Free Essays on JBC

In reading Albert Nolan’s Jesus before Christianity, I received a lot of insight about how life was in Jesus’ time and how we still reflect some of this history to the present. Before reading Nolan’s book, I never really understood any of the history behind Jesus. All I knew is that people generally portray him as a good man who only wants the best for everybody. I was very excited when I read the chapters about how Jesus felt about the poor and the oppressed and how he believes in forgiveness. I can say that I was born into the middle class of society just as Jesus was. Even though you can technically say that I am a middle class Samaritan, there have been many points in my life where we were on the brink of poverty. Money has been tight, food has been scarce, and not having shelter was not too far away. I have always been brought up to be happy for what I have because there is always someone out there who has far less then I have and would give anything to have what I have. I have been blessed with parents who would do and give anything for me. When reading the chapter on the poor and oppressed, it didn’t seem so far off from what we see today. We generally link those without homes, prostitutes, the hungry, and the people who are just lazy as being oppressed. In Jesus’ time, the blind, crippled, tax collectors, lepers, and sinners were also categorized with being oppressed and poor. It is no surprise to me that Jesus had compassion for those who were oppressed. Although Jesus did come from the middle class, he associated himself with the lower class and identified himself with them. I think that he was one of the first people who used his gut feeling of compassion. I commend him on not going with the crowd and being his own person; doing what he felt was morally right. I was however, completely shocked and dismayed when I read that the crippled and clinically ill were considered oppressed and worthless. Its one t... Free Essays on JBC Free Essays on JBC In reading Albert Nolan’s Jesus before Christianity, I received a lot of insight about how life was in Jesus’ time and how we still reflect some of this history to the present. Before reading Nolan’s book, I never really understood any of the history behind Jesus. All I knew is that people generally portray him as a good man who only wants the best for everybody. I was very excited when I read the chapters about how Jesus felt about the poor and the oppressed and how he believes in forgiveness. I can say that I was born into the middle class of society just as Jesus was. Even though you can technically say that I am a middle class Samaritan, there have been many points in my life where we were on the brink of poverty. Money has been tight, food has been scarce, and not having shelter was not too far away. I have always been brought up to be happy for what I have because there is always someone out there who has far less then I have and would give anything to have what I have. I have been blessed with parents who would do and give anything for me. When reading the chapter on the poor and oppressed, it didn’t seem so far off from what we see today. We generally link those without homes, prostitutes, the hungry, and the people who are just lazy as being oppressed. In Jesus’ time, the blind, crippled, tax collectors, lepers, and sinners were also categorized with being oppressed and poor. It is no surprise to me that Jesus had compassion for those who were oppressed. Although Jesus did come from the middle class, he associated himself with the lower class and identified himself with them. I think that he was one of the first people who used his gut feeling of compassion. I commend him on not going with the crowd and being his own person; doing what he felt was morally right. I was however, completely shocked and dismayed when I read that the crippled and clinically ill were considered oppressed and worthless. Its one t...

The Cost of Illegal Immigration

The Cost of Illegal Immigration Illegal Immigration PAGE \* MERGEFORMAT 1 Running Head: ILLEGAL IMMIGRATIONThe Cost of Illegal Immigration and the Securement of the Southern BorderThe Cost of Illegal Immigration and the Securement of the Southern BorderAbstractThe United States government has failed to curb the influx of illegal immigration from Mexico. The costs associated with harboring illegal immigrants and their children is climbing as the population of illegal Mexican immigrants soars to over 13 million. The current administration does not discourage illegal immigration, but rewards the deeds of those who enter America illegally. Illegal immigrants from Mexico have also begun to make up a significant percentage of the U.S. prison population. Without decisive action to reduce the amount of illegal immigration from Mexico, the costs associated with illegal immigration will have a dramatic effect on the already fragile economy.The Cost of Illegal Immigration and the Securement of the Southern BorderThe failure of the government to secure the southern borders against an influx of illegal immigration from Mexico has created a huge financial burden on the individual states and the Federal Government.Illegal Immigration of Bangli Kalar into Arakan St...In July of 2010 the cost of harboring illegal immigrants in the United States was estimated to be $113 billion. The dollar estimate was included in a report compiled by the Federation for American Immigration Reform (FAIR). The study by FAIR is the first to detail the financial implications of illegal immigration. The report highlights two approaches in the highly charged immigration debate. The first aims to reduce the current population of illegal immigrants by denying certain opportunities and increasing deportation. The second approach would be to grant amnesty to those already here, which would also increase the level of illegal immigration. Amnesty would create immediate economic consequences that the Federal Government is not prepared...

Data warehouse Essay Example | Topics and Well Written Essays - 2000 words

Data warehouse - Essay Example ehouse is a silo of data gathered from multiple data sources that is coming from wide-ranging sources and forming an all-inclusive database by filtering the old and new data based on business logic and the need of the organization. Data warehousing is the concept of using data from the data warehouse for further processing and getting business intelligence information in an organization. In a data warehouse the flow of data and information has to be continuous, systematic and structured in a manner so that decision makers at every level in the organization can do data mining, query the data to get desired answers, systematically use it for further processing in their decision support system. Data warehousing is an information technology based system that integrates data from other business processes and business occurrence, filters and stores it in a systematic manner and allows the business verticals to use these data or information effectively. Data warehouses are traditionally setup to update the operational data on a daily basis. There will be search engines, queries and filters inbuilt into the data warehouse system. That is why it is also termed as ‘operational data stores’. Data warehousing is one of the basic requirements for implementing an effective Enterprise Resources Planning (ERP) or Manufacturing Resources Planning (MRP) in any organisation. The success of any business strategy system and tools are dependent on the maximum control over the data or information flow. The control over the business –data is possible through the maintenance of a centralized data store. A centralized data store can be readily accessed by the management and various departments for effective decision making and planning the operational schedule. An ideal MRP system will provide the managers and departments with updated stock information and activity schedules that help in formulating effective production strategies in addition to facilitating improved visibility of

Research Proposal Essay Example | Topics and Well Written Essays - 2250 words - 1

Research Proposal - Essay Example Either consciously or unconsciously these variables influence on residents’ health behaviour significantly. Urban planning and design may affect human personality and its behaviour in multiple ways: to a greater or lesser extent all people are the products of their areas. Already in the late XIX century French sociologist F. Siegfried defined that there are several major cleavages in society that affect human mentalities and behaviour. The most important of these cleavages was the one between cities and towns. Presumably, city planning may be one of the most important factors that determine differences between the residents. Intensification of city’s life on human mentality and behaviour requires, hence, more in-depth analysis. Speaking from this perspective, favourable or unfavourable planning may shape people’s health behaviour and, respectively evil or good health habits. Statistic shows that percentage of children-smokers may be higher in the neighbourhoods where the average percent of smokers is greater. People who live in more favourable areas may be more devoted walking, running or outdoor activities than those who live outside the recreation options. Observing Suarez (2000) narrow streets, wide sidewalks, and accessibility of commercial to residential areas make walking easier and much more pleasant. Reversely, poor street design with garages, fences and plenty of barriers for neighbour-to-neighbour communication have altogether negative effect on human health behaviour. Besides, the areas with worse transportation systems, poor night lighting, etc. may be in their turn more dangerous for the residents and have higher criminal statistics. In this project I will attempt to study the correlation between area’s night lighting and criminal rate. A number of disciplines, including criminology, sociology, psychology and architecture, seek to explain crime from their particular perspectives. Many of

Term Papers in the Educational System Essay Example | Topics and Well Written Essays - 750 words

Term Papers in the Educational System - Essay Example However, the term papers posted on the Internet have played significant roles such as helping students to advance their research writing skills since most of these term papers are done by professional experts. These papers also encourage faculties to modify term paper subjects instead of providing students with similar work now and then. Although term papers are helpful, citing or acknowledging the work done by someone else is ethically acceptable because academic dishonesty is high in most academic environments. There is nothing unethical about the service in general provided by term paper online sites. This is because these sites have also provided many of the unemployed professors the means of living. From the utilitarian ethical perspective theory of John Stuart Mill, the basic principle is that the action, which offers the greatest amount of good over bad or evil are ethically or morally right (Shafer-Landau, 2007). For instance, in case one tells a lie to protect the life of so meone from danger, this would be considered as a good ethical choice under the utilitarian ethical theory. ... however, it is not the action that generates the greatest goodwill in a certain situation but rather than action, which generates the greatest goodwill in a society. However, going back to the example of a lie and saving lives, it is vital, to tell the truth, because the truth is less harmful than the lie in the long run. Additional, there is nothing unethical with term papers services provided online because these papers are posted to help student accomplish their research effectively and also help faculties to modify their term papers rather than providing repeated term papers every time. It can only be unethical in case students can use these term papers without acknowledging the work of other authors or fail to cite since this can automatically lead to plagiarism. Plagiarism is one of the greatest offences and it is one of the greatest academic dishonesty; thus it can contribute to cancellation or discontinuing of a student from the university. From the ethical principle of the r ight approach by Emanuel Kant, Kant argued that individuals have the right to make their own choices. These choices would be the right to truth, privacy and right not to be injured (Arthur, 2000). Therefore, students have the right to provide academic honest work and term paper providers also have the right to protect their privacy since everyone’s action can impact one another; thus those actions will be viewed as unethical. On the other hand, term papers posted on the Internet are ethically wrong because they expose or attempt students to academic dishonest because many students do not have a time of completing term papers, so they will copy from this online term paper sites. Aristotle and Plato proposed an ethical approach to the common good by arguing that people should act according to the common good which benefits the society.     Ã‚  

General Mills Financial Analysis Essay Example for Free

General Mills Financial Analysis Essay From ready-to-eat cereal to convenient meals to wholesome snacks, General Mills is one of the biggest food products manufacturers and competes in growing food categories that are on-trend with consumer tastes around the world. The company markets many well-known brands, such as Haagen Daazs, Yoplait, Betty Crocker, Totinos, and Cheerios, among others. Main rivals include Kellogg, Kraft, Conagra Foods, and Sara Lee. General Mills sells its products in three segments: U.S. retail (63% of net sales), International (25% of net sales), and Bakeries and Foodservices (12% of net sales). In addition, General Mills sells cereals and ice cream through its Cereal Partners Worldwide and Haagen Daazs Japan joint ventures. General Mills continues building its presence in developed markets and increasing presence in emerging markets worldwide by investing in established brands while also developing new products. The company’s goal is to generate balanced, long term growth. Profitable performance through the past years General Mills has shown a strong profitable performance during the past years. The company has achieved during the last 3 years an average RoE of 28% supported by strong efficiency, financial leverage, and a moderate profitability ratio given the nature of the business. This has resulted in a positive trend of the share price that delivered 3 year returns of 44% from 2009. The upward trend in RoE that peaked in 2011 reaching 30.6% reversed in 2012 that closed with a RoE of 24.5%. The RoE drop of c. 600 bps in 2012 compared to 2011 is explained by a reduction in profitability that was affected by high input-cost inflation primarily in food ingredients and energy that was not fully transferred to customers (370 bps Gross Profit Margin drop). Performance was also affected by restructuring actions (60 bps impact on profitability) taken to improve organizational effectiveness to drive future growth. General Mills managed to continue improving efficiency as the increase in sales (3 Years CAGR of 6.7%) outpaced the average assets growth (3 Years CAGR of 5.8%), reachin g in 2012 the highest efficiency ratio (83.8%) of the past 3 years. Efficiency improvement was primarily supported by inventory reduction efforts that, coupled with increase in accounts payable derived from shifts in timing of payments, reduced the cash conversion cycle to 43 days. It is worth noting that during fiscal 2012 the balance sheet had an important growth as a result of the acquisition of the international Yoplait business, including goodwill and other intangible assets of $2.3 bn USD. Sales growth also benefited from the acquisition and will be discussed in the next section. General Mills runs a leveraged operation where, in average, the total assets are 3 times shareholders equity. Leverage ratio has decreased since 2010 as retained earnings have increased at a faster pace than assets driven by strong business performance. A slight revamp in the leverage ratio during fiscal 2012 was mainly driven by an increase in other comprehensive losses related to pensions and postemployment activity, and foreign currency translation that offset retained earnings for the same period. Sustainable growth while generating strong levels of cash flows General Mills has shown a strong, sustainable growth throughout the last years. Net sales increase has been driven by a moderate average growth in the US Retail segment (3.8%), coupled with the expansion in the International business (13.4%). The big year on year increase of 12% in fiscal 2012 is driven by the acquisition of the international Yoplait yogurt business that contributed 7 points of sales growth, while underlying business grew 5%. It is important to note that sales growth has been mainly driven by volume growth with a slight component of net price increase and a favorable mix. Segment Operating Profit has also maintained a sustainable growth. The slowdown during fiscal 2012 and drop of Gross Profit Margin is driven by high input-cost inflation as previously mentioned. Despite high costs, the company managed to increase segment operating profit to exceed $3bn for the first time in the company’s history. General Mills has managed to generate strong levels of cash flowacross the years. Over the most recent 5 years, the company operations have generated almost $10bn USD in cash. A significant portion of this cash has been returned to stockholders through dividends and shares repurchase. In addition, this cash is used to fund Capital expenditure. In the most recent year, the company operations generated $2.4bn of cash compared to $1.5bn in the prior year. The major increase is driven by a favorable change in working capital supported by inventory reduction efforts, prepaid expenses, and other current assets. Cash used by investing activities had a significant increase in fiscal 2012 that is mainly explained by the acquisition of international Yoplait ($1bn USD). General Mills invested in fiscal 2012 c. $700m USD in land, buildings and equipment, similar to previous years. Cash used by financing activities includes a constant payment of dividends and purchase of treasury stock in the last years. In addition, General Mills has been actively managing their cost of funds by issuing / pre-paying long term debt and commercial paper as convenient. General Mills performance has outpaced main competitors in the recent years General Mills strong performance is accentuated when benchmarked against Kellog Co, another of the key food producers. Both companies present similar profitability with General Mills having a lower gross profit margin compensated by lower marketing investment and general expenses. Nevertheless, General Mills has managed to grow sales and has delivered higher returns at a faster pace than Kellog. In addition, General Mills produces higher levels of free cash flow and has grown dividends per share faster. Finally, Kellog has a heavy debt load while General Mills has lower leverage ratio. Solid position to face a challenging, uncertain future In a nutshell, General Mills has shown a strong performance in the recent years and has outperformed his competitors mainly in compound growth rates and value creation. A challenging future lies ahead with uncertain economic environment and increase in commodity costs. Pricing strategy to maintain margin while not impacting market share will play a key variable in the company’s performance. Strong brands, innovations, expansion in diversified markets, and solid cash position and moderate leverage should support General Mills to face these challenges and continue creating value in the following years.

Marketing Strategies: Bang Olufsen vs. Sony

Marketing Strategies: Bang Olufsen vs. Sony Marketing Strategies and Customer behaviors of High-tech products: Bang Olufsen vs. Sony Introduction The high-tech industry is experiencing furious competition in the global market, especially in the sectors of audio/video, loudspeakers and digital appliances. Bang Olufsen and Sony are both successful organizations offer examples of excellent strategies in their respective markets in the same industry. Compared to Bang Olufsen, Sony is a less expensive brand, which was founded in 1946 in Japan. It is one of the leading electronics and entertainment companies, offering quality digital and media products to the mass global market. Sony stands on a strong foundation of innovation, experience, talent, capital and desire (Sony 2008). Its products and services are available around the world. They are attached with strong design capability, good quality and high prestige. Bang Olufsen (BO) was founded in 1925 by two young Danish engineers, Peter Bang and Svend Olufsen. Known all over the world for spectacular, idea based, quality products (Christensen and Jà ¸rgensen 1997). It produces and develops a wide range of digital appliances as well as audio/video products. This report will assess the effectiveness of distinct marketing strategies of these two organizations, and then identify and analyze their key customer behaviors. Background of the companies 2.1 Sony With its commitment to quality and consistent dedication to customer satisfaction Sony is recognized as a benchmark for New Age technology. Sony adapts Digital Signage, which is a powerful tool to influence Customer behavior, both at point of purchase and at point of sale. Bang Olufsen: Bang and Olufsen have tied with e-commerce giant Amazon to influence their customer behavior, wherein products purchased by the customers will be provided with warranty registration forms which allows customer to register the purchased products for support throughout the life of the product. Key Customers Behaviors Jim Blythe (2006)says that many purchases are made without apparent conscious thought – people often buy as a result of unexplained impulses, or simply fall in love with a product for no apparent reason. In the market of high-tech products, the customer behavior follows the seven stages of CDP (Consumer Decision Process) model . First, they recognize that something is needed in their lives. Then they search for information. The information may be internal (remembering facts about products, or recalling experiences with them) or external (reading about possible products, visiting shops, etc). Based on the information, they conduct the pre-purchase evaluation of alternatives. During the process, they compare a number of factors (such as price, design, functions) of various brands to select the possible alternatives that best fulfill the needs (Yan 2008). Finally, they make the purchase, and then use the product for the purpose of fulfilling the need. The past-consumption evaluat ion will be carried out to consider whether the product actually satisfy the needs or not. They might dispose the product before or at the end of its life cycle (Blythe 2006). A simple goal hierarchy for buying a high-tech product might look like this: Find out which high-tech product best suit the individual needs. Find out which brand has the right product at the right price. Go and buy the product. Bang Olufsen targets the elite group, which can be explained as upper class customers who are educated, well-to-do, cultivated in their interests and highly individualistic and self-motivated. These consumers are normally wealthy with high income and good taste. Most of them have luxury houses/flats and cars. They would like to spend large amount of money to achieve the same quality for their audio and video equipment, long before design-widescreen TVs became fashionable. Bang Olufsen’s designs attract both men and women with a combination of high-end technology, spectacular and often audacious Danish modern styling, excellent performance and extremely functional integration into the typical upper middle class home (Austin and Beyersdorfer 2007). In addition to the luxury offers, Bang Olufsen had introduced a new range of smaller products (such as Serene) with relative lower prices to attract the wealthy fashion-conscious youth market. In a word, these customers are persons who are willing to sacrifice a lot to get the very best in some particular area. For this reason, the step 2 in the goal hierarchy might be missing from their purchasing process as they are wealthy and non-price sensitive, attracted only by the products featured with unique looking, high-end technology, personalization and customization (Dolbow 2002). Compared to Bang Olufsen, Sony’s customers have relatively lower standards of â€Å"lifestyle†, although Sony’s products still have higher prices and better qualities than the industry average. These groups of customers are price-sensitive. They totally follow the CDP and goal hierarchy estimated. Most of Sony’s products are marketed as value for money products with strong brand image and good design. Unlike Bang Olufsen, Sony does not want its products to be zero flaws, but meet the demands of the mass global customers. It limits the application of the high-end technologies such as finer art of design and frequency range to reduce the costs. Individualization is excluded from its production profile for the same reason. Therefore, its products may not be able to fully meet the expectations of one specific person. In such products one feature appeals to one type of person, other features to another, the price, but no features, to a third, etc. But on the whole, the consumer will pay for a number of features that he or she never really wanted and perhaps never will use (Ravasi 2004). Marketing Strategies and Tactics The Bang Olufsen specialist will represent the Bang Olufsen showroom located closest to the customers residence, and the specialist and showroom will then be available for customer services. The Competitive Approach Bang Olufsen always had a more high-brow approach. It competes for upper middle-class discretionary dollars. In the fact, there are no any direct competitors of Bang Olufsen in the high-end electronics industry, because it does not want to make mass-market products with a broad appeal like its competitors – products without any regard for the preferences and needs of the individual end-users. Bang and Olufsen locates the showrooms close to its potential customer’s residence. In addition to the normal working hours, all the services and showrooms are made available to customers by appointment. Resources are selectively employed to serve its end-customers intelligently. Bang Olufsen highlights customization and personalization. It charges premium price to makes individual products for individual people (Hendriksen 2001). Basically, all the products share the same Bang Olufsen qualities, but each of them has a specific design profile that works individually to serve th e end-customers in the market. The integration of unique designs and high qualities are notable selling points of each product. The Quality Approach In parallel with the design and quality, Bang Olufsen, therefore, developed a marketing and communication strategy a lifestyle oriented strategy aimed at a smaller, but more international target group. The targeting strategy was best encapsulated in the advertising slogan of the period: Bang Olufsen is for those who consider taste and quality before price. The products offered by Bang Olufsen are therefore regarded as ‘lifestyle’ products. Each of them is manufactured to the highest standards, and that last 15-20 years instead of the industry typical 24 months. Bang Olufsen conducts a niche marketing strategy by operating under a completely different margin scheme than any of the large, well-sourced players like Sony, Philips, Samsung, Matsushita, Thomason, who all need market share to be visible and profitable (Hendriksen et al., 2002). The Differentiation approach Bang Olufsen is not built on a low cost structure. The advantage of cost leadership does not exist. Each of the products from Bang Olufsen is unique in the market. Product lies not only in the way it looks, but also in the way it works. Intelligent technology, advanced features and unconventional solutions are what set Bang Olufsen apart. Under this strategy Bang Olufsen strengths and skills are used to differentiate the company’s electronic products from those of its potential competitors. The differentiation strategy creates, or emphasizes, a reason why the target customers should buy from Bang Olufsen rather than from its competitors. It also creates a market-based advantage. In this way, Bang Olufsen’s products can command higher prices and margins and thus avoid competing on price alone. In addition, this strategy of BO is hard for potential competitors to imitate, because the differentiation is integrative. All the products are integrations of design, qualit y, aesthetics, and functionality. Marketing Strategies of Sony From a general point of view, Sony conducts a segmentation marketing strategy by dividing products into three main categories: Electronics, Game, and Pictures. This report only highlights the marketing strategy of its electronics division. Sony always responds quickly to catch the popular lifestyle accepted by most of the people. Compared to Bang Olufsen, Sony is more likely to conduct a â€Å"One product for the many† marketing strategy, with mass production to serve the majority of the market. Except the quality, price is utilized as a tool for competing with rivals. In recent years, Sony outsourced most of its non-core businesses such as assembling, packaging to organizations in developing countries for further reductions of its operating costs. The Annual Report 2008 states that Sony successfully re-engineered the company by dramatically reducing operating costs, streamlining the operations. As a result, on an annual basis and compared to three years prior, sales and operating revenue rose 23% (Sony 2008). Marketing 4Ps The report applies a simple marketing mix of 5P’s to analyze the difference between Bang Olufsen and Sony. Product Bang Olufsen Product Strategy Bang Olufsen develops and markets a unique rang of audio/video, communication and multimedia products. All the products are integrations of design, quality, aesthetics, and functionality, which are easily differentiated from the products of other companies (Hendriksen et al., 2002). According to the feature of target customers, Bang Olufsen discovers that their clients usually do not know what they really want. They desire something that could stand out of the mass, or lasts and represents something appeals to them, but not just follow the fashionable style. Bang Olufsen always keep the concept to produce groundbreaking products to satisfy its customers’ needs and update their products more frequently in the dynamic environment. Ground-breaking products have been launched for the audiophile world, with BeoLab 5 named as one of the world’s finest loudspeakers, and within TV (Aigner et al., 2006). Over the past few years, the branded business has extended into new areas. BO has developed sound systems for, so far, six Audi models. These have attracted strong praise with BO being awarded the title of â€Å"Best Brand 2008† in the Car-HiFi category in the respected German auto magazine â€Å"Auto Motor und Sport† (Anthony 2008). In the automotive area, Bang Olufsen has also entered into a strategic partnership with Aston Martin, the UK’s sports car maker, and latest, Mercedes-AMG. Through its Enterprise department, BO focuses on sales to hotels where the company’s products are currently represented in more than 200 five-star hotels across the world. In addition, BO Enterprise has initiated and expanded a number of partnerships with leading property developers for the supply of audio/video products for exclusive property projects (Vej 2007). To ensure that all the products are in the highest standards, Bang Olufsen only concentrates on fewer product categories. Sony – Product Strategy Unlike Bang Olufsen, Sony has a broad list of electronic products. In the fiscal year 2005-2008, it launched the BRAVIA brand of LCD television. It took a strong position in each major market, and became the first to bring to market organic light-emitting diode televisions (Russinovich 2005). Sony mainly focuses on the marketing development to increase the products variety to meet the demands from different customer groups. People at different levels of socioeconomic status may find their favorable products from Sony. Moreover, Sony’s products are normally with a short lifecycle, for example 12-24 months. New products are quickly imitated by the competitors. Therefore, Sony has to update its product lists frequently to catch sales. This typical marketing strategy is also adopted by most of its competitors, such as Apple, Samsung etc. Price In theory, price is really determined by the discovery of what customers perceive is the value of the item on sale. Pricing Strategy of Bang Olufsen According to an online research, the average BO purchase is  £2,800 (Underwood 2005). The prices are much higher than the industry average. The price reflects the product’s quality and brand image (Raun 2009). Customers regard price as one of the notable aspects of Bang Olufsen, which stands for the highest value of design, outstanding performance, durability, and long-term reliable services. Pricing strategy of Sony: Being a premium brand and known for its high quality products, Sony adapts premium prices for the products. It sells its products at comparatively higher price. Promotion Bang Olufsen – Promotion Strategy Bang Olufsen produces differentiated products to satisfy their elite customer group. Around 80% of its sales revenue is generated from between 800-1000 of its customers. It determines that the promotions are only available for a small amount of VIPs, which are especially used to establish the long term relationships with those important customers. Sony – Promotion Strategy Sony adapts dynamic promotion strategies through Marketing communication, Advertising, Sales promotion, Public relations and Direct selling. Place (Distribution) Bang Olufsen – Place (Distribution) Strategy By the end of May 2008, Bang Olufsen has 822 B1 shops across the world, which accounts for 81% of the total turnover. Bang Olufsen dedicates to provide the best services for its customers. Customers could make the appointment online for after working hour services. Because most of its products are very expensive, only small amounts of relatively cheaper products are sold via online dealers. Sony – Place (Distribution) Strategy Sony practices Selective distribution of its products through selective dealers. It distributes products in various channels (Zone-Level, One Level and Two-Level Channels). Sony also distributes through online facility which proved to be more effective and efficient way of distribution. People Bang Olufsen’s Strategy It motivates the people with their knowledge towards technology and provides greater opportunities to explore and carrier growth to achieve. Sony’s Strategy Sony is driven by its mission to offer an opportunity to create and fulfill dreams of all kinds of people, including customers, employees, share holders and business partners. Conclusion This report compares the marketing strategies and key customer behaviors between Bang Olufsen, the very expensive high-tech products provider, and Sony, a less expensive quality high-tech products provider. Although they operate in the same industry, there is no actual competition existing between them as they target different customer groups. Reference Aigner, G., Budzinski, O., and Christiansen, A. (2006). The analysis of coordinated effects in EU merger control: where do we stand after Sony, BMG and Impala, pp. 311–336. Anthony, S. (2008). Sony: Winning the DVD battle but losing the innovation war, Innovation Insights. Austin, R. and Beyersdorfer, D. (2007). Bang Olufsen: Design Driven Innovation, Harvard Business School Case. Blythe, J. (2006). Essentials of marketing communications, Prentice Hall. Christensen, S. and Jà ¸rgensen, J. (1997). Analysing Bang Olufsens BeoLink (R) Audio/Video System Using Coloured Petri Nets, Lecture Notes in Computer Science, pp. 387-406. Dolbow, S. (2002). Bang Olufsen Tunes Sales Channel for S20K Plasma-Based TV System, Brandweek, pp. 14. Hendriksen, O. (2001). Long-term Monitoring at Bang Olufsen Office Building, in Editor (ed)^(eds), Book Long-term Monitoring at Bang Olufsen Office Building, City, pp. Hendriksen, O., Brohus, H., Frier, C., and Heiselberg, P. (2002). Pilot Study Report: Bang Olufsen Head Quarter, Paris, France: International Energy Agency. Raun, H. (2009). Strategisk analyse og và ¦rdiansà ¦ttelse af Bang Olufsen pr 21. oktober 2008. Ravasi, D. (2004). Bang Olufsen A, S, Bocconi, Mailand. Russinovich, M. (2005). Sony, rootkits and digital rights management gone too far, Marks Sysinternals Blog, October, Vol. 31. Sony (2008). Sony Global Annual Report 2008, in Editor (ed)^(eds), Book Sony Global Annual Report 2008, City, Sony, pp. Underwood, R. (2005). The case for fanaticism. At high-end Danish electronics firm Bang Olufsen, design is king, Even if it means sacrificing revenue, FAST COMPANY, Vol. 101, pp. 84. Vej, P. (2007). Bang Olufsen Holding, International Directory of Company Histories: Volume 86, pp. 24. Yan, G. (2008). Sony Style in China,:, No. 010, pp. 22-23. Emergency Planning Techniques: Private and Federal Sector Emergency Planning Techniques: Private and Federal Sector Emergency Planning Abstract The basis of this paper deals with the emergency planning techniques of both the private and the federal sector. They each have their own way of writing and carrying out the emergency plans. There are similarities in each and there are differences in each. However, both have the same goal of protecting people and property. Thoroughly discuss how private planning may differ from governmental emergency planning. Should there be any difference? If so, when and how. Planning for a major disaster can take many different forms. On a governmental level, the federal, state, and local governments are responsible for the protection of its citizens. Emergency planning is designed specifically for this area and can come from such things as the use of intelligence gathering and even Congress passing laws like the USA PATRIOT ACT. On a private level, businesses are responsible for the protection of their employees and assets. More often than not, these emergency plans are also dubbed Business Continuity Plans (BCP). These plans help if a disaster like a tornado should strike their area. Even more narrowed down than that, there are even plans for families to help protect themselves in their home. From top to bottom it is kind of likened to a bulls-eye. The outer circle is the Unites States government all the way to the smaller middle part, the individual/family. The bottom line is that it is important to have some kind of plan in place in all levels to ens ure the utmost safety. On the governmental level, one of the main areas of planning and the one that is forefront in the event of a major national disaster is the Department of Homeland Security (DHS). The DHS was created in response to the terrorist attacks on the United States on September 11, 2001. This particular department heads numerous other agencies that assist in the event of a catastrophe of national significance. The Federal Emergency Management Agency (FEMA) which was created by Jimmy Carter by executive order on March 30, 1979. (Woolley, 2005) The main goal of FEMA is to put together a response plant to catastrophes that happen in the United States which surpass the resources and abilities of local and state jurisdictions. States also have their own emergency management agencies but when an incident is too much for them the governor of the state where the incident takes place must declare a state of emergency and make a formal request for assistance to the President of the United States that F EMA and the Federal Government respond to the disaster. Like most government agencies FEMA is under high scrutiny whenever a disaster occurs. In recent years the agency has not gotten very high marks for their efforts. Most notably are their responses to natural disasters like hurricanes. They are often criticized for their response times like in the cases of hurricanes Hugo in 1989 and Andrew in 1992. Most notably was the way FEMA (and the government as a whole) handled Hurricane Katrina in 2005. In the wake of Katrina, the United States Congress issued a scathing report on how it was handled noting that elements of the National Response Plan were executed late, ineffectively, or not at all. It cited, in part: DHS and FEMA lacked adequate trained and experienced staff for the Katrina response The readiness of FEMA’s national emergency response teams was inadequate and reduced the effectiveness of the federal response Long-standing weaknesses and magnitude of the disaster overwhelmed FEMS’s ability to provide emergency shelter and temporary housing FEMA logistics and contracting systems did not support a targeted, massive, and sustained provision of commodities (Congressional Select Committee, 2006) Get help with your essay from our expert essay writers FEMA is just one part of the National Plan for emergency readiness. Another agency in the mix is the Transportation Security Administration. This agency was also started as a direct result of the 9/11 attacks and is also under the umbrella of the DHS. As stated in their mission statement, â€Å"The Transportation Security Administration protects the Nation’s transportation systems to ensure freedom of movement for people and commerce.† (Transportaton Security Administration, N/A) This particular agency is most noted and seen at our nation’s airports but are also responsible for transportation of land and sea as well. Like FEMA, there have been criticisms of this particular department as well. There have been complaints of invasion of privacy, theft of airline passenger’s possessions, and wasteful spending in its hiring practices. FEMA and the TSA are just a couple of the many areas in which the federal government has set its emergency planning into motion. As stated before, the governmental agencies are under a microscope and when something fails (or appears to have failed) it will be put into the spotlight. Citizens often turn to their governments for answers and direction, as they should, when a disaster occurs. Some involved in security planning privately feel that there are those agencies that need to do more in the way of explaining emergency and security plans to employees. However they also believe that the government has come a long way in emergency planning since the 9/11 attacks on the Pentagon and World Trade Center. In the private sector, planning for an emergency becomes more focused. The emphasis is on a much smaller populace depending on the size of the entity whether it be a business, school, hospital, etc. No matter how much planning or preparation an entity does, there can never assurances that all crisis will be handled flawlessly. If a business fails to plan properly, the likelihood of problems during a disaster will greatly intensify. One issue that arises is that the managers of the business and public safety officials sometimes underestimate the issues that may arise during a crisis situation. Administrators normally don’t have experience or prior training with emergency management issues. That is where the area of the Director of Security would come into play. This person would be responsible for writing up the emergency plan (i.e. Business Continuity Plan). Business continuity plans are essential in helping companies stay afloat through any misfortune and aid them in coming back more quickly after the setbacks. Without the BCP companies could be in great danger of going out of business is a disaster occurs. This could not only impact the business itself but the people it employs and the economy of an area if the business is large enough. Mary Carrido, president MLC Associates stated, After the Oklahoma City bombing, 40 square blocks were barricaded off for weeks. This devastated 4,000 businesses; 210 are not in existence anymore. (Rodetis, 1999) Had there been some kind of back-up plan to help these companies more businesses could have been saved. It’s much easer to minimize a risk than to try and recover from a setback. A thorough plan can take a few months or even years to develop, depending on the size of the organization. Unfortunately a recent study by KPMG, LLP, found nearly 40% of respondents either lacked business contin uity plans or had not tested theirs within the last six months. (Rodetis, 1999) In this day and age, especially with the technology available, it is unbelievable that many businesses do not have proper planning. The old adage of not planning to fail but failing to plan comes to mind. The next part to discuss is the really whittled down part, family planning (not the kind where you want to have kids). This is extremely important on this level too because families should do things like practice regular fire drills so the whole family knows where to go or find exits from the house in the event of a fire. These plans should also involve making sure fire alarms are placed properly throughout the house and ensure that the batteries are in working order. Also if some sort of disaster should occur while the family is away, there should be different means as how to contact one another and have a known meeting place if the family is separated. One should determine the type of risk that is most likely to happen whether it be a hurricane, tornado, man-made disaster, etc. and prepare for those risks. According to the FEMA website, it is suggested that enough food, water, and other supplies are stocked up enough to last at least three days. As written in the paper, the governmental and private sectors are different in many ways but the one underlying similarity is the basic need for protection of life and property. The differences are in the way plans are carried out and how they are managed. The federal government would not have to go through the same processes as say a business would to receive assistance. Ultimately some plan needs to be in place on all levels to minimize the risks and if there are areas in the federal level that need to be changed so response times are better or relief aid gets to an area sooner or mandating that all companies have a document emergency plan, then these actions need to be taken. References Congressional Select Committee. (2006, N/A). Executive Summary of Findings. Retrieved July 16, 2007, from United States Congress: http://www.gpoaccess.gov/katrinareport/execsummary.pdf. Rodetis, S. (1999, February 1). Can your business survive the unexpected?(business continuity plans). Retrieved July 17, 2007, from Journal of Accountancy: http://www.highbeam.com/doc/1G1-53878194.html. Transportaton Security Administration. (N/A, N/A). Mission, Vision, and Core Values (Who We Are). Retrieved July 17, 2007, from Transportation Security Administration: http://www.tsa.gov/who_we_are/mission.shtm. Woolley, L. (2005, September 12). FEMA Disaster of an Agency. Retrieved July 17, 2007, from newsmax.com: http://www.newsmax.com/archives/articles/2005/9/12/102827.shtml.