Fashion of Roaring Twenties and the Sixties

Fashion of the Roaring Twenties and The Sixties Fashion is the style prevalent at a given time. It usually refers to costume or clothing style. Everybody has to wear clothes, making fashion a part of everyday life. The way someone dresses says a lot about his or her personality, age, culture and experience. At times of economic or social change, fashion often changed. The 1920s and the 1960s are big eras were economic and social change were happening. They are both largely known for their fashion.The 1920s was also known as the Roaring Twenties due to the period’s social, artistic, and cultural energy. The twenties were right after the end of World War One and right before the Great Depression. The era was notable for inventions and discoveries, industrial growth, increased consumer demand and significant changes in lifestyle (â€Å"roaring twenties†). During the twenties, the economy of the United States evolved from a wartime economy to a peacetime economy. The Eighte enth Amendment prohibited the manufacture, sale, import and export of alcohol in attempt to help the social problems.Passing the nineteenth amendment gave women the political equality they had been fighting for. The twenties were also known as the Jazz Age because jazz music grew in popularity. â€Å"During the 1920s jazz music flourished, the flapper redefined modern womanhood, Art Deco peaked, and the Wall Street Crash of 1929 ended the era, as the Great Depression set in† (â€Å"roaring twenties†). The Roaring Twenties were trying to break from traditions of the Victorian way of life. Since the 1920s was a time of celebration, there were many fads.Young women’s fashion of the 1920s was both a trend and a social statement. They were labeled ‘flappers’ by the older generations. â€Å"Flapper† was a popular slang for a very young prostitute or a lively mid-teenage girl. â€Å"The image of flappers were young women who went to jazz clubs at n ight where they danced provocatively, smoked cigarettes through long holders, and dated freely, perhaps indiscriminately. They rode bicycles, drove cars, and openly drank alcohol, a defiant act in the American period of Prohibition† (â€Å"flapper†). They were seen as rude and self-assertive for their behavior. The ‘new’ woman was less invested in social service than the Progressive generations, and in tune with the capitalistic spirit of the era, she was eager to compete and to find personal fulfillment† (â€Å"roaring twenties†). Flappers as a social group were separate from other 1920s groups; their behavior was bizarre at the time. They challenged women’s traditional public roles, supporting voting and women’s rights. Some flappers weren’t into the politics. â€Å"Older suffragettes, who fought for the right for women to vote, viewed flappers as vapid and in some ways unworthy of the enfranchisement they had worked so hard to win† (â€Å"flapper†).In addition to their strange behavior, they were known for their style. Flapper style made girls look young and boyish. They had a chin-length bob hairstyle and wore straight waist dresses with a hemline above the knee. The risen hemline allowed flashing of the legs when a girl danced. They also removed the corset from female fashion. Until the 1920s, cosmetics were not accepted in American society because of its association with prostitution but flappers made cosmetics popular. High heels also came into style, 2-3 inches high.Writers and illustrators in the United States popularized the flapper look through their works, making flappers appealing and independent. Even though the flapper look and lifestyle were popular at the time, it could not last through the Wall Street Crash or the Great Depression. Another popular era for fashion was the 1960s, more commonly called The Sixties. The sixties was a movement escaping from the conservative w ays of the fifties and eventually resulted in revolutionary ways of thinking and real changes in the culture of American life (Goodwin).The Civil Rights Movement played a major role of changes in society in the 1960s, starting with Martin Luther King Jr. In 1961, John F. Kennedy was elected president, becoming the youngest president to ever hold office. The Vietnam War was a major event in the 1960s that absorbed a lot of national attention. The draft took place followed by anti-war outlook. The National Organization of Women questioned the unequal treatment of women in the society. The hippie movement arose as a result of young people not content with the generation ahead of them. The sixties was a decade that broke many fashion traditions, mirroring social movements during the period† (â€Å"fashion†). The sixties were the age of youth, who wanted change. The changes they were looking for affected education, values, lifestyles, laws and entertainment (Goodwin). There were so many young people in the sixties due to the post-war baby boom. The children had grown up and were becoming teenagers and young adults. These youths changed the fashion, the fads, and the politics of the decade (Goodwin).They dressed to convey rebellion. â€Å"The sixties began a decade which may well be recorded as one of the most fashion-conscious periods in recent history, challenging the 1890s and the 1920s† (â€Å"1960s fashion†). The hippie movement arose during the mid-1960s. Hippies didn’t focus on what others thought, they believed in ‘equality for all’. Hippie characteristics comprised of listening to rock, accepting sexual revolution and the use of drugs such as marijuana and LSD to explore alternative states of consciousness (â€Å"hippie†).Hippies were pacifists, the belief that any violence is unjustifiable, under any circumstances, and that all arguments should be settled by peaceful meanings. They participated civil ri ghts marches and anti-Vietnam War protests. â€Å"The late 1960 produced a style categorized of people whom promoted sexual liberation and favored a type of politics reflecting ‘peace, love and freedom’† (â€Å"fashion†). By 1965, hippies had become an established social group in the United States. By 1968, the hippie look was in style. Hippie’s way of dress and grooming was one way of expressing their thought of independence.Both genders wore bell-bottomed jeans, tie-dyed shirts, headbands and sandals. Women often went barefoot and braless. Teenage girls often wore fringed buckskin vests, flowing long dress, Mexican peasant blouses, gypsy-style skirts, scarves, and bangles (â€Å"fashion†). Fabrics frequently consisted of animal or paisley prints. Both men and women grew their hair out long, including men’s facial hair. Further trends included love beads, peace signs, body piercing and tattoo body art. Hippies wore clothes that they f elt communicated themselves and their individualism. Hippies repelled the post war ugliness in the world and turned the attention of fashion stalwarts towards as much natural beauty as possible† (Borade). The 1920s and the 1960s style of fashion appears to be very diverse. When observing each era’s attire they portray different looks. In the twenties, they wore dark colors opposed to the sixties where they wore very bright colors and patterns. Flappers wore tight, short dresses while hippies wore loose, floor length dresses. Flappers popularized make-up, wearing very drastic blush and lipstick. Hippies wanted to be natural so they didn’t wear any make-up.Although they seemed completely different, their motives behind their eccentric fashion were the same. They were both rebelling against the norm and trying to prove their independence. Fashion is a way of expressing personality and independence. Every person has their own sense of style and they show that through the way they dress. Everyday people get dressed, choosing clothes that they like and illustrate them best. Clothes are talked about, thought about and worn daily. Each era has a different fashion that shows up in clothes, attitude, personality and behavior.

Control Of Infectious Diseases Health And Social Care Essay

First, it is of import to understand the standard any disease needs to run into to be considered for obliteration. Miller ( 2006 ) has proposed two classs of scientific and economic factors relevant for for good disrupting transmittal of infective disease. The scientific factors include: the concatenation of transmittal must merely include worlds and pathogens doing the disease must non hold a natural reservoir, inoculations for the disease must confabulate long-run protection, the ecology of pathogen must be really good known and effectual research lab parturiency must be possible. Additionally, from economic facet investings into obliteration programme must pay off to pull investors and support ( Miller, 2006 ) . However, as Miller points out, any obliteration run is hazardous because at the start it is impossible to gauge if there is traveling to be adequate support and political support. Furthermore, the feasibleness of obliteration differs in developed and developing states due to overall wellness degree, political agitation, substructure and communicating services, and fiscal state of affairs ( Miller, 2006 ) . Thus, even if a disease meets the standards and can be a campaigner for obliteration it will non be guaranteed that obliteration attempts lead to success. Smallpox In the last 100 old ages at that place have been several efforts to eliminate different diseases. However, the merely successful obliteration run so far has been that of variola. Prior to eradication the eruptions of variola were frequent in many parts of the universe, nevertheless, by 1950 it was eradicated from most developed states ( Fenner, 1982 ) . The obliteration run of variola was announced by the World Health Organization ( WHO ) in 1967 ( Henderson, 1977 ) and it is one of the greatest success narratives of twentieth century medical specialty. Beginnings and features Smallpox is a terrible infective disease, caused by smallpox virus, which is a genetically stable DNA virus ( Nomoto et al, 2002 ) that spread from Asia to Europe and Africa at the beginning of Christian epoch ( Henderson, 1977 ) . There are two different types of variola, variola child and major, the latter being more unsafe with 30 % of decease rates ( WHO ) . The airborne smallpox virus ( Henderson, 1977 ) spread among worlds via inhaling and had an incubation period of 7-17 yearss, followed by terrible strivings, febrility and other flu-like symptoms that made the victims stay at their house, restricting the instances of variola into limited countries. Smallpox is contagious merely during the clip when victims have roseola, which develops on face and appendages. Rash is characteristic to smallpox and it is easy to name rather accurately. Peoples who have recovered from variolas have a womb-to-tomb unsusceptibility against the disease ( Henderson, 1977 ) . Vaccines and efficiency Smallpox does non hold any known intervention besides inoculation ( WHO ) . Before Collier developed heat-stable variola vaccinum in 1950s merely liquid vaccinums were available, which were restricted in their usage due to heat-sensitivity ( Henderson, 1977 ) . The new lyophilized vaccinum proved to be really efficient since merely one dosage had immediate effects and conferred durable unsusceptibility ( Arita et al, 2004 ) . In add-on ( Henderson, 1977 ) , the inoculation procedure itself was easy and the re-use of acerate leafs reduced the cost of inoculation. Most developed states were already immunizing people before the start of WHO run and had stopped the transmittal in their state ( Henderson, 1977 ) . The first enterprise to eliminate variolas came from Soviet Russia and the USA ; their proposal was approved by World Health Assembly ( WHA ) in 1966 and the WHO run officially began in 1968 ( Foege, 1998 ) . Reasons for successful obliteration First, smallpox met the standards of eradicable diseases and had several biological characteristics that facilitated its obliteration. Fenner ( 1982 ) suggested that the badness of the status, easy designation by people without medical makings or preparation, human to human transmittal, limited spread, the absence of perennial infectivity and the deficiency of animate being reservoir had a major impact on the obliteration attempt. Furthermore, the handiness of effectual heat-stable vaccinum that was either made by local authoritiess or donated made the vaccinum cheap and sustainable in different socio-environmental conditions ( Henderson, 1982 ) . Second, there was a strong political support for the run: all developed states that had already eradicated the disease had to do immense investings to keep the quarantine programmes and nation-wide immunisations because air-travelling could import variola from an endemic state and let go of the pathogen. Therefore, they had economic involve ment and motive to finance the obliteration elsewhere because if obliteration was certified in all states so the investings and inoculations could halt and so could all future disbursals related to smallpox ( Fenner, 1982 ) . Third, although the epidemiology of variola was of import to the obliteration attempt, the run might hold failed without the invariably bettering reporting-surveillance methods, prosecuting of local wellness workers and community members, and, near link between field workers and research labs to better the vaccinum ( Henderson, 1977 ) . Besides, the programme had strong cardinal leading yet it was really flexible and suited to the demands of each state, which finally led to success ( Henderson, 1977 ) . Finally, the obliteration run lasted merely 10 old ages, which is non drawn-out plenty to deter people in the feasibleness of the enterprise. The last endemic instance of variola occurred in 1977 in Somalia, and the last instance of smallpox transmittal took top ographic point in England in 1978 when smallpox virus was by chance released from a medical school lab ( Hull et al, 2001 ) . This incident points out possible jobs of incorporating viruses and forestalling them from doing new eruptions. The enfranchisement of smallpox obliteration was given in 1980, 2 old ages after the last instance of variola ( Arita et al, 2004 ) . Reverses and last attempts The success of smallpox obliteration does non intend that it was easy to accomplish. The plan struggled with logistic issues, deficiency of money and inconsistent political and social support ( Arita et al, 2006 ) . India and Ethiopia ( Fenner, 1982 ) were the last states where variola was endemic, nevertheless, the methods applied in these states proved to be really effectual. In 1973 in India the purposes of the plan changed from mass inoculation to surveillance and containment ; besides, seven-day hunts were carried out to observe new instances. Reward for describing a instance together with easy sensing helped to halt the transmittal by 1975, while at the start no 1 believed it was possible. Intensive run in Ethiopia started in 1971, where mountains, clime and spread population had hindered old inoculation attempts. Increasing the figure of wellness workers, WHO investings into bettering transit and house to house hunts helped to make more people populating in distant countries a nd led to the last reported instance in 1976 ( Fenner, 1982 ) . Therefore, the intensified attempts to eliminate variola from its last fastnesss were fruitful and led to the run to a successful terminal. The WHA declared smallpox obliteration in 1980 and inoculation activity had stopped in all states by 1984 ( Jezek et al, 1987 ) . Poliomyelitis After the great success of smallpox obliteration, the WHO declared a planetary run against infantile paralysis ( infantile paralysis ) in 1988 ( Hull et al, 2001 ) . Polio is a good campaigner for obliteration due to its disabling effects, particularly in kids. It besides fits the standards of eradicable diseases suggested by Aylward and confederates ( 2000 ) and Miller ( 2006 ) : transmittal occurs merely between worlds and it lacks an animate being reservoir, there is an effectual orally administered infantile paralysis vaccinum, the badness of the disease can be prevented by immunisation and cut downing or halting immunisation will salvage 1000000s of dollars every twelvemonth ; to boot, the strong coaction and support from the Rotary International, UNICEF, WHO, Centres for Disease Control and Prevention ( CDC ) and authoritiess has provided wider social and political support. There has been important success after 20 old ages of attempts seeking to eliminate infantile paralysis: 350A 000 infantile paralysis instances and 125 endemic states in 1988 have been reduced to 1997 instances and 4 endemic states by 2006 ( Dutta, 2008 ) . However, polio obliteration has proven to be more hard due to unanticipated factors refering the vaccinum and the last fastnesss of infantile paralysis that seem impossible to level ; as a consequence many people have lost religion in the run and think that effectual control may be a better option ( Roberts, 2006 ) . Beginning and Features The antiquity of infantile paralysis is widely acknowledged and Egyptian rock carvings dated to ca 1500 B.C. picturing a adult male with limb malformations is believed to stand for an early instance of infantile paralysis ( Sass, 1996 ) . Polio ( Nomoto et al, 2002 ) is a paralytic disease caused by poliovirus, which is a genetically unstable RNA virus and belongs to the household of enteroviruses. It has three wild serotypes that are causative of infantile paralysis. In developing states it affects 1 in 200 people, whereas merely in 1 % of instances the virus invades the nervous system and causes palsy ( Nomoto et al, 2002 ) . The victims shed virus with their fecal matters for hebdomads or more after inoculation, therefore, the virus can mouse back and circulate in a community without being detected ( WHO ) . Poliovirus spreads chiefly via oral-faecal transmittal and replicates in the intestine and pharynx ( Roberts, 2004 ) . The disease has the most annihilating consequence in kid s under 5 ( WHO ) . Furthermore, most instances of infantile paralysis have untypical symptoms, which hinder the diagnosing and containment of the disease ( Arita et al, 2006 ) . Due to the low specificity of infantile paralysis symptoms the surveillance mechanisms focal point on acute flaccid palsy ( AFP ) in under 15-year-olds and to corroborate the status stool samples need to be collected and analysed in the lab ( Hull et al, 2001 ) . Due to drawn-out and complicated designation procedure gives the pathogen an chance to re-enter the environment and do new eruptions of infantile paralysis. Vaccines and efficiency Similarly to smallpox, there is no remedy for infantile paralysis and inoculation is the lone manner to forestall the disease ( WHO ) . There are two types of vaccinums available: inactivated infantile paralysis vaccinum ( IPV ) developed by Salk in the 1950s and unwritten infantile paralysis vaccinum ( OPV ) that contains unrecorded virus advanced by Sabin in the sixtiess ; both have advantages and disadvantages ( Hull et al, 2001 ) . OPV is widely used because it provides enteric unsusceptibility, is inexpensive to bring forth, easy to administrate, and spreads from individual to individual confabulating unsusceptibility to unvaccinated persons in propinquity ( Miller, 2006 ) . At least 3 doses of OPV in babies are required for the vaccinum to work ; nevertheless, surveies have shown that 3 unit of ammunitions of OPV provide merely 70-80 % unsusceptibility in some tropical scenes but frequently the vaccinum coverage is low, go forthing many kids unprotected and triping eruptions du e to uneven population unsusceptibility ( Hull et al, 2001 ) . In add-on, the efficiency of vaccinum is dependent on the general wellness state of affairs of the population, which in many developing states is low ; for illustration 10 doses of OPV are deficient against infantile paralysis in some parts of India, whereas merely 2 doses were effectual in Japan ( Dutta, 2008 ) . Children who live in hapless sanitation conditions frequently have chronic diarrhea that undermines inoculation since the medicine leaves the organic structure before it could hold any effects ( Roberts, 2004 ) . A major job with OPV is its heat sensitiveness: infantile paralysis serum needs to be kept below 8 grades Celsius, which can be hard in parts with hot tropical clime and civil perturbation ( Westhead, 2009 ) . This job is being addressed and presently all OPV acquired through UNICEF have thermo-sensors that monitor heat exposure of the vaccinum and let limited usage in the heat without compromising the vaccinum ( Hull et al, 2001 ) . Furthermore, virus strains in OPV can mutate and recover the ability to go around and may do vaccine-associated paralytic infantile paralysis ( VAPP ) , which occurs seldom and has low transmittal rates ( Minor, 2009 ) . Some people with compromised immune-system may cast the vaccinum derived poliovirus ( VDPV ) for old ages, moving as a reservoir for the disease and current medical specialty has no remedy to halt it ( Miller, 2006 ) . Therefore, despite the cost-efficiency ratio of OPV it has some major mistakes that may forestall the accomplishment of obliteration. On the other manus, IPV is administered via injection, doing it expensive to utilize, particularly in developing states ( Miller, 2006 ) . IPV does non do VAPP or VDPV, does non distribute from individual to individual, does non supply enteric unsusceptibility and does non forestall oral-faecal transmittal of the disease ; therefore, IPV requires higher inoculation coverage ( Nomoto et a l, 2002 ) . To turn to the job of VAPP and VDPV it has been suggested to exchange from OPV to IPV, nevertheless, the high cost of IPV makes its usage in developing states unlikely but every bit long as OPV is administered the obliteration of infantile paralysis can non be once and for all confirmed ( Minor, 2009 ) . Attempts and methods to get the better of infantile paralysis First, by 1990s 80 % of kids were vaccinated against 6 diseases supplying high overall unsusceptibility across populations and the feasibleness of eliminating infantile paralysis was demonstrated in different geographic countries across states with different economic position ( Hull et al, 2001 ) . The methods of obliteration were inspired by the success of Pan-American Health Organization programme that eradicated infantile paralysis from the Western hemisphere by 1990 ( Hull et al, 2001 ) . By today US $ 4 billion has been invested in the run and the planetary instances have been reduced by 99 % since 1988 ( Roberts, 2006 ) . An estimated US $ 1.5 billion will be saved every twelvemonth if polio obliteration is finished and inoculations ceased ( Aylward et al, 2000 ) . Hull and confederates ( 2001 ) have summarised the schemes used to eliminate infantile paralysis: First, everyday immunisations that aspire to present 3 OPV doses to babies during their first twelvemonth of life ; se condly, the debut of national immunisation yearss ( NIDs ) quickly boosts the unsusceptibility of under 5-year-olds and must be continued for at least few old ages after the last reported instance ; thirdly, the surveillance marks instances of AFP and sends tool samples for analysis ; and eventually, mopping-up immunisations are intensive house to house hunts that reach the bulk of people at the terminal stages of infantile paralysis run ( Hull et al, 2001 ) . Recent finds allow OPV to aim type-specific poliovirus, either type 1, or 3 ; the usage of monovalent OPV ( mOPV ) may increase the public presentation of vaccinum in contending infantile paralysis in states where the disease has been hard to undertake so far ( Aylward et al, 2006 ) . Poliovirus type 2 had already been wiped out by 1999, converting authoritiess and moneymans that accomplishing obliteration of infantile paralysis is possible ( Roberts, 2006 ) . mOPV aiming type 1 poliovirus has already been efficaciously used i n several parts in Egypt and India ( Aylward et al, 2006 ) . Additionally, leaders of infantile paralysis run have negotiated armistices for immunizing kids in war zones ( Tangermann et al, 2000 ) . The initial end of infantile paralysis run was to halt inoculations after the obliteration has been certified, for this to go on, extra attempts are required: safe containment of poliovirus stocks with intensive surveillance until 3 old ages has passed from the last infantile paralysis instance to measure up for enfranchisement ; and, the concluding measure is the halt of inoculation ( Hull et al, 2001 ) . Post-eradication inoculation should be carried out with IPV to avoid casting of virus and has to make high coverage rates ( Dutta, 2008 ) . The last stairss of infantile paralysis obliteration are debatable and may be impossible to carry through in current political state of affairs. Troubles and reverses In add-on to the antecedently mentioned jobs, polio obliteration run has faced serious reverses that have caused uncertainty in the likeliness of polio obliteration. One of the first licking was the infantile paralysis eruption in Hispaniola in 2000, caused by VDPV while the island had been known to be polio-free for old ages and inoculation rates had dropped below 30 % ( Roberts, 2004 ) . In 2003 infantile paralysis inoculations were ceased in Nigeria because the Muslim leaders feared that the vaccinum was contaminated and would do the population infertile ; as a consequence infantile paralysis spread to more than 18 antecedently polio-free states ( Kluger, 2005 ) . Inoculations were restarted in 2004 after all the trials for taint were negative but by so infantile paralysis instances had skyrocketed and 20 % of kids in Nigeria were left unprotected ( Kluger, 2005 ) .The fact that the virus can be difficult to observe was acknowledged in 2005 when poliovirus had been mutely go aroun ding in Sudan for old ages ( Roberts, 2006 ) . Furthermore, wars challenge polio obliteration because full states are unaccessible, unsafe for wellness workers and inoculations can non be on a regular basis carried out. After the declaration of the World Summit for Children in 1990 yearss of tranquility were introduced in order to to immunize kids in struggle countries and supply them with basic wellness attention ( Tangermann et al, 2000 ) . Besides, since the states affected by struggle normally lack the resources to cover the costs of inoculation, money has to come from external beginnings ( Tangermann et al, 2000 ) . War activity frequently forces 1000s of people leave their place and move to refugee cantonments where conditions for the spread of infective diseases including infantile paralysis are favorable. The mobility of refugees can sabotage the inoculation runs because unvaccinated people may re-introduce the virus into a pathogen free country. Furthermore, the dangers ref ering poliovirus containment must be addressed: the stocks of poliovirus are distributed among legion labs and there is presently no cardinal high-security storage installation ; besides, the little size of poliovirus genome with known sequence can be synthesized in lab and used against susceptible populations by terrorists ( Dove et al, 1997 ) . Even without human intervention the unstable poliovirus could mutate and unite with other enteroviruses in nature ( Arita et al, 2004 ) . Finally, the 4 endemic states India, Pakistan, Afghanistan and Nigeria are thickly settled, dumbly habituated, have hapless sanitation and many parts that are hard to entree, and therefore, have rendered all attempts to undertake infantile paralysis useless ( Aylward et al, 2006 ) . Even if polio obliteration was to be achieved it is questionable if inoculation will of all time halt in the western universe, particularly after the daze of 9/11 and in the turning menace of biological terrorism ( Roberts, 20 04 ) . Wild Poliovirus.bmp Figure 1. This map illustrates nicely the correlativity between endemic states of poliovirus and states affected by struggle: the bulk of points concentrate around Nigeria, Afghanistan, Pakistan and North India. All these states are affected by ongoing struggles. ( WHO, 2009 ) Criticism of infantile paralysis obliteration run The review of the run is related to the issues refering vaccinum related infantile paralysis instances, troubles of surveillance due to untypical symptoms, perturbation of everyday immunisations caused by struggles and increasing indifference of people due to holds ; many of these facets have been discussed in old subdivisions. I will now look at the more general statements against polio obliteration programme that argue why all hereafter obliteration attempts need reconsidering. One of the chief statements against the run is that obliteration of a individual disease can merely be done at the disbursal of other wellness resources ; even with international aid developing states need to deviate important sum of their ain resources that could be used for supplying other wellness attention services ( Arita et al, 2004 ) . Henderson points out that in developing universe infantile paralysis merely affects 1 in every 200 and putting to deaths 1 in 2000 people, therefore, infantile paralysi s is non every bit large menace in comparing to other infective diseases and would otherwise non be considered a precedence ( Roberts, 2004 ) . Others have suggested that money and attending should be focused on major slayer diseases, such as AIDS and malaria that kill, severally, 3 and 1 million people every twelvemonth ( Kluger, 2005 ) . The initial infantile paralysis obliteration deadline of 2000 was non kept and new deadlines are invariably delayed, the most recent one in 2015 ( Arita et al, 2006 ) . 20-year-old on-going infantile paralysis run causes defeat and deficiency of involvement, utilizing up 1000000s that could be used for increasing the overall wellness position in people populating in developing states instead than seeking to extinguish one of many diseases. The one-year costs to keep infantile paralysis run have increased from circa US $ 350 million to US $ 700 million in 2005 ( Roberts, 2006 ) yet there is a important opportunity that inoculations will non halt af ter obliteration has been certified ( Arita et al, 2004 ) . Finally, the conditions for infantile paralysis obliteration have changed after the obliteration of variola: universe population has increased from 4 billion in 1977 to 6.2 billion today ; and political state of affairs has become more complicated after the terminal of Cold War when two world powers could order their will ( Arita et al, 2006 ) . Reconsidering the hereafter of obliteration does non intend that infective diseases are non worth the money and attempt. As Miller phrases it: â€Å" pick is non between making nil and obliteration but between optimum degree of control and obliteration † ( Miller, 2006 ) . Discussion The purpose of this paragraph is to discourse if effectual disease control could replace any future obliteration attempts, including the on-going infantile paralysis run. The current thought of polio obliteration is based on the success of variola run, nevertheless, Arita and confederates ( 2004 ) argue that eliminating poliovirus in worlds and in the environment is impossible today and suggest redefining the term ‘eradication ‘ so that it would merely embrace the finding of pathogens in worlds. Furthermore, Caplan ( 2009 ) argues that obliteration is hazardous because if obliteration is achieved and all immunisation activity stops so worlds will be left vulnerable to the possible re-emergence of the pathogen. As the Hispaniola incident proves we can ne'er be certain if a virus has gone everlastingly or non. In 2005 the WHO approved the Global Immunization, Vision, and Strategy ( GIVIS ) programme that puts more accent on supplying wellness attention to more people and at tempts to incorporate immunisation with other signifiers of medical service ( Arita et al, 2006 ) . Sceptics argue that the WHO new policy prioritising the development of basic wellness attention installations web may be deadly to polio run due to reduced political involvement and support ( Roberts, 2006 ) . In order to eliminate an infective disease the inoculation coverage has to be high, which leads to another important job. The patients can take non to be vaccinated but by making so they pose a hazard for others and stand in the manner of obliteration ( Caplan, 2009 ) . It will be impossible to deny patients their right to decline from intervention particularly in times when people are more cognizant of the possible effects of vaccinums and their rights to command what will be put in their organic structure ; besides, many will decline from inoculation due to spiritual grounds. Therefore, sing all of the above, it has been suggested that obliteration should be replaced by effect ual disease control ( Arita et al, 2006 ) . Arita and Henderson are the two major oppositions of infantile paralysis obliteration and they believe that the run in its current signifier can non win ; they suggest the incorporation of infantile paralysis vaccinum into everyday immunisation to keep the achievements made so far ( Roberts, 2006 ) . In instance of effectual disease control all steps used to contend infantile paralysis will be maintained until world-wide instances bead below 500 in less than 10 states, after which the accent will be on surveillance and inoculations will be carried out indefinitely ( Arita et al, 2006 ) . Another of import concern is money: infantile paralysis obliteration run needs at least a few more one million millions to finish the undertaking ; nevertheless, the feasibleness of obliteration is unsure ( Arita et al, 2006 ) . The oppositions for infantile paralysis run argue that increasing investings to accomplish the end is worth it and will salvage money in long term ( Chan, 2007 ) . Polio obli teration from the last pockets is expensive if non impossible. However, the betterments made with mOPV vaccinums and concentrated attempts to undertake the last parts where infantile paralysis is endemic can non be ignored. If polio obliteration programme stopped now so money and attempt invested in the run would be lost, besides, exposure to poliovirus at an older age is more unsafe ( Miller, 2006 ) . However, after the infantile paralysis obliteration programme reaches closing any farther programs to eliminate a following disease should be postponed. Smallpox and infantile paralysis runs started off with small cognition about the epidemiology of the disease and uncomplete scheme. No other disease should of all time be considered for obliteration without extended research and thorough analysis. Furthermore, trailing down one disease does non live over the disease load that hinders people in developing states. Investing in improved wide base wellness attention that is accessible to everyone will assist to increase the overall good health in developing states and in the long tally will better the life quality of 1000000s of people. Decision To sum up, it can be said that all future obliteration runs have to be carefully assessed before the start of executing. The epidemiology of a disease that is considered for obliteration plays a cardinal function in the success of any run, together with the handiness of effectual stable vaccinums. The standard of eradicable disease were fulfilled by both variolas and infantile paralysis, nevertheless, merely smallpox run managed to accomplish the end of nothing instances in worlds and devastation of pathogen in the environment. In add-on, in current political clime biological terrorism is regarded as a considerable menace to international security, hence, halting inoculation even after obliteration may non be possible since it would go forth world unprotected against the re-introduction of pathogens. Besides, making an international understanding to get down a undertaking with high committedness may be presently impossible due to the clashing involvements of developing and developed states, yet, political support and support are important for any planetary project. Therefore, at this point effectual disease control alternatively of obliteration may be more executable and cost efficient. Word Count: 4006

Cultural differences between Korea and US Essay

There are so many differences that can be discussed about our culture (united States) and South Korea. We could discuss their values, etiquette and customs, or business etiquette and protocol. I would like to detail my discussion to the cultural differences pertaining to the United States Business Etiquette and Protocols. Let me begin by saying that we could argue that overall because America is considered the â€Å"Melting Pot† of all cultures that although we have Korean Americans there is still a great difference than the South Koreans. South Korean relationships and communications are vastly different than those in America. They prefer to do business with people that they have a personal relationship with. So if you wish to engage, it would be in your best interest to be introduced by a third-party. A relationship with a Korean is developed through informal social gatherings that often involve a considerable amount of drinking and eating. Individuals who have established mutual trust and respect will work hard to make each other successful. South Koreans treat legal documents as memorandums of understanding. They view contracts as loosely structured consensus statements that broadly define agreement and leave room for flexibility and adjustment as needed. South Koreans are extremely direct communicators, under no circumstances insult or to criticize in front of other people. Sensitive matters may often be raised indirectly through the intermediary that first made the introductions. They are not averse to asking questions if they do not understand what has been said or need additional clarification. This is a culture where â€Å"less is more† when communicating. Respond to questions directly and concisely. Since there is a tendency to say, â€Å"yes† to questions so that you do not lose face, the way you phrase a question is crucial. It is better to ask, â€Å"when can we expect shipment† than â€Å"Can we  expect shipment in 3 weeks?† since the question requires a direct response. On the other hand, United States style of communications and handling relationships are much different. A business conversation may take place during meals, however many times you will find more social conversation taking place during the actual meal. Meetings may be arranged as breakfast meetings, luncheon meetings, or dinner meetings depending on time schedules and necessity. Generally a dinner, even though for business purposes, is treated as a social meal and a time to build rapport. United States communication styles include the offer of a firm handshake, lasting any where from 3-5 seconds, upon greeting and leaving. It is customary to maintain good eye contact during the handshake. If you are meeting several people at once, maintain eye contact with the person you are shaking hands with, until you are moving on to the next person. Eye contact is very important during business and social conversations in America; it shows interest, sincerity and confidence. If you are meeting with a good friend, you may briefly embrace. Although in larger settings, like being in a large city requires that you use a more formal the behavior. Introductions include one’s title if appropriate to include full name. Business cards are generally exchanged during introductions, and a smile is considered a sign of friendliness.

Database Design and Implementation Assignment Example | Topics and Well Written Essays - 2500 words

Database Design and Implementation - Assignment Example Frequently, there are many patrons who borrow copies of books. Each time when a patron borrow a copy of a book, the system automatically generates a transaction identification associated with the borrowing date and due date of the book loan. Each patron has a patron number, patron's name, patron's contact information such as postal address, phone number, and email address. Library system is a simple solution. However, when a library has several branches and all need to share same system, it adds another dimension and hence makes the problem bit more complex. Library is a place where several books are present where patrons can issue them. A table each for storing branch, patron, and book details are needed. An additional table is needed to store list of book authors as there can be multiple authors of a book. As defined in problem several copies of book can be present in one or different branches of library. This adds need of another table which can store details of copies of a book. Apart from these two additional tables are needed to store patron book issue history and second to keep track of which branch contains which copies of book. In all seven different tables are needed to store information per mentioned problem. ER Diagram section shows various tables and relationships between them. Library - There are several branches in a library system, and... The branch number is a unique identifier for each branch. Book - Each book has a book number, title, the number of pages of the books, the name of the publisher, the year of publishing, and list of authors of the book. Patron - A patron borrow a copy of a book. Each patron has a patron number, patron's name, patron's contact information such as postal address, phone number, and email address. Copy - Each library branch owns a large volume of copies of various books, and each copy of a book has a copy number and associated cost. CSDL Schema : LIBRARY Entity: BRANCH Attributes: BRANCHNUMBER: NUMBER(10,0) NAME: VARCHAR2(50) LOCATION: VARCHAR2(50) PHONENUMBER: NUMBER(10,0) Identifiers: BRANCHNUMBER Entity: BOOK Attributes: BOOKNUMBER: NUMBER(10,0) TITLE: VARCHAR2(100) PAGECOUNT: NUMBER(10,0) PUBLISHERNAME: VARCHAR2(50) YEAR: NUMBER(4,0) (1, N) AUTHORNAME: VARCHAR2(50) Identifiers: BOOKNUMBER Entity: COPY Attributes: COPYNUMBER: NUMBER(10,0) COST: NUMBER(10,2) Identifiers: COPYNUMBER Entity: PATRON Attributes: PATRONID: NUMBER(10,0) NAME: VARCHAR2(50) ADDRESS: VARCHAR2(100) PHONE: NUMBER(10,0) EMAIL: VARCHAR2(30) Identifiers: PATRONID Entity: TRANSACTION Attributes: TRANSACTIONID: NUMBER(10,0) BORROWDATE: DATE DUEDATE: DATE Identifiers: TRANSACTIONID Relationship: OWNS Connected Entities: (1,n) BRANCH (1,n) COPY ER Diagram DB Creation Scripts CREATE TABLE BRANCH ( BRANCHNUMBER NUMBER(10,0) NOT NULL, NAME VARCHAR2(50) NOT NULL,

One page essay Example | Topics and Well Written Essays - 500 words

One page - Essay Example At this point in the discussion, the representative’s tone of voice began to change from friendly and professional to impatient and irritated. The representative stated, â€Å"We are virtually the same as all other national Best Western locations†, which indicated to me that the representative had grown tired of describing the room and its features. Playing on this perceived irritation, I proceeded to ask about the different pricing for all different types of suites. I was swiftly informed that I would likely be better served by visiting the franchise website which maintained a virtual and interactive view of the room and then decide whether I wanted to make a booking online. Having not received the pricing information I had requested, the discussion ended abruptly when I agreed to visit the website. La Quinta, however, gave me a list of prices for all available room types and entertained conversation about all of the different amenities offered. This representative informed me, very politely, that there were only four rooms left and that it might be a good idea to make a final decision due to a convention occurring during my stay. Never once in the discussion did the representative of La Quinta exhibit any perceived sign of impatience, anger or unprofessionalism. Clearly, La Quinta maintained a more customer-oriented reservation system. The representative at Best Western seemed to be under the assumption that most customers were well-familiar with the Best Western brand and could not understand the depth of my questioning. La Quinta’s amenities are more pronounced than that of Best Western, offering better business traveler discounts and full-serving breakfasts unlike the more budget-conscious Best Western I had chosen. It seemed as though La Quinta understood the importance of building brand loyalty through service and had trained their representatives to be helpful, patient, and empathetic to traveler needs. The Best Western

Business Strategy Essay Example | Topics and Well Written Essays - 3500 words - 1

Business Strategy - Essay Example The reputation of the university is based upon its volume, immense growth and diverse student base as well as academic and research excellence. The present growth strategy of the university was formulated as a result of the changing policies of the UK government. Looking at the emerging growth of educational sector and changing trends in education business; the university has decided to adopt a sustainable strategy. The growth strategy will include internalization of the university and reaching a distinctive position in research and academic excellence within 2015 (â€Å"Operations and Activities†). The objective of the organization thrusts in creativity and academics. From the strategy map of Leeds University, it is very clear that internalization of university is the main aim of the strategy map. The university has always maintained a trustworthy image. Banking on the equity of the brand Leeds, three growth strategies have been determined, in order to achieve the goals of th e strategy map formalized by the university. 1. Embedding internalization into the core activities of the university. The rationale behind internationalization strategy is to maximize the contribution and alignment of the international activities with the core academic and organizational mission. The strategic ambition of the university is to become one of the top known and respected universities in the world. To fulfil this strategic vision, internalization of the core academic activities should be a priority. In order to achieve this objective, the university will have to establish strategic management groups to look after the governance and well as overall marketing plan of the university (Enders 361-382). These facilities will ensure that proper coordination is achieved between the academic as well as professional and marketing departments and the individual objectives are aligned with the objectives of the organization. The strategic team should keep a track on the changing tre nds in education and as well as student preferences in terms of choice of academics and courses. This will indicate the changing preference of international students and thus, the university can upgrade its courses according to the latest trends. 2. International recruitment The university has been very successful in recruiting international students and has been boasting a large volume of international students. Thus it is very important that the organization sustains its position in the international education market (â€Å"Internationalization Strategy†). This can be achieved by establishing a platform where sustained marketing strategies are prepared to keep attracting international students. Though increasing international recruitment will be an important part of the strategy, the university should also focus into creating the right mix of students in the international segments. This will not only help in achieving a diversified mix of students, but will also avoid any f ormation of racial or ethnic groups (Croft 1-10). Strategic international recruitment will also help in increasing the overall performance of the university as top students from international locations will be invited to pursue different courses in the university. In order to define the right mix and volume of international students, the university can opt for external benchmarking and previous experience of international recruitment. While external benchmarking will help in expanding the mindset of the management, previous

Poor Customer Service Essay Example | Topics and Well Written Essays - 2000 words

Poor Customer Service - Essay Example They are after all paid for working for the primary stakeholder, the shareholder to create value and profit for him. It is incidental that for earning this profit, they have to be equally mindful of befitting the secondary stakeholders. Contrary to common belief, there are many stakeholders in the business apart from the shareholder or the stockholder. They are the employees, customers, suppliers, bankers and even the society at large who look for some benefit from the company, and in turn are also its well-wishers. The question is how to determine that the managers are acting in the best interest of the shareholders? One way is to read the annual financial results that reveal the results of their efforts in realizing profit and value for the owners of the company. But this does not reveal their competency level. The various audits and financial data only show that these are results of activities that have been checked for correctness but they do not reflect on what level of competence was exercised. The better and more comprehensive method is through Corporate Governance. The company is a legal entity and therefore has to enter into commercial transactions all the time for carrying on its business activities. These transactions are concluded by the managers on behalf of the company since the legal entity is not a person and needs agents to carry out these duties for it. This ability of the managers to enter into legal contracts and agreements makes them the agent of the company with the liability resting with the company. This situation gives rise to irresponsible behavior on the part of managers who do not carry the burden of any wrongdoing on their part. It is to control this likely misuse of power that Corporate Governance assumes importance. Business strategies and processes have to be tailor-made to serve every stakeholder. Similarly, Corporate Governance rules and processes have to encompass all activities that have a direct or indirect bearing on different stakeholders. It will not be far from the truth to say that the agency theory has little relevance on Corporate Governance. Â  

Understanding Leadership Assignment Example | Topics and Well Written Essays - 1000 words

Understanding Leadership - Assignment Example Firstly, in Exploration and Production planning a critical determinant of leadership style is the group maturity. Guenzi & Ruta (2013) describe group dynamics and ability to respond to an emergency and normal situation as a primary factor in choosing leadership style. A group that is too dependent in decision-making requires an authoritarian leadership in order to speed up the planning and execution of duties (Goleman et al., 2002). Besides, slow decision-making process due to fear of unknown and departmental lack of confidence within existing options informs the need for an autocratic leader whose words and actions allow for speedy duty execution (West 2011). In addition, leadership should be based on the study the effect of authority and counter-rebellion strategies often employed in planning departments. The best leadership should be seen to work towards the best results and not just authority exertion (Werhane 2007). In order to amalgamate the four divisions in E& P planning, leadership style adopted should be based on an already studied leadership pattern that has produced results either within the organization or even other established companies. As a core duty of a leader, the style of leadership adopted should not be experimental since planning is an enormous task that determines organizational direction (Velsor 2009). Forman & Ross (2013) identify organizational timelines of executing plans as a crucial factor to deliberate on when deciding on the appropriate leadership. For instance, in E &P planning system, the decision reached should be well-thought and based on concrete findings. It involves surveys and various studies, under such circumstances democratic leadership is ideal because it allows interrogation of facts and figures by key decision-makers. Hong et al., (2013) identifies slow pace of decisions in democratic leadership as the

Discuss the importance of the manuscript in Medieval art. Explain and Essay

Discuss the importance of the manuscript in Medieval art. Explain and explore issues of authorship, production, patronage, style, and technique - Essay Example echanical means ÃŽ ¿f reproduction.[23] Consistent with a long medieval tradition, contemporary sources praised the opulence ÃŽ ¿f the materials or the technical appropriateness ÃŽ ¿f the finished product in terms ÃŽ ¿f "good" images, something that pleased the eye ÃŽ ¿f the beholder as well as the Creator.[24] In his impressive two-part volume Lilian Randall (1997) describes eighty-four codices and eighty-two unbound items produced in the medieval southern Netherlands, approximately equivalent to modern-day Belgium. It follows her equally impressive coverage ÃŽ ¿f manuscripts from France (vol. I, 1989; vol. II, in 2 parts, 1992); between them they cover about two-thirds ÃŽ ¿f the Western manuscripts at the Walters. The first thing to say to anyone who does not know the previous catalogues is that the descriptions are extremely detailed: for example, the description ÃŽ ¿f the Beaupre Antiphonary (cat. nos 219A-D) fills more than thirty pages. Catalogues ÃŽ ¿f medieval manuscripts might be said to fall into two broad types: on the one hand there are those that aim to provide readers with just enough information to help them decide whether they ought to consult the original in person; and on the other hand, there are those that provide so much information that the reader either does not have to consult the original, or can be confident that it is indeed worth the cost and effort ÃŽ ¿f a visit to examine the original. Randalls catalogues lie squarely in the second camp. Like many collections ÃŽ ¿f manuscripts (as opposed to libraries) formed during the last century or so, the Walters manuscripts were acquired largely for their decoration, and it is therefore appropriate that Randall provides perhaps the most detailed descriptions ÃŽ ¿f decoration to be found in any catalogue. But her descriptions are not aimed only at the art historian: equal care is given to all the features that one would hope to find covered in a catalogue ÃŽ ¿f undecorated manuscripts, such as the identification ÃŽ ¿f

Classic Knitwear Essay Example for Free

Classic Knitwear Essay Classic Knitwear, founded in 1995, began production of a unique line of unbranded casual knit apparel. Included in their product line were such clothing as T-shirts, sport shirts, sweatshirts and other wearing apparel. Although the company saw exceptional revenues as of 2005, they still felt that they were not meeting certain criteria when it came to their gross margin. They sought to increase their gross margin, currently sitting at 18%, to that of a more comfortable number of 20%. To combat this issue, Classic Knitwear decided to team up with Guardian, a producer of odorless repellant protection against bugs, and combine their fortes into a line of clothing infused with the bug repellant technology. These new products would hopefully to rise the gross margin to the 20% they were hoping to accomplish. The non-fashion casual knitwear market consisted of products that range from casual t-shirts to even underwear. Within this industry, it can be divided into two categories, those manufacturers who brand their products with their name and those companies who choose not to brand their line of products. On the branded side of the industry, Classic competed with three major brands. These brands were JamesBrands (which accounted for $4.5 billion in revenue from sales), Flowerknit (which accounted for $1.25 billion in revenue from sales), and Greenville Corporations TopTops Division (which accounted for $630 million in revenue from sales). These branded labels competed on the level of private- labeled businesses. On the other side of the industry, Classic competed with one company in terms of unlabeled products. BB Activewear were major competitors as they generated $590 million or 23.6% market share, which made them a leader in the market. Although not directly involved within this sector, Jamesbrand, Flowerknit and Greenville Corporations TopTops Division still were involved with Classic on this level. Distribution channels are essential when it comes to the wholesales of these companies products. 90% of the product distribution from these companies go directly to two distinct types of retailers. Almost 50% of these sales are accounted for from mixed retailers, such as Wal-Mart and Kohls, who sell clothing as well as wide variety of other products. The other 40% is sold towards clothing specialist retailers, such as Gap and Brooks Brothers, who only specialize in the selling of clothing related products. The remaining 10% of the distribution channels contained bits from non- grocery retailers, home shopping, internet retailing and direct selling to the customers. In order for manufacturers to compete for retail business, they used a variety of strategies in order to gain attention from these retailers. Some of these tactics involved prices, variety of products, and efficiency of delivery. Classic Knitwear, since its inception, has been a simple manufacturing company whose focus is on creating and distributing unbranded casual knit apparel which includes T-shirts, sweatshirts and fleece like products. Unlike other companies that chose to have expensive products which carried prestigious fashion labels, Classic decided to venture away from them and focus on products that were categorized as non- fashioned knitwear. With this strategy, Classic accounted for $550 million in revenues from domestic sales. They have also decided to sell only in the United States, as foreign markets were too much of a risk that could have negative consequences. 75% of this revenue came from the selling of their products to wholesalers, who in turn, resold the Classic clothing to screen- print channels which customized the products with logos and images. Ortiz and Chong decided to concentrate on this pathway because it offered the fastest growth potential than trying to sell like ordinary retailers. As a result, Classic Knitwear had established itself as the #2 seller in the market, accounting for 16.5% of the market share. Classic generated the remaining 25% of their revenues from mass retail channels under private labeling. Classic would sell their products to retailers such as Wal-Mart and Dollar General and would be carried under the name of the retailer or through a house brand that was developed by the retailers themselves. In fact, these two retailers accounted for 57% of those revenue sales. To help accomplish such high revenues, Classic had to achieve low production costs throughout the entire company. To ensure that such goals were obtainable, Classic established state-of-the-art production factories that were situated off shore, mainly in the Dominican Republic. Being situated not in the United States allowed them to have much lower production costs than those produced domestically. Although other companies had also set up production factories in other countries, Classic was able to have a slight competitive advantage over these other companies. What helped them keep this competitive advantage was a high volume- low SKU (stock keeping unit) strategy. This ensured that they would produce high quantities of products without the large variety of products that other companies had. As of 2005, Classic felt that it would never reach their goal of 20% gross margins through various controlled labels or tie in promotions. However, Classic Knitwear had an epiphany which could potentially shoot their gross profits to levels that they would feel satisfied with. With the rise of the West Nile virus across the Americas, more and more people were looking for ways to prevent the transmission of the diseases. Classic thought it would generate the attention of customers to produce a new line of clothing that would be infused with chemicals that would be able to repel insects that carried the West Nile virus. With the help of another company, Guardian, who specialized in insect repellants, they would be able to create such a line of products. The reason that they chose Guardian was due to their flagship repellant, have established them as one of the top producers in insect repellant. The products would consist of a short and long sleeve T-shirt, a Mens polo, and a Mens fleece. Along with the production of these chemical infused clothing, Classic was targeting males 18-35, seeing as these individuals would most likely be outside during times when insects are active. The initial investment of such a line could cost about $10 million, which would help to generate 50% unaided awareness across the United States. In order to get the needed awareness of their product out to the public to ensure increased gross margins, Classic relied heavily on marketing. They had studied how other brands that were selling similar brands of insect repellant clothing and how they were successful, establishing themselves into small niche markets. Based on those already established companies, Classic decided to sell their product lines to retail stores with cardboard displays housing the different styles of shirts. On the outside of each of the boxes would display pictures of outdoor related activities that would promote the proper use of each shirt. Some of these retail stores would be outdoor related stores such as Bass Pro Shops and L.L. Bean. Classic wanted to have 10,000 displays in stores over the next 2 years after the product line was to begin production. To help get these displays in stores, they offered discounts on the sale of T-shirts if the store agreed to have a display in their store. Classic, with the production of these chemical infused shirts, could have a possible juggernaut to help generate sales, but there could be other possibilities that could help them reach their target gross margin of 20%. One alternative would be to not produce the new line of shirts, relying on frequent customers to help generate the extra sales to gain the extra gross margin. Another possibility would be to vertical integrate with one of the screen-pressing companies that create the logos which are later screened onto the sold shirts. By integrating, they could possibly cut unnecessary costs that would also help create higher gross margins. Lastly, another possible alternative to this problem would be to establish a brand of clothing that is positioned near the high labeled brands. They would have to compete with the big three companies with sales, but could possibly steal sales away from them to help establish themselves. Classic Knitwear was set with a problem of what to do to try and earn more in their gross profits. To solve such case, it would be recommended that they continue with the production of these insect repellant shirts. With the outbreak of the West Nile virus and outdoorsmen wanting styled brands to wear, this idea would help to generate the sales need to raise the gross profits. Based on Consumer.com surveys, it was concluded that there was a strong desire for such a product, especially one whose clothing was made out Classics materials. In the end, the continuation of this line would help generate the extra gross margin they had hope to gain.

Starbucks Strategic Management

Starbucks Strategic Management The Strategic Management provide an indepth knowledge of the process for developing and enacting business plans to reach a long-term goal that takes into account the internal variables and external factors in the business environment. It encompasses an integrated, future oriented managerial perspective that is outwardly focused, forward thinking and performance based. Strategic managers identify long-range targets, scan their operating environment, evaluate their organization structures and resources, match these to the challenges they face, identify stakeholders and build alliances, prioritize and plan actions and make adjustments to fulfill performance objectives over time. This module will provide detailed explanation on how the balancing of strategic managements outward, inward and forward looking functions would be used to develop a vision and strategies to move forward. The five key facets of strategic management namely, goal setting, strategy analysis, strategy formation, strategy implementation, and strategy monitoring will be introduced in stages. These are the integral elements that, when applied together, would distinguish strategic management from less comprehensive approaches, such as operational management or long-term planning. In 1971 Starbucks opened operations in Seattles Pike Place Markets with the future aim of providing coffee to a number of restaurants and surrounding bars. With the recruitment of Howard Schultz who led the marketing and retail efforts of Starbucks. * In 1982, the company took a change in direction through the views of Schultz, who after visiting Italy tried to adapt the same principles in order to a strong bar culture. Schultz then utilized Starbucks ability to provide quality coffee beans and opened up a new store called Il Giornale, which brewed coffee from these particular beans. * In 1987, Giornale had decided to take over the assets of Starbucks and also, further changed its name to Starbucks Corporation. By the end of the year, Starbucks had increased the number of stores to 17 and furthered its location span by entering Chicago and Vancouver. * In 1990, the company took further steps forward with expansion of the Seattle headquarters and an increase in resources with the opening of a new roasting plant. Relationships and other ventures also took off during the early nineties as the company looked to development organizations to further its progress. *In 1995, the company really established its name with the opening of the 676th store as well as increasing the products in store with the addition of compact discs a result of a previously popular experiment with in-house music. * In 1996, the company kept on stretching its reach by entering into the market of Japan, Singapore and Hawaii. This was achieved through joint ventures including the one formed with Sazaby Inc., which pushed through the development of coffee houses in Japan. In 1971 Starbucks opened operations in Seattles Pike Place Markets with the future aim of providing coffee to a number of restaurants and surrounding bars. With the recruitment of Howard Schultz who led the marketing and retail efforts of Starbucks. à ¢Ã¢â€š ¬Ã‚ ¢ In 1982, the company took a change in direction through the views of Schultz, who after visiting Italy tried to adapt the same principles in order to a strong bar culture. Schultz then utilized Starbucks ability to provide quality coffee beans and opened up a new store called Il Giornale, which brewed coffee from these particular beans. à ¢Ã¢â€š ¬Ã‚ ¢ In 1987, Giornale had decided to take over the assets of Starbucks and also, further changed its name to Starbucks Corporation. By the end of the year, Starbucks had increased the number of stores to 17 and furthered its location span by entering Chicago and Vancouver. * In 1990, the company took further steps forward with expansion of the Seattle headquarters and an increase in resources with the opening of a new roasting plant. Relationships and other ventures also took off during the early nineties as the company looked to development organizations to further its progress. *In 1995, the company really established its name with the opening of the 676th store as well as increasing the products in store with the addition of compact discs a result of a previously popular experiment with in-house music. * In 1996, the company kept on stretching its reach by entering into the market of Japan, Singapore and Hawaii. This was achieved through joint ventures including the one formed with Sazaby Inc., which pushed through the development of coffee houses in Japan. Current situation The current international situation for Starbucks seems to be an emerging part of their business and the reorganization of this is proved by their aim to become a leading global company through making a difference in peoples lives all around the world. This goal is quite close to being achieved as proved the Starbucks current locations in international markets and the successfulness of these ventures. The current countries in which Starbucks are located in are: Australia, Bahrain, Canada, Hong Kong, Israel, Japan, Kuwait, Lebanon, Malaysia, New Zealand, Oman, Peoples Republic of China, Philippines, Qatar, Saudi Arabia, Singapore, South Korea, Switzerland, Taiwan, Thailand, United Arab Emirates, Egypt, United Kingdom, and the United States. Current performance Overall, the aim of becoming a worldwide global brand seems to be working in favor of the company and is helping it to attract the attention of many major companies who would like to share a partnership. This is all positive news for the company because it provides a strong basis for future development of international markets, which further strengthens the mission to become one of the leading specialty coffee retailers in the world.However, the net revenues increased 3 percent to $2.5 billion for the fourth quarter of 2008, compared to $2.4 billion for the fourth quarter of 2007. For the 13-week period ended September 28, 2008, Starbucks reported net income of $5.4 million, which included $105.1 million of restructuring charges and other transformation strategy costs. Net income was $158.5 million for the same period a year ago. The company actions announced in July of 2008 to close approximately 600 company-operated stores in the U.S. and 61 company-operated stores in Australia, and reduce approximately 1,000 open and filled positions within its leadership structure and non-store organization. Strategic posture 1- mission To inspire and nurture the human spirit- one person, one cup, and one neighborhood at a time The mission of Starbucks is to establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow. None of this success would have been possible without a set of goals that the company aimed to achieve and a set of principles, which governed the decision making process. The six principles of Starbucks are stated as: 1-Provide a great work environment and treat each other with respect and dignity. 2-Embrace diversity as an essential component in the way we do business. 3-Apply the highest standards of excellence to the purchasing. 4-Roasting and fresh delivery of our coffee. 5-Develop enthusiastically satisfied customers all of the time. 6-Contribute positively to our communities and our environment, and recognize that profitability is essential to our future success. Application of these principles can be used as a guideline for all employees from managers to workers to aim to achieve the companys goals, while maintaining a certain type of standard. However, the net revenues increased 3 percent to $2.5 billion for the fourth quarter of 2008, compared to $2.4 billion for the fourth quarter of 2007. For the 13-week period ended September 28, 2008, Starbucks reported net income of $5.4 million, which included $105.1 million of restructuring charges and other transformation strategy costs. Net income was $158.5 million for the same period a year ago. The company actions announced in July of 2008 to close approximately 600 company-operated stores in the U.S. and 61 company-operated stores in Australia, and reduce approximately 1,000 open and filled positions within its leadership structure and non-store organization. This mission statement along with the set of guidelines provides a focus for employees as they make strategic decisions. It not only supports the employees, but supports the customers as well, making a note that they should be satisfied all of the time. The mission shows alignment with the vision by stating how the company plans to reach the broad goals set by the vision statement. Another supporting sentence in the mission statement is that the company applies the highest standards of excellence to the purchasing, roasting and fresh delivery of its coffee. This statement supports the idea thatStarbucks uses the best available resources to give it a recognized and respected name. Objectives Strategies: Here are the following objectives ofStarbucks: Our Coffee It has always been, and will always be, about quality. Were passionate about ethically sourcing the finest coffee beans, roasting them with great care, and improving the lives of people who grow them. We care deeply about all of this; our work is never done. Our Partners Were called partners, because its not just a job, its our passion. Together, we embrace diversity to create a place where each of us can be ourselves. We always treat each other with respect and dignity. And we hold each other to that standard. Our Customers When we are fully engaged, we connect with, laugh with, and uplift the lives of our customers even if just for a few moments. Sure, it starts with the promise of a perfectly made beverage, but our work goes far beyond that. Its really about human connection. Our Stores When our customers feel this sense of belonging, our stores become a haven, a break from the worries outside, a place where you can meet with friends. Its about enjoyment at the speed of life-sometimes slow and savored, sometimes faster. Always full of humanity. Our Neighborhood Every store is part of a community, and we take our responsibility to be good neighbors seriously. We want to be invited in wherever we do business. We can be a force for positive action- bringing together our partners, customers, and the community to contribute every day. Now we see that our responsibility-and our potential for good-is even larger. The world is looking to Starbucks to set the new standard, yet again. We will lead. Our Shareholders We know that as we deliver in each of these areas, we enjoy the kind of success that rewards our shareholders. We are fully accountable to get each of these elements right so that Starbucks -and everyone it touches-can endure and thrive. From all what mentioned above that Starbucks is aiming to success through quality of product, diversify in business and place, to satisfy customers and shareholders, through pleasant and nice existence nearly to everyone. Financial Analysis The general financial performance for Starbucks in 2008 was declining from the previous years dramatically. The following analysis will show this fact. Investment Returns % Company Industry Return On equity 12.6 25.8 Return On Assets 5.6 13.2 Both the ROE and ROA are lower than the industrys average, which means that the company is not using both the equity and their assets properly to increase their revenue. Profit margins % Company Industry Gross Margin 16 27 Pre-Tax Margin 4.4 13.2 Net Profit Margin 3.03 8.5 Starbucks margins are lower also that the industrys average, especially in 2008 where the net profit margin reduced to 3.03 from 6.3 in 2007. Financial Condition Company Industry Debt / Quity Ratio 0.4 0.46 Current Ratio 0.8 1 Quick Ratio 0.48 0.7 Starbucks generally manages their debs and liabilities wisely, and this considers a financial strength for the company. Year 2008 2007 2006 2005 sales 10383000 9411497 7786942 6369300 Net income 315500 672638 564259 494467 Corporate governance Board of directors As part of Starbucks mission they are committed to maintain their uncompromising principles while they grow. In this regard, their Board of Directors has adopted governance principles and committee charters to lead Starbucks governance practices. Currently, the board has 9 directors, a substantial majority of whom meet all of the independence requirements of NASDAQ ® and the U.S. Securities and Exchange Commission. Of the nine members of Starbucks board, one is Latino, two are African American (one of which is female), and one other female also serves on the board. Starbucks president and CEO Howard Schultz chair the board. In Starbucks there are well-defined criteria for the selection of new board members, foremost being a clear demonstration of their own personal integrity and ethics. Board diversity is sought in terms of members personal and professional backgrounds, gender, race, ethnicity or other differentiating characteristics, enabling a wider range of opinions and perspectives to be considered. This criterias of selection affected the company in a very good way that gave it the opportunity to succeed in the international market. That the diversified background, education, culture and gender in the board was one of the greatest Starbucks strong points. There are three committees of the board are comprised of independent directors and have specific charters: Audit and Compliance,Compensation and Management Development and Nominating and Corporate Governance. In November 2007, the board amended the companys bylaws to include majority voting to allow shareholders to play a more meaningful role in the election of directors. Director nominees must receive more for than against votes to be elected in an uncontested election. Additionally, the term of a nominee who does not receive a majority of the votes cast will end on the earliest of either: (1) 90 days after the date election results are certified; (2) the date the director resigns; or (3) the date the board of directors fills the position. This change demonstrates Starbucks ongoing commitment to strong corporate governance practices. Shareholders and partners (employees) can provide recommendations and feedback to the board through the Business Conduct Helpline and the Audit line. In addition, written correspondence can be sent to the board, an individual director or to any of Starbucks independent board committees. Committee charters, governance principles, director nominations policy (including criteria for board membership) and profiles on each board member are available in the corporate governance section of Starbucks.com. Starbucks formed a Policy Governance Council in fiscal 2006 to oversee and approve governance tools at the global enterprise level, and to ensure they are well-defined, consistent with each other, current, stored for easy retrieval, and effectively communicated to partners. The Council is comprised of company leaders who represent multiple business units and functions, and is supported by Starbucks Policy Office and staff.Starbucks stakeholders include partners (employees), customers, suppliers, farmers, shareholders, governments, community members, environmental groups, activists and many others. The company engaged them to be able to understand their concerns and gain their input on topics of mutual importance. External Environment: Opportunities and Threats Starbucks international operation was one of the major aspects of their success. , in the mid 1990s, with the market reaching saturation, Starbucks could no longer depend on the U.S. market for growth. To maintain its growth rates and to boost revenues, Starbucks had to venture abroad. Starbucks international presence is now in more than 25 countries and the United States of America. This presence is formed in three modes in entry that are Joint venture, licensing and wholly owned subsidiaries. This became a burden on the mother company in a later stage. That those types of entry moods need a lot of training, supervising, management assistance and technology transfer for the partner. This is along with inability to engage in global strategic coordination. However, the success of Starbucks is not only to its aggressive expansion but also to its product innovation. Starbucks came out with new products to attract customers on different periods. Also diversification was one of the factors that Starbucks started to apply even on a small initiated base. That along with serving coffee, Starbucks also sold merchandise. In 1995, it started selling CDs of its famous in-house music program. It also entered into alliances with various players such as Canadian Airlines, United Air Lines, Starwood Hotels, and Barnes Noble, Inc., to serve Starbucks coffee. Michael Porters five forces Michael Porter defines five forces impacting a firms competitiveness- threat of substitutes, threat of new entrants in the industry, bargaining power of suppliers, bargaining power of customers, and the intensity of competition within the industry. A firms strategic decisions to respond to these five forces are a source of risk also. The company is facing a real threat of substitution from many other companies that producing the same product that is satisfying the same need. This is in its domestic market and even in the international market specially Europe and Middle East. Also Starbucks is facing a real problem of rival competition due to its uncompetitive price all over the world and even in its domestic market. Also the taste of Coffee had been judged by customers as an artificial taste especially in Japan. Suppliers bargaining power is really represent a threat for Starbucks. That they decided to deal with a 51% women or minority owned suppliers. Also they are not dealing with suppliers who dont follow the same environmental ethics that are for Starbucks. This may lead them to lose a good opportunity or deal with a supplier that they will not deal with him. Also dealing with small suppliers instead of dealing with limited number of big power full suppliers is not giving them real good deals for facilities and prices. Societal Environment Economics Economic factors are an important aspects that concern the nature and direction of the economy in which a firm operates Starbucks also faced criticism from Non Governmental Organizations (NGOs) that urged the company to acquire certified coffee beans,ensuring that those coffee beans were grown and marketed under certain economic and social conditions. Furthermore, Starbucks faced problems due to economic recession in countries such as Switzerland, Germany, and Japan in the early 2000s, where it experienced declining sales and revenues. Moreover, a real expectation of huge recession during the next year due to the worldwide financial crisis may affect the companys results badly. Technological Starbucks is continuously searching for ways to better a customersexperience. With the introduction of the Starbucks Card for example, the Company has created the opportunity to improve customer service, shorten lines and make a customers visit at Starbucks quicker and more convenient. Most if not all Starbucks location has WI-FI for consumer needs. Political/Legal Increasing tensions between the United States and the rest of the world, the business environment, especially in the Middle East and Southeast Asia, was becoming increasingly volatile. After U.S. declaration of war on Iraq in early 2003 matters became worse for the company. This created serious problems for Starbucks. In July 2002, Arab students called for a boycott of American goods and services, due to the alleged close relationship between the United States and Israel. The boycott targeted U.S. companies including Starbucks, Burger King, Coca-Cola and Estee Lauder 2-In addition to these incidents, Starbucks topped the list of companies to be boycotted due to Schultzs alleged closeness to the Jewish community. Till now in the Arab countries Middle East a lot of rumors that Starbucks is sponsoring the Jewish community against Palestinian crises. Due to increasing security threats, Starbucks closed down its six stores in Israel. Starbucks had two class action suits pending since 2001. The lawsuits entitled Carr vs. Starbucks and Sheilds vs. Starbucks are challenging the status of Starbucks California store managers and assistant managers as exempt employees under California wage and hour laws. Starbucks is denying all liabilities in these cases, however; the company has agreed to the settlement in order to take care of all of the plaintiffs claims without having to get involved in any protracted litigation. Starbucks only imports all their coffee beans, so possible threats could include a change in import laws. A change in the status quo as far as imports go could greatly affect numerous areas of production for the company. For example, if it costs more to import or the process is made more difficult the result could ultimately be a change in price, which would affect the level of consumption for Starbucks coffees. Social/Cultural Environmental Mission Statement (Starbucks is committed to a role of environmental leadership in all facets of our business) As a result of Starbucks closely following their objectives, the company has installed a list of principles that further outline the companys willingness to make sure that its affect on the environment is as positive as possible. These principles are stated as: 1-Understanding of environmental issues. 2-Sharing information with our partners. 3-Developing innovative and flexible solutions to bring about change. 4-Striving to buy, sell and use environmentally friendly products. 5-Recognizing that fiscal responsibility is essential to our environmental future. 6-Instilling environmental responsibility as a corporate value. 7-Measuring and monitoring our progress for each project, and encouraging all partners to share in our mission. Those can only be seen as a positive for the image of the company and shows that they are willing to utilize their resources in order to more than satisfy requirements. Task Environment Not only this but also, Starbucks organizing activities such as neighborhood clean-ups and walk-a-thons. Many examples are available on the web site of the company. Policies that also have been implemented are the buying policies, which only allow the company to purchase from those other businesses (suppliers) who follow the same environmental strategy as Starbucks. This may push the company to lose an opportunity of good deal, because the supplier doesnt follow the company environmental policiesFinally, to integrate these policies to new employees, Starbucks has employed the services of a few partners which congregate together to create a Green Team, which installs the environmental views into trainees as well as coming up with inventive ways of helping the environment. Summary of External factors TO However, it was found that the success of Starbucks was due to its profitable domestic operations. It was reported that most of Starbucks international operations were running into losses. In May 2003, Starbucks Japanese operations reported a loss of $3.9 million (Japan constituted the largest market for the company outside the United States), and the company also performed badly in Europe and the Middle East. Analysis pointed out that Starbucks international operations were not as well planned as its U.S. operations. It was also observed that the volatile international business environment made it difficult for the company to effectively manage its international operations. Internal Environment: Strengths and Weaknesses Corporate Structure Starbuck has no formal organization chart and does not work with hierarchy structure. It consists of to main departments, functional department consists of marketing, supply chain, operations, finance and human resources, and cross functional teams, consisting of local store marketing and marketing campaigns. The decision making process in Starbucks is bottom up process, where the employees are empowered even to take decisions without referring back to the management. There is a conflict in the corporate structure where some employees are reporting to two different divisions which in some cases causing confusion and over lapping. Corporate culture The Chairman of Starbucks, Schultz decided to treat employees as family, and called them partners. Both full time and part time employees could benefit from training and health insurance. Starbucks paid some more salaries than competitors to gain highly qualified employees. Starbucks relied on its baristas and other frontline staff to a great extent in creating the Starbucks Experience which differentiated it from competitors. Employees had option to stock chare according to their base salaries. Also Starbucks had shared values with their employees who made them proud to work in such successful company, and this created good culture. Schultz decided also to be open and honest with his employees, and let them share in the decision making process. He gave extensive training to employees especially barista employees to give careful attention to customers. Environment was important to Starbucks. Using this concept Starbucks gave good attention to their suppliers by helping them technically and financially as part of their corporate social responsibility. Also it encouraged all partners to share in the companys mission. Starbucks has deep tacit knowledge, which is difficult to be imitated by competition. Functional strategies Marketing The main marketing strategy and position for Starbucks is for customers to consider it as their place after home and work, this will guarantee customers visiting the shops several times. However it also customizes its positioning for each store individually according to the specific location it is in. Another important part of Starbucks positioning over competition is that they are environmentally friendly. Starbucks does not generally offer promotional prices on its products. It has a reputation for having pricey drinks; furthermore, Starbucks brand is too expensive. The company mainly depends on the brand for their high revenues, which could be risky from competition. However it seems to be the market leader when it comes to new products and ideas. Starbucks has found more success advertising on a local level rather than to the nation as a whole. The Company advertises a lot through print mediums, as Starbucks target market tends to be educated people who do more reading than the average person. In 2005, Starbucks spent $87.7 million on advertising, or 1.4% of revenues. Starbucks also market itself as environmentally friendly and focus on its corporate social responsibility, one example is buying Ethos-Water Company and they also plan to donate $ 10 million to help countries under developed lacking clean water. RD The RD role in Starbucks is to make a RD mix and mainly consists of the following activities: Ä ±Coffee Science Ä ±New Technology Ä ±Equipment Technology Ä ±Product Development Ä ±Menu Development Ä ±Coffee Quality Assurance Ä ±Sensory Science The introduction of the Starbucks Card for example, Starbucks has created the opportunity to improve customer service, shorten lines and make a customers visit at Starbucks quicker and more convenien. Starbucks is continuously searching for ways to better a customers experience. The company spent 7.2 Million in 2008 for new technologies related to food and equipment. Operations and logistics The main operation for Starbucks divided into local operation in USA and international operation. Starbucks depended mainly on their employees to manage operation, thats why they focused on training employees as they are the main asset in the company. They are managing all stores in USA, however, they are in the international operation sometimes manage their store, or give licenses, or get into joint ventures with existing companies. But they focus on their operation on the quality of their coffee Starbucks deals with international small suppliers. Starbucks made good deals with their suppliers to supply coffee with fixed prices rather than using the Fair Trade Coffee. They mainly use non-smoking restrictions in their stores, however in some countries because of culture conflicts they had to have either smoking rooms or smoke areas in the air. One of the main advantages Starbucks has is the accumulative experience of their employees in operation, this is due to the low turn over they have and their focus on employee satisfaction. Human Resources Starbucks paid considerable attention to the kind of people it recruited. So the company hired people for qualities like adaptability, dependability and the ability to work in a team. Starbucks was one of the few retail companies to