction process. Depending on the size, distance and costs, the biogas digester may be prefabricated or made in-situ. Standardization Although plants may be designed to fit the needs of a given consumer, there is a need for standardizing the design.

Project2 Essay Example | Topics and Well Written Essays - 1250 words

Project2 - Essay Example An FMCG company requires heavy capital investment because from product development to marketing and advertising, capital is necessary in every sector. Moreover, FMCG companies are no more limited to a particular geographic location; instead they are pursuing overseas ventures. Therefore, threat of new entrant at international market is relatively limited. P&G is one of the reputed FMCG companies and its brand, Head & Shoulders is well-recognized in the hair care industry. Consequently, it can be suggested that threat of new entrant is limited for the company and the product (Reuters, 2013). FMCG industry is one of those industries that are heavily vulnerable to substitution, as local as well as a number of international brands are taking entry in the industry on a regular basis. However, studies suggest that P&G is a global leader in the hair care segment and have more than 20 percent of market share thereof from Pantene and Head &Shoulders (Reuters, 2013). The company has invested significantly in marketing and brand building of Head & Shoulders. The outcome is that the brand image is spreading from that of a medicated shampoo to a mass consumer product. Head & Shoulders is often marketed using celebrity endorsement which has significant positive impact on consumer buying behavior. Therefore, it can be suggested that threat of substitute is relatively less for the product (Reuters, 2013). Purchasing behavior of consumers has significant impact on revenue of FMCG companies. However, consumer buying pattern is strongly influenced by number of competitors or substitute products and their prices within the industry. It was ascertained that consumers have relatively strong bargaining power as the choices in hair care products in large and are mostly from well-known brands such as Unilever, L’Oreal, Colgate-Palmolive and Johnson & Johnson. These companies are

The Construction Requirements Placed on Commercial Buildings Term Paper

The Construction Requirements Placed on Commercial Buildings - Term Paper Example ral barriers to existing facilities, which must be â€Å"readily accessible† – that is, businesses must determine whether it could fulfill such removals given the project costs. Otherwise, such non-compliance would cause the company to be charged with discrimination against the disabled. Exempted from this rule are private clubs, places of worship and historical landmarks. The APA is a unique piece of legislation in that it is flexible, allowing much leeway for legislators and implementers alike to amend and strengthen the law in accordance with the changes in society that directly affect disabled people. This is also in anticipation of the friction that might occur between advancing the rights of persons with disabilities and furthering the profit-making potential of business entities (ADA Update: A Primer for Small Business 9). Not surprisingly, a number of regulations related to the law have been made and eventually revised through the years. Along with the ADAâ€⠄¢s enactment, the Standards for Accessible Design were published in 1991 which defined the merits and requirements for an accessible facility for the compliance of businesses. Implemented by the Disability Rights Section of the U.S. Department of Justice, the standards were influenced by the ADA Accessibility Guidelines formulated by the Architectural and Transportation Barriers Compliance Board (Andrews 19). In 2004, the justice department and the Board thought it necessary to revise and improve the guidelines based on a list of suggestions submitted by the American Institute of Architects ("The Angle: New ADA Standards." AIA.org). On September 15, 2010, the justice department published a new set of standards for accessible design in the Federal Register, in tune with numerous developments that affect the... As observed, the technical specifications included in the 1991 and 2010 ADA Standards are not necessarily strict. While details are provided as to the measurements, placing of amenities and other related factors, there is no explicit mention of any enforcement clause. This implies that small businesses which could not easily afford the requirements of the law may choose to adjust the dimensions depending on the size and floor area of its building, with the help of reliable civil engineers. Business owners must not use this realization as a scapegoat to not fulfilling the provisions in, say, around 10 to 15 years, since it is posited that their commercial endeavors would have progressed by that time.Businesses still find it hard to comply with the law’s provisions. From the interview conducted with the ADA review specialist and the survey of non-compliance issues, it can be deduced that construction and design professionals could not meet at the center in terms of equipment and building material specifications. Businesses, on the other hand, are confronted with the challenge of using the appropriate materials for new constructions and structural alterations that are ADA-compliant, while still being wary of the expense limits. Apparently though, business owners failed to realize the long-term benefits of ADA compliance not just for the benefit of people of disabilities, but also for the convenience it can bring to the employees and even to the general public, given the increasing complication of modern working and living.

Media and Entertainment Law in Ireland Case Study

Media and Entertainment Law in Ireland - Case Study Example How it helps Mr. Finbar to collect money and how much it justifies Ms. Jenny McSwindle It's about the Mr. Finbar, who is blessed with the inborn ability of composing songs for children. He wanted himself to be renowned but unluckily he couldn't carry any chance. Despite the fact that he worked hard to contact different areas who can lead his music on a success stair but unfortunately he couldn't get any positive end out of it. He wrote around eight different songs and prepared its demo on the compact disk and some on music sheets. He sent the parcels of his demo compact disk and musical sheet not only to different composing companies but also to different TV stations. He even granted permission to TV stations to use his demo work free of cost. One lucky day, Ms. Jenny McSwindle, the producer of children program "The Nerd" on channel TV8 and notice his exotic work on animals. It seems to be good idea to start the series of animals in a graphical musical style to make children learn about different animals. Ms. Jenny McSwindle, decided to show up the 8 different songs in eight weeks showing up one each week. Though, she inserted a slot in her program "The Nerd", showing up people dancing and singing Mr. Finbar's lyrics each week. It was a good and attractive idea which gave success and though eight series won't be enough for her audience and though decided to write Mr. Finbar for more songs. She wrote Mr. Finbar in letter that she was impressed with his style to teach children in an entertaining style. She thanked him for allowing them to use his demo songs and as incentive of it she feels pleasure to pay her 250 Euros for those eight demo songs. She told him that she used his songs in series shown every week started from the mid of the March and likes to have few more to start a professional series on domestic animals shown every week. This would not go free of cost but will be worth of 60 Euro per week and this may last over a ten week period. Many more encouraging words are ended up the letter saying sincerely, Jenny. With the excitement of the fine and first opportunity, Mr. Finbar composed a batch of new songs based on different animals and posted to TV8. Latter, Ms. Jenny McSwindle started facing financial problem for which she scraped the musical slot from her program "The Nerd". Mr. Finbar's composed songs were misdirected due to some mistake made by the post company and though reached the TV8 eventually. This letter was one week late to the letter Ms. Jenny McSwindle already sent officially to him on 30th April stating that she don't need any more writings as she is facing financial problems. Now this seems to be a big disaster for the fortune Mr. Finbar was dreaming of. It was tuff time on him when he controlled himself and demanded for the remuneration of his work. It was a severe time upon Mr. Finbar as he received a big No for his demand. At this time, as it is all happening in Ireland, this is a great question for which Mr. Finbar is searching to get acknowledgment about that if law can do anything to help him. However, on his much insistence, Seniors of TV8 agreed to pay him but less then what they decided for each week. I.e., they kept his musical slots and started a series on domestic animals and paid him for 15 Euro instead of 60 Euro, for each week. This was very unfair deal TV8 did, but the gifted composing showed up

The Construction Requirements Placed on Commercial Buildings Term Paper

The Construction Requirements Placed on Commercial Buildings - Term Paper Example ral barriers to existing facilities, which must be â€Å"readily accessible† – that is, businesses must determine whether it could fulfill such removals given the project costs. Otherwise, such non-compliance would cause the company to be charged with discrimination against the disabled. Exempted from this rule are private clubs, places of worship and historical landmarks. The APA is a unique piece of legislation in that it is flexible, allowing much leeway for legislators and implementers alike to amend and strengthen the law in accordance with the changes in society that directly affect disabled people. This is also in anticipation of the friction that might occur between advancing the rights of persons with disabilities and furthering the profit-making potential of business entities (ADA Update: A Primer for Small Business 9). Not surprisingly, a number of regulations related to the law have been made and eventually revised through the years. Along with the ADAâ€⠄¢s enactment, the Standards for Accessible Design were published in 1991 which defined the merits and requirements for an accessible facility for the compliance of businesses. Implemented by the Disability Rights Section of the U.S. Department of Justice, the standards were influenced by the ADA Accessibility Guidelines formulated by the Architectural and Transportation Barriers Compliance Board (Andrews 19). In 2004, the justice department and the Board thought it necessary to revise and improve the guidelines based on a list of suggestions submitted by the American Institute of Architects ("The Angle: New ADA Standards." AIA.org). On September 15, 2010, the justice department published a new set of standards for accessible design in the Federal Register, in tune with numerous developments that affect the... As observed, the technical specifications included in the 1991 and 2010 ADA Standards are not necessarily strict. While details are provided as to the measurements, placing of amenities and other related factors, there is no explicit mention of any enforcement clause. This implies that small businesses which could not easily afford the requirements of the law may choose to adjust the dimensions depending on the size and floor area of its building, with the help of reliable civil engineers. Business owners must not use this realization as a scapegoat to not fulfilling the provisions in, say, around 10 to 15 years, since it is posited that their commercial endeavors would have progressed by that time.Businesses still find it hard to comply with the law’s provisions. From the interview conducted with the ADA review specialist and the survey of non-compliance issues, it can be deduced that construction and design professionals could not meet at the center in terms of equipment and building material specifications. Businesses, on the other hand, are confronted with the challenge of using the appropriate materials for new constructions and structural alterations that are ADA-compliant, while still being wary of the expense limits. Apparently though, business owners failed to realize the long-term benefits of ADA compliance not just for the benefit of people of disabilities, but also for the convenience it can bring to the employees and even to the general public, given the increasing complication of modern working and living.

Intellectual Property Law Research Paper Example | Topics and Well Written Essays - 1250 words

Intellectual Property Law - Research Paper Example Intellectual Property Law In Two Pesos, the trade dress in contention was the â€Å"look and feel† that Taco Cabana, a successful chain of Mexican restaurants, had established over the years and which was allegedly copied by Two Pesos, a Mexican restaurant chain owned by a person who once approached the owners of Taco Cabana offering to take the restaurant’s concept nationwide, but was rejected. The â€Å"look and feel† allegedly copied includes the 24-hour patio cafà © concept, building and other features architecture, open kitchens and menu boards, among others. Taco Cabana brought an action for trade dress infringement and was granted relief by the trial court, a decision upheld by the Court of Appeals. On appeal, the SC harmonize the requirements between registered and unregistered marks stating that the requirements for the registrability of trademarks are also the same requirements in determining whether unregistered marks are entitled to protection. More significantly, the SC ruled that acquisition of secondary meaning of a trade dress is not necessary in cases where the trade dress is inherently distinctive. Accordingly, the Court ruled that it is inappropriate to impose upon inherently distinctive trade dress the requirement of secondary meaning on the following grounds: there is no rationale for enforcing additional requirements on trade dress because protection for both trademark and trade dress under the Lanham Act serves the same purpose of preventing both unfair competition and fraudulence.; the provision on trade dress in the Lanham Act, viz. s 43(a), does not justify a departure from traditional and established trademark test, and; imposing upon a trade dress the additi onal requirement of secondary meaning even if the trade dress is found to be inherently distinctive is contrary to the underlying objective of the Lanham Law which is the protection of both consumers and trademark holders. In Qualitex, the trade dress in issue was the green-gold color, which was plaintiff Qualitex’s color of its dry cleaning pads, a product it had been selling for more than thirty years. The defendant company began manufacturing and selling dry cleaning pads with the same color as that of Qualitex, a move that prompted the latter to bring an action for unfair competition against Jacobson before the courts and subsequently added trademark infringement after it successfully registered its dry pad color with the Patent and Trademark Office during the pendency of the case. The trial court decided in favor of Qualitex; the Court of Appeal reversed that decision on the ground that color per se is not registrable as trademark. This decision was not upheld by the SC on the ground that trademark is a broad term that comprises anything capable of giving meaning, according to the s 1127 of the USC Code, such as color. Section 45 of the Lanham Act requires the elements of ability to identify and distinctiveness as to the source of goods as requirements to registrability. Although color is not inherently distinctive, the SC asserted that it could acquire secondary meaning from frequent use over a long period of time that such color could represent, in the public mind, the identity

Ganguro Girls Essay Example for Free

Ganguro Girls Essay Many of the world’s greatest technologies are Japanese technologies. Many of the world’s best selling cars are Japanese cars. Japanese fashion, especially Tokyo fashion is among the most diverse and dynamic fashion in the world. The Japanese are known fashion lovers that Japanese girls always surprise the world with new and interesting trends not only in fashion but also in accessorizing. In fact, many of the Japanese, including the men, have high sense of fashion that typical Japanese in the streets of Tokyo would look like a magazine front cover model who just turned to life. From the looks of glamorous geishas, to the teenage school girls wearing short skirts, the Japanese teenager is now again making headlines as the Ganguro girl. The Ganguro is setting new trends, and earning criticisms not only from the foreigners but even from the Japanese population. Ganguro Girls According to Funch, Japanese teenagers are a continuing source of strange but interesting fashion trends. Today, almost everyone in Japan are talking about the Ganguro look (Watrous) especially with the fact that the Kugaro, the Ganguro and the Yamanaba are continuously growing in numbers and are becoming more visible in the streets, in shopping districts and in bars. Watrous added that with their rather attractive colorful outfits, the Ganguro, with their towering shoes and skimpy clothes, face piercing and hair bleached and teased, are easy to spot and easy to dismiss as those Americans like in the 1980s who forced their bangs into towering crispy hair dos above their faces. From this view, Watrous intimated that the Ganguro girls can easily be figured out as those teenage Japanese girls obsessed with black and American fashion and culture. Ganguro literally means black. So the Ganguro look refers to the heavily tanned face and the very black-faced Japanese girls (Masaichi). The Ganguro Look Funch described the Ganguro look to have hair dyed to blonde or brown, plucked eyebrows, tan skin (sometimes beyond tan), the mini-skirts and the cool towering shoes. In a web page entitled, â€Å"Ganguro†, Ganguro is defined as that fashion trend among Japanese girls that literally means ‘face-black’, an outgrowth of the chapatsu hair dyeing. Perhaps, one of the reasons that Ganguro is so named is the fact that ganguro girls cover and paint their faces with black or brown make-up to hide their rather white complexion. The most basic look for a typical Ganguro gril include the blonde-bleached hair; perm and willed to a towering hairpiece; and set for amore than half a day and costs about $400 dollars (â€Å"Gnaguro†). The Ganguro look is also not complete without the deep tan, an artificial tan obtained from tanning salons and make up (â€Å"Ganguro†). The intention of having their skin tanned is to attain a look similar to their American idols TLC and Lauryn Hill, known for their black American look (Watrous). In order to have the tan that they want, Ganguro girls frequent tanning salons, purchase sun lamps and cover their face with brown make ups (†Ganguro†). .Sometimes, a Ganguro, with limited income and fund resorts to cheaper and conventional way of tanning, like covering their entire face with brown magic marker (Watrous). Meanwhile, those with enough money would prefer Tokyo’s hippest salons and hair stylists for their trendy afro perms and tans (Watrous). Moreover, in the article, â€Å"Ganguro†, it is mentioned that the purpose of the tanned look is to achieve the blonde California beach girl look. It cannot be denied that the Ganguro look is influenced by the American fashion and American fashion icons and trend setters. For the Japanese, the attraction of having that tanned skin as opposed to the normal white complexion of Japanese women, as portrayed by the geishas, is a great challenge and interesting to try and experiment on. In fact, according to the article, â€Å"Ganguro†, the Ganguro look â€Å"goes against the grain of the usual Japanese standard of female beauty, which calls for skin as white as possible†. This brings to life the Ganguro look, which is believed to have started sometime in the 1990s, with the famous Okinawan singer, Amuro Namie (â€Å"Ganguro†). The look is also attributed to super model Naomi Campbell wherein the teenage girls imitated her make up and clothing style (Masaichi). The Japanese population recognizes the white complexion as standard for its women. For this reason, the Japanese are not actually fond of dark skin. Many Japanese are fond of the white skin which is known as Shirohada (Masaichi). The white skin- face according to them makes the face fuller. Because of these preferences, the typical Japanese will not actually go out of her way to have a tan (Masaichi). According to Masaichi, this prevailing standard can also be attributed to the emergence of the ganguro fashion so much so that the customary proscriptions against the dark skin encouraged the girls to getr really tan and dark. Masaichi also stated that the ganguro girls wanted to be in the minority. This makes them more exotic and unique unlike the majority of the Japanese ladies. Masaichi finally stated that â€Å"the fresh-looking Ganguro seem to offer hope – a fresh current of air flowing through the stale homogeneity of Japanese society†. One of the most apparent characteristics of the Gangaru look is the used of extraordinary accessories to go with the unique clothes. Important accessories include the platform shoes or boots, the photo stickers and cellular phones with the centerpiece of the total ganguro look being the 15 centimeter of higher platform shoes and sandals that make them look taller than the usual Japanese teenager (â€Å"Ganguro†). Many believed that the Ganguro look is wanting in attention that is why the Ganguro girls use the attractive hairs, clothes, shoes and accessories. According to the article, â€Å"Ganguro†, the Ganguro look â€Å"lets them look down on the world or to have the world look up to them†. The Ganguro enjoys the attention and to be regarded as a unique way of expressing Japanese fashion and art. The center of the Ganguro fashion can be found in major fashion districts in Tokyo like Shibuya and Ikebukuro (â€Å"Ganguro†). Some stated that Ganguro is also known as Yamanaba, but some consider Ganguro as merely a division of Yamanaba, together with Kugaro look. According to Watrous, another name for Ganguro is Yamanaba, which in Japan, means mountain grandmother – a name given to a mythical hag who is believed to haunt the Japanese mountains in the Japanese folklores. Yamanaba In â€Å"Ganguro†, the Yamanaba is considered to be one step beyond the Ganguro because besides the Ganguro look, the Japanese girls wear more outrageous outfits and make-up. For example, the Yamanaba wears white lipstick, white eye shadow, silvery hair with touch of glitter and fake tear drops on the cheek. More than these, they also have their own outrageous ways of talking and laughing as you see them on the streets and bars of Japan. According to Funch, the Yamanaba includes the Ganguro and the Kugaro. The Ganguro gal, according to him, are the brown-skin gals; while the gonguro gals are those in deep-brown skin. The Yamanaba girl is characterized by her white or brown hair, brown face, the heavy make up ore the panda make up (Funch). The Yamanaba girl according to â€Å"Ganguro†, also her hair with brown or gold and uses blue contact lenses to attain that â€Å"California beach girl look without the bikini† (â€Å"Gangaru†). Soemtimes, the Yamanaba also wears fake flowers in their hair (â€Å"Ganguro†). An outsider, according to Watrous, a foreigner for example, will have a hard time identifying a kogaru from a gangaru because of their similarities. However, Watrous emphasized that despite their clear similarities and shared predilection on platform shoes and body piercing, these two subcultures of Yamanaba are completely different with their differing fashion aspirations (Watrous). According to the Encyclopaedia Dramatica, the Ganguro phenomenon is more of a matriarchal subculture because it depicts the aggressiveness of the Japanese women. The Ganguro look is sometimes compared to the British punk primarily because of the hair and the outrageous fashion sense. Menkes described this similarity as the â€Å"elaborate attention to an extraordinary, even grotesque, appearance†. However, the Ganguro is g\from beyond compared to Punk. According to Menkes, Punk had its origin on a sociological perspective and phenomenon, that is, a disaffected and nihilistic youth is thumbing its nose as a convention; while the Gangaru fashion is more upbeat and is about consumerism with Prada and Louis Vuitton backpacks as integral aspect of the entire Gangaru look (Menkes). As have been mentioned earlier, the Gangaru look is also distinguished by the use of accessories. But the Ganguro do not use simple and ordinary accessories. Sometimes, the accessories are more expensive than the clothes. For example, the use of cellular phone, its cost can be very expensive. The same goes with the backpacks used for accessories that should necessarily come from brands like Prada and Louis Vuitton to achieve the ideal Ganguro look. The Encyclopaedia Dramatica provided that aside from the influences of the United States seafront retirees, the Ganguro also come from a variety of influences like the images of women in R B bands and music icons. According to Liu, the ganguro phenomenon as an imitation of the black culture did not happen over night in Japan. In fact, Liu noted that as early as the year 1840, blackface performers started to appear in Japan. With the seemingly outrageous and out of this world fashion statements, many have speculated on the motivations of the Japanese girls to have become Ganguro. According to Liu, some speculate that the ganguro girls are â€Å"using hip hop image to rebel against wearing traditional school uniforms to express individuality†. While the most obvious and popular speculation, some believe that the Ganguro is in clear imitation of celebrities (Liu); many also believe that the ganguro phenomenon is a way of self expression and to gain self identity. Liu, also added that despite the apparent opposition to the traditional Japanese fashion and social standards, the ganguro became popular with the non-ganguro that readily accepted the phenomenon. However, it cannot be avoided that there have been some exclusions. The ganguro has, in its entire history has consistently been criticized. Criticisms on Ganguro Look According to the Encyclopaedia Daramatica, apparently, the typical woman considers the Ganguro as ‘freaks’ although their fashion sense resembles that of the women in Florida. Expectedly, with the outrageous fashion sense, the Gangaru look faced various criticisms. It even faced hostility from among Japanese. According to Watrous, despite the growing number of Japanese teenagers embracing the Ganguro fashion, both the kogaru and the Ganguro encountered hostility in Japan. Watrous described how a recent publication in Kansai Time Out, through the eminent novelist Haruku Murakami, called the Ganguro as â€Å"big problem fro Japan†. Murakami also added that he â€Å"feels sadness and disgust when he passes these bleached and flamboyantly outfitted young ladies on the streets of his neighborhood† (Watrours). Many Japanese, like Murakami consider the Ganguro fashion as a disgrace for the Japanese fashion and that it devoid the Japanese women of the respect and the glamour that had long been associated to her since the time of the geishas. According to them, the Japanese women, known to have standard white complexion, should preserve the same as the true Japanese look. However, this should not serve to undermine the Ganguro fashion as it only relates to carry out influences from major fashion trends, particularly in America. The biases and prejudices against the Ganguro fashion even grew and spread into the legislature when in February of 2002, in Osaka, a laws was enacted prohibiting women to drive wearing tall boots (Watrous). This is obviously in direct prohibition among the Ganguro ladies, whose centerpiece costume includes the towering shoes and sandals. According to the legislature, the law was enacted to prevent major road accidents as a result of the driver failing to break fast enough with the platform soles (Watrous). In view of this law, the legislature proposed a maximum allowable platform height to only a few centimeters for anyone driving a vehicle (Watrous). Taking the law as a clear incident of the police power of the state, it can not be directly be considered as a clear prejudice against the Ganguro because the law is founded upon a valid ground and responsibility of the state to protect its people. IT does not intend to discriminate or unduly prejudice the Ganguro. Instead the prohibition only imposed an incidental limitation to the Ganguro fashion as a result of the intention to avoid road accidents. This is in accordance to a battery of tests conducted with drivers wearing different sole heights (Watrous) and the conclusion that the sole height can be attributed to the driver’s ability to break fast in case of road emergencies. Conclusion The Ganguro fashion, however criticized and praised remains a fact of Japanese history, particularly of japans fashion history along side with the Geishas and the popular Japanese school girl in uniform fashion. It should be respected and considered as a valid expression of fashion sense. Although the Ganguro look is believed to have come from the American fashion culture, it cannot be denied that the touch of Japanese culture is embedded in it. In fact, without the known fact that the fashion was a clear expression of obsession to black and American fashion, the Ganguro look is purely Japanese. The Ganguro is clearly a Japanese sense of fashion. It should not be viewed as something resorted to by some Japanese teenage girls in order to receive attention. Works Cited Emcyclopaedia Dramatica. â€Å"Ganguro. † 12 Oct. 2007 http://www. encyclopediadramatica. com/Ganguro. Funch, Flemming. â€Å"Ming the Mechanic: Ganguro Girls. † 2003. 12 Oct. 2007 http://ming. tv/flemming2. php/__show_article/_a000010-000633. htm. â€Å"Ganguro. † 12 Oct. 2007 http://www. livemusicstudio. com/mac/pages/ganguro. html. Liu, Xuexin. â€Å"The Hip Hop Impact on Japanese Youth Culture. † 12 Oct. 2007 http://www. uky. edu/Centers/Asia/SECAAS/Seras/2005/Liu. htm. Masaichi, Nomura. â€Å"Driving My Body. † 2000. 12 Oct. 2007 http://brokenstones. at. infoseek. co. jp/fashion/dmv. html. Menkes, Suzy. â€Å"Tokyo Is Now World Capital of Street Style: In the City and on the Catwalk, Japan Cultivates Its Roots. † 2000. 12 Oct. 2007 http://www. iht. com/articles/2000/11/14/menkes. t. php. Watrous, Malena. â€Å"Hello Kitties. † 2000. 12 Oct. 2007 http://archive. salon. com/people/feature/2000/03/08/kogaru/.

Apparel Brand Research Project Prada

Apparel Brand Research Project Prada BRAND OVERVIEW Prada was founded in 1913 by Mario Prada, Miuccia Pradas grandfather, in Milan.   Ã‚   Located in the prestigious Galleria Vittorio Emanuele II, Prada was an exclusive, stylish store selling luggage, accessories and luxury goods, in fine materials and of sophisticated workmanship. The Milan store quickly became a firm favourite with the Italian aristocracy and the most sophisticated members of the European elite. In 1919 Prada received the warrant of Official Supplier of the Italian Royal Household, and since then has been able to display the royal Savoy coat of arms and figure-of-eight knots alongside the company logo. Miuccia Prada and Patrizio Bertelli started working together in the late 70s, laying the foundations of the international expansion that was to come. Patrizio Bertelli broke new ground in the luxury goods sector, introducing a new business model in which he kept direct, internal control over all processes, applying uncompromised quality criteria across the entire production cycle. Miuccia Pradas creative talent and avant-garde approach attracted the attention of the global fashion industry, while her ability to look at the world from an unconventional vantage point allowed her not only to anticipate, but quite often, to set new trends. The classic Prada suitcase was made of heavy walrus skin but as plane travel made heavy suitcases impractical, the company started to make lighter bags and high quality items made of crystals, tortoise shell and wood. They also sold garments of waterproof fabrics to the U.S. However the company had gone into decline in the 1970s. 1950 Miuccia Prada was born. By her mid-20s she had a doctorate in political science and in her 30s, she was a communist. In 1970 she started making backpack bags out of waterproof fabric called Pocone. 1979 She took over the Prada family business. Since sales were down, she expanded into luxury tote bags and backpacks in black with flat classic lines, made from nylon. 1985 She launched a line of footwear for women and her first pret-a-porter clothing line, using high quality fabrics. Her clean lines gave her fame, and she came to be known for under-stated elegant garments. 1993 She received an International award from the Council of Fashion Designers of America. 1995 She won Designer of the Year award. 1998 Prada opened their first menswear shop in Los Angeles, USA. They also opened new Prada stores in Manhattan and Las Vegas, as well as Miu Mius first North American boutique, in Los Angeles. Prada is now a worldwide empire, with stores in practically every country in the western world. It is a million-dollar concern, with every celebrity wearing Prada clothes. 2. NATURE OF BRAND AND ITS TARGET MARKET The Prada brand targets an international customer base that is modern, sophisticated, attuned to stylistic innovations, and expects craftsmanship of the highest quality.       The brands iconic trademarks, which are readily recognized around the world, incorporate the Savoy coat of arms and Savoy figure-of-eight knot, reflecting its heritage as an official supplier to the former Royal family of Italy. Introduced in the 1980s, Pradas famous black nylon bag with the signature triangle logo has been an enduring classic, with both the nylon bag and the logo becoming icons in the brands history. The Prada brand represents the best of Italian culture and tradition, sophisticated style and uncompromising quality, and as one of the most innovative fashion brands are capable of re-defining the norm and setting new trends. Prada also captured the attention of literary and cinematic audiences when the novel The Devil Wears Prada was first published in 2003, and then was made into a movie in 2006. The Prada brands distinctive originality is built on its unique approach to style, craftsmanship and constant innovation in materials and designs, as we unceasingly exert creativity in the development of fashionable designs, sophisticated fabrics and innovative production techniques. At the heart of the evolution of fashion, we believe Prada has been a sophisticated interpreter of its times and a forerunner of style and trends. Prada is a premium brand. It is very high quality which unfortunatly comes with a substantially high price tag. 2.1. PRADA GEOGRAPHICAL SEGMENTATION Under geographical segmentation, product or service is divided accordingly to geographic units, such as nations, states, regions, countries, cities or neighbourhoods. Directly operated stores, including the epicentres, are designed, constructed and managed in accordance with precise guidelines: location chosen are among the most prestigious. 2.2. PRADA PSYCHOGRAPHIC SEGMENTATION Psychographic segmentation divides the market into groups based on social class, lifestyle and personality characteristics. The PRADA brand targets an international customer base that is modern, sophisticated, attuned to stylist innovations, and expects craftsmanship of the highest quality. 3. RETAIL DISTRIBITION CHANNELS Prada, Miu Miu, Churchs and Car Shoe products are sold through two distribution channels: The retail channel, represented by the single-brand stores (including the three Epicentres) directly operated by the company, which currently account for approximately 78% of sales; the independent channel of multi-brand stores, department stores and franchises (so called wholesale). This distribution solution enables the Group to have a presence in the most exclusive points-of-sale which are either single-brand or multi-brand worldwide. The Groups commercial strategy is based on a selective analysis of the potential of individual markets, an innovative approach and rigorous control of display and presentation criteria, and a continuous search for original sales concepts. Prada has always pioneered new solutions combining design, architecture, and technology to create environments that not only encourage sales but also communicate its unique strong brand identity and the cultural influences and values of the Prada world in a consistent and homogeneous way. Towards the end of the nineties, Prada decided to redefine the concept of shopping and enlisted the help of pioneering architects of international renown, Rem Koolhaas and Herzog de Meuron, recent winners of the prestigious Pritzker Prize. The result of this partnership was the creation of the Prada Epicenters: areas and buildings which have rapidly acquired landmark status both locally and internationally. Pradas Epicentres have not only transformed the concept of shopping but have also fused it with cutting edge technology and a multitude of cultural stimuli, offering customers a whole range of unique experiences and exclusive services. There are currently three Prada Epicentres: one in SoHo, New York (designed by Rem Koolhaas in 2001); another in Aoyama, Tokyo (Herzog de Meuron, 2003); and the third in Beverly Hills, Los Angeles (also by Rem Koolhaas, 2004). Directly operated stores, including the three Epicentres, are designed, constructed and managed in accordance with precise guidelines: location chosen are among the most prestigious and the personnel is selected and trained to provide customers with an exclusive treatment. This type of store contributes to maintaining a very close relationship with customers, providing immediate information about the market trend. Moreover, direct-sale stores also provide very valuable support for the brand, acting as true ambassadors communicating the Prada image consistently and uniformly all over the world. Prada manages the independent shops and department stores channel based on selective distribution and a well-defined strategy of control aimed at maintaining outstanding quality and high volumes, ensuring consistency in merchandising and monitoring sales performance. Franchise shops are located in specific markets where this form of retail is imposed by local legislation or custom, and entail partnerships with local entrepreneurs with an excellent knowledge of the relevant market. The wholesale channel, besides ensuring the brand benefits by a series of shop windows in particularly significant positions in key markets, enables a direct and immediate comparison to be made with the competitor brands. Therefore, the sales trend through the independent channel represents a very useful indicator of the consumer trends and brand strength. 3.1. PRADAS FALL CAMPAIGN IS ALL ABOUT MODERN FEMININITY AND NEW FACES The way fashion houses describe their collections and ad campaigns can often sound like pure nonsense. But the person responsible for announcing Pradas fall 2015 campaign did a pretty good job of summing it up as an elegant, ironic ode to meta-modern femininity. Like the collection itself, the campaign shot by Steven Meisel is very pretty, but odd. Theres a sense of isolation in the arrangement of the models, who do not look at or touch each other but stare at an unspecified object off-camera. Theres also a feeling of youth and newness provided by a cast of fairly new faces, including Avery Blanchard, Estella Boersma, Inga Dezhina, Lineisy Montero, Ine Neefs, Greta Varlese and Maartje Verhoef, all of whom have walked the runway for Prada and/or Miu Miu this past seasons. Prada has a knack for casting promising models fairly earlier in their careers, so while some of them already have a campaign or two under their belts, expect to see these girls even more in the coming seasons. Montero, whom everyone started talking about when she walked in the brands fall 2015 show, has already landed a Teen Vogue cover. 4. INTELLECTUAL PROPERTY RIGHTS Website as a whole and all material on this Website, as well the Prada trademark, are owned and registered by Prada S.A., a company with registered office at 23 rue Aldigren, L-1118 Luxembourg. Prada website is operated by Prada S.p.A., an Italian corporation having its principal place of business at Via Antonio Fogazzaro 28, 20135 Milan, Italy, operating holding company of the Prada Group. Prada S.A. and Prada S.p.A. are collectively referred to as PRADA; Prada S.p.A. and its subsidiaries will be collectively referred to as Prada Group hereinafter. All trademarks and logos, whether registered or not, displayed on the Website, including but not limited to the Prada trademark, as well as all the other distinctive marks connected with PRADA and reproduced on the Website, are and will remain the exclusive property of Prada S.A.. These trademarks may not be used in connection with any product or service that does not originate with PRADA, in any manner that is likely to cause confusion among users, or in any manner that disparages or discredits the Prada name and trademark and the products bearing the Prada trademark. Prada website and all the content included therein, including, but not limited to, all texts, information, data, images, icons, photographs, illustrations, multimedia content (graphic, audio and video), charts, indices, descriptions, data, software, HTML codes and screens contained therein and the like (hereinafter collectively Content), is owned by or licensed to PRADA and is subject to protection by international int ellectual property laws, including, but not limited to, rights in the nature of patent rights, copyrights, trade secrets, trade names, trademarks, service marks, moral rights, know-how and any other similar rights recognized under laws or international conventions in any country or jurisdiction in the world. All materials contained in this Website, except for the e-store section, are displayed for informational or promotional purpose only. Subject to these Terms and Conditions of Use, and except as otherwise indicated on the Website, you may access, download, copy, store, manipulate, reformat, print or display any Content to which you have obtained authorized access solely for your personal use and not for business purposes. You may not otherwise download, copy, store, manipulate, reformat, print, display, publish, transmit, distribute, create a derivative work from, resell or make any other use of, the Website, or any Content contained therein. No right, title and/or interest deriving from or pertaining to the Content, material or software of the Website may be deemed assigned to or acquired by you as a result of your use of the Website. You agree to accept and abide by all copyright or trademark notices and other notices contained on the Website and in the Content. All rights are reserved in all countries worldwide. People aware that the Prada products are sold exclusively at Prada monobrand stores, at prestigious multi-brand stores and points of sale belonging to Prada S.p.A.s selective retail network, outlets belonging to the Prada Group and in the e-store section of the Website which is only available in certain countries, as better specified on the Website. Any purchase outside of these points of sale is entirely at the purchasers risk, in particular with regard to the authenticity of any such purchased items. http://www.prada.com/content/dam/external/terms-conditions/EU-EN.pdf 5.OWNERSHIP UPON BRAND Miuccia Prada is the co-CEO and lead designer of the handbag and fashion empire Prada, in which she has a 28% stake. In 1977 Miuccia and her siblings Albert and Marina inherited the family fashion business, founded in 1913 by their grandfather. Miuccia met Patrizio Bertelli, who ran a luxury leather company, at a Milan trade show in 1977 and signed him on as a contractor. A year later, they were married and Bertelli joined the company, taking care of the business side of things while pushing Prada into new directions. He serves as co-CEO with Miuccia, and his stake in the company also makes him a billionaire. In 1986 Prada opened its first store in New York and expanded beyond high-end suitcases, handbags, and steamer trunks. A few years later, the company unveiled a ready-to-wear womens collection and a second brand, Miu Miu. Miuccia, who has a Ph.D in political science from the University of Milan, took the company public with Bertelli in Hong Kong in 2011. 5.1. BOARD OF DIRECTORS Our Board consists on nine Directors, of whom four are executive Directors, two are non-executive Directors and three are independent non-executive Directors. The ordinary shareholders meeting of 26 May 2015 resolved to appoint the Board of Directors for a term of three financial years. The boards mandate will therefore expire with the shareholders meeting to be convened for the approval of the financial statements for the year ending 31 January 2018. The below shows the current members of the Boards of Directors: Mazzi, Carlo: -chairperson and executive director Prada Bianchi, Miuccia: -chief executive officer and executive director Bertelli, Patrizio: chief executive officer and executive director Cozzani, Alessandra: -chief financial officer and executive director Cereda, Maurizio: -non-executive director Simontacchi, Stefano: -non-executive director Mattei, Gian Franco Oliviero: -independent non-executive director Forestieri, Giancarlo: independent non-executive director Liu, Sing Cheong: -independent non-executive director 5.2. SHAREHOLDERS STRUCTURE As of 31 January 2015, the shareholder structure of Prada S.p.A. is composed as follows 6. LICENCES AND JOINT VENTURES Eyewear In 2000 the PRADA Group developed its first Prada and Miu Miu branded sunglasses, and in 2003 it signed a licence agreement with Luxottica Group, a world leader in eyewear. Under the creative supervision of Miuccia Prada and Patrizio Bertelli, Prada coordinates the conception, design, styling and communications for all collections, while Luxottica has exclusive worldwide rights to the production and distribution of Prada and Miu Miu sunglasses and eyeglasses. Not only is this an important business agreement, but it is also an excellent example of comprehensive cooperation in creativity, style, production and distribution between two of Italys foremost industrial groups. Fragrances In 2003, an agreement was entered into with Puig Beauty Fashion Group, one of the worlds largest producers of cosmetics and fragrances, creating a joint venture for the production, distribution and development of Prada perfumes. Here, too, Prada is actively involved in the various phases of product, creation and development as well as communications, while responsibility for production and worldwide distribution is in the experienced and highly qualified hands of Puig.In 2004, after lengthy and thorough research by Miuccia Prada in cooperation with some of the most qualified noses in the world, Amber the first Prada perfume for women was created. Greeted with unanimous critical and public acclaim, Prada Amber perfume has enjoyed encouraging commercial success in all markets where it has been presented. In 2006 Prada unveiled its first mens fragrance, Prada Amber Pour Homme, marking the birth of the first Made in Prada perfumes family under the amber scent. A new perfume for women, Infusion dIris, was launched in 2007, which was the key to developing a series of complementary, innovative and personal products for bodycare and for the home. From this new pillar a collection of limited edition fragrances was derived: the Ephemeral Infusion Collection that includes Infusion de Fleur dOranger, Infusion de Tubà ©reuse and Infusion de Và ©tiver. In 2011, Prada Candy, the third pillar of the Prada fragrances, is launched. A new perfume for women that highlights the funny aspect of the brand also in the beauty sector. Mobile telephones In 2006, the PRADA Group entered into an agreement with LG Electronics, one of the world leaders in mobile telecommunications technology, to develop an innovative and iconic mobile telephone. By leveraging their respective skills, Prada and LG explored all of the products aspects together, both in terms of the contents (for example: software, user interface and music), and in terms of the presentation (from the design to the packaging): the partnership created the Prada Phone by LG, a unique, sophisticated and elegant telephone, the first in the world to have an interface that is completely touch screen. The Prada Phone by LG was launched in March 2007 in Italy, Great Britain, France and Germany, and subsequently on the principal Asian markets and in Latin America. The products high qualitative and innovative content enables a significant commercial success to be achieved, with more than 1,000,000 mobile telephones sold. In October 2008 Prada and LG launch the second phone, another quantum leap in mobile phone innovation and design, thanks to ultra-thin keyboard and new enhanced technological features. In December 2011, Prada and LG unveiled the partnerships latest smartphone, the Prada phone by LG 3.0 that combines Pradas distinctive style with LGs innovative technology, including one of the biggest and brightest screens in the world with 4.3inch and 800-nit screen. 7. PRODUCT LOGISTICS Product distribution is handled through five central warehouses, four in Italy and one in UK. It is managed by a group division which coordinates product storage, shipping and distribution, as well as arranging transport and customs procedures. Central to the Prada Groups distribution strategy is the development of its retail channel in all markets, both consolidated and emerging, focusing in particular on nations with high growth potential. The Groups distribution network extends across 70 countries, counting 551 directly-operated stores (at 30 April 2014), which form the backbone of the Groups international expansion strategy, and a selection of department stores and multi-brand retail spaces in the most significant cities and stylish locations. The reasons for this strategy are many: not only the DOS are the supreme showcase for newly-launched collections, but they also offer a direct relationship with customers and provide real-time feedback on how each product category is performing. Over and above their primary role as a sales point, DOS also represent an important communication tool: real embassies of each brand, they portray their image in a clear and consistent manner. Direct sales account for about 83% of consolidated revenues while the remaining 17% is generated by the wholesale channel (multi-brand retail spaces and department stores 16%), from franchising (about 1%). 8. NET SALES OF PRADA 8.1. NET SALES ANALYSIS (amounts in thousands of Canadians) ended January 31, 2016 ended January 31, 2015 % change Net sales of directly operated stores (DOS) 4,344,819 86.30% 4,232,865 83.90% 2.60% Net Sales to independent customers and franchisees 631,349 12.50% 756,214 15.00% -16.50% Royalties 61,666 1.20% 54,329 1.10% 13.50% Net revenues, total 5,037,835 100.00% 5,043,408 100.00% -0.10% 8.2. NET SALES OF DIRECTLY OPERATED STORES (DOS) ended January 31, 2016 ended January 31, 2015 % change Net sales of DOS by geographical area Italy 12.80% 11.90% 10.70% Europe 21.80% 21.60% 3.30% Americas 13.40% 13.10% 5.00% Asia Pacific 35.30% 37.90% -4.40% Japan 13.20% 12.20% 10.70% Middle East 3.40% 3.10% 11.50% Other countries 0.10% 0.10% 41.40% Total 100.00% 100.00% 2.60% 8.3. PRADA GROUP FIGURES www.prada.com/ company profile FEBRUARY 2016 9. CAPITAL OR MARKET VALUE 9.1. INCOME STATEMENT Year on year Prada SpAs net income fell -26.59% from 634.04 million to 465.46 million despite relatively flat revenues. A contributing factor has been an increase in the selling, general and administrative costs as a percentage of sales from 48.33% to 54.41%. Gross margin 72.12% Net profit margin 8.76% Operating margin 12.92% Revenue Net Income Return on assets 6.05% Return on equity 9.71% Return on investment 7.59% 9.2. BALANCE SHEET Year on year, growth in dividends per share remained flat while earnings per share excluding extraordinary items fell by -26.59%. Additionally, five year annualized earnings per share growth is in-line with the industry average relative to its peers. Current ratio2 2.24 Quick ratio 1.48 Total debt/total equity 0.3183 Total debt/total capital 0.2402 9.3. GROWTH RATES Year on year, growth in dividends per share remained flat while earnings per share excluding extraordinary items fell by -26.59%. Additionally, five year annualized earnings per share growth is in-line with the industry average relative to its peers. Dividends Per Share Div yield (5 year avg) 0.24% Div growth rate (5 year) Payout ratio (TTM) 99.03% Earnings Per Share EPS growth (5 years)