Ethics Game Dilemmas Essay Example for Free

Ethics Game Dilemmas Essay After completing the ethics games and answering the questions regarding two different dilemma faced by the company G-BioSports, I have compiled this report to present the issues that were brought up in both scenarios. The situations were taken from the point of view of the Associate Director of Operations if the company and the goal was to enforce the company policies, keep the company safe from any lawsuits, act fairly, and come up with the best solution for all parties involved. It is well known that what is legal may or may not be ethical (Trevino, 2011). According to Loyola Marymount University, there is a three-step strategy to resolve ethical problems. Step one is to analyze the consequences, step two analyze the actions, and step three to make a decision. (Loyola, 2009) Mysterious Blogger The ethical dilemma faced by G-BioSports is that one of the employees has been posting blogs regarding company products and safety procedures. However, none of the blog posts were particularly harmful to the company. This issue is ranked one of the â€Å"ten issues raised by IT capabilities.† The issue is privacy: does information’s availability justify its use? (techrepublic.com, 2006) The subsequent issue involved an anonymous email sent by an IT employee named Jamal Moore. He bypassed company security procedures to illegally access company intranet and track blogging from a home PC, as well as sending an anonymous email to expose the blogger. After further review of all email documents, the next step was to determine what company policies had been undermined by these actions. In regards to the anonymous email sent by Jamal, company policy states that â€Å"email transmissions sent outside of our intranet raise confidentiality concerns.† As well as, â€Å"There is a legitimate concern about the security of external email.† Jamal is therefore breaking the company code of conduct for using company resources on his home computer, as well as bypassing security protocols due to his IT knowledge. Aaron also violated the company’s Confidential Information section of policy which reads, â€Å"Also, employees may not discuss the company’s business, information, or prospects in any chat room, or web log (blog), regardless of whether t hey use their own name or a pseudonym.† These policies show that Aaron’s actions violate the contractual agreement forbidding him to expose company information, even if it is for a non-threatening purpose. Both cases should result in some form of disciplinary action. In order to fairly justify the disciplinary action  performed all parties involved must be identified, ranking them from highest to lowest impact. After analyzing the effects on all people involved, diagnosing and comparing possible solutions to disciplinary measures must be tackled. The final step would be in implementing the best course of action which meets all goals and would best suite our company and its values. It was helpful when reviewing each solution, to choose an ethical perspective or lens to identify the best course of action from a non-personal standpoint. When evaluating the situation, I examined each of the different perspectives of each ethical lens and how our company’s values could be incorporated into each lens. The Rights and Responsibility lens best fit our company’s overall position on ethical issues (Trevino, 2011). Veiled ID The second ethical simulation examines different aspects of diversity and corporate ethical standards. The incident involved a former employee break-in to company premises and assaulting a current employee who was hospitalized. New security measures need to be implemented in order to prevent any future security breaches. The decision was made to create security measures that will require all employees to carry a photo ID badge to grant access into company facilities. Aisha Mullah, a valued employee for many years, has an ethical inquiry about the photo ID system. Aisha practices the Muslim faith and it is a strict religious requirement that her face must be covered at all times, including in photos. The ethical issue at hand is how to develop a security policy that protects the safety of our employees and accommodates anyone with special needs similar to hers. G-BioSports new security measures should improve employee safety as well as create a good work environment for success. The first step in the decision making process is determining the ethical issue or dilemma. In Aisha’s case, the implementation of photo ID’s for security purposes will create a problem due to her religious beliefs. G-BioSports code of ethics guidelines states, Equal Employment Opportunity and Diversity that, â€Å"Promoting diversity within our workforce is important†. It also states â€Å"G-BioSports strictly prohibits discrimination or harassment on the basis of gender, gender identity, race, color, veteran status, religion, sex, sexual orientation, age, mental, or physical disability†. After thorough evaluation of all possible ethical perspectives and issues, I believe the  relationship lens is the correct procedure to follow. This lens would tell us that because our relationship with our employees is necessary to maintain a safe, productive, and morally structured environment we need to take special needs of employees in consideration. This employee needs leniency on the security policy in order to maintain her religious views, but the rest of the company would still follow the ID policy. This way the group as a whole will benefit from the security measures and the relationship with the employee with special needs will be satisfied. Any future ethical problems that arise can be handled in a similar way and employees will feel comfortab le presenting issues they are experiencing with management. Personal Relation The ethical issues that were discussed related to my company in that many employees of my company are from different cultural backgrounds, religions, and have different sexual preferences. Discrimination is definitely something that could be a major problem with the group of individuals that work for the company but the accepting policies and procedures allow for everyone to fit in and feel comfortable. There is no need to hide anything about our personal background in order to get the job or to keep your current without being discriminated against. References Loyola Marymount University. (2009). Resolving an ethical dilemma. Retrieved from http://www.lmu.edu/Page27945.aspx Techrepublic.com. (August 15, 2006. 10 ethical issues confronting IT managers. Retrieved from http://www.techrepublic.com/article/10-ethical-issues-confronting-it-managers/6105942 Trevino, L.K. Nelson, K.A. (2011). Managing business ethics: Straight talk about how to do it right (5th ed.). Hoboken, NJ: John Wiley Sons.

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One group of people that are accused of killing the president are the Cubans. The Warren Commission found â€Å"dozens of allegations of a conspiratorial contact between Oswald and agents of the Cuban Government† but they did not find any indication showing that Cuba was a part of the murder of the president. However, conspiracy theorists often accuse Fidel Castro of organizing the murder of Kennedy in revenge for the CIA trying to kill him. Basically, the Cubans were trying to kill Kennedy because the CIA plotted to assassinate Fidel Castro all the way back to 1960. Furthermore, on separate occasions, Lyndon Johnson expressed to two major television men that he assumed Castro had prepared the president’s elimination in vengeance for the CIA's efforts to execute Castro. Finally, in 1971, Johnson told his former writer, who operated with Time Magazine, that he never believed Oswald was the lone gunman. In 1975, Clare Luce, the spouse of a Time reporter, said that on the evening of the killing, she got a call from a representative of a commando group. According to her, a man by the name of Julio Fernandez expressed to her that Oswald had communicated with his group in an effort to help kill Castro. He further claimed that he and his contacts discovered that Oswald was a communist and a follower of Castro. Finally, according to Luce, he told her that there was an assassination team that had Oswald as their gunman. Another tie to the JFK assassination was the mafia. The reason why this group stood out was because Jack Ruby, who killed Oswald, was tied to the mafia. Ruby established close ties to many Dallas police officers that visited his nightclubs. Here he entertained them with large amounts of alcohol and women. This made the officers... ...y things wrong with what the Secret Service did on the horrible day of Kennedy’s assassination. First, they testified that president Kennedy had not been given enough protection in Dallas. Second, the Secret Service had information that was not properly examined or inspected by the Secret Service connecting to the Kennedy's trip to Dallas. Finally, the Secret Service agents in the motorcade were ill equipped to shield the president from a gunman. The HSCA specifically noted that the agent in the right front seat of the president’s limousine did not engage the president when he was shot. He should have covered Kennedy’s body in this case. Furthermore, they specified that the main purpose of the agent was to remain in close vicinity to the President at all times in case of disaster. This caused controversy and sparked ideas of conspiracy that could have been involved.

Capsim Report

I. Executive Summary Erie Corporation has been founded in 2011 with the mission is to provide both reliable products for low-technology customers including Traditional and Low End segments; and premium- technology oriented customers including High End, Performance and Size segments. This business plan is written so as to provide the board of directors a detailed picture about the company’s strategies as well as the direction how we can implement these strategies. The plan consists of three parts. The first part is about the corporate objectives and strategy. In detail, at the end of year three, Erie aims to be one of the two leading companies in the market with a net profit of $10,000,000 and 25% of market shares of the whole industry. In addition, the company’s management expects to gain at least 30% of contribution margin for each product, to reduce 60% to 70% of total labor costs and 11. 8% of total material costs. Erie’s strategies are niche cost leadership and niche differentiation. In particular, while products in Traditional and Low End are oriented to operate under the niche cost leader, products in three remaining segments including High End, Performance and Size are aimed to follow the niche differentiator strategy. This is because while price is the most considerable criterion of customers in Traditional and Low End segments, this does not matter to the other three segments’ consumers as long as the products offered are premium-technology. To implement this strategy effectively, Erie should operate under the direction like this, besides revising products to meet customers’ expectation; the company set up a relatively low price for products in Traditional and Low End segments and vice versa for products in the three remaining segments. Simultaneously, the company will invest on capacity and automation gradually for all segments. This will bring to Erie a competitive advantage over other competitors in terms of long-term cost savings. In addition, maximum second shift capacity may be run as much as possible and a significant amount of money will also be spent on promotion and sales budgets so as to capture the highest possible percentage of market shares. Furthermore, Erie is willing to make losses at least in the first two years because in the remaining years of the simulation, when higher capacity and automation are ready as well as Human Resources and Total Quality Management functions are applied, Erie will become more competitive in the market and hence can make profit as the production costs will be minimized. Secondly, specific objectives, key performance indicators and strategy which are followed strictly the corporate objectives of all departments including R&D, Marketing, Production, Human Resources and Total Quality Management will be also set out. Finally, a back-up plan which might be utilized when there is trouble in the operation of the company’s products is also prepared. Under this plan, the failed product will be remained for two years instead of stopping its operation immediately so as to sell its remaining inventory and wait for the new product to be finished and could be sold to the market. Table of Contents Executive Summary 1 Introduction 4 Corporation Objectives & Strategies 4 1. Corporation Objectives 4 2. Corporation Strategies. 4 R&D Department 5 1. Objectives 5 2. KPIs. 5 3. Strategies. 5 Marketing Department 6 1. Objectives 6 2. KPIs. 6 3. Strategies. 7 Production Department 8 1. Objectives 8 2. KPIs & Strategies. 8 3. Strategies. 9 Human Resource Department 10 1. Objectives 10 2. KPIs & Strategies. 10 TQM Department 11 1. Objectives 11 2. KPIs & Strategies. 11 Finance Department 12 1. Objectives 12 2. KPIs & Strategies. 2 3. Strategies. 12 Back-up Plan 13 Conclusion 14 Reference 14 Appendix 15 II. Introduction Sensor industry is more likely an oligopoly because the products are high technological including cameras, biometric devices and labs-on-a-chip. In addition, there are only six firms dominating the market and the total demand for the whole industry remains stable which means that new firms cannot enter into the market. Furthermore, year after year, while customers’ expectations are becoming higher and higher, the products are getting older and price ranges are stricter. This indicates such a challenge for all companies in the market. A critical successful factor which can assist all companies to overcome this difficulty is that each company should choose an appropriate strategy to follow so as to succeed and become more competitive in the market. Recognizing this fact, Erie has chosen two strategies including niche cost leadership and niche differentiation that are appropriate for each types of segments. In this business plan, these strategies will be examined in depth and detailed actions of all Erie’s departments which are followed these strategies are also sketched out. III. Corporation Objectives and Strategies 1. Corporation Objectives By the end of year 3, Erie will: * Be one of the two leading companies in the sensor industry * Achieve net profit of $10,000,000 * Obtain at least 25% of market shares of the whole industry * Gain at least 30% of Contribution Margin for each product * Reduce at least 70% of the total labor costs and 11. 8% of total material costs 2. Corporation Strategies According to customers’ buying criteria of Traditional and Low End segments, prices are deemed to be the most considerable factor. In fact, respectively, the price ranges of Traditional and Low End take up approximately 23% and 53% over other criteria such as position and reliability. In other words, customers are willing to purchase low-tech products as long as their prices are relatively low. As a result, Niche Cost Leadership seems to be the most appropriate strategy for these two segments. On the other hand, prices are the most insignificant buying criterion in High End, Performance and Size segments. No matter how high the prices are, customers in these segments are more preferable to high-tech product. In particular, for the High End and Size segments, ideal position occupies 43% and products’ ideal age is 29%. Furthermore, reliability is the most important consideration to customers in Performance segment. Hence, Niche Differentiation is a proper alternative for these three segments. IV. R&D Department 1. Objectives * Meet customers’ expectations in all segments * Control R&D budgets for products in Traditional and Low End segments as low as possible * Continuously update products’ positions for High End, Performance and Size segments every year . KPIs * Keep R&D costs for in Traditional and Low End segments maximum at $1,000,000 * Invest minimum $1,500,000 for revising products in High End, Performance and Size segments 3. Strategies a. Traditional and Low End segments For these two segments, Erie decides to invest slightly and annually in performance and size while decrease the mean time before failure (MTBF) of products in year 1. After that, MTBF will be r emained stable during the first three years. | EAT| EBB| | Year 1| Year 2| Year 3| Year 1| Year 2| Year 3| Performance| 5. 7| 6. 4| 7. 1| 3| 3| 3. 2| Size| 14. 3| 13. 6| 12. 9| 17| 17| 16. 8| MTBF| 16000| 16000| 16000| 14000| 14000| 14000| Table 1: R&D investment for Traditional & Low End segment for the first three years b. High End, Performance and Size segments So as for customers to perceive the differentiation of our products in these three segments, performance, size and MTBF should exactly meet the customers’ expectations. Therefore, Erie decides not to launch the products in the first year. Since second year, when the products appear in the market, they will be revised annually in order to appeal to be younger in customers’ perception | Year 1| Year 2| Year 3| | ECHO| Performance| 8| 9. 8| 10. 7| Size| 12| 10. 2| 9. 3| MTBF| 23000| 24000| 24000| | EDGE| Performance| 9. 4| 11. 4| 12. 4| Size| 15. 5| 14. 6| 13. 9| MTBF| 25000| 27000| 27000| | EGG| Performance| 4| 5| 6. 1| Size| 11| 8. 6| 7. 6| MTBF| 19000| 20000| 20000| Table 2: R&D investment for High End, Performance and Size segment for the first three years V. Marketing Department 1. Objectives * Increase sales of 5 segments by 10% each year Increase demand over 10% each year * Reach above 25% of market shares for Traditional and Low End segments, and above 20% for High End, Performance and Size segments at the end of year 3 * Keep the sales forecast error of 5 segments fluctuate between 5% – 10% during three years 2. KPIs * Keep the price of products of Traditional and Low End segments lower than the av erage price of their price ranges; the ones of High End, Performance and Size higher than the average price * Remain the same prices of all products for the first three years, then slightly decrease all prices from $0. to $1 after year 3 * Maintain customer awareness and accessibility of 5 segments from 95% to 100% * Keep the forecast errors for 5 segments not higher than 200,000 units for Traditional and Low End segments; 50,000 units for High End, Performance and Size segments every year 3. Strategies a. Pricing Strategies * Traditional & Low End In a product life cycle, the introduction stage starts when development is complete and ends when sales indicate that target customers widely accept the products. The marketing strategies are ‘fully implemented during the introduction and should be tightly integrated with the company’s competitive advantages and strategic focus’ (Ferrell & Hartline, p210, 2008). Therefore, during the first three years, in light of cost leadership strategy, Traditional and Low End segments will be followed the penetration pricing approach, which is setting relatively low initial prices, so as to maximize sales, gain widespread market acceptance, and capture large market shares quickly. It means that, in order to comply with the low cost strategy, the prices of the segments are set below the average of their price ranges. In particular, the price of Eat, which dominates Traditional segment, is established at $21. 5 per unit compared to $25 of the average price, whereas the one of Ebb, which takes up majority of sales of Low End segment, is set at $18 compared to $20. (Refer to appendix 1b: Pricing Forecast for further details) This approach is suitable for these two segments because of two main reasons. The first reason is that the segments’ customers are price sensitive since prices outweigh such other elements as ideal position and reliability. The other one is due to the fact that R&D expenses are relatively low as customers do not pay much attention on the segments’ characteristics. * High End, Performance & Size Unlike to Traditional and Low End segments, High End, Performance and Size segments are pursued differentiation strategy; hence, price skimming approach seems to be an appropriate alternative. The rationale behind price skimming is to intentionally set high prices relative to competitors, thereby skimming the profits of the top of the market, recovering the high R&D and marketing expenses associated with developing new products. In other words, the prices of these three segments will be set above the average of price ranges and should be, at least, obtain the contribution margins of 30%. In detail, the prices of Echo, Edge and Egg is respectively set at $39, $34. 5 and $34. 5 for High End, Performance and Size segments compared to the average prices of $35, $30 and $30 of each price ranges. Refer to appendix 1b: Pricing Forecast for further details) b. Promotion and Sales Strategies Percentage of products’ awareness and accessibility, which reflect the number of customers who know the existence of a company’s products, and who can easily interact with the company, are determined respectively by each product’s promotion and sales budgets. In order to in crease demand up to 10%, our company, therefore, initially invests $3,000,000 in promotion budgets during the first two year, and $2,200,000 in sales budget of Eat and Ebb during three years because customer accessibility requires long time investment to achieve 100%. Since year 3, when customer awareness achieves over 100%, the investment in the promotion budgets will be scaled back to $1,500,000. For Echo, Edge and Egg, since they will be launched in the second year, there are only $1,500,000 invested in promotion budgets, and around $1,100,000 to $1,500,000 spent in sales budgets in the first year. However, when they are ready for sales, their promotion budgets will be increased up to $3,000,000, whereas their sales budgets will be invested up to $2,200,000 in the second year so as to encourage customers’ demand. (Refer to appendix 1d: Promotion and Sales Budgets for further details) VI. Production Department 1. Objectives: * Achieve a proper plant utilization * Control production costs effectively 2. KPIs By the end of year three, Production manager aims to: * Keep plant utilization ratio from 90% to 130% to minimize machine downtime cost and expensive 2nd shift charge * Decrease labor costs for all segments by 60% to 70% * Maintain overtime ratio at 0% * Minimize inventory carrying costs at maximum 25% of total production per year 3. Strategies a. Automation Due to the fact that each rate of automation will decrease labor costs by 10%, Erie will increase automation in all segments. Even though the costs of automation are high, this is such a short-term aspect. In long-term, the improvement in automation will bring a greater benefit because costs spent on automation just incurred once while the reduction in labor costs is annual. Therefore, Erie plans to raise automation rating for all segments so as to achieve rate at 7 for Ebb and 6 for all other segments in year 3 as set out in table below: | Year 1| Year 2| Year 3| Eat| +1| -| +1| Ebb| +2| -| -| Echo| +1| -| +2| Edge| +2| -| +1| Egg| +2| -| +1| Table 3: Production investment in automation level for 5segments the first three years b. Capacity Using an efficient amount of capacity can help the company to achieve economic of scale as well as to be consistent with the pricing strategy as set out by Marketing department. Furthermore, in order to satisfy higher demands as well as to follow sales forecasts of Marketing department, production manager plans to buy 600 units for Ebb; 300 units for each of Edge and Egg in year two. After that, in year three, 500 units of capacity will be purchased for Eat and Ebb. This will also help Erie achieve plant utilization ratio objective as mentioned above. | Year 1| Year 2| Year 3| Eat| -| -| 500| Ebb| -| 600| 500| Echo| -| -| -| Edge| -| 300| -| Egg| -| 300| -| Table 4: Production investment in capacity for 5segments the first three years Additionally, in case that there is a restriction for purchasing capacity like limitation in the maximum investment or unexpected increase in sales, second shift of capacity will be utilized as much as possible to maximize sales. At the same time, using second shift workers will also be chosen instead of first shift workers with overtime. The main reason is that while second shift workers are paid the same wage rate of addition 50% as first shift workers work on overtime, second shift ones are more efficient as they are not as tired. Moreover, the employee turnover rate is lower which can help Erie to keep talent workers and reduces future recruiting costs. Relying on second shift workers, Erie will also achieve its goal which is to keep overtime ratio at 0%. VII. HUMAN RESOURCE DEPARTMENT 1. Objectives The department intends to: * Increase Productivity Index by 5% * Lower Turnover Rate to 7. 5% in year 3 2. KPIs and Strategies: Erie plans to invest $4 million for Recruiting Spend and 40 training hours in both year 2 and 3 in order to support Production department reducing labor cost. However, 5% turnover rate is unavoidable annually because of retirement, relocation and weeding out poor workers. | Year 2| Year 3| Recruiting Spend ($000)| $ 4,000| $4,000| Training Hours| 40| 40| Table 4: HR investment in recruiting and training for workers the first three years VIII. TQM DEPARTMENT 1. Objectives By the end of year 3, Erie proposes to: * Reduce material costs by 11. 8%, labor costs by 14% and administrative costs by 60% * Shorten the length of time required for R&D projects to complete by 40% * Increase demand by 14. 4% for the product line 2. KPIs and Strategies For each initiative, Erie is planning to invest $1,500,000 in a 3 year cycle. In particular, in year 3, 4, 6 and 7, $1,500,000 will be invested in each initiative; while in year 5 and 8, there is only $1,000,000 budgeted for each initiative. The firm chooses an investment of $1,500,000 because expenditures beyond $ 4 million over 2 or 3 years in each initiative will lead to the diminishing returns. | Year 3| Year 4| Year 5| | Year 6| Year 7| Year 8| Process Management Budgets| | CPI Systems| $1,500,000| $1,500,000| $1,000,000| Vendor/JIT| $1,500,000| $1,500,000| $1,000,000| Quality Initiative Training| $1,500,000| $1,500,000| $1,000,000| Channel Support Systems| $1,500,000| $1,500,000| $1,000,000| Concurrent Engineering| $1,500,000| $1,500,000| $1,000,000| UNEP Green Programs| $1,500,000| $1,500,000| $1,000,000| | TQM Budgets | | Benchmarking| $1,500,000| $1,500,000| $1,000,000| Quality Function Deployment Effort| $1,500,000| $1,500,000| $1,000,000| CCE/6 Sigma Training| $1,500,000| $1,500,000| $1,000,000| GEMI TQEM Sustainability Initiatives| $1,500,000| $1,500,000| $1,000,000| Table 5: TQM investment in each initiative during 8 years IX. Finance Department 1. Objective By the end of year three: Avoid emergency loan * Achieve the cumulative profit between $15,000,000 to $20,000,000 * Utilize debt in investment effectively 2. KPIS * Maintain the leverage between 1. 8 to 2. 8 * Achieve the ROE ratios between 15% to 25% * Maintain closing cash position at around $12,000,000 to $15,000,000 each year * Maintain working capital day from 30 to 90 days 3. Stra tegies a. Emergency loan: In order to finance the maximum investment in the capacity and automation of the first three years, the highest amount of stocks and bonds will be issued in year 1 and continue to be considered issuing since year 2 in case of cash shortage. In addition, to sustain the loss in the first two years for capturing the market shares, a maximum amount of current debt will be borrowed in the first year. This in turn could avoid a 7. 5% of penalty for the emergency loan. After that, our company will continue to borrow a sufficient amount of current debt with the purpose to maintain our cash position at around 12,000,000 to $15,000,000. Besides, the credit for account receivable is set at 30 days so as to have a sufficient amount of cash to avoid emergency loan. b. Leverage The purpose of maintaining the leverage ratio is not to use too much retain earnings for funding the growth and avoiding a high amount of debt which can lead our company to a financial risk because of a significant amount of interest expense. In order to keep an appropriate leverage ratio, the total amount of debt will only be considered in the worst case. However, if the leverage is too high, the production investment needs to be scaled back. c. Cumulative profit So as to achieve the above expected cumulative profit, firstly, the day of working capital needs concerning and maintaining from 30 to 90 days. This in turn can protect our company from a risky position if problems occur as well as help us achieve a higher productive rate. Secondly, the expenditure for HR and TQM will be carefully calculated. Finally, the account payable policy is set at 30 days which will minimize significantly suppliers’ material withholding. Hence, our company’s profit can be improved in case of stock out because of lacking materials. X. Back-up plan Most companies have to confront with several unexpected and difficult situations during operating period. One of these difficulties could be that some companies might collapse as losing their ability to continue to compete with other competitors in some products. The reason for this would be that they no longer make enough sales to cover costs which lead to a decrease in market shares and an extreme financial loss as well. Therefore, in order to avoid this situation, Erie has developed a back-up plan in case that one of our products suffers serious loss. According to the BCG matrix, it is believed that Traditional and Low End segments might be in the ‘harvest’ stage since year 5. This is because these two segments have dominated a large proportion of market shares. Moreover, their growth rates start to decrease significantly for a long time of being operated in the sensor market. As a result, our company intends to adopt the exiting strategies when these segments begin to make relatively small profits or suffer serious loss. Instead, our company decides to develop and launch a new product which will be followed the differentiation strategy like High End and Performance segment since these segments are just in the ‘hold’ stage at that time, hence can catch up with other competitors’ products. XI. Conclusion In conclusion, relying on the application of such strategy, Erie’s products will be high-recognized in the market as they are revised regularly and efficiently. In addition, through the advantage of an initially significant investment, the company could become more competitive in the market as its production costs are minimized. Furthermore, by accepting a little bit of risky at about the first two years, Erie will gain a competitive advantage over other competitors in terms of long-term cost savings and hence could provide cheaper products and increase sales in later years. XII. Reference * Ferrel. O. C. & Hartline. D. M. 2008, Marketing Strategy 4e, South- Western Cengage Learning, the USA. XIII. Appendix 1. Marketing Forecast a. Sales Forecast | Year 1| Year 2| Year 3| Eat| 2,000,000| 2,200,000| 2,420,000| Ebb| 2,200,000| 2,420,000| 2,665,000| Echo| 430,000| 475,000| 525,000| Edge| 350,000| 385,000| 425,000| Egg| 400,000| 440,000| 485,000| b. Price Forecast | Year 1| Year 2| Year 3| Eat| $ 21. 5| $ 21. 5| $ 21. 5| Ebb| $ 18| $ 18| $ 18| Echo| $ 39| $ 39| $ 39| Edge| $ 34. 5| $ 34. 5| $ 34. 5| Egg| $ 34. 5| $ 34. 5| $ 34. 5| c. Sales Revenue Forecast | Year 1| Year 2| Year 3| Eat| $43,000,000| $47,300,000| $53,030,000| Ebb| $39,600,000| $43,560,000| $47,970,000| Echo| $16,770,000| $18,525,000| $20,475,000| Edge| $12,075,000| $13,282,500| $14,662,500| Egg| $13,800,000| $15,180,000| $16,732,500| d. Promotion & Sales Budgets | Promotion Budget (000)| Sales Budget (000)| | Year 1| Year 2| Year 3| Year 1| Year 2| Year 3| Eat| $3,000| $3,000| $1,500| $2,200| $2,200| $2,200| Ebb| $3,000| $3,000| $1,500| $2,200| $2,200| $2,200| Echo| $1,500| $3,000| $3,000| $1,500| $2,200| $2,200| Edge| $1,500| $3,000| $3,000| $1,100| $2,200| $2,200| Egg| $1,500| $3,000| $3,000| $1,100| $2,200| $2,200| . Production Plan PROUCTION PLAN Year 1 – 2011| | Eat| Ebb| Echo| Edge| Egg| NA| NA| NA| Total| Units sales forecast| 2000| 2200| 430| 350| 400| Â  | Â  | Â  | 5380| Inventory on hand| 189| 39| 40| 78| 62| Â  | Â  | Â  | 408| Production schedule| 1800| 2200| 400| 300| 340| Â  | Â  | Â  | 5040| Production after Adj. | 1782| 2178| 396| 297| 337| Â  | Â  | Â  | 4990 | Margins| Â  | 2nd shift production %| 0%| 57. 10%| 0%| 0%| 0%| Â  | Â  | Â  | Â  | Labour cost/unit| $8. 22 | $8. 26 | $9. 39 | $9. 39 | $9. 39 | Â  | Â  | Â  | Â  | Material cost/unit| $10. 96 | $7. 63 | $15. 53 | $15. 45 | $13. 3 | Â  | Â  | Â  | Â  | Total unit cost| $19. 18 | $15. 89 | $24. 92 | $24. 84 | $22. 62 | Â  | Â  | Â  | Â  | CM| 10. 8%| 11. 7%| 36. 1%| 28. 0%| 34. 4%| Â  | Â  | Â  | Â  | Physical plant| Â  | Total| 1st shift capacity| 1800| 1400| 900| 600| 600| Â  | Â  | Â  | 5300| Buy/sell capacity| –| –| –| –| –| Â  | Â  | Â  | Â  | Automation rating| 4| 5| 3| 3| 3| Â  | Â  | Â  | Â  | New automation rating| 5| 7| 4| 5| 5| Â  | Â  | Â  | Â  | Investment| $7,200 | $11,200 | $3,600 | $4,800 | $4,800 | $0 | $0 | $0 | $31,600 | Workforce| Last year| Needed| This Year| 1st shift| 2nd shift| Overtime| Â  | Max Invest| 32,694 | Completement| 700| 820| 820| 705| 115| 0%| A/P Lags| 30| (days)| 3. Profo rma Financial Statements a. Balance Sheet PROFORMA BALANCE SHEET| ASSETS| | Cash| 28034| Accounts Receivable| 10240| Inventory| 1055| Total Current Assets| 39328| Plant & Equipment| 145400| Accumulated Depreciation| (47626)| Total Fixed Assets| 97774| | Total Assets| 137102| | LIABILITIES & OWNER'S EQUITY| Accounts Payable| 7699| Current Debt| 20341| Long Term Debt| 60694| Total Liabilities| 88734| | Common Stock| 32060| Retained Earnings| 16308| Total Equity| 48368| Total Liabilities and Owner's Equity| 137102| b. Cash Flow Statement PROFORMA CASH FLOW STATEMENT| Cash Flows from Operating Activities| | Net Income (Loss)| (13274)| Adjustment for non-cash items| | | Depreciation & Writeoff| 9693| Change in Current Assets and Liabilities| | | Accounts Payable| 1116| | Inventory| 7562| | Accounts Receivable| (1933)| Net cash from operations| 3165| | Cash Flows From Investing Activities| | Plant Improvements| (31600)| | Cash Flows from Financing Activities| | Dividends Paid| | Sales of Common Stock| 13,700| Purchase of Common Stock| | Cash from long term debt | 18994| Retirement of long term debt| | Change in current debt (net)| 20341| | Net change in cash position| 24600| | Starting cash position| 3,434| Closing cash position| 28034| c. Income Statement PROFORMA INCOME STATEMENT| Product Name| EAT| EBB| ECHO| EDGE| EGG| Total| Sales| 42385| 39600| 16770| 12075| 13757| 124587| | Variable Costs| | Direct Labor| 16227| 18156| 4043| 3284| 3748| 45458| Direct Material| 21632| 16771| 6682| 5403| 5279| 55768| Inventory Carry| 0| 33| 18| 75| 0| 127| Total Variable Costs| 37859| 34960| 10743| 8761| 9028| 101352| | Contribution Margin| 4520| 4640| 6027| 3314| 4729| 23235| | Period Costs| | Depreciation| 3120| 3173| 1320| 1040| 1040| 9693| SG&A: R&D| 269| 0| 1000| 1000| 1000| 3269| Promotions| 3000| 3000| 1500| 1500| 1500| 10500| Sales| 2200| 2200| 1500| 1100| 1100| 8100| Admin| 365| 341| 145| 104| 119| 1074| Total Period Costs| 8955| 8715| 5465| 4744| 4759| 32637| | Net Margin| (4429)| (4075)| 562| (1431)| (29)| (9402)| | Other| 1635| EBIT| (11037)| Interest| 9384| Taxes| (7147)| Profit Sharing| 0| | Net Profit| (13274)| d. Cash Budget CASH BUDGET| | Total| Beginning cash balance| 3,434| Cash from operations| 3,165| Total Available Cash| 6,599| Less:| | Capital expenditures| (31,600)| Interest| (9,384)| Dividends| 0| Debt retirement| 0| Other| (1,635)| Total Disbursements| (42,619)| Cash Balance (Deficit)| (36,020)| Add:| | Short-term loans| 20,341| Long-term loans| 18,994| Capital stock issues| 13,700| Total Additions| 52,035| Ending Cash Balance| 16,015|

Unfulfilled Dreams Exposed in Hughes Harlem Essay

Unfulfilled Dreams Exposed in Hughess Harlem Most of us have dreams that we one day hope to fulfill. They could be little dreams that will take little time and effort to accomplish, or they could be big dreams that will take more time and energy to fulfill. Nevertheless, whether ones dream is as mundane as hitting the numbers or as noble as hoping to see ones children reared properly, each dream is equally important to the person who has it (Bizot 904). Each dream is also equally painful when it is taken away; or if we never have the opportunity to make the dream a reality. In the poem Harlem by Langston Hughes, the different emotions that people feel when a dream is deferred is presented through Hughess unique†¦show more content†¦For some of the words, he uses the dictionary meaning, yet for others he uses the connotative meaning. When Hughes uses a word connotatively, he wants the reader to receive a deeper meaning than the dictionary definition would give. For example, the word deferred in Harlem means unfulfilled. The dictionary meaning, however, is to postpone. In the dictionary, postpone means will happen at a later date or time. However, the dreams that Hughes refers to are ones that will never come true. Hughes also uses the connotative meaning for the word fester (line 4). The dictionary meaning is to form pus, yet this definition does not seem strong enough for the emotion the word is trying to express. The word fester in the poem means to become a source of pain or anger. This is exactly what becomes of a persons deferred dream. It becomes painful because that dream never leaves the persons mind. The person might forget about it for a little while and go on with his or her life, but like most painful memories, it will pop up when the person least expects it to. Each line in the poem Harlem gives an imaginative description of what a person with a deferred dream can become. Since this poem does not define or give examples of the dream, well have to make up our own (901). Lines two and three ask, Does it dry up / like a raisin in the sun? We know that aShow MoreRelatedThe African American Struggle During The United States Essay2085 Words   |  9 Pagesout about the problems African Americans faced. Wilson, Hughes, and Hansberry explore the themes of racism and the American dream in their works to reveal the situation for black Americans in the United States during the time period after World War II. The American dream is the idea that every person should have the chance to be successful in the United States. People from all over flocked to the US in hopes of achieving this American dream that everyone talked about; however, things were not quiteRead MorePoverty and the American Dream Essay2446 Words   |  10 PagesPoverty and the American Dream Research Paper Final Draft Jeffery White English 101 Section 7 December 20,2012 The American Dream has driven many people for a long time. The dream has been presented in Hollywood movies showing a family or person striving to succeed in America. When the dream is mentioned it is done so as a powerful symbol inspiring a whole nation of immigrants. However, the â€Å"Dream† is misleading because it implies there is only one rather than many. Moreover, there are many

Characteristics In The Iliad - 947 Words

The basic characteristics that were most valued in the Iliad were the honor(Time) and excellence (Arete). We can see these characters still hold their value in modern day society. Men are held up to reach these expectations of being a â€Å"true man† and it has severely impacted men’s way of thought and how other genders are depicted. Arete is the physical strength, risk-taking and overall success in a battle.In the Iliad, the best example of how this characteristic is worshiped is Achilles physical traits. Achilles is adored by the Greek army for how strong he is, his almost undefeated killstreaks, and his tendency to start battles at any moment and win them. He posses all the qualities of Artee and in the result, he is praised for†¦show more content†¦Since men are supposed to be seen as the strong, courageous, and successful ones, what about the women? Men think that women cannot possess Arete because its a â€Å"man thing† or its how to be a â₠¬Å"true man†. However, I know far more physically stronger and more courageous and successful women in this society than men. Since its a†man† virtue, women who possess it are looked down upon because it is unwomanly to obtain an equal strength of a man. Women also have a harder time being more successful than a man because men are seen again as, stronger and daring, therefore robbing women of opportunities they deserve. Another character that is valued in the Iliad is Time or the honor or recognition which is given from the hero’s arete. In the Iliad, Agamemnon threatened and took Achilles war prize away from him. Achilles’s is motivated by the legacy and honor he is leaving with his name, so when Agamemnon took his honor away, Achilles lost a piece of his Time. This is how the entire book starts, with the loss of Achilles honor. Time is taken so seriously that Achilles sits out almost 80 percent of the book until the end because his prize was taken. 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New President Of The Company - 817 Words

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Revenge Essay Example For Students

Revenge Essay Revenge causes one to act blindly through anger, rather than through reason. It is based on the principle of an eye for an eye, but this principle is not always an intelligent theory to live by. Young Fortinbras, Laertes, and Hamlet were all looking to avenge the deaths of their fathers. They all acted on emotion, and this led to the downfall of two, andthe rise to power of one. Since the heads of the three major families were each murdered, the eldest sons of these families swore vengeance, and two of the three sons died while exacting their acts of vengeance, revenge is a major theme in the tragedy of Hamlet. There were three major families in the tragedy of Hamlet. These were the family of King Fortinbras, the family of Polonius, and the family of King Hamlet. The heads of each of these families are all slaughtered within the play. Fortinbras, King of Norway, was killed by King Hamlet; slain by sword during a man-to-man battle. This entitled King Hamlet to the land that was posses sed by Fortinbras because it was written in a sealed compact. Polonius was an advisor to the King, and father to Laertes and Ophelia. He was nosy and arrogant, and he did not trust his children. Young Hamlet killed him while he was eves dropping on a conversation between Hamlet and his mother. King Hamlet was the King of Denmark, and Hamlets father. He had killed King Fortinbras, only to be killed by his brother, Claudius. Every one of the three eldest sons had one thing in common, they all wanted revenge for a slaughtered father. In the time in which this play is set, avenging the murder of a father was part of ones honor, and had to be done. All of the three sons swore vengeance, and then acted towards getting revenge for the deaths of their fathers. Young Fortinbras was deeply enraged by the death of his father, and he wanted revenge against Denmark because of this occurrence. Fortinbras wanted to, by force, regain the lands that had been lost by his father to Denmark. Claudius s ends messengers to talk to Fortinbras uncle, the new King of Norway. He forbade Fortinbras to attack Denmark, and instead convinced him to attack the Poles to vent his anger. Laertes found out about his fathers death, and immediately returned home. He confronted the King and accused him of the murder of his father. Claudius told Laertes that Hamlet was responsible for his fathers death. He then decides to kill Hamlet to avenge the death of his father. He and Claudius concoct a plot to kill Hamlet. Hamlet dies of wounds from the poisoned tipped sword Laertes used. Young Hamlet was deeply sorrowed by his fathers death. His deep depression, the hopeless note in his attitude towards the world and towards the value of life (Jones 1160). He spoke to a ghost, and this ghost stated that his fathers death was a murder, by the hand of his uncle, Claudius. Hamlet was astonished, and then swore vengeance for his fathers death. He then proceeded to try and prove his uncles guilt, and then finall y kills him while he himself is dying of poisoned wounds inflicted by Laertes during their duel. The point envenomed too! Then venom, to thy work Here, thou incestuous, murderous, damned Dane, drink off this potion. Is thy union here? Follow my mother.(Ham.5.2.299-303). This left the King dead, and his fathers death avenged. The lack of thought used in exacting the revenge led to the deaths of both Laertes and Hamlet. Laertes planned with Claudius to kill Hamlet with the poisoned tipped sword, but neither Claudius nor Larertes had thought that the sword might be used against them. With Laertes believing the Kings accusations that Hamlet had murdered his father, he was in a blind rage, and would not listen to Hamlets explanation and apology. He fought Hamlet and wounded him once with the poisoned tipped sword; but, unfortunately, their swords are switched, and Hamlet wounded Laertes with the sword. That is the wound by which Laertes dies. Hamlet had many chances to kill his uncle, bu t his rage outweighed his intelligence and he chose to wait until the God could see no good in Claudius, and then strike him down into a world of eternal damnation. Hamlet waits until he can kill his uncle while he is performing a sin, unfortunately for Hamlet the sin is the poisoning of his own nephew. Hamlet dies of his poisoned wound. Young Fortinbras regains his fathers land, without use of violence, or death to himself. Hamlet names him new ruler of Denmark before he dies, and Fortinbras regains all of his fathers lost land, and becomes King of Denmark. As a theme, revenge was present in all parts of the play. It seems ironic that Claudius, Laertes, and Hamlet all died of the same sword. It is also ironic that the first to seek revenge against Claudius, Fortinbras, becomes King of Denmark. Revenge was the driving force behind three of the main characters of the play, for two it led to downfall, and for the other it led to greatness. .u640d674185a380033c13ba7b7135d1d5 , .u640d674185a380033c13ba7b7135d1d5 .postImageUrl , .u640d674185a380033c13ba7b7135d1d5 .centered-text-area { min-height: 80px; position: relative; } .u640d674185a380033c13ba7b7135d1d5 , .u640d674185a380033c13ba7b7135d1d5:hover , .u640d674185a380033c13ba7b7135d1d5:visited , .u640d674185a380033c13ba7b7135d1d5:active { border:0!important; } .u640d674185a380033c13ba7b7135d1d5 .clearfix:after { content: ""; display: table; clear: both; } .u640d674185a380033c13ba7b7135d1d5 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u640d674185a380033c13ba7b7135d1d5:active , .u640d674185a380033c13ba7b7135d1d5:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u640d674185a380033c13ba7b7135d1d5 .centered-text-area { width: 100%; position: relative ; } .u640d674185a380033c13ba7b7135d1d5 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u640d674185a380033c13ba7b7135d1d5 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u640d674185a380033c13ba7b7135d1d5 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u640d674185a380033c13ba7b7135d1d5:hover .ctaButton { background-color: #34495E!important; } .u640d674185a380033c13ba7b7135d1d5 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u640d674185a380033c13ba7b7135d1d5 .u640d674185a380033c13ba7b7135d1d5-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u640d674185a380033c13ba7b7135d1d5:after { content: ""; display: block; clear: both; } READ: The Myth of Consumerism Essay We will write a custom essay on Revenge specifically for you for only $16.38 $13.9/page Order now BibliographyWorks CitedJones, Ernest. Hamlet and the Oedipus Complex. An Introduction to Literature. 12th ed. Ed. Sylvan Barnet et al. New York: Longman, 2001. 1160-11602. Rasmussen, Eric. Fathers and Sons In Hamlet, Shakespeare Quarterly. Vol. 35, No. 4. 1967: 463. JSTOR. Kentucky Christian Coll. Lib., Grayson. 17 Oct. 2000http://www.jstor.com/. Shakeseare, William. Hamlet. An Introduction to Literature. 12th ed. Ed. Sylvan Barnet et al. New York: Longman, 2001. 1048-1158. forphysical exercise, something teenagers are sadly lacking. When they play videogames, they stand or lay down and do nothing. Second, video games are a waste of money. A lot of money is spent by teenagerson these games. They think nothing of spending ten or twenty dollars in ansyz/svx90.shtml100666 0 0 1314 7433123352 6762