Heald College Dress Code Essay Example for Free

Heald College Dress Code Essay Heald College in Fresno, California has rules that change and get stricter every quarter. Dress code is one of those rules that are constantly changing at the Fresno’s campuses. Students are required to dress professional Monday through Thursday, and Friday through Saturday is allowed to wear a Heald t-shirt, jeans, and sneakers. Before the rules were changed, students were allowed to wear a Heald t-shirt on Thursday’s also. It would be nice to get that Thursday back, instead of it changing due to the rates of dress code being higher on that day than any other days. Students should be allowed to wear a Heald t-shirt on Thursday again because we need a day where we could dress comfortable, it’s not fair to students who go to school form Mondays through Thursdays can’t have a Heald spirit day, and it’s not fair to keep changing rules and punishing those who follow the dress code. Heald College requires us to wear professional attire because it is to make us more prepared for our career we are trying to pursue. I know at a job were not required to wear sweats or unnecessary clothing but we’re at school and it is one place we want to dress comfortably at. I always used to look forward to Thursdays because I knew it was t-shirt day. Students need at least one little break from dressing in tight slacks, shirts that are tight around our neck, and shoes that hurt our feet! One comfortable day at Heald is what students need especially if we have a long week of learning. Most students at Heald are attending school only from Mondays through Thursdays. The rules for dress code states students are allowed to wear Heald Spirit only on Fridays and Saturdays. It is not fair that students who go to school from Monday to Thursday for 10 weeks don’t get a day to wear a Heald t-shirt to school. Before the rules changed many students liked the idea that Thursday was a day that they can relax and just wear casual clothes and shoes that they feel more comfortable in. To students who have been here before the rules have changed were very unhappy that Thursday’s spirit day was taken away from them. I asked a Student named Jessica, who’s in her fourth Quarter, â€Å"If you could change the dress code what would you change? † She responded â€Å"The Heald Spirit Day on Thursdays should be allowed again. I just like the fact that it was not so hard to pick out an outfit for school on Thursdays. † It’s just not fair to students. Not all students are at campus Friday and Saturday. They should at least make Heald Spirit day on a Thursday where most of the students go to school and not days where most class rooms are empty. There are students at Heald who obey the rules well and there are students who don’t. The dress code at Heald changed at the end of January 2013 quarter. Students were sent emails stating the dress code violations were higher on Thursdays than any other days and there will be no more Heald spirit day on Thursdays. All the students were punished because other students who are supposed to be adults couldn’t follow a simple dress code for Thursdays. It is not fair to other students who obey the dress code to get punished for other student’s mistakes. Taking the Heald Spirit day on Thursdays is not all the students fault. Violations should be given to students who are out of dress code on Heald Spirit day, so they’re the ones who get in trouble not the whole campus. Were adults and those who obey the dress code for Heald Spirit should be treated like an adult and be allowed to wear the t-shirt spirit day attire on Thursdays again. All students shouldn’t be punished for simple rules adults can’t follow. Students want to get treated like adults not high school or elementary school kids. Heald College in Fresno has a strict dress code that Students are supposed to follow. Heald Spirit on Thursdays should be given back to the students as a reward for coming to school and having to get an expensive school loan to learn. Students should be allowed to wear a Heald T-shirt on Thursdays because students want to go to school comfortable at least once throughout their week, Friday and Saturday are days Heald is less busy, and It’s not other students fault who obey the dress code to be punished for other students faults.

The Low Cost Airline Air Asia

The Low Cost Airline Air Asia The low-cost concept became a moneymaker in the United States, where it was pioneered in the 1970s by Southwest Airlines, the model for budget carriers elsewhere like Ryanair and easyJet in Europe. Definition of low cost airlines A low cost airline generally has many features that differentiate it from the traditional carriers. These features include ticketless travel, online ticket sales, no international offices, no frequent flyer points, no free food and beverages, no inflight magazines, no club lounges, use of secondary city airports. Not all low cost airlines have these features, and not all airlines that have some of these features are low cost airlines. For example, Virgin Express is a low cost airline, but it still offers complimentary coffee and inflight magazine, and they are based at Brussels primary airport. Case Study-AirAsia Story of AirAsia Air Asia, as the second Malaysian National Airline, provides a totally different type of service in line with the nations aspirations to benefit all citizens and worldwide travellers. Such service takes the form of a no frills low airfares flight offering, 40%-60% lower than what is currently offered in this part of Asia. Their vision is Now Everyone Can Fly and their mission is to provide Affordable Airfares without any compromise to Flight Safety Standards. The story of emergence of AirAsia is similar to Ryanair, since both carriers underwent a remarkable transformation from a money-losing regional operator to a profitable, low cost airline. AirAsia was initially launched in 1996 as a full-service regional airline offering slightly cheaper fares than its main competitor, Malaysia Airlines. Before 2001, AirAsia fail to either sufficiently stimulate the market or attract enough passengers from Malaysia Airlines to establish its own niche market. The turnaround point of AisAsia is in 2001, while it was up to sale and bought by Tony Fernandes. Tony Fernandes then enrolled some of the lending low-cost airline experts to restructure AirAsias business model. He invited Connor McCarthy, the former director of group operation of Ryanair, to join the executive team. In late 2001, AirAsia was re-launched in Malaysia as a trendy, no-frills operation with three B737 aircraft as a low-fare, low-cost domestic airline. Opportunities faced by AirAsia in light of external development Low fare of Indonesia-Malaysia trip The fare for a Jakarta-Johor Baru trip costs Rp 100,000 (RM 88.88 one way). And charge Rp 150,000 for a Bandung-Kuala Lumpur flight, and Rp 300,000 for a Surabaya-Kuala Lumpur trip, whereas a Jakarta-Kuala Lumpur air ticket from Malaysia Airlines available at travel agents cost Rp 1.4 million. Meanwhile, Lion Air on the same route, charged Rp 1.05 million. The low fare provided by AirAsia helps it open the Indonesia market. Low fare of Singapore-Bangkok service AirAsia will increase its services between Singapore Bangkok by introducing a 2nd daily flight to its existing schedule. This recent development came barely a month after Thai AirAsia operations started its first international flight to Singapore in early February this year. AirAsia is offering its guests promotional fares to/from Singapore- Bangkok from SGD$23.99 (THB 499) one way from the 28th March to 30th Oct, 2004. It is much lower than the lowest fare SGD$56 offered by full-service carrier. This helps it open the Singapore market. Political connections AirAsia hold 49% of Thai AirAsia with 1% being held by a Thai individual. The remaining 50% is held by Shin Corp. which is owned by the family of Thailands prime minister, Thaksin Shinawatra. Shin Corp. has financial strength, synergy in ingormation technology and telecommunications, which support AirAsia Internet and mobile phone bookings. Shin Corp. allows subscribers of the Shin mobile phone flagship, Advanced Information Service, being able to reserve tickets through its short-messaging service (SMS). AirAsia with its politically powerful backer may well grow up to bite. This helps it open the Thailand market. Malaysian government support The Malaysian government supported the establishment of AirAsia in 2001 to help boost the under-used Kuala Lumpur International Airport. AirAsias flights from Senai are meant to develop Johor into a transport hub to rival Singapore. AirAsia, therefore, can provide an alternative route to travel to Bangkok, by using Senai Airport in Johor Bahru, in southern Malaysia. Opportunities faced by AirAsia in light of internal development Issue of IPO Kamarudin Meranun, AirAsias Executive Director announced the appointment of Credit Suisse First Boston (CSFB) and RHB Sakura Merchant Bankers (RHB) as the bookrunners for the companys upcoming Initial Public Offering (IPO). The IPO strengthens AirAsia balance sheet, further cuts its existing low costs at 2.5 US cents per ASK and accelerates our growth plans throughout Asia. The IPO also allows AirAsia to expand its fleet of 18 Boeing 737-300s. Political connections Thai AirAsia is a join venture established by AirAsia with Shin Corp. Shin Corp. is owned by the family of Thailands prime minister, Thaksin Shinawatra, and about 900 million baht will be invested in Thai AirAsia over a five-year period. Shin Corp. oversees the finance and administration of Thai AirAsia while AirAsia shoulders the responsibility for marketing and operations. Shin Corp. has financial strength and supports AirAsia to grow. AirAsia with its politically powerful backer may well grow up to bite. Challenges faced by AirAsia in light of external development Indonesian habit Preferences of Indonesian passengers are quite different from the concept of cheap air travel without extra service for the passengers (free snacks and drinks), and also their reluctance to bring light baggage. AirAsia prefers passengers with very light and minimum baggage. If this is the case, it may not last long. But Indonesian domestic airline companies are able to provide value-added extras like food and beverages as part of their service to the passengers, although at a relatively higher cost. The comparative edge of Indonesian domestic airline companies compared to AirAsia concerns habit (culture). Furthermore, Indonesian domestic airlines were already trained with the low-cost air travel concept, known as tariff war. They have proved themselves as immune, and managed to survive. Last but not least, the Indonesian government or domestic airline companies had never announced the availability of a low-cost airline company of the country. All these affect AirAsia growth in Indonesia. Singapore government rejection Initially, AirAsia wanted to start flights from the southern state of Johor, near Singapore, it hoped to attract passengers by running a convenient bus service to the city-state. However, Singapore quickly quashed that idea. The Singapore government said it would not approve a bus link for AirAsia because it was not in her national interest, reflecting fears that Singapores Changi airport would lose business to Johors new Senai airport. This makes AirAsia cannot abandon the use of Changi airport, and therefore suffer from a higher cost. This is because AirAsia flying to Singapore needs to suffer from flight congestion of Changi. Changi has drawbacks of flight congestion that could prevent the quick turnarounds essential to keeping down costs. AirAsia finds it stuck between big planes and circling to wait for a slot to open up, which means extra fuel costs. Moreover, the SGD$21 departure and security tax of Changi is too high for AirAsia low-cost operation. AirAsia had asked the Singapore government to waive the fees, however, a request that was not only rejected but also criticized. Besides Singapore Bangkok, AirAsia now provides an alternative route to travel to Bangkok, by using Senai Airport in Johor Bahru, in southern Malaysia. Seeking to cater to the different markets, fares for Johor Bahru- Bangkok are generally 20 % lower in comparison to Singapore Bangkok. AirAsia currently operate daily flights to Bangkok from Johor Bahru. However, the choice proved unpopular, as the route failed to attract Singaporeans because of the additional cost and inconvenience of having to travel in and out of Malaysia by road. All these affect AirAsia external growth. Minimum air-fare rates AirAsia faces challenges finding open takeoff and landing slots at opportune times, and Thailands regulation that sets minimum air-fare rates. Although Transport Minister Suriya Jungrungreangkit said the current minimum air-fare regulations will be scrapped to open up the market, he couldnt name a date when this will be done. This seems to be favoritism toward Thai Airways Internationals domestic operations, and affects Thai AirAsia to compete in the Thailand market. External Changes which have impact on AirAsia Asias middle class growth Low cost airlines are anticipated to have greater potential in Asia as there are many Asian cities with a population above one million people each as well as a rising middle class population. This growth of middle class in Asia provides a huge market potential for AirAsia to grow. However, as the market is becoming larger, more airlines or new comers would like to get a piece of the action. For example, Budget airlines, it is estimated, will capture at least 25% of Asias air travel market within next 10 years and a lot of that will be new, not diverted, traffic. Therefore, AirAsia will face more competitions at the same time. Besides the low cost airlines, AirAsia still needs to compete with the conventional carriers. Although extra passengers of the low cost airlines will be coming from the new demand to be created by the low fares, the growth may not be entirely stolen from big flag carriers. Actions of Changi and nearby airports The growth of low cost airlines in south-east Asia has a significant effect on which airports will dominate the regional aviation market. Low cost airlines are seen as helping funnel more passengers to airport hubs. Therefore, there is a realization among regional governments that they need smashing airports and feisty carriers or they are going to miss out big time. Therefore, these governments are more willing to support low cost airlines. For example, the Malaysian government supported the establishment of AirAsian in 2001 to help boost the under-used Kuala Lumpur International Airport, and Thai premiers Shin Corp. forms a join venture with AirAsia that would benefit Bangkoks new airport and create a new hub at Chiang Mai. Therefore, under this situation, it helps AirAsia grow in Asia. Moreover, as there is a growth of several south-east Asian airports, this poses a challenge to the status of Singapores Changi airport as a regional aviation hub. These airports include Johors new Senai airport in southern Malaysia, Bangkoks new Suvarnabhumi airport which will be able to handle 45 million passengers when it opens in 2005, Bangkok Don Muang which recently overtook Changi in passenger numbers, etc. To maintain Changis position as the air hub in the region, Singapore is proposing a budget airline terminal at Changi by 2005 and lower passenger taxes to attract low cost airlines. This helps AirAsia grow and lower the cost. Actions of existing airlines The existing airlines in south-east Asia have several actions to compete with AirAsia, for example, some have launched a low cost airline to fight with AirAsia. Singapore Airlines launched a low cost airline subsidiary, Tiger Airways, in the second half of 2003, only months after the scheduled launch of ValuAir set up by one of its former executives. Orient Thai Airlines launched a new low cost airline subsidiary, One-To-Go. One-To-Go operates with a fleet of six Boeing 757-200s and match any fares that Thai AirAsia offers. Thai Airways have frequency and capacity to offer to their 13 domestic destinations. They also have, during the past two years, worked to improve operational efficiency, slashing unprofitable domestic routes, increasing flights on busy routes, strengthening yield management and controlling costs. All these make AirAsia face a huge competition. Critical success factors in the Low cost airlines in Asia Reduction in operational cost Low cost airlines strive to achieve the lowest possible price for their products and services. Low prices cannot sustain unless the company maximizes its operational efficiency. The success factors of Asian low cost airlines in reducing their operational cost include: Service savings (no frills cabin service and extensive use of outsourcing) NO-frills include: NO drinks, NO food, NO headphones, NO newspapers, NO movies, NO VIP lounges, NO expensive offices, NO mileage programs, NO seat allocation, NO childrens fares, NO paper tickets (Electronic tickets only), NO connecting flights (All flight-legs must be booked independently) Operational savings (point-to-point services and uniform fleet) Overhead savings (internet sales and streamlined bureaucracy) We can compare the operational cost in terms of costs per available seat kilometer (ASK), a measure of the running cost of the airline. For instance, Ryanair in Europe is almost half of the ASK price comparing with the full services airline. The average fare offered by Air Asia in Malaysia is 40-60 % lower than its full-service competitor. Competitive Ticket price against traditional full-service airline Low cost airlines begins with two initial cost advantages arising from the very nature of their operation: higher seating density and higher daily aircraft utilization. By removing business class and reconfiguring their aircraft, low cost airlines can increase the number of seats on their aircraft. Seat pitch of a low cost airline is usually 28 inches, compared to a traditional conventional economy class pitch with 32 inches. Doganis (2001) calculates that should be able to operate at seat cost that are only 40-50 % those of mainline rival. Combining the load factor benefit and beneficial distribution cost, low cost airlines cost per passenger can reduce price by one-third of conventional airline. Flying out of secondary airports Many low-cost airlines keep expenses down by flying out of secondary airports, avoiding major hubs where takeoff and landing fees are much higher while still getting passengers close enough to their destinations. The travel distance is short As the routes offered by low cost airlines are mainly short, domestic routes which may only take one to two hours, travellers might be fine with no amenities on flights Success factors in AirAsia Absolute Cost Advantage Low cost per average seat kilometer AirAsia focused on ensuring a competitive cost structure as its main business strategy. It has been able to achieve a cost per average seat kilometer (ASK) of 2.5 cents, half that of Malaysia Airlines and Ryanair and a third that of EasyJet. AirAsia can lease the B737-300s aircraft at a very competitive market rates due to the harsh global market conditions for the second-hand aircrafts because of the September 11th event in 2001. On the other hand, the operating cost of the company is also dropped drastically. Low distribution cost AirAsia focus on Internet bookings and ticketless travel allowed it to lower the distribution cost. Attractive ticket price With the average fare being 40-60 % lower than its full-service competitor, AirAsia has been able to achieve strong market stimulation in the domestic Malaysian air market (Thomas 2003). For instance, the fare for the trip from Kuala Lumpur to Penang on AirAsia starts from 39 ringgit. Comparing to trip by bus charge 40 ringgit and 80 ringgit by car. The effect of attractive low fare is more travelers switching from bus to air, similar case as Ryanair in Europe. Good Management Team AirAsia value proposition is more sophisticated than Ryanair placing equal emphasis on brand reputation and customer service/people management, by a senior advisor to AisAsias top management team. AirAsia pursue a Ryanair operational strategy, Southwest people strategy and an Easyjet branding strategy. Weakness Fair availability The availability of AirAsia is not good as traditional airline as it only provide unique aircraft. However, it cannot be the cost leader if it offers customized features or comprehensive support which will result in increasing operational cost. However, focus on a specific customer may avoid straddling. Case of straddling A Japanese low cost airline, Skymark, trying to be everything to everyone targeting the broader customer and offering limited special features (satellite TV, Business class and charter operations). The result is failing to both cost efficient and price competitive rendering it vulnerable to market forces and customer demand (porter1996; Lawton 1999). Major strategic directions recommended Open more Asian market Low cost airlines are anticipated to have greater potential in Asia as there are many Asian cities with a population above one million people each as well as a rising middle class population. It is time for AirAsia to exploit the potentials of affordable air travel by Asias growing middle class. Besides starting services to the Pearl River Delta in south China in 2004, AirAsia can expend its services to the coastal cities in China. Besides the growth of Asian middle class, the liberalization of aviation sector of India is another reason for AirAsia to open more Asian market. The Indian government has liberalized the aviation sector long dominated by the national carriers. Now, only a few low cost airlines, e.g. Air Deccan, Airone Feeder Airline Pvt Ltd, Crescent Air, have launched their services there. Moreover, the national carriers, Indian Airlines or Air India, despite their domination of the Indian skies, do not seem to be much interested in operating low-cost services. Therefore, it is a good chance for AirAsia to open the Indian market. Join venture with Virgin Group AirAsia should put more effort to set up a pan-Asian low cost airline with Virgin Blue, which is a low cost carrier of Virgin Group serving Australia and New Zealand mainly. Virgin Blue has suggested it may extend services to south-east Asia. Therefore, setting up a join venture with Virgin Blue can help AirAsia to grow in Asia even further, and help Virgin Blue to extend services to south-east Asia. Recommendations to maximize competitive advandages of AirAsia 1. Enforce Political advantages AirAsia established a join venture, Thai AirAsia with Shin Corp. Shin Corp. is owned by the family of Thailands prime minister, Thaksin Shinawatra, and about 900 million baht will be invested in Thai AirAsia over a five-year period. Shin Corp. has financial strength, synergy in ingormation technology and telecommunications, which support AirAsia to grow in Thailand. AirAsia with its politically powerful backer can well grow up to bite, and therefore it should enforce such political advantages in order to extend the growth in Thailand. Furthermore, AirAsia should use its Thai subsidiary, Thai AirAsia, to claim the use of Thailands open skies agreements to fly to Singapore, Brunei and Cambodia, overcoming the barrier of bilateral aviation pacts that threatened to limit its growth. Induction of smart cards AirAsia can issue a smart card which is compatible with the existing ticketless booking. It can offer 2 kinds of smart cards. The first kind of smart card, aimed at ordinary travellers, will offer instant rewards when topped up, offering greater value than its purchase price. For example a Bt5,000 card may be worth Bt5,500. The card can also be used by other people with the same family name as the cardholder. The second kind of smart card will offer unlimited travel for frequent flyers. Priced provisionally at Bt20,000, cardholders will be allowed make as many trips as they want within a specified period. Conclusion A study by the Centre for Asia Pacific Aviation (2002) confirms that Asia continues to offer attractive conditions for the air transportation industry. With thirteen out of worlds top twenty-five major urban centres located in the Asia Pacific region and a rapidly increasing urbanization trends, the Asian air travel market is bound to continue to grow. Urbanization is highlighted as one of the key drivers for the growth in air travel. It is estimated that Asia would account for 30% of the world market by 2019, or one third of growth between now and then. While the impact of SARS is going to slow down the growth of Asian regional demand, the long-run forecast continues to be very positive. These enable low cost airlines to grow even further.

ASP :: Essays Papers

ASP AUDIENCE: Beginning programmers or web developers. TITLE: ASP INTRODUCTION: ASP or Active Server Pages is a powerful server-based technology from Microsoft, designed to create dynamic and interactive HTML pages for World Wide Web sites. ASP is used to create dynamic or active web pages. Dynamic web pages may change depending on who visits the page, when they visit, or how they got there. Whereas a static web page will always be the same no matter what. The following report will explain what ASP is, discuss how ASP works, outline why ASP should be used ASP, and provide a brief overview of ASP syntax. This topic was chosen to educate myself about where ASP came from and why it is used and to pass what I have learned on to any one willing to read this report. DISCUSSION: What is ASP ASP was â€Å"born† in November 1996 when Microsoft announced its design of an Active Platform. It consists of two parts, the Active Desktop and the Active Server. The Active Desktop refers to the client side: where HTML files are displayed on a web browser. The Active Server refers to the server-side component. This consists of pages that can be interpreted by the server, hence the term Active Server Pages. An ASP file contains any combination of text, HTML tags, and script commands. A script command instructs a computer to do something, such as assign a value to a variable. The script commands in an ASP file are compiled on the server then the output is sent to the client computer for display. The actual ASP code or script commands in an ASP file are not sent to the client computer. The code is first executed on the server, creating HTML. This HTML then replaces the ASP code in the ASP file and then sent to the client to be displayed. ASP code can be any programming language that supports the ActiveX interface including JScript, VBScript, and PerlScript. As people know Microsoft has a tendency to make people use their products. But in the case of ASP people don’t have to. ASP has evolved into an â€Å"open technology framework† meaning it is no necessary to use Microsoft’s products to create code in it, although that’s the best way to go. You don’t have to use VBScript, which is from Microsoft, but PerkScript or JScript can be use, which aren’t from Microsoft.

Ted Bundy :: essays research papers

Ted Bundy Ted Bundy's Trail of Terror From the Beginning of Taking Life Until The End of His Life Serial killers tend to be white heterosexual males in their twenties and thirties. While it is impossible to predict who will become a serial killer there are traits that appear to be similar in all killers. These behaviors include cruelty to animals, bedwetting, lying, drug and alcohol abuse, and a history of violence. According to Robert Ressler et al., "serial homicide involves the murder of separate of separate victims with time breaks between victims, as minimal as two days to weeks or months. These time breaks are referred to as a cooling off period." Because homicides involving multiple victims is gradually becoming more commonplace, and to facilitate an understanding of the aforementioned definition, it is helpful to differentiate serial murder from other types of murder, such as mass murder, which involves,"four or more victims killed within a short time span," and spree killings, which Ressler et al. defines as "a series of sequential homicides connected to one event committed over a time period of hours to days and without a cooling off period." Ted Bundy is one of the worst serial killers in history. His antisocial personality and psychotic character made him feared across the country. After all was said and done Ted left behind a trail of bloody slayings that included the deaths of 36 young women and spanned through four states. The biggest question in many people's mind was how could someone as intelligent,highly accomplished, and praised as Bundy do such a thing? Theodore Robert Bundy was born November 24th, 1946 in Burlinton, Vermont to a 21 year old mother. Ted's mom never told him much about his father except that he was in the armed forces and they had only dated a few times. Ted was left in foster care for two months while his mom and parents decided what to do with him. In 1946 an illegitimate child was extremely looked down upon by society. Once they decided to keep Ted his grandparents told everyone he was their adopted son. Ted knew who his biological mom was, but outsiders were told that she was his sister. Ted adored his grandfather. His grandfather was also particularly fond of Ted. He remembered camping and fishing trips he and his grandfather would go on. Other family members describe his grandfather as an ill-tempered tyrant. He was racist, intolerant, and a perfectionist. He expected everyone to meet his demands. His grandfather was also verbally abusive toward other family members and physically abusive toward his wife.

Macroeconomics :: essays papers

Macroeconomics IS-LM Basics A) The IS curve slopes downward and to the right. B) The LM curve slopes upward and to the right. C) The slope of the LM curve depends on the interest sensitivity of money demand. An elastic money demand function caused the LM curve to be relatively flat. An inelastic money demand function caused the LM curve to be steep. D) The slope of the IS curve depends on the slope of the investment function. If investment is highly interest elastic, then the IS curve is relatively flat. If investment is not highly interest elastic, then the IS curve is very steep. E) The quantity of money and shifts in money demand at given levels of income and interest rates will shift the position of the LM curve. F) Government expenditures, tax increases, and autonomous investment expenditures shift the position of the IS curve. Transaction Demand – Money is a medium of exchange and individuals hold money for use in transactions. Money bridges the gap between the receipt of income and eventual expenditures. Precautionary Demand – Keynes believed that, in addition to the money people held for planned transactions, more money was held for unexpected expenditures that were at times necessary. Money would be held for emergencies, to pay unexpected medical bills or repair bills of various types. Speculative Demand – Money held by those speculating on future changes in the interest rate and the relationship the interest rate had with the level of bond prices. Keynes’ Money Demand Function Md = Co + (C1 x Y) + (C2 x R) , C1 * 0 , C2 * 0 A rise in income increases money demand, a rise in the interest rate leads to a fill in money demand. Md = Money Demand Y = Income R = Interest Rate C = Parameter (Holds no economic value) Transaction Demand - Dependent positively on the level of income. Precautionary Demand - Keynes believed that the amount of money held for this purpose depends positively on income. The interest rate might be a factor if people tended to economize on the amount of money held for the precautionary motive as interest rates rose.

What Is Demorphin and How Does It Work?

Dermorphin By Kimberly French They are about two to three inches long, bask in the sun by day and track down insects by night. They walk rather than hopping and are native to the dry prairie of Argentina, Brazil, Bolivia, and Paraguay. Known scientifically as phyllomedusa sauvagii, the waxy monkey leaf frog or painted belly leaf frog is often kept as a pet and although these frogs have a careful, calm demeanor, they produce a substance called dermorphin, which is a painkiller 40 times the strength of morphine, and has been responsible for a rash of recent positive drug tests in Quarter Horse and lower-level Thoroughbred races.The waxy monkey leaf frog and its secretion have enough notoriety to be mentioned in a Paul Simon song, Senorita With A Necklace of Tears. â€Å"A frog in South America whose venom is the cure for all the suffering mankind must endure,† he sang. â€Å"More powerful than morphine and soothing as the rain. A frog in South American has the antidote for pain . † As mentioned earlier, dermorphin is extremely potent but does not seem to be as addictive as morphine and is classified by Racing Commissioners International as a Class One drug. It has no therapeutic value whatsoever. Craig W.Stevens, a professor of pharmacology at Oklahoma State University who has studied dermorphin, told the New York Times on June 19 the substance makes animals â€Å"hyper. † â€Å"For a racehorse it would be beneficial,† he said. â€Å"The animal wouldn’t feel pain and it would have feelings of excitation and euphoria. † Located in Denver, Colorado, Industrial Laboratories was the first lab to definitively ascertain dermorphin in postrace testing after clients passed along information from racetrack workers that the frog secretion was being used and some materials confiscated on the backstretch were actually demorphin. We identified dermorphin,† Petra Hartmann, director of direct testing services for Industrial Laborat ories told the New York Times. â€Å"We knew it was out there. There is no resting in this business. You are always chasing something trying to determine what’s rumor, what’s real. † In Hartmann’s opinion dermorphin use is not all over the backside. â€Å"The vast majority of horsemen would never subject their horse to this kind of chemical experimentation,† she said. â€Å"This is a tough issue,† Ed Martin, president of Racing Commissioners International told the New York Times. It’s a cat and mouse game. As soon as you call out dermorphin, they will try something else. That is the daily battle that goes on. † To date more than 30 horses from three states, Oklahoma, New Mexico and Louisiana, have tested positive for the drug. On July 31, the Louisiana State Racing Commission will meet and discuss pending dermorphin cases against nine trainers. These include Quarter Horse trainers Alonzo Loya, Gonzalo Gonzales, Alvin Smith, Jr. , Darell Soileau, Steve Garrison and Thoroughbred trainers Keith Charles, Kyi Lormand and Anthony Agilar.Also on the list is prominent Quarter Horse trainer Heath Taylor, who won the 2008 All American Futurity with the sport’s leading money earner Stoli’s Winner. â€Å"This whole thing has really taken us by surprise,† Charles Gardiner III, executive director of the Louisiana Racing Commission told the New York Times. â€Å"It couldn’t have come at a worse time. We’re fighting back federal intervention. We’re under attack and losing our fan base. Fans believe that the sport is dirty, that there is cheating. And here we have an obvious attempt to cheat. I’m sure there are more positives across the country.It’s not unusual that something isn’t being detected. † â€Å"We hear about some pretty exotic stuff,† Dr. Steven Barker, who directs the testing laboratory at Louisiana State  University, told the New Yo rk Times. â€Å"Frog juice — this is exotic. † Barker also told the Times 15 horses had tested positive in Oklahoma. On May 25, eight of the 25 qualifying victors for the Grade I Ruidoso Futurity at Ruidoso Downs in New Mexico, tested positive for dermorphin, a third place trial finisher also tested positive for the same drug. Two of the winning horses also tested positive for the anabolic steroid stanozolol.The trainers in question include Carl Draper and Carlos Sedillo, who at this time are in the top 10 Quarter Horse trainers in the U. S. in money won, two-time All American Futurity winner John H. Bassett, and J. Heath Reed, whose family has figured prominently in the sport. Two of the horses conditioned by Draper are co-owned by Lola Willis, wife of the New Mexico Racing Commissioner Ray Willis. Willis has been a Quarter horse owner and breeder for nearly three decades and was a member of the New Mexico Racing Commission’s Medication Committee for four years .None of the cases have been prosecuted and no charges filed as the trainers all requested split sample testing and are waiting on the results. Kentucky joined the short list of states that have begun to test for dermorphin and no traces of the drug were found in the system of any of the participants in this year’s Kentucky Derby and Kentucky Oaks. Five of the Derby horses were tested and four Oaks fillies. The test was recently developed by Rick Sams, director of the HFL Sports Lab in Lexington and comes out shortly after the Bluegrass State became the first in the nation to ban the use of Lasix or Salix on raceday. We have not received any intelligence suggesting it has been or is being used in Kentucky,† Dr. Mary Scollay, the equine medical director for the Kentucky Horse Racing Commission. â€Å"However, the detection of dermorphin in other racing jurisdictions post-race samples means that Kentucky needs to be testing for it. † On June 19 the Racing Medicatio n and Testing Consortium sent a notice to state racing regulators to be on the seeking out this drug which it called a â€Å"threat to racing integrity† and also explained dermorphin can be produced synthetically. There’s a lot out there and that would be an awful lot of frogs that would have to be squeezed,† Barker told the New York Times. â€Å"There are a lot of unemployed chemists out there. † To date, there have been no positives in Standardbred or higher end Thoroughbred races. â€Å"It’s kind of like the rules and regulations that apply to driving in different states,† Martin said. â€Å"People know they aren’t supposed to drive drunk or speed, but there are always people that don’t follow the rules. Racing is no different. The cheaters always find a way to cheat or come up with some new drug, but they almost always get caught in the end. † 2 3 4 5

Marketing Planning & Strategy – Nestle

BHO3435: MARKETING PLANNING & STRATEGY INTRODUCTION TO STRATEGIC MARKETING PLAN: ENVIRONMENTAL ANALYSIS Prepared by: Sarah Aljenfawi Bashayer S. Kout Fatimah Rawan Membership of Reporting Body: – Environmental Analysis – Market & Customer Analysis – Competitive Analysis – Internal Analysis 1. Membership of Reporting Body: In response to the assessment our group has mutually agreed to investigate the strategic operations of the Boost Juice. The team is composed of four members. Each member has been allocated a specific scope to investigate further as listed below: †¢ Environmental Analysis: Market & Customer Analysis: †¢ Competitive Analysis: †¢ Internal Analysis: 2. Aim of Report: 3. Background and Context: I. Brief Description of Industry: Nestle is a multinational company based in Switzerland. Nestle operates in food industry. In 1905, Nestle was formed as a result of a merger between a Swiss and English company which was established in 18 66. Initially, Nestle started to offer condensed milk formula and milk related products to customers (Nestle, 2013). Later on, it expanded its offerings to other food related items.Gradually, Nestle grew and made significant success stories. In the First World War and also in Second World War, Nestle expanded its products to other countries. The company produces snack and health related products. The head quarter of Nestle is in Vevey. In terms of revenues, Nestle is the largest food company of the world. The objectives of Nestle are to become leader in Health and Wellness and nutrition. In addition to this, the company also aims to be trusted by other stakeholders regarding its business and financial performance.Nestle offers wide range of products and services. The portfolio of company covers all categories of food and beverages industry. The aim of Nestle is to provide healthy eating and drinking experience to customers so that they can enjoy every stage of their life. In 2010, N estle offered a Nestle Cocoa Plan which aimed at provision of 38 plantlets to farmers to help them to rejuvenate productivity of their farms. In 2011, Nestle became the first company which made a partnership with Fair Labor Association (Nestle, 2013).Through this partnership, Nestle helped to investigate child labor practices in the cocoa farms which supply raw materials in its factories. II. Brief Description of Company: The industry analysis of food and beverages suggests that there will be significant growth in future. The global food and beverages industry composes different sectors which include food production, distribution, marketing, retailing and catering. Since 2009, global food and beverages industry has surpassed the total value of $5. trillion. In the economic growth of every country, this industry is one of the significant contributors. It is expected that by 2014, global food and beverages industry will grow at the rate of 3. 5% and will achieve value of $7 trillion ( Business Vibes, 2013). In 2008, food product sector had value of $3. 2 trillion. This industry included agriculture sector products. It is expected that by the end of 2013, the value of this sector will reach to $4 trillion (Business Vibes, 2013).The beverages sector of global food and beverages industry consisted products such as soft drinks, spirits, ciders, beers and wines. This industry accounted for $1. 4 trillion in 2008. It is expected that by the end of 2013, this industry will reach at $1. 6 trillion. This generates a growth rate of 2. 6% in beverages sector (Business Vibes, 2013). The growth trends in global food and beverages industry suggest that there is great opportunity of further investment in this industry.This growth rate is also reflected in the consuming power of customers. New companies can achieve substantial share from market in this growth phase period of global food and beverages industry. On the other hand, existing firms in global food and beverages indust ry can also expand their businesses. III. Key trends affecting the industry According to Nestle’s annual report for the year 2010, it has shown that several trends have occurred and caused a major impact on the food industry in general and Nestle in particular.Whereas, the recession that has happened in the year 2009 has caused a major decline in the economic growth for almost all of the businesses and especially in Nestle, which also has led to an increase in the unemployment rate. Therefore, the company’s economic environment has continued to be ambiguous in the year 2010, and that would basically has led to an inflation period regarding the business’s raw materials, as well as currency instability in the mentioned year. (Consolidated Financial Statements, 2010)Although the world’s economic crisis presence in the year 2009, however, Nestle has experienced its strongest growth by the final quarter of that year, and that mainly gave Nestle a great opportu nity to enter the industry with their maximum power. Furthermore, with the company being motivated and be able to perform with its best has remained consistent throughout the year, even in the end of the year 2010 when almost all of the businesses were suffering and trying to recover from the world economic crisis.Thus, Nestle has entered the year 2011 with great energy and was able to put themselves together and perform with their best, As Nestle has stated: â€Å"this will help us to manage the challenges? that we face and to take full advantage of our opportunities to drive? better performance and enhance shareholder value. † (Consolidated Financial Statements, 2010). IV. Key industry success factors â€Å"Key success factors have a share in enabling a company to differentiate itself from its competitors and to offer a ‘unique selling proposition’ to customers or consumers†. Batra, Myers and Aaker 1996; Ketelhohn 1998). 4. Statement of problem to be inv estigated References Nestle, 2013. History. Available at: http://www. nestle. com/aboutus/history Assessed on 17th March, 2013 Business Vibes, 2013. Available at: http://www. businessvibes. com/blog/facts-and-figures-global-food-and-beverage-industry Assessed on 17th March, 2013 Batra, R, J G Myers and D A Aaker (1996), Advertising Management. 5th ed. Upper Saddle River: Prentice Hall