The Recidivism Area On Juvenile Delinquency - 1670 Words

In order to conduct research in the recidivism area, the use of secondary data will be used as an appropriate method for analysis. This analysis consists of measuring traditional penal sanctions such as incarceration versus alternative ways such as a rehabilitation treatment to deal with juvenile delinquency and investigate how it affects recidivism rates. The primary attention for this research proposal purpose is to rely only on juvenile delinquency data as the necessary specific information is not available for the adult population. Certainly, limitations exist as data is not collected by the author of this research proposal. However, due to limited resources this proposal utilizes quantitative methods based on secondary data regardless†¦show more content†¦Although, there are some disadvantages about using secondary data. For example, if the expert collecting the information had other purposes in mind or if the data is interpreted in a different way could affect the vali dity of the research analysis. Also, the person or people collecting this data may only capture the information needed to prove their point or even manipulate the statistics. Nonetheless, a secondary data analysis is a suitable option because of the reasons previously mentioned, albeit probable disadvantages exist. The secondary data used for this research has been published on the Kids Count data center which is part of the Project of the Annie E. Casey Foundation website (Annie E. Casey Foundation, 2015). This organization’s main goal is an attempt to develop a better future for many children at risk due to low economic status, limited educational opportunities and other difficult situations. The Annie E. Casey Foundation (2015) was initiated in 1948 and their hard work has been compensated by accomplishing the improvement of a numerous children as well as their families. This website presents several types of raw data collected over the years that is available to the publi c for analysis or for informational purposes only. Indeed, the Kids Count data center provides specific information labeled as Safety Risky Behaviors which will be the main focus

Cyber Bullying - 1455 Words

Running head: Bullying Issues 1 Bullying Issues: Cyber bullying vs. Traditional Bulllying Horache Allen Compostion1 Jan 29, 2013 Bullying Issues 2 Bullying Issues: Cyber Bullying vs. Traditional Bullying Are you a victim of cyber bullying? Or were you the bully? Many people participate in cyber bullying or are victims of it and don’t even notice it. In fact, cyber bullying is becoming a big issue and is put above traditional bullying, yet traditional bullying is still occurring. Currently, there†¦show more content†¦Finally, the asynchronous nature of electronically mediated communication allows for actions to be separated from consequences† stated Uhls (2012, para. 6). In simpler terms means that bullies, on the computer, may not know or really understand how their behavior affects the victim (Swearer, 2012). Uhls (2012) agreed with Swearer (2012) when she said that the internet creates anonymity to bullies; however, she Bullying Issues 5 points out that cyber bullies only motive is to receive status. It’s normal for teenagers to try to fit in; by being popular that limits their possibility of being bullied. They may even become a bully, just to be popular or as teenagers would say, â€Å"cool†. Of course, Uhls and Swearer both know that bullying, overall, is a problem. Instead of just saying it is an issue and not solving it, both of them have their own strategies of preventions. Uhls (2012) says, that the â€Å"Protecting Children in 21st Century Act† has many ways to prevent bullying. â€Å"The strategies ranged from curtailing an offenders access to computers both at home and school, to an offender doing a presentation about cyber bullying, to taking away the offenders extracurricular activities† claimed Uhls (2012, para. 11) However, Swearer (2012) says the no program can actually end bullying totally. But most importantly, â€Å"When awareness of bullying b ecomes as much aShow MoreRelatedBullying And The Cyber Bullying Essay1010 Words   |  5 PagesIDENTIFICATION PROBLEM STATEMENT BACKGROUND Cyber bullying refers to something when one uses their cell phone, computers or an electronic device to access internet and technology for the purpose of harassment and providing harms to others. Sending inappropriate messages, uploading disturbing images, threatening and posting something without someone’s’ approval are the forms of cyber bullying. 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This form of bullying includes

Self Evaluation Essay Example For Students

Self Evaluation: Essay 1. My role in the group process was that of a listener and an idea giver. I feel I helped develop all ideas and lend my ideas to others to aid in their progression. I did as much as I could in solving and aiding with all technical and assembly ideas and construction. 2. I think I could have put more thought into the beginning ideas for the genre. I think I helped in narrow it down, but I could have given more of my own ideas. I think I could have aided more in the cover and back layout. 3. I think I am now a little bit more prepared in working with a large group on collaborative projects. I think I am more familiar with a flap opening book and assembly. The new reality or shift in mental models or paradigms creates a domain for continual learning and participation in an ever-unfolding future. From commitment to a proactive approach and continuous learning, leaders authenticate their presence and attract others to the unfolding of all that is full of possibility. Those involved collectively contribute to an evolving philosophy and smaller world. My evolving philosophy, curious as a newborn, is based on four principles: awareness, adaptability, interpersonal ecology, and connecting. My rationale is as a leader maintains and focuses on these principles, the leader proactively contributes by identifying and leading the charge for change. To be proactive, a leader must understand the following, as they relate to self: Awareness: a conscious ability to observe and process useful information pertaining to relationships developed between others or relationship of self. Of course, it is impossible for anyone to be constantly conscious of what experiences are unveiled at any given moment all of the time. Each fleeting moment various aspects of awareness come in and out of focus. With a conscious effort, however, awareness used a tool gives a leader a framework for discovering and understanding crucial information of self and others. A leaders capability to be aware of and ability to manage and understand self allows a leader to elicit desirable behavior from others. The key to opening up this awareness, therefore, begins with the part of the system within any individuals sphere of influenceself. Change in self stimulates change in other parts of the system. Adaptability: the extent to which relationships and systems are able to change to meet various circumstances. Leadership is reflected in the means in which goals and directions are determined. In a structured system, leadership is top-down, authoritarian. This systems stability comes from the same people making most of the important decisions. In a less structured more flexible system, however, democratic relationships create an environment where everyone has input. The ultimate responsibility for coordination and decision making is shared or rotated. Flexible systems plan, but those plans are easily and readily changed determined by the current circumstances. Successful leaders balance both systems to make changes according to the situation. Interpersonal ecology: the benefactors of our wants summed up in three categories me, you, and us. Wants for self. Leaders must be aware of what they truly desire. The leader should be aware of their personal wants and desires. .u3cc23cbbb01b0743222d2cfebaf88a54 , .u3cc23cbbb01b0743222d2cfebaf88a54 .postImageUrl , .u3cc23cbbb01b0743222d2cfebaf88a54 .centered-text-area { min-height: 80px; position: relative; } .u3cc23cbbb01b0743222d2cfebaf88a54 , .u3cc23cbbb01b0743222d2cfebaf88a54:hover , .u3cc23cbbb01b0743222d2cfebaf88a54:visited , .u3cc23cbbb01b0743222d2cfebaf88a54:active { border:0!important; } .u3cc23cbbb01b0743222d2cfebaf88a54 .clearfix:after { content: ""; display: table; clear: both; } .u3cc23cbbb01b0743222d2cfebaf88a54 { 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; } .u3cc23cbbb01b0743222d2cfebaf88a54:active , .u3cc23cbbb01b0743222d2cfebaf88a54:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u3cc23cbbb01b0743222d2cfebaf88a54 .centered-text-area { width: 100%; position: relative ; } .u3cc23cbbb01b0743222d2cfebaf88a54 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u3cc23cbbb01b0743222d2cfebaf88a54 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u3cc23cbbb01b0743222d2cfebaf88a54 .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; } .u3cc23cbbb01b0743222d2cfebaf88a54:hover .ctaButton { background-color: #34495E!important; } .u3cc23cbbb01b0743222d2cfebaf88a54 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u3cc23cbbb01b0743222d2cfebaf88a54 .u3cc23cbbb01b0743222d2cfebaf88a54-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u3cc23cbbb01b0743222d2cfebaf88a54:after { content: ""; display: block; clear: both; } READ: Michigans Natural Disasters Essay That way, the leader is better prepared to help others pursue their dreams as well. Wants for others. A leader thinks about what is truly wanted by others. This desire to help others succeed and achieve drives the leader to greatness. Wants for us. A leader focuses on him/herself and each member of the larger community, focusing on wants for the entity. As leaders master interpersonal ecology, the gain in self-confidence and the ability to .

Kingsford Charcoal Business Case free essay sample

During the summer of 2000 two brand managers were tasked with determining the cause of the softening in the overall charcoal category market and to provide recommendations that would change that. The Clorox Company was founded in 1913, its first product being the industrial strength liquid bleach made from a combination of chlorine and hydroxide. By 1957, Clorox was the leading producer of bleach in the US and was purchased by Procter and Gamble. Although the sale was completed, the US Federal Trade challenged the acquisition and thus PG was forced to divest Clorox in 1969. Since then Clorox has aggressively pursued a growth strategy driven by acquisition and internal research and development. By 2000, the company had over 50 products that were market to consumer all over the world and nearly all of its products were among the leaders in their respective categories. The Clorox Company Financials (Exhibit 1) shows net sales and net earnings slight up as compared to prior years; however the quarterly and six month consolidated statement show a decrease in the last two quarters more significant in the last quarter of the year. We will write a custom essay sample on Kingsford Charcoal Business Case or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This coincides with a decline in the volume growth for Kingsford (Exhibit 3) during the last two quarters as well as the grill penetrations and grill shipment trends both showing a decrease in the year 2000, thus, the importance of understanding, serving and growing the market for Kingsford’s product category. Part A. 1. Given your analysis of the Kingsford case, what are (or reasonably could be) the key drivers impacting the observed trend towards declining growth rates in recent years? Make sure that you include your rationale in your answer? As we reviewed the case and the data available we found that various factors could have reasonably impacted the observed trends towards the decline in recent years. Some of these drivers had a stronger, more significant impact than others. A. Increase In Price The analysis completed by Smith Boyle and Warren shows that both the private label and Kingsford competitor had increase their price significantly over the last year, and that this increase in price may have led consumers to shift to other alternatives for grilling, such as gas grilling. We agree that this may have impacted some of the decline, although we do believe the impact was small compared to other drivers. The price increase between competitors and private labels reduced the gap that existed between these brands and Kingsford approximately to 13. 9%-15% on regular charcoal and by approx. 7% in the instant # 8 bag. Although Kingsford kept their prices steady, some partners slightly increased the price for Kingsford charcoal as well. One of the reason we believe the impact was small is that although the overall charcoal market volume was dropping Kingsford market share increased from 51. % to 59% in 2000. Price increase in other brands, perceived to be of a lesser quality than Kingsford, drove those shares into Kingsford. Among other Charcoal brands Kingsford is well positioned, of superior performance and perceived superior quality over its competitors. It also provides unique variety between its regular bags and those treated with liquid fluid as well as conv enience of use with the various sizes of bags. With this in mind we want to continue to have a healthy gap in price between the private labels, competitors and Kingsford. B. Number of Category SKU’s: Private labels, Royal Oak, Kingsford Like all categories and increase in sku’s make it more difficult for consumers to choose and more difficult for differentiation. Although the article does not go into too much detail regarding the amount of charcoal competitors (mentions Private Labels and Royal Oaks) , private labels have many advantages and increasing market power over manufactured brands. Private labels are more profitable and usually will have lower cost in RD, advertising, sales promotions and distribution. In addition space at retail stores for displays and or promotions are scarce therefore a fee will be required for other brands to display or promote their brands without diminishing display of their private label products as well as making sure they are well stocked. In this situation, the reduction of sku’s is more for the retailer so that fees are managed and both private labels and other brands can display their products, since it will most likely be the case that if space was to be taken it will be from the other brands. With that said, we are not recommending eliminating private labels, however we do feel that keeping things simple at the point of sale will allow for better opportunities to display and merchandise the product and provide consumer the opportunity to choose between two brands (private label and Kingsford ) versus having the retail make that decision for the consumer by reducing the amount of display for the other brands, not having other brands on stock or â€Å"over emphasizing† private label brands , which usually appeal more to a specific group of buyer. Not providing consumers what they are looking for can lead and may have led to choosing alternative types of grilling over the charcoal category. Stronger collaboration with private labels will be needed in order to decrease the impact these have in the sale of Kingsford brand. Some recommendations includes: Partner effectively by seeking win-win relationships with retailers through strategies that compliments the retailer’s private label. An example of this is the strategy Sales Director Nick Vlahos was recommending which is keeping prices same, to buy more time to build a better relationship with retailers that will be willing to increase distribution and merchandising support to Kingsford. As part fo the collaboration/partnership Kingsford would share data and help them understand how their sales increase when customers buy charcoal. Another recommendation would be for Kingsford to innovate with new products that beat private labels and protect the intellectual property of those innovations. And lastly create winning value propositions that provides brand with symbolic imagery as well as functional quality that beats private labels. Private labels are perceived to be cost effective, â€Å"cheaper† product and thus Kingsford needs to ensure that their value proposition, quality and price reflect the premium product they are. C. Shift In Market; Gas Grilling Growth Vs. Charcoal Grill The charcoal category has slowed from 4% growth in 1998 to 1999 to a 2% growth from the 1st half of 1999 to the 1st half of 2000. The forecasted growth did not show improvement and by the end of 2000 the entire category was down relative to 1999. Although the charcoal category seems to be declining the grilling industry overall was growing. The number of events of barbecue had gone up in the U. S. from 1. 4 billion in 1987 to 2. 7 billion in 1995 and over 3 billion in 2000. Most of this growth had come from ownership being among younger, larger, higher, income families. Common reasons for grilling great flavor, desire to be outdoors, gathering with family and friend, easy clean up and informality. For those who choose charcoal as their type of grilling do so for the hands on experience and those choosing gas as their preferred method do so for the convenience, easy clean up , shorter cooking time etc. As we reviewed the data for the gas grilling category we observed that shipments for grills have continuously shown growth since 1997, almost 50% in a period of 3 years. The grill penetration trends confirm the decrease in charcoal needs since the data shows the percent of household that owned a charcoal grill has declined approximately 3% percent since 1998, while the gas grill increased by 2%. Household containing both types of grill have remained relatively flat year over year, which leads us to believe that the direction is towards gas grilling as the preferred method for those that left charcoal. A portion of this shift may be due to the price increase consumers experience although, as mentioned above in the price increase section our understanding based on the data that a minimal amount of consumer chose to go with gas grilling versus charcoal because of price increase. We believe that the younger, larger and higher income families that were contributing in the growth of grilling overall were probably not as familiar with the charcoal method and since gas grilling has invested significantly in advertisement over $10 MM in 2000, this may have contributed significantly in capturing the new generation of â€Å"grillers† into that category. D. Decrease in Advertisement Spend Impacting Overall Category Grilling is part of the American fabric and Kingsford is well positioned through its perceived quality to continue to dominate within its category; charcoal. The grilling industry is a mature one and Kingsford owns 57% of the market share, while private labels brands capture 34% and Royal Oak has 7%. During the last several years the advertisement dollars has been significantly reduce (83%) not only by Kingsford, but by the category overall. Given the maturity of this market and the fact that a shift in the market seems to be occurring as stated in factor C the reduction in this area seems to have significantly impacted the category. In addition the gas grilling had increase their advertising spends from less than $4M in 1998 to over $ 10 M in 2000. Although Charcoal is a mature business, which means we should allocate funds differently when it comes to marketing the product, the fact that gas grilling has increased their advertisement dollars in the last several years, helping customers understand why they should buy a gas grill and have effectively increased their sales and ratios as compared to charcoal grill sales we believe this is an indication that there is a strong need for the category to revamp or reeducate consumer on why charcoal. E. Promotions Charcoal is generally sold through a modified push strategy. Charcoal is often an impulse purchase and good visibility, availability and incentives are important to keep sales flowing. Although Kingsford had very slight changes compared to prior year regarding the amount of time and volume promoted, its competitors did reduced the amount of dollars invested in promoting thus impacting somewhat the overall category. The reduction in the category overall impacted the incremental volume as compared to the prior year. All major brands in the category show a decrease in volume impact, although Kingsford was very small. In addition the investment/weeks per types of promotions run were different between competitors. The data regarding these promotions show that price reduction as a promotion indexed high overall. As we reviewed the data for Kingsford we noticed that more weeks were spend on the promotion that indexed less, Display indexed at a 98 vs. 108 which was temporary price reduction and although the difference between the indexes isn’t significantly high a reallocation in the feature and or price reduction promotion most likely would have resulted in a higher impact in volume generated. Past experiences also show that there is a significant spike when prices are reduced. In addition we noticed that the gap between the category consumption compared to Kingsford’s consumption of charcoal seems to be larger during the peak season and very specific event driven months, reference Exhibit 2- Sales by week. Beginning with Mothers Days’, then Memorial Day, July 4th, etc. , noticed that the gap in consumption is much higher than those during the months of Feb and March. January shows another significant gap between Kingsford and the overall category as it relates to consumption. Although price discounts are considered revenue reduction versus investment, since it has proven to drive significant spikes this type of promotion should be considered to help increase consumption levels for Kingsford. By increasing the consumption level we would increase sales. F. Weather Patterns One final factor impacting the softening of sales is the weather pattern. Precipitation and temperature comparisons between 1999 and 2000 showed a slight increase in rainfall and average temperature of 10 degrees lower than prior year. According to the article fall and winter grilling are correlated to temperatures, thus 10 degrees lower during these months would most likely have discouraged grilling during this season. Although we do believe this had some impact in the overall sales we also believe that compared to the other factors mentioned it was minor. Charcoal consumption during fall and winter months equates to approx. 19% between both seasons (on average about 3. 9% / month). 2. Given your response to question 1, identify one of the key drivers that are resulting in lower growth rates and then develop a recommendation for Kingsford to address this identified core issue? Make sure that you site the relevant pros and cons of your recommendation. There are several drivers from the list above that would impact the softening in revenue Kingsford is experiencing in the 2000. Price being one of those drivers that in short term would deliver an increase in revenue although most likely will not do anything as it relates to capturing the growing market in grilling. In the article the brand managers are considering this approach to help fund the other types of tactics in the areas such as promotion and advertisement, however after reviewing the data if we could only choose one driver our recommendation would be to keep prices as is and focus on Advertisement and Promotions in tandem as the driver to increase not only revenue, but also volume growth. The advertisement focuses on the consumer education and converting â€Å"grillers† into charcoal â€Å"grillers, competing with gas grilling as the alternative method. The promotions focused on marinating a healthy market share in the charcoal category from private label and potentially other brands that might resurfaced with the growth in the charcoal category. Advertisement and Promotions The analysis completed by the 3rd party indicated that the effects of advertising on Kingsford sales in past years drove a 7% incremental volume in targeted markets in 1998 and the benefits accrued in 1999 as well 3-4% volume increase from a the residual impact of advertisement. And although there seems to be a shift in the market as it relates to the grilling experience the desire to grill continues to hold strong in the American culture. As mentioned above the number of events grew from 2. 7 billion in 1995 to over 3 billion in the year 2000. Kingsford reduced its advertisement spend during the last several years by $5 million. During this same time frame gas grilling increased its media spending from less than $4 million to over $10 million. Gas grilling penetration also increased as well as the shipments for gas grills during he same period of time. With a new and younger generation wanting to enjoy the all American way of cooking education of the various alternatives becomes critical for the success of the category. Therefore a plan to advertise charcoal grilling would benefit the category. In addition we propose to combine these with promotions as part of the collaboration with partners to incentivize partners and customers to buy charcoal as their cho ice for grilling. Objectives of Advertisement and Promotions: Educate consumers on the benefits of charcoal grilling †¢ Create ads that are targeted : Regular Exclusive and Instant Elusive †¢ Focus messages on those statements that were statistically significant in the attitudes survey. †¢ Have product available for consumers at time of purchase †¢ Incentivize consumers to purchase †¢ Help partners (channels) grow their business Kingsford has already determined that over 50% of charcoal users do the vast majority of barbecuing, according to the data this is approx. 85% of all occasions. They also know the three types of users and their grilling attitudes; important to each group: Exclusive Regular, Instant Acceptor and Instant Exclusive. Target promotions towards unique features and audience will connect better with the types of users. Example the quick starting product is ideal for those seeking convenience, concerned with knowing how to make a fire and do not consider themselves as expert griller. Combining ads and promotions help provide a more integrated approach towards connecting with the various targets we want to reach. Research data has also provided the most popular occasions for grilling are specific holidays. These holidays also correspond to the three major spikes in charcoal purchases every year. Therefore Kingsford advertisement campaigns should be available during this season and ran with the appropriate amount of time prior to the holiday itself. Promotions that incentivize retailers to display Kingsford product during these key holidays will provide the consumer a better experience as we create a bit of a â€Å"pull† during this time. Barbecue events with â€Å"taste† opportunities are fun ways to expose consumers, especially as they are buying groceries or other products, which has them planning the week ahead. This also provides a great opportunity to promote messages around taste, versatility and authenticity. In addition, studies show that the areas where Kingsford lost its volume growth are in the food channel and FDM. The food channel represents 66% of the total charcoal sales and drug stores as well as non-tracked channels represent 18% 19% of sales. Mass channels showed a slight increased, although the 2nd half of the year was almost flat. Therefore, promotions and partnering with the food stores will be critical to quickly impact the revenue and help support the advertisement spend. Providing promotions that bundle the charcoal, and food ingredients to make the â€Å"ideal dinner† is an easy one stop shop for consumers. Partnering with retailers benefit both Kingsford and the retailer since data shows that customers ten to spend 30% more during their store visit when purchasing charcoal. Advertisement messages should also encourage â€Å"additional† days to grill. Helping consumers see other opportunities in which grilling is just the perfect meal for the day and stressing the ease of using charcoal over grill because of its portability, ease making a fire as well as its great taste should be part of the key messages. Extending the seasonality range for grilling would most likely require campaigns that emphasis in family values, friendships, time to relax, and other leisure activities in early spring or late fall. Pros †¢ Consumers are educated regarding alternatives and their decisions will reflect better their desires in the grilling industry †¢ Kingsford charcoal business will grow or stabilize †¢ Partners business/revenues will grow Opportunities for new markets such as woman and younger families to join the charcoal category †¢ Relationships with partners will be stronger because of the interdependencies on each other for success †¢ Less competition at point of sale by using two brand strategy with retailers †¢ Alignment with Clorox’s strategy of being premium product in its category †¢ Benefits for Consumers regarding product innovation; Kingsford will need to stay abreast of new features and functionality to compete with private label †¢ Excite ment around the grilling experience; growth in the grilling industry Cons †¢ All other brands in charcoal category will grow as a result of Kingsford expense †¢ Innovation on product, quality and differentiation will be a must to distinguish itself within the category †¢ Production capacity, increase demand may strain the ability to fulfill orders †¢ May miss the opportunity to diversify their business or play in the gas grilling arena †¢ May alienate certain targets or segments if positioning isn’t done correctly Part B. Given that Kingsford is currently operating at 80% of total capacity, and that it is reported to be difficult and expensive to add capacity, what long term strategy(ies) do you recommend for Kingsford? Discuss at least two different major alternatives (pros and cons) and then support whatever recommendation you make. †¢ Research and Development investment in New Product Development– this aligns well with Clorox growth strategy and its strength; acquisitions and internal research and development. We reviewed several new products that could be developed and increase Kingsford market share, revenues and profits should they be successful. These options would not require additional production capacity and still help grow the company since our assumption is that the process to manufacture would be different. o Gas-cooking products – Kingsford might have an opportunity to produce coal required for gas grills, products and or seasoning under the Kingsford brand that would provide some of the flavors charcoal grilling has in gas grilling or produce gas grills under the brand of Kingsford in order to cover expanding market pportunities. ? Pros of this alternative would be additional income form the products launched in a growing market. In addition Kingsford would be diversifying their portfolio and thus the risk of a year over year decline. ? Cons – It requires high expenses and time for developing the new business. There is also high possibility of a failure what will lead to damage of brand value and loss of traditional Kingsford customers. In addition Kingsford could accelerate the shift of charcoal grillers to gas grillers quicker than what the market was pacing at. It seems that producing grills might take them slightly off their core business of producing charcoal as an alternative to grilling. o Label licensing to introduce supplementary products that enhances the grilling experience ? Pro this option will increases sales and profits as well as support the promotion of charcoal in general. Depending on the type of products Kingsford may capture new markets that had gone to gas grilling ? Cons -In case of quality problems with additional products, the brand name could be damaged. Moreover, it would require additional financial resources and time for arranging the details, distributing and launching the new products in the market. Risk of this business failure is quiet high and will directly impact Kingsford brand. Lastly if the introduction of supplementary product created an increase in charcoal volume Kingsford would have the fulfillment issue at hand. o New charcoal product – The creation of environmentally friendly/healthier varieties of charcoal as well as flavored types of charcoal. This new product would be developed not using the conventional charcoal process and or materials, which today consist of wood scraps, limestone and sawdust. A potential type of charcoal could be created that seems more â€Å"natural†. Kingsford could use hickory, mesquite, maple or other woods to impart their distinct flavors. This new product could be used to target more environmentally friendly types of markets or organic types focusing on the healthy aspect of charcoal grilling as for the consumer and the environment. ? Pro – Kingsford would once again lead the charcoal market in innovation. Natural† varieties would appeal to the â€Å"green and health conscious market segments. Kingsford could position these new products to enhance the cachet of the Kingsford brand. ? Cons Uncertain, of significant demand for green or health conscious charcoal. Flavored and â€Å"green† charcoals would have somewhat increased costs for Kingsford and introducing  "natural† charcoal could bring undesirable attention to perceived environmental and health concerns of existing products. New varieties could cannibalize regular charcoal sales. In addition, new varieties increase sku’s for Kingsford as well as private labels which may impact revenue if the products continues to depend mostly on a push strategy †¢ Implement and Overall Equipment Effectiveness Strategy Kingsford currently operates at 80% of capacity. This does not tell us much as they could be at 80% of capacity of operations with 60% efficiency. Since we do not know that piece of information we will for sake of analysis assume that there is an opportunity to improve efficiency and thus increase capacity. Capacity is defined as the maximum amount of work that Kingsford is capable of completing in a given period of time with its existing resources. Mathematically capacity is defined as: #Machines or Workers x # of shifts x Utilization x Efficiency The first strategy for Kingsford to deal with a possible increase in sales is to implement an efficiency increase throughout their facilities with and Overall Equipment Effectiveness strategy. The goal is to become more efficient to gain capacity and reduce current production costs to increase profitability. We believe the charcoal market category growth has reached a plateau showing a pattern similar to that shown by a growth-Slump-Maturity pattern. [pic] The charcoal industry could have been growing as shown above through period 25 then possibly during this period the gas grills were introduced and demand for charcoal started decreasing. Kingsford and the charcoal industry are not to the extreme shown in the graph above but the charcoal category has started to grow at a decreasing rate. The article mentions that growth slowed from 4% in years 1998 to 1999 to 2% from the first half of 1999 to the first half of year 2000.

Game Theory in Business Applications free essay sample

Nash equilibrium Now that we have realized that we have to move in a somewhat similar direction to the economists, maybe we should consult the experts of the game theory at this point. In the 1980s Axelrod and Hamilton worked on a famous problem in the game heory, the Prisoners Dilemma, exactly because it deals with this problem. The rational pursuit of individual self-interest drives everybody into an outcome that is not favored by anybody. Imagine two partners in a crime being interrogated at the same time. Each one has two options, cooperate with the other and keep quiet or betray the other and confess. Case C, we can say, is if both cooperate then the police cannot get much out of them and they will both get a light sentence (2 years); if one defects and the other keeps quiet then the traitor will get an even lighter sentence (1 ear) this is case B. We will write a custom essay sample on Game Theory in Business Applications or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page If the one who cooperates gets the longest sentence (10 years), this is the worst end of the deal and we can call this case S. In a case when both betray one another they will both get a sentence (6 years) longer than if they had cooperated but lighter than if one had kept quiet and the other spoke, and this is case D. Out of the four outcomes, B is the best and S is the worst from an individualistic point of view, while the order of preference is B, C, S, D. We should realize that this is a non-zero sum game. In a zero-sum game, my loss is your gain; for example, if we re trying to divide a certain amount of money in the bank into two, anything over fifty percent for me is a loss for you. On the other hand, in a non-zero sum game I can actually win without you losing. Each suspect has to make their decision without knowing what the other has done. What would a rational suspect do? The answer is simple; he would betray his partner in crime! Regardless of what the other suspect does, betrayal always pays better than cooperating. Here is the simple reasoning one would follow. Suppose my partner in crime cooperates. I could do quite well by also cooperating, I would get 2 years, (C). But it is even better to betray him, since I would then get 1 year instead of 2, (B). What if he betrays me? If I keep quiet then the worst is going to happen and I will get 10 years, (S), therefore I should defect and get 6 years, (D). In summary, all we are saying is that the second row in the chart is always more favorable than the first row, hence no matter what, a rational prisoner would always betray his partner! And here comes the dilemma: it pays each of them to defect, whatever the other one does, yet if both defect, each does less well than if both had cooperated. What is best or each individual leads to a mutual defection, while everybody would be better off Fortunately, the dilemma has a solution in our case. So far, we have only played the game once. What happens if the parties play the game repeatedly and for an indefinite number of times? After every single time they play they know that they are likely to meet again later. Under such conditions there is actually a cooperative strategy for the players that could be successful; this is a somewhat twisted version of the cooperation defined earlier in the prisoners dilemma case. First of all, we mmediately realize that always defecting is clearly not the smartest strategy, knowing that you will meet the other individual again in the future. Instead, consider this natural strategy, called Tit for Tat, which is never to be the first to defect, always imitate the other from his previous move and retaliate only when you have been betrayed. It turns out that this highly cooperative strategy can survive, even though initially it withstands the challenges of readily defecting strategies. And it can be stable against diminishing altogether. In order for this Tit for Tat strategy to have a chance to work, a critical proportion of he individuals have to cooperate. Otherwise the readily defective strategies would simply destroy the cooperative ones and dominate the whole system. But once the number of individuals who adopt a Tit for Tat strategy exceeds a critical ratio in the population then it survives and reaches a stable ratio able to withstand any other strategy. Axelrods theory is nice and easy to understand, but once again it prompts all sorts of other issues. How frequently the population is able to reach that critical level in the first place? On the other hand, what kind of a memory do individuals need in order to e able to execute a Tit for Tat strategy? What do we make of it? We could keep working on expanding these explanations and models, or at least the biologists should. But in any case, in order for any of these models to apply in what we see in nature we have to be demanding of the individuals who form the population. Every single time we come up with a new approach or an extended model it is difficult to explain many of the characteristics of altruistic behavior, even in idealized cases. Either there must be altruistic genes that can recognize the other altruistic genes carried in other individuals, or we all individuals have a well- eveloped memory that actually remembers all the moves that have been made by other individuals in the population, or one starts from an idealistic state in order to maintain the stability of the system without knowing how we are able to get there in the first place. It seems that the smarter we get, the better our theories are developed, and the more flawless our models become, the more we realize that all the individuals in the great ecosystem of nature that show some kind of altruistic behavior must have a great about the whole picture and they must have an authority that has a great impact on others, on and on and on.

10 Useful Apps You’re Not Using That You Need to Download

10 Useful Apps You’re Not Using That You Need to Download You’re already tethered to your smartphone, why not start making the best of it? You might think you know everything there is to know about your phone, and possibly that it knows everything it needs to know about you, but there are still plenty of ways it can surprise you- and even help to make your work and play run that much more smoothly. Here are a few amazing apps you may have overlooked. Check out some of these hidden gems to unlock even more potential in your person-to-smartphone relationship.1. ClipsFree! Like the idea of Snapchat sometimes, but can’t commit? Apple’s Clips lets you shoot still and video shots with wacky filters. Add in Live Titles, which are subtitles you create simply by speaking, and you’re in business. It’s Snapchat for grown-ups and the terminally ironic.2. ProshotWant to improve your photography skills? No matter your skill level, this app can help you unlock advanced features in your device to help you take higher qual ity photos with better focus and light.3. GoodlookNever know what to wear? Keep up with the trends with daily looks and useful fashion and beauty tips. Figure out what to shop for and how to combine the clothing you already have to stay on trend.4. Remote MouseTurn your phone into a remote for your computer. Say your keyboard is low on battery, but you want to watch a movie or give a presentation? No problem!5. App DetoxWe all have that app- or those 10  apps- that eat up all of our time. Android users, you’re in luck. This app helps you distance yourself from your smart phone by blocking access to certain apps for a time period of your choosing. Very useful when you need to study or work and can’t be checking Twitter every five minutes.6. Moleskine TimepageLove having everything on your device, but miss the stylish days of your old Moleskine planner? Now you can have it all. A smart calendar/planner that is as stylish as it is functional and sexier than its counterp arts. Works with existing calendars like iCloud, Facebook, and Google.7. Just Press RecordNot impressed with Voice Memos anymore? Try this one-tap recording app that works across Apple products and even boasts built-in transcription for note taking- in multiple languages. You can even search your recordings for specific terms. You’re welcome.8. PatronusA personal security app named after a spell in Harry Potter? Yes please. With mobile 911 service (much more accurate than cell tower locations!) and location sharing, plus an â€Å"On My Way† feature that lets you share your location, destination, and progress with your contacts. It takes a village!9. SignalMove to fully encrypted communication in this scary world. WhatsApp is a bit behind the ball on this, so go straight to the source with Signal. It’s free all-in-one messaging with voice call functionality. You can even send media with the same protections. This one is very easy to use and is open source.10. Cla p! Phone FinderLose your phone a lot, only to find it by your toaster where you left it? This combines the find-your-phone technology with the old clap-on-clap-off satisfaction. Simply clap your hands to activate your phone to produce a customizable sound. Bonus? This app consumes very low amounts of battery power, so it won’t drain you while it runs.

Semantic Web + Parallel Distributed data Research Paper

Semantic Web + Parallel Distributed data - Research Paper Example In tally, the Semantic Web is devoted to offering an info distribution model and platform that is suitable for both machine and human to comprehend and collaborate. Cognitive web search engines are one of the introductory structures that permit processor PC systems to spontaneously become intuitive and artificial intelligent over Semantic Web data conferring to some implication rules. Diverse neurodata sources and warehouses commonly use diverse data models and stock heterogeneous data. In the dynamic data federation method this is addressed concurrently to the glitches of data basis heterogeneity and data delivery. It depends on on the central federator, and a set of data suppliers. Given an exceptional inquiry, the federator is accountable for the intelligible sub-querying of the confederated data sources and for uniting all outcomes originated into a universal outcome set. This evades dependability and harmonization or synchronization subjects commonly witnessed in data stores whe re data alteration is done sporadically. Another related research associated to semantic web language includes is the active use of programmes algorithms which focus on the principle of the algorithms comprising of iterating codes over and over each in the design forming a triple pattern in the initial SPARQL query. Subsequently, The World Wide Web Consortium (W3C) has commended and normalized an amount of codes or values, web languages, and programmable web frameworks and the best performances which permit and allow the communication between the numerous metadata into a more understandable format for the next-generation web, that is, the Semantic Web. As a researcher, the assumption that the programmers have a comprehensive control over the machines in which the data is handled, then one is able to manipulate the queries and offer a commendable output on in iterative and interactive end user interface for examination and conclusion. Ultimately, the distribution and querying of data storage using high data base schemas is an appropriate approach towards implementing essential management of distributed semantic web data. Numerous semantic web requests need the incorporation of records from dispersed, independent databases. Pending to recent techniques it was relatively problematic to access and request for data in such a scenario since there was no customary request semantic or machine interface. The introduction of the SPARQL, and the W3C school endorsement for an RDF query semantic and procedure, this condition has altered. It is now conceivable to brand RDF data obtainable and accessible over a normal PC interface and request for it by means of a customary query semantic. The data does not require to be kept in RDF but can be generated on other interactive databanks. On the other hand, DARQ suggests a sole interface for enquiring on the numerous, dispersed SPARQL end-points and varies inquiry confederacy to the customer. A unique important characteristic of DARQ is that it exclusively depends on the SPARQL custom configuration and consequently is well-matched to several SPARQL endpoints applying this standard. Utilizing facility images delivers an influential way to enthusiastically add and remove endpoints to the inquiry engine in a way that is totally translucent to the end user. To decrease performance costs we present straightforward inquiry optimization for SPARQL inquiries. The web has developed a major automobile in executing research and instruction related