Statement of Purpose Engineering Example

Statement of Purpose Engineering Example Statement of Purpose I believe that keeping an explorative attitude and inquisitive mind is key to a constant learning process. In wish to attain quintessential level of education I aspire to pursue my graduate studies at your esteem university. This would grant me access to highly qualified and reputed professors and practical knowledge. I come from a family of business background and it has always been my desire to join it. We are in business of manufacturing plastic printing and converting machineries, a bachelors degree in engineering has provided me knowledge of technology and skills for innovation, but one needs business knowledge to expand it and commercialise the product. A degree in ______(course) would extend my knowledge to accentuate my business skills and provide me ability to take the business at new heights and standards. Over the past years everything I have encountered has built me into person that I am today, a proactive man with integrity and competency. I believe one of my most distinguishing characteristics is the diversity of experience I possess. I am a science student with a flair for the business, a man with technical aptitude and an interest in management. I did my schooling from citys renowned institute S.N. Kansagra School. My zest towards business always made me curious to learn more about it. Consequently, I opted for couple business subjects like- commercial application and business studies to embrace passion. It provided me profound understanding and strengthen my knowledge in business. In addition to my work in the classroom, I was an active member of the campus. Perhaps the most prominent of all was my participation in the robotics club, I developed many small robots, such as line following, pick and place, colour ball sorting, etc. Prior to my undergraduate studies, I interned at couple of companies, which helped in my personal upgrowth and building up awareness of professional codes of behaviour. During my internship at Human Resource department of Balaji Multi Flex Pvt. Ltd, I gained practicality in dealing with people and ability to empathise with them. My Engineering degree has given a solid foundation to my analytical skills and technical aptitude. Apart from academics I have taken ardent interest in co-curriculum activities like Globerina Quiz where I was second runner up and had participated in many tech fest and was rewarded third price at technical competition, Robo-Hustle. I also organised and managed technical competition at yearly held tech fest. Further I am enrolled into different clubs such as Intelligent Instrumentation and GTU innovative council which focus on advancement of new technology and sharing and implementing creative ideas and thoughts etc. I also channelized my interest for business in club of Entrepreneurship development cell. I have an intrigue and independent mind; this trait gave me good leadership and management ability. For instance, I lead a team in design engineering course which presented product canvas on floor and street cleaning machine and developed an equivalent model to propose it. Currently, in my final semester I am leading another team for my final year project, where I designed and programmed Multi axis drilling machine equipped with 3 servo drives, a VFD and HMI for data acquisition. My undergraduate study scheduled from early morning to noon created opportunity for me to make headway to my career, I got formally inducted into the family firm Pelican Rotoflex Pvt. Ltd. on a part-time basis at the age of 18 and since then I am adding on to my professional journey. I initially focused on understanding flexible packaging industry and its different processes. Further, I observed and learned the operation of different departments of the company such as design, production, automation, marketing, etc. This provided me with profound knowledge in my field of study as well as provided me business world experience. Afterwards, I began working in administrative and marketing, while working I learnt core values of focus, empathy and perseverance. I got acquainted with market leaders in the industry. Apart from these I also worked on Exhibition fairs like PlastIndia and K trade fair. Last October I accompanied my firm in participation at international market fair for plastic i ndustry K-2016, Dusseldorf, Germany. Apart from providing global exposure, it bought me closer to industrys global market. These four years of experience aspired me to become a valued player in the marketplace, empowered with the technical aptitude and professional acumen required to make critical business decisions. I choose UK, as it is a breeding ground for intellectuals. Given the importance of globalisation in development, an education that does not fully address the international and multicultural realities of the modern world is incomplete; UK offers diversity and multiculturalism of corporate world unlike any other country. UK is also one of the oldest and possess worlds most renowned education system which boasts of some of the best universities. UK would provide me the unique combination of accelerated growth and the flexibility to pursue this career path as it is the epicentre of the world economy. An atmosphere as eclectic as your campus where I get to meet students from diverse backgrounds is a rich ground for me to expand my knowledge about globalization. I aim to follow my fathers footsteps but only after I gain considerable experience and knowledge at a global level. A graduate education from ____ would provide me with the perfect steppingstone to achieve my career goal of creating unprecedented progress for my family business. My grandfather, who started from scratch, laid the foundation for our company; it was consolidated by my father who brought about management, efficiency and profitability to our company. In my endeavour to expand my company to new height and standards, I see no better college than _____ to help me realize these goals.

Essay --

World-renowned doctor Hans Selye once said, â€Å"It’s not stress that kills us, it is our reaction to it.† When parents and adults recall their college experience they often remember it as time where they had much freedom and few responsibilities. To students currently attending college, however, this time frame is often viewed as extremely stressful and exhausting. Stress is by far the most important health issue that college students face. Stress reactions have the ability to affect our overall health, our sleep patterns, and our school performance as it prevents us from meeting our everyday goals. It is extremely important for students to be able to identify and manage their stress levels and apply techniques that will enable them to reduce their stress. Stress not only plays an important factor on your overall wellness, but it is the leading cause to weight gain and the so-called â€Å"Freshman 15.† Without parental supervision and time refrains, college students often like to take advantage of their freedom by consuming whatever foods they desire. Instead of opting for healthy choices most students would much rather run to the cafeteria and grab a quick slice of pizza, or stop at the local fast food joint rather than making a salad in their dorm room or blending up a smoothie. Not only do these fatty fast foods taste good, but also they are also extremely easy to obtain especially when students have short breaks in between classes. Unfortunately this so called â€Å"15-pound† is not only acquired from the food decision student’s make, but also from the amount of alcohol they consume on weekends. Like the iconic movie portrayals, college students often enjoy going out on both weeknights and weekends consuming an over abundance of alcoh... ...r students to be able to take a few hours or even a few minutes of their day to do things that they enjoy. Relaxation techniques are extremely valuable in terms of stress management as they make it possible for students to spend a few minutes in a relaxing state of mind. Some other de-stressors are exercising regularly, maintaining a healthy diet, reducing caffeine intake, and getting on a normal sleep schedule. Most college students often lack time management skills, and are prone to procrastinating. It is beneficial to find a balance by setting realistic everyday goals and to keep your life and health in check in order and to manage one’s stress. College is supposed to be the best years of your life, not the most stressful years of your life. Therefore it is important to recognize how to maintain a healthy balance and how to cope and deal with everyday stress.

The Communication of Window Displays

Retailer:Ted BAker Word Count: 1268 The Communication of Window Displays â€Å"Visual merchandising is an indispensable retail discipline, consisting of a series of practical selling tools that are used to influence what and how much consumers buy† (McKeever, K. 2008). A window display represents the various dynamics used to communicate a message to its target audience. This essay will analyse the way in which Ted Baker conveys its position in the market and brand identity by effectively portraying quality and attention to detail in its window displays.This essay will then compare the successfulness of two different approaches – â€Å"theme focussed display†, and â€Å"product focussed display† – in enticing Ted Baker’s potential customers. This will develop a conclusion on the effectiveness of Ted Baker’s window displays to act as â€Å"silent sellers† (Levine, P. 2008) and enable customers to relate to the brand. Ted Baker use s elements such as the psychological effect of colour, lighting and appropriately chosen props to enable its customer to interpret its position in the market as an â€Å"upper high street brand†.Figure 1: Use of luxurious colours by Ted Baker ( Source: Vaswani, 2012 In various online customer reviews (yelp. com, zappos. com), the attributes that Ted Baker’s products are associated with are commitment to quality and unwavering attention to detail. Interviews with 30 onlookers regarding the window displays on Regent Street revealed that the use of luxurious colours (browns, rich reds, strong neons) along with the warm yellow lighting are the factors that enabled the customers to interpret the quality of the products to be superior.Additionally, the props used in the Ted Baker windows highlight the attention that is devoted to details at the micro level, not only in the products, but also in the window displays. The importance of using appropriate props is highlighted by Tony Morgan’s (2011, p54) statement, â€Å"Props should be relevant to the merchandise to make the overall idea come to life†. In line with this, Ted Baker used bows and arrows as props to complement their autumn winter â€Å"Survival of the Fittest† collection. These props provide a wild and â€Å"outdoorsy† feel to the window.This proves that there is a deep level of intricacy that has gone into the selection of the props used in the window displays. This supports the upper high street positioning of the brand within the market. All these factors confirm that Ted Baker’s usage of the above elements is effective in conveying its market positioning. A comparison between the effectiveness of a â€Å"theme-focused† and â€Å"product-focused† display will establish whether Ted Baker’s frequent usage of themes in their windows is the right approach to capture the attention of potential customers.For their display in October, Ted Ba ker had ingeniously used the theory of â€Å"the survival of the fittest† to create a humorous theme in their window supporting their autumn/winter merchandise. Figure 2: Survival of the fittest themed window Source: displayhunter. com, 2012 Charles Darwin (1869, On the origin of species) explained â€Å"survival of the fittest† to be â€Å"the natural selection, or the preservation of favoured races in the struggle for life. † The message behind the story in the display is that Ted Baker merchandise is the â€Å"fittest† and would transcend the wearer from the ordinary.By labelling their merchandise as the â€Å"fittest† and rather a necessity, the brand teasingly talks about how the upcoming autumn winter weather is going to be a struggle. Interpretations of several passers-by confirm that this theme was making a joke about the â€Å"Great British weather† and the only way to conquest this struggle was to wear Ted Baker’s merchandis e. Figure 3: Christmas with Frosty Source: Vaswani,2012 The most recent window display, the Christmas display, paints a picture of a Christmas party, the guest of honour being a drunken snowman named â€Å"Frosty† in a festive red thong and Santa Clause hat.The visual merchandising team believe that the movement of the snowman captures attention as peoples’ eyes are drawn towards motion. This statement was confirmed by primary research and observation. Out of a sample of 100 people passing by the shop, seven out of ten stopped to look at the window display (A few even took pictures with the snowman in the window) Five out of these seven went into the store. Figure 4: Frosty the snowman Source: Vaswani, 2012 In both these window displays, Ted Baker uses humorous themes to engage its quirky target audience.The window displays act like â€Å"silent sellers† because they successfully convert onlookers into customers by reeling them in. However, in the second week of October, Ted Baker used a more product-focused window to display their collection. The sales assistant at the Regent Street store identified that the merchandise displayed was mainly evening wear that could be worn for occasions like upcoming Christmas parties. The mannequins were placed in repetition, which â€Å"reinforces and strengthens the impression through replication† (Gorman,G. 996 Visual Merchandising and store design workbook, p20). Also the background was a mirror, â€Å"people tend to slow down when they see reflective surfaces† (Underhill, 2002, Why we buy, p76). The window did have these two strengths but interviews with in-store customers established that the display looked â€Å"boring† and â€Å"as if very little thought and effort had been put into it†. A customer also quoted, â€Å"In comparison to the exciting displays from earlier, this one is a let down†. Figure 5: Ted Baker’s product focused displaySource: Vaswani, 2 012 The sales assistant at the Regent Street store identified that the merchandise displayed was mainly evening wear that could be worn for occasions like upcoming Christmas parties. The mannequins were placed in repetition, which â€Å"reinforces and strengthens the impression through replication† (Gorman,G. 1996 Visual Merchandising and store design workbook, p20). Also the background was a mirror, â€Å"people tend to slow down when they see reflective surfaces† (Underhill, 2002, Why we buy, p76).The window did have these two strengths but interviews with in-store customers established that the display looked â€Å"boring† and â€Å"as if very little thought and effort had been put into it†. A customer also quoted, â€Å"In comparison to the exciting displays from earlier, this one is a let down†. This means that, the Ted Baker customer expects excitement and an engaging theme in the windows. Also based on the description of the windows by the c ustomers, the reflection of the brand’s personality is key to Ted Baker’s display.Evidently, a product-focused window display is inept in this aspect. â€Å"A stores’ window is effectual if it tempts customers†(Portas, 2007). This statement creates stress on the fact that the window display was ineffectual due to its inability to lure customers. From this comparison, we can conclude that, â€Å"theme-focused† window displays are more effective than â€Å"product-focused† display as they create visual excitement and help the customer relate to the brand. The Ted Baker customer enjoys the portrayal of the brand’s humorous and quirky image through its engaging and impactful themes.In conclusion it can be said that, through its window displays, Ted Baker communicates its position of being an upper high street retailer in the market. For this, it uses to its advantage the psychological effect created by colour and lighting and the appropri ate usage and selection of props in its window displays. The windows are a true and effectual representation of the brand’s core values which are- quality and attention to detail. Ted Bakers frequent use of â€Å"theme-focused† window displays is a powerful and efficient approach to draw in their target customers who expect enthusing displays that would make them engrossed and curious.Finally, the strategies and approaches that Ted Baker uses in the creation and execution of its window displays are effective â€Å"silent sellers†. REFERENCE LIST: Darwin, C (1869). On the origin of species. 5th ed. Gorman, G (1996). Visual Merchandising and store design workbook. Ohio: ST Media Group Publisher. p20. Levine, P. (2010). Visual Merchandising: The ‘Silent Salesperson'. [online] Available: http://www. salesandmarketing. com/article/visual-merchandising-silent-salesperson. Last accessed 25th September 2012 McKeever, K. (2008). favourite quotes. Available: http:// thevisualmerchandisingblog. ordpress. com/favorite-quotes/. Last accessed 20th September 2012 Morgan, T (2011). Visual Merchandising: Window and in-store displays for retail. 2nd ed. London: Laurence King Publications. p54. Portas, M (2007). favourite quotes. Available: http://thevisualmerchandisingblog. wordpress. com/favorite-quotes/> [online] Last accessed 20th September 2012 Underhill, P (2002). Why we buy. New York: Simon and Schuster. p76. http://www. yelp. com/biz/ted-baker-london-new-york (2012) [online] last accessed 27th September 2012 http://www. zappos. com/ted-baker (2009) [online] last assessed 27th September 2012REFERENCE LIST FOR IMAGES: Vaswani, D. (2012) Figure 1:Use of luxurious colours by Ted Baker [Photograph]. Regent Street Store Figure 2:Survival of the fittest themed window(2012) [online image]. Available at: http://displayhunter. blogspot. co. uk/2012/11/ted-baker-hunting-game. html [Accessed 23rd November 2012] Vaswani, D. (2012) Figure 3:Christmas with Fro sty [Photograph]. Regent Street Store Vaswani, D. (2012) Figure 4:Frosty the Snowman [Photograph]. Regent Street Store Vaswani, D. (2012) Figure 5:Ted Baker’s product focused display [Photograph]. Regent Street StoreBIBLIOGRAPHY: Cabezas, C (2010). Design Techniques for window dressing: Ideaspropias Editorial Danzinger, P (2002) Why people buy things they don’t need New York: Paramount Market Publishing Din, Rassheid (2000) New Retail London: Conron Octopus Limited Eszter Czibok. (2012). The window- a reflection of our desires. Available: http://workinginthewindow. wordpress. com/tag/window-display/. Last accessed 2nd November 2012 Gardner, A (2000) The 30 second seduction California: Seal Press http://fre23media. blogspot. co. uk/2010/11/window-displays-original-communication. html. 2010). Window displays: the original communication tool. Available: http://fre23media. blogspot. co. uk/2010/11/window-displays-original-communication. html. Last accessed 3rd November 201 2 Holly Bastow-Shoop . (1991). Visual Merchandising: A guide for small retailers. Available: http://ncrcrd. msu. edu/uploads/files/133/NCRCRD-rrd155-print. pdf. Last accessed 11th October Kaisa Leinonen. (2010). Autumn/Winter 2010 Trend Report: Mirrors as Display Props. Available: http://thewindowdisplayblog. com/2010/11/01/autumnwinter-2010-trend-report-mirrors-as-display-props/.Last accessed 11th October Marie, S. (2006). A History of Visual Merchandising in Retail Stores. Available: http://sarahmarie1. hubpages. com/hub/A-History-of-Visual-Merchandising-in-Retail-Stores. Last accessed 9th October 2012 Messaris, P (1997) Visual Persuasion- The Role of Images London: Sage Publications Sturken, M , Cartwright, L (2000) Practices of Looking- An introduction Oxford: Oxford University Press Sussen Madden Understand visual merchandising for a small business. Available: http://www. retailtraining. ie/pdf/Unit-259. pdf. Last accessed 3rd October 2012 The Communication of Window Displays ‘Windows reveal the soul of the store’ (Portas, 1999: 41). Every store has its own concept that characterizes each display, varying from theatre, drama or in the case of Armani Exchange minimalism. Well-dressed windows are undoubtedly, a dynamic form of advertising for products reflecting the stores’ brand image. This essay seeks to evaluate how A|X Armani Exchange’s window displays communicate to spectators with the use of various resources. Armani Exchange is one of the sub-brands under the parental brand of Giorgio Armani. The use of colour, lighting, props and graphics can capture interest, indicating the foundation of any decent display whose aim is to get people off the street. Windows are used as a selling device promoting products. They also mirror what the store is about, bringing pleasure to the eye. A stores’ window is effectual if it tempts customers who will want and be able to purchase the products offered, conveying quality, style and pricing (Portas, 2007). Moreover, windows can lure someone in a shop due to psychological factors. Brand founders such as Armani and Dior, give their own unique identity on their products and are therefore based on persona. As an online source says ‘Armani Exchange has become one of the most dynamic collections with its own unique identity, as well as an ever-growing base of young customers’ (www.ameinfo.com/192218.html). City life is emitted through its concept of sexy, chic and stalwart garments. Hence, it can be said that quality along with brand loyalty comes before the cost. Windows work on the principle â€Å"first impression is the best impression†, implying that only a few seconds are needed for a display to â€Å"speak† to a passer-by and get him/her inside a store. Portas asserts that ‘visual merchandising is the art and science of silent selling, bringing product, environment and space into one stimulating and engaging display to encourage sale’ (Drapers, O ctober 29: 34). This is shown by the power of Armani Exchange’s logo -with grey background and white letters signifying practicality, neutrality but also timelessness- which is becoming more and more recognisable. Furthermore, Armani Exchange’s target customers are both independent male and female who have their own style, belonging in the age group of 16-35. It is more accessible to the bourgeoisie, who want a taste of the luxurious brand. Given that prices are lower than the rest of the Armani sub-brands, the apparel is more inclusive to the public. This stores’ clientele may work as managers, interns or may even be students living in East London. Additionally, they may go out for a drink, coffee or shopping at least once a week, or read magazines like Vogue. Other stores they visit include Zara and Benetton. What is more CPI is escalating; competition is astonishingly high while consumer spending started to fall as September figures show because of pessimism (www.guardian.co.uk, 2010). As a result, retail sales are expected to fall in the following months, along with a rise in VAT. Armani Exchange windows’ are open-back; implying there is ‘no back wall’ (Morgan: 44). The striptease effect is clear as we can see the internal displays emphasizing the focal point through the space between the mannequins, creating a more intense visual impact, which is representative of the merchandise of the store. A|X shows the garment’s prices at the bottom of the windowpane. Lighting from the ceiling and floor is ambient acting as a catalyst for the area (www.infostore.gr. 2010), as Figure 1 shows: Figure 1: The window shows A|X Armani Exchange’s front window in Regent Str. London, October 19, 2010 Source: Kaisidi, 2010 For autumn/winter 2010, Armani Exchange trails a repetition of dark shades evoking a monochromatic colour scheme exerting sophistication and a clean look, which are pleasing to the eye. Materials like leather and fur with metallic details indicate luxury mixed with a touch of mystery, illustrating an intellectual and confident appearance. However silver and gold details on the garments complement the black shades, making the pieces more youthful. A downside of open windows is that high-priced items showcased can be tampered if somebody wishes to feel the fabric, so they are trickier to dress. Besides that another negative aspect is that windows are not as creative since there are fewer props. Hence there is no story to tell. Silhouettes are simple yet authoritative and influential. Effective windows can ‘seduce’ (Portas, 2007: 54) you to purchase something you did not intend to. Buying even a small item, one satisfies a need, a want to feel more contented and self-confident. Also, what you wear is what defines you, reflecting your personality- as implied by Berger (1972). Windows can sway someone into investing in a garment that will make them enviable and glamorous at the same time. ‘The power to spent money is the power to live’ (Berger, 1972: 143), implying that each person interprets the world differently- the same applies in window displays. Armani Exchange has a very clean approach of â€Å"less is more† by not overloading its windows together with being â€Å"strong and simple† emphasizing the brand’s power (http://ezinearticles.com, 2010). Furthermore, by following the â€Å"fresh is best† principle in accordance with Berger (1972), they renew their displays every week thus regular customers find new stock in every visit. Still though, A|X receives deliveries every 3-4 days so that monotony is avoided. For that reason, if a jacket is received in the middle of the week, it will be put on display on that day. Visual merchandising makes ideas come alive whose purpose is to sell commodities through visualization, as induced by Clements (2010). Armani Exchange wants its customers to experience the brand with the aid of visuals. Particularly the three-dimensional sightline placed parallel with the double doors in the Regent Street shop ‘gives energy’ (Portas, 1999: 102), as shown by the image below. Figure 2: The window portrays a 3D advert for A|X sunglasses in London, October 21, 2010 Source: Kaisidi, 2010 Christmas windows however, ought to be more interesting and intriguing. Armani Exchange Christmas decoration is ruled by special effects lighting and radiation. Oval rings are beaming light that changes colour every few seconds; a different look tried by A|X. The rings are symmetrically placed next to each other, as it is clearly illustrated in the following picture: Figure 3: The window illustrates A|X Christmas dà ©cor in London, November 20, 2010 Source: Kaisidi, 2010 Despite having a sale, windows were not unattained (Portas, 1999), since signage advertising the offers are placed. What is more, it urges spectators to celebrate style with the vinyl on the windows’ glass, exploiting psychological factors to lure in onlookers. After questioning 40 citizens, calculations show that 46% found the displays of A|X attractive, although 8% felt that it did not stand out. The effect of these circles illustrates gravity, communicating with the pavement (Portas, Mary Queen of shops-Blinkz DVD). They work as pause points as they can be seen from afar, making the passers stop and browse the new collection. The aesthetic balance of the store emphasizes how the power of light can visually transform a space. One could argue that the density of the garments in Armani Exchange’s windows is just enough to fill the space available given add-ons such as bags and wallets. This is shown with Figure 4: Figure 4: The window shows A|X latest collection 3 weeks before Christmas in London, December 3, 2010 Source: Kaisidi, 2010 Mannequins are said to be a mighty tool, forming the scene of a display. In A|X, mannequins are golden and headless in order to appeal to a wider audience (Pegler, 2008). The mannequins’ outfits offer a possible wearable suggestion in which one could walk out of the store with having a feeling of fulfilment. Mannequins are front facing, but the passers can observe all the angles, as suggested by Morgan. To conclude, window displays need to clearly define the identity of a store. A|X ‘serves as the ultimate testimony to the power of the brand’ (Roll, 2010). The visual placement of the store is rather simplistic so people may think it is too plain. Equally, others who are fond of minimalism obtain a positive vibe for the specific windows, which are a compelling representation of the brand ethos. A|X has an identifiable and cohesive commercial image, which triggers the clients’ interest in conjunction with facilitating communication. All in all, Armani Exchange window displays are effective for their target customers, as they communicate their minimalistic message emitting an aesthetic purity of warmth and luxury. According to G.U Journal of Science there has not been significant empirical evidence regarding the effect of window displays on consumers’ shopping attitudes’ (2007: 33). Bibliography http://ezinearticles.com/?Window-Displays-That-Work!&id=4390505

Rise of Fascism in Italy and G essays

Rise of Fascism in Italy and G essays The seizure of power in Germany and Italy by fascist movements in the 1920s and 1930s was based on a weak and inexperienced government and the humiliation of both countries by the winning powers (United States, France, and Great Britain) after the Great War. These totalitarian right wing movements focused on nationalism to regain international power. Both leaders, Mussolini and Adolf Hitler knew how to reach the population and convince them of the importance of national collectivism. The roots of fascism in Italy were based on the Italian kingdom, which saw itself as a great power; but it was just a junior partner in the eyes of Western Europe. After the Italian failure to claim colonial territory in Africa and major problems internally (economic difference between North and the South), Italians slowly realized that their government just played politics. When the Great War broke out the Italians were first allied with Germany and Austria-Hungary. Secret negotiations with the Triple Entente based on territorial promises let the Italians switch sides. Fighting and winning the war on the side of the Allies, Italy did not receive what was promised. This was the time for Mussolini and his oratorical skills to seize power and to insist on the inefficiency of Italian politics. After the end of the Great War, Mussolini published super national right wing articles, pointing out that only in Italian unity was strength. Thereby he created the term Fascism and wins control of the Italian nation and became its leader by 1922. The fascist movement rose after the armistice and the creation of a provisional government (Weimar Republic), which was challenged by the harsh terms of the Treaty of Versailles. It had to create a constitution for the German nation, without having any experience. Challenged by the DKP (Deutsche Kommunistische Partei) the new republic had to withstand communist movements. Additionally, Germans and the economy itself had t...

The McKinsey Way Summary -Thinking About Business Problems Paper

The McKinsey Way Summary -Thinking About Business Problems Paper Free Online Research Papers The McKinsey Way Summary -Thinking About Business Problems Paper 1.Building the solution Facts are friendly, Facts are the bricks with which you will lay a path to your solution and build pillars to support it. Dont fear the facts.Feel free to be MECE (Mutually Exclusive, Collectively Exhaustive) To structure your thinking when solving business problems (or anything, for that matter), you must be complete while avoiding confusion and overlap. Solve the problem at the first meeting – the initial hypothesis (IH) Solving a complex problem is like embarking on a long journey. The initial hypothesis is our problem-solving map. Defining the IH Generating the IH Testing the IH 2. Developing an approach The problem is not always the problem Sometimes a business problem will land on your desk and you will be told to solve it. Fair enough. But before you go rushing off in any particular direction, make sure youre solving the right problem – it may not be the one you were given. Dont reinvent the wheel (part 1) Most business problems resemble each other more than they differ. This means that with a small number of problem-solving techniques, you can answer a broad range of questions. These techniques may be somewhere in your organization, either written down or in the heads of your fellow employees. If not, use our experience to develop your own tool kit. But every client is unique (No cookie-cutter solutions) That there are many similarities between business problems does not mean that similar problems have similar solutions. You have to validate your initial hypothesis (or our gut) with fact-based analysis. This will put you in a much better position to get your ideas accepted. Dont make the facts fit your solution Avoid the temptation to view your initial hypothesis as the answer and the problem-solving process as an exercise in proving the IH. Keep an open and flexible mind. Dont let strong initial hypothesis become an excuse for mental inflexibility. Make sure your solution fits your client the most brilliant solution, backup up by libraries of data and promising billions in extra profits, is useless if your client or business cant implement it. Know your client. Know the organizations strengths, weaknesses, and capabilities – what management can and cannot do. Tailor your solutions with these factors in mind. Sometimes you have to let the solution come to you The McKinsey rules of problem solving, like all rules, have their exceptions. Your will not be able to form an initial hypothesis every time. Sometimes, the client will not know what the problem is, just that there is a problem. Other times, the scope of your project will be so large – or so vague – that starting with an IH will be worthless. Still other times, you will be breaking new ground and nothing in your experience will point to a solution. Dont panic! If you get your facts together and do your analyses, the solution will come to you. Some problems you just cant solve Solve them anyway Eventually, you will run into a brick wall that is tougher than your head. Dont keep pounding; it has no effect on the wall and does your head no good. 3. 80 / 20 and other rules to live by 80 / 20 The 80/20 rule is one of the great truths of management consulting and, by extension, of business. You will see it wherever you look: 80 percent of your sales will come from 20 percent of your sales force; 20 percent of a secretarys job will take up 80 percent of her time; 20 percent of the population controls 80 percent of the wealth. It doesnt always work (sometimes the bread falls butter-side up), but if you keep your eyes peeled for examples of 80/20 in your business, you will come up with ways to improve it. Dont boil the ocean Work smarter, not harder. Theres a lot of data out there relating to your problem, and a lot of analyses you could do. Ignore most of them. Find the key drivers Many factors affect your business. Focus on he most important ones – the key drivers The elevator test Know your solution (or your product or business) so thoroughly that you can explain it clearly and precisely to your client (or customer or investor) in 30 seconds. If you can do that, then you understand what youre doing well enough to sell your solution. Pluck the low-hanging fruit Sometimes in the middle of the problem-solving process, opportunities arise to get an easy win, to make immediate improvements, even before the overall problem has been solved. Seize those opportunities! They create little victories for you and your team. They boost morale and give you added credibility by showing anybody who may be watching that youre on the ball and mean business. Make a chart every day During the problem-solving process, you learn something new every day. Put it down on paper. It will help you push your thinking. You may use it, or you may not, but once you have crystallized it on the page, you wont forget it. Hit singles You cant do everything, so dont try. Just do what youre supposed to do and get it right. Its much better to get to first base consistently than to try to hit a home run – and strike out 9 times out of 10. Look at the big picture Every now and then, take a mental step back from whatever youre doing. Ask yourself some basic questions: How does what youre doing solve the problem? How does it advance your thinking? Is it the most important thing you could be doing right now? If its not helping, why are you doing it? Just say, â€Å"I dont know† The Firm pounds the concept of professional integrity into its associates from their first day on the job, and rightly so. One important aspect of professional integrity is honesty – with your clients, your team members, and yourself. Honesty includes recognizing when you havent got a clue. Admitting that is a lot less costly than bluffing. Dont accept â€Å"I have no idea† People always have an idea if you probe just a bit. Ask a few pointed questions – youll be amazed at what they know. Combine that with some educated guessing, and you can be well along the road to the solution. Part Two: The McKinsey way of working to solve business problems 4. Selling a study How to sell without selling Business problems are like mice. They go unnoticed until they start nibbling your cheese. Just building a better mousetrap will not make the world beat a path to your door. People who dont have mice wont be interested – until the mice show up; then they need to know you have the mousetrap. This might sound like the musings of a Zen monk (or perhaps a management consultant from California). But sometimes the right way to sell your product or services is not to barge into your customers home with a bunch of free samples. Just be there, at the right time, and make sure the right people know who you are. Research Papers on The McKinsey Way Summary -Thinking About Business Problems PaperResearch Process Part OneThe Project Managment Office SystemIncorporating Risk and Uncertainty Factor in CapitalThe Effects of Illegal ImmigrationMoral and Ethical Issues in Hiring New EmployeesOpen Architechture a white paperThe Relationship Between Delinquency and Drug UseBionic Assembly System: A New Concept of SelfThree Concepts of PsychodynamicInfluences of Socio-Economic Status of Married Males

Biography of Eloy Alfaro, President of Ecuador

Biography of Eloy Alfaro, President of Ecuador Eloy Alfaro Delgado was President of the Republic of Ecuador from 1895 to 1901 and again from 1906 to 1911. Although widely reviled by conservatives at the time, today he is considered by Ecuadorians to be one of their greatest presidents. He accomplished many things during his administrations, most notably the construction of a railroad linking Quito and Guayaquil. Early Life and Politics Eloy Alfaro (June 25, 1842 - January 28, 1912) was born in Montecristi, a small town near the coast of Ecuador. His father was a Spanish businessman and his mother was a native of the Ecuadorian region of Manabà ­. He received a good education and helped his father with his business, occasionally traveling through Central America. From an early age, he was an outspoken liberal, which put him at odds with staunch conservative Catholic President Gabriel Garcà ­a Moreno, who first came to power in 1860. Alfaro participated in a rebellion against Garcà ­a Moreno and went into exile in Panama when it failed. Liberals and Conservatives in the Age of Eloy Alfaro During the Republican era, Ecuador was only one of several Latin American countries torn apart by conflicts between liberals and conservatives, terms which had different meaning back then. In Alfaros era, conservatives like Garcà ­a Moreno favored a strong connection between church and state: the Catholic Church was in charge of weddings, education and other civil duties. Conservatives also favored limited rights, such as only certain people having the right to vote. Liberals like Eloy Alfaro were just the opposite: they wanted universal voting rights and a clear separation of church and state. Liberals also favored freedom of religion. These differences were taken very seriously at the time: the conflict between liberals and conservatives often led to bloody civil wars, such as the 1000 days war in Colombia. Alfaro and the Liberal Struggle In Panama, Alfaro married Ana Paredes Arosemena, a rich heiress: he would use this money to fund his revolution. In 1876, Garcà ­a Moreno was assassinated and Alfaro saw an opportunity: he returned to Ecuador and began a revolt against Ignacio de Veintimilla: he was soon exiled once again. Although Veintimilla was considered a liberal, Alfaro did not trust him and didn’t think his reforms were sufficient. Alfaro returned to take up the fight again in 1883 and was again defeated. The 1895 Liberal Revolution Alfaro did not give up, and in fact, by then, he was known as â€Å"el Viejo Luchador:† â€Å"The Old Fighter.† In 1895 he led what is known as the Liberal Revolution in Ecuador. Alfaro amassed a small army on the coast and marched on the capital: on June 5, 1895, Alfaro deposed President Vicente Lucio Salazar and took control of the nation as dictator. Alfaro swiftly convened a constitutional Assembly which made him President, legitimizing his coup. The Guayaquil - Quito Railroad Alfaro believed that his nation would not prosper until it modernized. His dream was of a railroad which would connect Ecuador’s two main cities: the Capital of Quito in the Andean highlands and the prosperous port of Guayaquil. These cities, although not far apart as the crow flies, were at the time connected by winding trails that took travelers days to navigate. A railroad linking the cities would be a great boost to the nation’s industry and economy. The cities are separated by steep mountains, snowy volcanoes, swift rivers, and deep ravines: building a railroad would be a herculean task. They did it, however, completing the railroad in 1908. Alfaro in and out of Power Eloy Alfaro stepped down briefly from the presidency in 1901 to allow his successor, General Leonidas Plaza, to rule for a term. Alfaro apparently didn’t like Plaza’s successor, Lizardo Garcà ­a, because he once again staged an armed coup, this time to overthrow Garcà ­a in 1905, in spite of the fact that Garcà ­a was also a liberal with ideals nearly identical to those of Alfaro himself. This aggravated liberals (conservatives already hated him) and made it difficult to rule. Alfaro thus had trouble getting his chosen successor, Emilio Estrada, elected in 1910. Death of Eloy Alfaro Alfaro rigged the 1910 elections to get Estrada elected but decided he would never keep hold of power, so he told him to resign. Meanwhile, military leaders overthrew Alfaro, ironically putting Estrada back in power. When Estrada died shortly thereafter, Carlos Freile took over the Presidency. Alfaro’s supporters and generals rebelled and Alfaro was called back from Panama to â€Å"mediate the crisis.† The government sent two generals- one of them, ironically, was Leonidas Plaza- to put down the rebellion and Alfaro was arrested. On January 28, 1912, an angry mob broke into the jail in Quito and shot Alfaro before dragging his body through the streets. Legacy of Eloy Alfaro In spite of his inglorious end at the hands of the people of Quito, Eloy Alfaro is remembered fondly by Ecuadorians as one of their better presidents. His face is on the 50-cent piece and important streets are named for him in nearly every major city. Alfaro was a true believer in the tenets of turn-of-the-century liberalism: the separation between church and state, freedom of religion, progress through industrialization, and more rights for workers and native Ecuadorians. His reforms did much to modernize the country: Ecuador was secularized during his tenure and the state took over education, marriages, deaths, etc. This led to a rise in nationalism as the people began to see themselves as Ecuadorians first and Catholics second. Alfaros most enduring legacy- and the one that most Ecuadorians today associate him with- is the railroad that linked the highlands and the coast. The railroad was a great boon to commerce and industry in the early twentieth century. Although the railroad has fallen into disrepair, parts of it are still intact and today tourists can ride trains through the scenic Ecuadorian Andes. Alfaro also granted rights to the poor and native Ecuadorians. He abolished debt passing from one generation to another and put an end to debtors prisons. Natives, who had traditionally been semi-enslaved in the highland haciendas, were freed, although this had more to do with freeing up the workforce to go where labor was needed and less to do with basic human rights. Alfaro had many weaknesses as well. He was an old-school dictator while in office and firmly believed at all times that only he knew what was right for the nation. His military removal of Lizardo Garcà ­a- who was ideologically indistinguishable from Alfaro- was all about who was in charge, not what was being accomplished, and it turned off many of his supporters. The factionalism among liberal leaders survived Alfaro and continued to plague subsequent presidents, who had to fight Alfaros ideological heirs at every turn. Alfaros time in office was marked by traditional Latin American ills such as political repression, electoral fraud, dictatorship, coup dà ©tats, rewritten constitutions, and regional favoritism. His tendency to take to the field backed by armed supporters every time he suffered a political setback also set a bad precedent for future Ecuadorian politics. His administration also came up short in areas such as voter rights and long-term industrialization. Sources Various Authors. Historia del Ecuador. Barcelona: Lexus Editores, S.A. 2010

Marketing report on Red Bull and its global opportunities Essay

Marketing report on Red Bull and its global opportunities - Essay Example .................................................................................... 5. Conclusion................................................................................................................... References EXECUTIVE SUMMARY Red Bull has found considerable success internationally by giving consumers the impression that it is an exclusive and premium energy drink brand. This market report assesses the current marketing environment in the UAE, an environment with adequate consumerist values and attitudes that could, theoretically, support entry for Red Bull into this market. The UAE is currently becoming saturated with competitors offering different energy drinks, thereby establishing a brand presence. What conflicts market entry is that the UAE is a very risk averse culture where innovation might be rejected, making it difficult for Red Bull, as a new market entrant, to outperform many other competitors already with a brand presence and recognition in this nation. Ch allenges to finding profit success are not just a rapidly saturating market, but also include fiscal concerns with low exchange rates that could significantly raise the pricing structure, per can, with a product that is already highly priced compared to competition. Due to cultural, fiscal and social aspects of the UAE market environment, it is recommended for Red Bull to attempt a direct exporting market entry strategy to avoid high costs and reduce risks to the business. With recurrent promotions, Red Bull can establish brand recognition and work toward building brand loyalty post-entry. Marketing report on Red Bull and its opportunities for launch in the UAE 1. Introduction Founded in 1987, Red Bull GmbH is an Austrian beverage company that, in today’s global marketplace, produces Red Bull, the world’s most popular energy drink. A whopping 4.6 billion cans of Red Bull were sold worldwide in 2011, which represented a significant increase of 11.4 percent from 2010 (Re d Bull 2012). Red Bull currently maintains a 70 percent market share in the energy drink market, hence outperforming even major brands that compete in this industry such as Coca-Cola (Field 2006). Red Bull has managed to create what is referred to in marketing literature as brand recognition, or the extent to which a brand becomes familiar to consumer segments and where consumers are able to effectively link a brand (or logo) to a product successfully (Farris, Bendle, Pfeifer and Reibstein 2010). Red Bull, globally, spends an enormous volume of its revenues on the marketing process, a total of 25 percent of corporate revenues (Boome 2011). Red Bull, through this high capital expenditure on marketing, has managed to build a brand personality domestically and in many foreign nations where Red Bull has entered, which makes it stand out to many different international energy drink producers. This report focuses on the potential for Red Bull to enter the United Arab Emirates and achieve the same consumer loyalty the brand has managed in many other nations whilst also achieving appropriate revenue growth upon entry. A market analysis, including emphasis on consumer behaviour and attitudes in the UAE, supports whether Red Bull will find success in this new market or hinder advancements of this brand. Research indicates that the UAE might be an ideal environment for gaining consumer loyalty and building brand preference based on socio-cultural aspects of UAE buyer markets. 2. The marketing environment in the UAE The United Arab Emi