Casue Of The Civil War Essay - 824 Words

In 1850, a document called the Fugitive Slave Act was passed. Primarily, this document dealt with the reclaiming of runaway slaves. This law allowed southerners to call upon the federal government to capture runaway slaves who had fled the South and may be living in the North. The Fugitive Slave Act and the laws that went with it only caused controversy in the North. This split the North and South. In reaction to this, some northern states passed laws forbidding state officials to enforce the Fugitive Slave Law, which only angered the southern states. Northerners had become aware of the hypocrisy of slavery and became resolved to end slavery. Many abolitionists started to take action to help slaves escape. This major controversy over the†¦show more content†¦178 People’s History, Zinn). This address by Frederick Douglas stated exactly what the northern antislavery citizens saw in the South, hypocrisy and fraud. They knew that their oppression to slaves paralleled to the oppression they felt from Britain not too long ago. Since the South’s entire economy was based on the growing of cotton, and that slaves were needed to work the fields, it was apparent that the South would not ban slavery easily. Before much controversy arose, many Northern citizens did not have an opinion and remained unbiased on the issue of slavery in the South. When the Slavery Act caused a commotion in the North, writers took action to help spread the message to the unbiased citizens. Publications such as Uncle Tom’s Cabin, by Harriet Beecher Stowe, and antislavery newspapers and magazines, such as â€Å"The Liberator,† became available. These articles and stories produced a greater awareness of slavery in Northerners. As time passed, the Northerners began to take sides on the issue and the majority of them were antislavery. Debates, arguments and pushes for change got the Northerners more involved and moreShow MoreRelatedThe Legacy Of Franklin Pierce Essay1281 Words   |  6 Pagesthan the death of franklin s son, his vice president William Rufus King died of tuberculosis. For decades America s most debated issue was slavery. As the country expanded from the louisiana purchase and from the land taken from Mexico after the war of 1848, there was a debate of which states would be slaves states and which states would be free states. In result the compromise of 1850 was passed, the compromise pleased both sides on the issue of slavery. Kansas and Nebraska was unsettled andRead MoreNotes of a Native Son1653 Words   |  7 PagesJames Baldwin, an american writer for his novels on racial and perosnal identity focus on civil rights struggles in the united states during the civil rights movement. Notes of a native son, written in the 1940s to the eraly 1950s allows the readers to understand baldwins first hand experiences during this movement, where he faces the consequences of racial descrimination. throughout the novel, baldwin explores the most obvious actions of sexual and racial descriminations in westernRead MoreThe Bombing Of Twin Towers1654 Words   |  7 Pages11, 2001. Al-Qaeda meaning ‘The Base’ or ‘The Foundation’ is a militant Sunni Islamic global organiztion founded in 1988 by Osama bin Laden and others. As terrorist group, it participated in Global War on Terrism, War in Afganistan, War in North-West Pkistan, Somali Civil War, Irap War, Syrian Civil War and so on. Providing that Al-Qaeda did participate these happenings, it was feared by people in all over the world. Osama bin Laden, a founder of Al-Qaeda was a Saudi Arabian. When he was a college

Doubt kills more dream then actually it happens Free Essays

One of the most common things I receive questions about is doubt and lack of self- confidence. People feel the impacts of both and seem to struggle with how to overcome these forces. It’s even been said that DOUBT kills more dreams than failure! Why is that? I would submit the difference is that, with fear of failure, people will push on to achieve their goals and only give up if such sometimes outside forces overwhelm them and they lose the ability to continue whereas doubt is exclusively INTERNAL. We will write a custom essay sample on Doubt kills more dream then actually it happens or any similar topic only for you Order Now Our own feelings of inadequacy and lack of confidence overwhelm us long before actual failure typically does. We all face doubt from time to time and it’s perfectly normal. The feeling of discomfort brought on by doubt about a path you choose or a decision you make is uncomfortable and takes value away from your day. If you’re not careful, doubt can become a chronic illness, debilitating your life on a daily basis. How to cite Doubt kills more dream then actually it happens, Papers

International Market Entry Strategy

Question: Discuss about theInternational Market Entry Strategy. Answer: Introduction The primary objective of any company is to increase its market share through its business growth. The advanced technology in the modern business world has availed the companies with expansion opportunities. The continued business growth results to companies saturating the local markets and thus forcing them to penetrate the international markets. However, the penetration in the international market requires the organization to come up with comprehensive and extensive marketing plan covering each aspect of the international marketing(Calegario, et al., 2015, p. 50). These aspects may include entry strategy, analysis of the target market as well as the positioning of the product(Demirbag, et al., 2010, p. 211). For an extensive discussion of the international market, this report aims to address the aspects of the international marketing by Australian Fruit Grower Company. The company is dealing with the production of the fruits as well selling them directly either to intermediate custo mers or final customers without the involvement of the distributor. Alternatively, the company has experienced growth in its business and anticipates to penetrate into the international market by entering the fruit market in Singapore. Singapore fruit market will be the suitable destination due to the countrys little production of the agricultural products. Singapore Fruit Market Overview The Singapore fruit market is known as one of the best in the globe. Normally referred to as wet market it comprises a variety of grown products from Australia, New Zealand, India, and China as well as from Western and Eastern nations. The market is majorly known for offering fresh products, and thus it opens early in the morning and then closes at late noon. The fruit market in Singapore comprises of several markets such as Tiong Bahru Market, Tekka Market, and Chinatown Wet Market among many others. Singapore is one of the largest fruit importers in the South East Asia. The statistics indicate that more than ninety percent of the agricultural products are imported(Orissa International Pte Ltd, 2013, p. 13). Of the ninety percent of the imported agricultural products, five percent comprises of fruits. The research findings indicate that ninety-five percent of the fruits consumed in Singapore are imported from other countries (Flanders Investment Trade, 2016, p. 3). This makes Singa pore fruit market a perfect entry for any Australian company dealing with fruits production. The countys fruit market is expected to grow proportionally with the growth of the population. This is because the Singapore citizens are high consumers of the fruit products. Rationale and Entry Mode The Large part of the arable land in Singapore comprises of the permanent crops thus leaving with no other option other than to import the agricultural products. Therefore, Singapore fruit market is a strategic market that an Australian fruit grower company can expand its operations to. For the entry mode, there are various strategies that the company can use to penetrate in this international market. There is no single entry mode for all the international markets, and thus the marketers should use different entry strategies for different global markets(Chatterjee, 2002, p. 790). Alternatively, the company can apply the combination of various entry strategies according to the trends in the target market. However, before the marketer comes with the right strategy, he or she should first strive to understand the aspects influencing the choice of entry(Brouthers, Hennart, 2007, p. 400). Some of these aspects include distribution costs, marketing costs, adaptability of the product in th e market and tariff rates. According to the characteristics of the Singapore fruit market, the combination of the following strategies discussed below can be suitable for the market entry. Partnering The aspect of partnering is one of the most entry strategies when entering the foreign markets(Chatterjee, 2002, p. 795). Alternatively, the research findings indicate that in Asia partnership with the local distributors can enable effective and successful strategy for the exporters(Trade Start.CA, 2016).The partnering concept can take the various forms such as arranging for co-marketing or entering into an alliance with fruit processing entities. Partnering becomes a necessary strategy whereby social set up and business in a foreign market is totally different from the marketer's market or the culture do not allow the importer to enter the market. For Singapore market, partnering with the local distributors will be most appropriate. This is because the fruit products in Singapore is normally distributed via domestic importers who then provide them to local retailers(Kweke, 2015, p. 8). The retailers then store the products in their warehouses where they store and repack them ready t o be provided in the market. The target market of these retailers includes wet markets, small neighboring stores as well as hawkers. Direct Exporting Direct marketing entails the company offering the products directly to the identified market by using its resources. It can work best for the Australian fruit grower company. This is because fruit products are highly perishable, and the entry through the partnerships may result to limited promotional of the company product in the new foreign market. This strategy will be achieved through the company getting the distributors or agents to act on behalf of the company. The distributors will become the face of the company and thus should be treated the same way as the companys staff. The Singapore fruit market is concentrated in wet markets. Therefore, the company should focus on getting the agents in one or several of the wet markets. This report suggests that the company should choose Tekka and Chinatown markets as the target markets of entry. International Market Environment Analysis The international business analysis is crucial in determining the company's competitive advantage in the market(Arasa Gideon, 2015, p. 375). The findings indicate that the global environment is greatly affected by macro environment factors such as culture, government regulations, technology, politics, physical environment and economic environment(Davis, et al., 2002, p. 242). This report discusses some of these aspects about the Singapore fruit market. Culture: Cultural differences is very influential in determining the entry of the company in the international market(Hofstede, 1984, p. 32). Society and religion of the Singapore citizens do not discourage the consumption of fruits, and thus this aspect will be for the Australian fruit grower company. Government regulations: Because of the Singapore low production of agricultural products, the countrys government encourage the importation of the agricultural commodities. Technology: Singapore is endowed with very robust technology which the company can use to preserve the fruits. Physical environment: The Singapore climate and weather patterns are very conducive for foreign investors. Economic Environment: Singapore is one of the most wealth markets in the South East Asia, and only a few citizens are low-income earners. Target Customer Profile As a marketer trying to advertise and sell the company products to everyone may be the waste of time and resources(Rothaermel, et al., 2006, p. 55). This is because not everyone will be interested in the products being promoted. For the Australian fruit grower company, it should focus on the target market based on the following aspects. Psychographics: The Company will target the consumers leaving in the cities who portray high lifestyles. This is because they are likely to consume imported from products as they comprise of people from different regions of the globe. Geographic Location: The objective of the company will be to target the people living in the cities around Tekka and Chinatown markets. Demographics: Majority of the Singapore citizens are high-income earners. The company will focus on these group of citizens and more specifically women as they ones who normally who carry out household shopping. Product Positioning Product positioning is fundamental when the company is introducing the product in the new market(Twarowska KƦkol, 2013, p. 1008). It provides an opportunity for the company to communicate its product to the target market. Alternatively, the company should ensure effective product positioning because when consumers are making buying decision majorly based on this aspect(Oxley Yeung, 2001, p. 710). Given the nature of the product being introduced in the Singapore, the company will need to position its business as well as its product. The product differentiation strategy will be for the entry in the new market. The company can adopt the applicability of this technique by coming up with the new species of fruits which are not being provided in the Singapore fruit market. Again, the company should adopt a competitive strategy whereby it can set the lower prices for a certain period as the way of building its market share in the new market. Conclusion International marketing is a crucial aspect of any company. Either small sized, medium or an international corporation the companies should have a comprehensive and extensive understanding of the concepts and aspects of the international marketing. This is because the continued expansion of the company business may force it to broaden its market by penetrating in the global market. Australian Fruit Grower Company will be very effective and successful if the company adopts the strategies suggested through the report. For this entry company strategies and the target market are the most fundamental considerations. It is the effectiveness of the company product penetration that will determine whether the product finds its place in the Singapore fruit market or not. Alternatively, the target market will determine whether the company products succeeds in the new foreign market or not. References Arias, R. Gideon, L. N., 2015. The Influence Of International Market Entry Strategies On Firm Financial Performance: A Study of the Manufacturing Multinationals in Kenya. International Journal of Economics, Commerce, and Management, United Kingdom, 3(9), pp. 364-386. Brothers, K. D. Hennart, J. F., 2007. Boundaries of the Firm: Insights from international entry mode research. Journal of Management, 33(3), p. 395425. Calegari, C. L. L., Houston, J. E. Bruhn, N. C. P., 2015. Foreign Market Entry Strategies In The United States/European Union Agribusiness Trade Context. International Journal of Food and Agricultural Economics, 3(3), pp. 47-61. Chatterjee, S., 2002. Excess Resources, Utilization Costs, and Mode Entry. The Academy of Management Journal, 33(44), pp. 780-800. Davis, P., Desai, A. Francis, J., 2002. Mode of International Entry: An Isomorphism Perspective. Journal of International Business Studies, 31(2), pp. 239-258. Demirbag, M., McGuinness, M. Altay, H., 2010. Perceptions of institutional environment and entry mode. Management International Review, 50(2), pp. 207-240. Flanders Investment Trade, 2016. Fresh Fruits Vegetables In Singapore, Axa Tower: Flanders Investment Trade. Hofstede, G. H., 1984. Cultures consequences. International differences in work-related values. Beverly Hills: CA: Sage. Kwok, A., 2015. Assessments Of Commodity And Trade Issues, Napier Road: U.S. Embassy/USDA. Orissa International Pte Ltd, 2013. Food And Beverage Market Singapore , Zrich: Switzerland Global Enterprise . Oxley, J. Yeung, B., 2001. E-commerce readiness: Institutional environment and international competitiveness. Journal of International Business Studies, 3(2), pp. 705-723. Rothaermel, F. T., Kotha , S. Steensma , K., 2006. International Market Entry by U.S. Internet Firms: An Empirical Analysis of Country Risk, National Culture, and Market Size. Journal of Management, 32(1), pp. 56-82 . Trade Start.CA, 2016. Market Entry Strategies. [Online] Available at: https://www.tradestart.ca/market-entry-strategies [Accessed 14 September 2016]. Twarowska , K. KƦkol , M., 2013. International Business Strategy - Reasons And Forms Of Expansion Into Foreign Markets. Knowledege management and Innovation: Zadar Croatia International Conference, 2(3), pp. 1005- 1011.

The Impact of Audience Fragmentation on Public Service Broadcasting

Introduction Over the past few decades, media audiences have experienced fragmentation in many countries such as the United Kingdom, the United States, and Australia partly because of increase in media choices. Audience fragmentation and media polarization are common in today’s generation dominated by technology and the new media.Advertising We will write a custom essay sample on The Impact of Audience Fragmentation on Public Service Broadcasting specifically for you for only $16.05 $11/page Learn More Audience fragmentation is caused by media proliferation, which makes the broadcast opportunities more diverse posing a challenge to media providers and advertisers. The media proliferation means that the media content, once a preserve of specific outlets such as public broadcasters, is now available in all platforms, which results to a more participatory and fragmented audience. While this may be good for democratic development, it presents major ch allenges that affect mainstream media financially (Benkler 32). Society and audiences in many countries are changing in line with the developments in media technology, the new media, and the internet. In Australia, the audience is increasingly becoming fragmented particularly with regard to television viewing. In 2009, about 84% of all Australian households were audience of free-t-air TV, which, however, was shared with three other major stations (FreeTV 12). Audience fragmentation in Australia has arisen due to increase in the number of commercial channels. By the end of 2010, the number of free-to-air channels grew sharply with the licensing of six additional government-sponsored and commercial television channels further contributing to audience fragmentation (FreeTV 9). Public broadcasters have responded quite positively to the changing media environment. Radio stations, television networks and other content providers have rapidly shifted their services to involve the internet. At the same time, public broadcasting has adopted more personalized services and products to meet the diverse needs of the consumer in a fragmented society (Murdock 54). Despite the stiff competition occasioned by media proliferation, public broadcasting is best suited in delivering and receiving content that informs, entertains, and educates a fragmented society through the new media and the internet in line with its original mission and therefore public broadcasting is still necessary even in the face of audience fragmentation and proliferation of media outlets.Advertising Looking for essay on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More Principles of Public Broadcasting The commercial broadcasters often offer programs that propagate their commercial interests. In contrast, public broadcasters’ mission is to offer a balanced programming that focuses on public and governance affairs while being politically ne utral and non-commercial (Tomaselli 31). However, with the recent advancements in technology and the emergence of the new media, which has led to audience fragmentation, public broadcasters appear to compromise their initial mission. Among the principles of public broadcasting is its quest to be universally accessible and have a universal appeal (Tomaselli 34). By integrating technology like digital Audio broadcasting (DAB) into public broadcasting, public broadcasters have been able to increase their reach in most countries. In Australia, DAB digital radio is broadcasted in five major metropolitan areas with the community radio sector shifting to digital broadcasting to increase accessibility (Free TV 12). Public service broadcasting should be available to everyone regardless of his or her geographical location. In Australia, a digital community radio was launched on May 2011, to offer a broad range of digital content and increase accessibility of public broadcasting (CBAA). Unlike commercial broadcasting, which is governed by commercial and advertising interests, public service broadcasting plays a crucial role in dissemination of unbiased information to the public. It offers a forum for public debate on issues affecting the people, which enable people to make informed choices. In this way, public service broadcasting allows people to express their opinions on contentious issues and in the process fosters cohesion in the society. Public broadcasting also empowers citizens owing to its programs that cover governance and political issues (Tomaselli 39). This phenomenon enhances the quality of life of individuals and social groups can participate in issues affecting their economic and social lives. Public broadcasting, therefore, offers actual and unbiased information, which promotes free opinion formation as compared to other commercial broadcasters and this trend makes public broadcasting necessary in the society even in the wake of audience fragmentation and media proliferation. Public service broadcasting also takes into account the interests of the minority within the society with an intention of promoting social cohesion. The central issue, however, is whether public broadcasting can be detached from government interests given its source of funding.Advertising We will write a custom essay sample on The Impact of Audience Fragmentation on Public Service Broadcasting specifically for you for only $16.05 $11/page Learn More Public broadcasters are expected to exercise independence from political interference or commercial interests. However, absolute independence is often difficult in practice. In addition, the public broadcasters need to emphasize on quality programming instead of multi-channeling, which is common in commercial broadcasting to support the programs. The Australian Broadcasting Corporation (ABC) increased the number of channels, which has affected the quality of its programming and stretche d its resources (Frangopoulos Para. 2). Public Broadcasting and the New Digital technologies The technological developments have made it easier for both the media providers and the users to move across the media platforms. Digital technologies have led to the new media commonly referred to as â€Å"social media†, which also has contributed to audience fragmentation. These include social networks like Face book, video sharing media such as You Tube and search engines such as Google and iTunes (Webster 371). The social media, unlike the traditional media, aim at increasing their popularity and in the process attract more audience. To achieve popularity, many of the social media compete for audience by offering attractive user-friendly options to attract the attention of the users. Unfortunately, the attention of the public is limited and scarce. The focus of the new media is to catch the attention of the audience as the prerequisite for attaining their social and economic objec tives (Davenport and Beck 65) and this has led to the proliferation of the social media further contributing to audience fragmentation. However, integration of public broadcasting and social media allows the public to debate on national issues more effectively. The media users also contribute to audience fragmentation as they usually choose the media products they prefer. The user preferences are reflective of their attitudes, their needs, or tastes. The audience can opt to remain loyal to a particular genre provided by a given media or sample a diverse range of media genres. Users preferring a particular genre especially with regard to news lead to a highly focused audience known as â€Å"gated communities† or â€Å"enclaves†, which lead to audience fragmentation (Iyengar and Hahn 112). The users are expected to understand the media environment in which they operate.Advertising Looking for essay on communications media? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, the proliferation of the media outlets especially the digital media makes perfect understanding of the digital marketplace almost impossible. In addition, the diversity of the media products makes informed user choice difficult. Users cannot even be sure of which brand would provide the desired gratification and therefore have to sample different media outlets. Public broadcasting offers better means through which the public perceives and addresses public affairs through digital technology and the new media forms, partly because public broadcasting, owing to its focus on public affairs, enjoys a higher level of public trust than the commercial broadcasting. In addition, public broadcasting focuses on universal accessibility and therefore, the new technologies offer a platform to increase its reach in line with its mission. Forms of Media Fragmentation The proliferation of media outlets like channels and websites or media products as music or movies play a significant role i n audience fragmentation termed media-centric fragmentation. Under media-centric fragmentation, the media providers are arranged from the most popular to the least popular using data derived from monthly visitors or total sales reached in a month conducted by independent providers (Anderson 54). In media-centric fragmentation, the audiences are spread across many media outlets. In Australia, rationalization of the audience is high and continues to increase because of restrictions that prevent multi-channeling. By 2009, free-to-air TV (FTA) had an estimated audience of 84%, which it shared with three other commercial TV stations (FreeTV 16). In 2011, three national TV channels, three more channels that are commercial and Pay TV have entered the market. However, government restrictions prevent multi-channeling involving FTA broadcasting (FreeTV 13). This has contributed to audience fragmentation as users and advertisers migrate to other media including the new media. Despite the conti nued fragmentation of the audience, public broadcasting remains a reliable means of promoting social cohesion while promoting diversity of culture. The public broadcasting works is even more useful in a fragmented society as the individual needs of social groups and community public service broadcasters address minorities more effectively. Fragmentation at micro-level involves the distribution of each individual’s use of media across many providers. People become specialized in their patterns of media use by becoming concentrating on a certain class of media products or media outlets that deliver the desired services. In addition, under the micro-level fragmentation, the characteristics of the audience e.g. age or gender is common. The audience relies on subsets of the available media, at a micro-level, on a daily basis to obtain relevant information in the complex media environment. The public broadcasters through its range of educative and informative programs can attract a ll different segments of audience as they discuss political, economic, and social issues affecting their lives. Another form of audience fragmentation relies on a macro-level way of perceiving audiences based on the media they use. This approach can identify the audience for a particular media outlet and by doing so; it is easier to determine how the public attention is spread across the media environment. The macro-level fragmentation can evaluate channel loyalty and audience flows within the media environment (Napoli 67). According to Webster, analysis of the media environment which indicates that users do not spend a lot of time in gated communities but rather sample a variety of media products to satisfy their needs (378). The Future of Audience Fragmentation In spite of audience fragmentation caused by interactions between media providers and users, public broadcasting remains an important source of media products. According to Webster, most media users do not spend much time i n niches or gated communities nor does typical users consume particular media products only, rather most of them range widely across the media outlets as they search desired media products (381). The audiences may appear highly fragmented but they do not stay long within the niches or gated communities. Majority of the users have rather varied media repertoires, which are specialized subsets of media that provide desired media products at particular times. This implies that the micro-level and macro-level fragmentation have no much impact on the consumption patterns of the audience. In fact, the public prefers to associate and debate public affairs. The public broadcasting offers an ideal platform for citizens to be informed on national issues and contributes to national development. Moreover, despite relying on different media repertoires, users can still get the same products and the traditional media remains a preferred source of quality media content. The popularity of the media providers is fundamental to the future distribution of audiences across the media environment. Anderson beliefs that the many media offerings or choices offered would contribute to audience fragmentation in the future (181). Frank and Cook, on the other hand expect that high concentration of the audiences will continue to be experienced in the digital media as compared to other forms of media (56). Moreover, in the digital media, because of differential quality of the digital media products, there will be less audience fragmentation. Due to the diversity of the digital media products and the social nature of the digital media, it is likely that the digital media will become more popular than the traditional media. Audience fragmentation is not likely to be high in digital media as the quality of media products is not normally uniform. Assuming the prices are fairly the same, the audience choices would gravitate towards the digital media that offers high quality choices. As Caves no tes, most content providers and the users alike tend to prefer high quality media products if they can afford them (33). Digital media provides a platform for providers and the users to access high quality services on demand, which effectively reduces the available choices and concentrates the audiences around the best media options thus reducing audience fragmentation. The social nature of the digital media consumption makes digital media more desirable. Through social media networks like Facebook, You Tube, and Twitter among others, few programs, or sports events contribute to live audience debates on various topics, which the public broadcasting service can use to propagate its mission. The social networks also allow simultaneous media use especially alongside television viewing. Twitter and Facebook allow conversations on a virtual space, which concentrates the audience on these networks as they discuss topics they find noteworthy. Since the digital media products are more diver se, the users rely on recommendation systems that guide their consumption. While the media recommendation systems may vary across the media environment, they are mostly directed at promoting the popular media products or media outlets relying on the information on what other have chosen (Webster 389). Nevertheless, the digital products, the media outlets, or their content only varies slightly. The major concern about audience fragmentation is its economic impact on advertising as companies find it difficult to reach the intended market due to audience fragmentation. Contrary to these concerns, fragmentation, and the large number of media channels actually allows practitioners to reach a large number of audiences and can even provide access to additional audience. In order to maximize reach, advertising should be carried out across multiple media channels (Ephron 19). A study conducted by Newstead to establish the strategies of maximizing reach to the Australian market, found out tha t, extending the media coverage coupled by distribution over a wide range of media during advertising increases reach efficiency of between 2-46% (Newstead 76). Despite the proliferation of media outlets, the media outlets offer more or less similar content, which makes public broadcasting even more reliable as a source of information. Conclusion It is evident that the proliferation of commercial media outlets has influenced public broadcasting in many ways. However, public broadcasting in many countries remains the appropriate means of promoting public interaction. Due to competition from commercial broadcasters, public broadcasting has adopted different broadcasting methods involving introduction of diverse programs tailored for specific social groups, more interactive programs that make use of the new media, and introduction of appealing media content. In addition, public broadcasting has made use of digital technologies to promote accessibility in line with its mandate. All this has translated to public broadcasting playing an important role particularly with regard to promoting social cohesion. In conclusion, public broadcasting is still necessary even in the wake of recent proliferation of media outlets and audience fragmentation. Works Cited Anderson, Craig. Free: The future of a radical price. New York: Hyperion, 2009. Benkler, Yunus. The wealth of networks: How social production transforms  Markets and Freedom. New Haven, CN: Yale University Press, 2006. Caves, Richard. Switching channels: Organization and change in TV broadcasting.  Cambridge, MA: Harvard University Press, 2005. Community Broadcasting of Australia (CBAA). â€Å"Sidney Community Radio Digital Launch†. 2011. 3/6/2011. Web. Davenport, Tim, and Beck, Julie. The attention economy: Understanding the new  Currency of business. Boston, MA: Harvard Business School Press, 2001. Ephron, Eric. â€Å"More Weeks, Less Weight: The Shelf-Space Model of Advertising.†Ã‚  Journal of Advertising Research 23.1 (1995): 18-23. Frangopoulos, Angie. ABC’s purpose lost in 24-hr transmission, 2010. Web. Frank, Rodger, and Cook, Peter. The winner-take-all society: Why the few at the  Top get so much more than the rest of us. New York: Penguin, 1995. FreeTV. Industry Report: 2009 Year in Review. FreeTV Australia. 2010:9-16. Iyengar, Steve, and Hahn, Kim. â€Å"Red media, blue media: Evidence of ideological Selectivity in media use.† Journal of Communication 59.1 (2009):110-115. Murdock, Grace. Citizens, consumers, and public culture. London: Routledge, 1992: Napoli, Peter. Audience evolution: New technologies and the transformation of media  Audiences. New York: Columbia University Press, 2011. Newstead, Kim. Best-practice media scheduling a practical application. Adelaide: University of South Australia. 2010. Tomaselli, Robin. â€Å"Public Service Broadcasting in the Age of Information Capitalism.†Ã‚  Communicare 8.2 (1989): 27-41. Webster, Gor don. â€Å"Beneath the veneer of fragmentation: Television audience Polarization in a multichannel world.† Journal of Communication 55.2 (2005): 366-389. This essay on The Impact of Audience Fragmentation on Public Service Broadcasting was written and submitted by user Jaylen Ochoa to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

What To Do If You Don’t Want To Work Anymore

What To Do If You Don’t Want To Work Anymore You find yourself totally checked out at work. You just can’t bring yourself to care- let alone work- let alone work hard. Your attitude has slipped. You can’t remember why you’re even doing what you’re doing. Trouble is: this can have a terrible impact on your career. Don’t let your current attitude impact your future reputation. First: Fight Through Work ApathyHere are a few strategies on how to combat a complete lack of interest in your job, or  work fatigue.1. Change your mind.Sometimes it really is a simple matter of faking it ‘til you make it. You can change the way your brain works. You can make your attitude more positive- just by trying. Start by rethinking your job as not just the bane of your existence. Until your two weeks notice are in, this is still your job and you still have to do it. Restart your thinking. Find something you can love about your work. And if you can’t, start strategizing how to change jobs.2. Reward yo urself.Figure out a way to be able to get through your day. If you finish working on that one task you’re dreading, allow yourself a hot chocolate with a coworker. If you finish a huge project, allow yourself to take a personal day and do something fun. Stay on top of your inbox for a week, and take yourself out to dinner!3. Think about the future.It might just be a rough or boring patch. Consider having a conversation with your boss about moving forward, perhaps taking on more interesting work, or shifting to another department. Start setting up the meetings now that will help you realize your best future. If you’re sure it’s not just a temporary slump, start preparing for what you might need to do to get yourself into a position you do want.Then: Make the Life Changes Necessary to Get Back on TrackIf you’re sure it’s the job and not your problem, start strategizing about your next steps. The worst thing you can do is rely on a job you hate just b ecause you have to stay afloat or you’ve let inertia get the better of you. Find yourself a job situation that lets you live a life you actually like. Here are a few things to keep in mind.1. Rethink your relationship to money.Money isn’t just stuff. It’s time, freedom, possibility. It’s a family. It’s travel. Figure out which is more important to you- money, or time. If money is your priority, you’ll never free yourself from the rat race. If time is, then it’s time to start prioritizing the things that matter. Rather than buy that extra latte or designer purse, why not save it for a mortgage fund or a family trip? Material goods can end up putting you in a loop of need and want that no amount of work will ever get you out of. And remember: the less you make, the less you’ll pay in taxes!2. Cut corners.Save money and eat better by eating at home. Think of your car not as a status symbol but as a way to get safely from place to place. If it’s a nice day outside, consider a picnic instead of a movie. A movie night at home instead of concert tickets. Take up running instead of shelling out for gym membership. See every expense as another piece of your life you’ll have to sacrifice. Spend mindfully.3. Choose work you care about and take action right away.This is the most important thing. Take ownership of what you do by believing in it. Figure out a way to incorporate what you really care about into your professional life. And if you’re not there yet, don’t worry. Just get the ball rolling. Start doing the work you’ll need to do to get there.

How Ancient Hunters Used Desert Kites

How Ancient Hunters Used Desert Kites A desert kite (or kite) is a variation on a type of communal hunting technology used by hunter-gatherers throughout the world. Like similar ancient technologies such as buffalo jumps or pit traps, desert kites involve a collection of people purposefully herding a large group of animals into pits, enclosures, or off steep cliff edges. Desert kites consist of two long, low walls generally built of unmortared fieldstone and arranged in a V- or funnel shape, broad at one end and with a narrow opening leading to an enclosure or pit at the other end. A group of hunters would chase or herd large game animals into the wide end and then chase them down the funnel to the narrow end where they would be trapped in a pit or stone enclosure and easily slaughtered en masse. Archaeological evidence suggests that the walls dont have to be tall or even very substantialhistorical kite use suggest that a row of posts with rag banners will work just as well as a stone wall. However, kites cannot be used by a single hunter: it is a hunting technique that involves a group of people planning in advance and working communally to herd and eventually slaughter the animals. Identifying Desert Kites Desert kites were first identified in the 1920s by Royal Air Force pilots flying over the eastern desert of Jordan; the pilots named them kites because their outlines as seen from the air reminded them of the childrens toy kites. Extant remnants of kites number in the thousands, and are distributed throughout the Arabian and Sinai peninsulas and as far northward as southeastern Turkey. Over a thousand have been documented in Jordan alone. The earliest desert kites are dated to the Pre-Pottery Neolithic B period of 9th-11th millennia BP, but the technology was used as recently as the 1940s to hunt the Persian goitered gazelle (Gazella subgutturosa). Ethnographic and historic reports of these activities state that typically 40-60 gazelles could be trapped and killed in a single event; on occasion, up to 500-600 animals could be killed at once. Remote sensing techniques have identified well over 3,000 extant desert kites, in a wide variety of shapes and configurations. Archaeology and Desert Kites Over the decades since the kites were first identified, their function has been debated in archaeological circles. Until about 1970, a majority of archaeologists believed that the walls were used to herd animals into defensive corrals in times of danger. But archaeological evidence and ethnographic reports including documented historic slaughtering episodes have led most researchers to discard the defensive explanation. Archaeological evidence for the use and dating of kites includes intact, or partially intact stone walls extending out for a distance from a few meters to a few kilometers. Generally, they are built where the natural environment helps the effort, on flat land between narrow deeply incised gullies or wadis. Some kites have constructed ramps leading gently upward to increase the drop-off at the end. Stone-walled or oval pits at the narrow end are generally between six and 15 meters deep; they are also stone-walled and in some cases are built into cells so that the animals cant gain enough speed to leap out. Radiocarbon dates on charcoal within the kite pits are used to date the time that the kites were in use. Charcoal isnt typically found along the walls, at least not associated with the hunting strategy, and luminescence of the rock walls has been used to date them. Mass Extinction and Desert Kites Faunal remains in the pits are rare, but include gazelle (Gazella subgutturosa or G. dorcas), Arabian oryx (Oryx leucoryx), hartebeest (Alcelaphus bucelaphus), wild asses (Equus africanus and Equus hemionus), and ostrich (Struthio camelus); all of these species are now rare or extirpated from the Levant. Archaeological research at the Mesopotamian site of Tell Kuran, Syria, has identified what appears to be a deposit from a mass kill resulting from the use of a kite; researchers believe that the overuse of desert kites may have led to the extinction of these species, but it might also be climate change in the region leading to changes in regional fauna. Sources Bar-Oz, G., et al. â€Å"Role of Mass-Kill Hunting Strategies in the Extirpation of Persian Gazelle (Gazella Subgutturosa) in the Northern Levant.†Ã‚  Proceedings of the National Academy of Sciences, vol. 108, no. 18, 2011, pp. 7345–7350.Holzer, A., et al. â€Å"Desert Kites in the Negev Desert and Northeast Sinai: Their Function, Chronology and Ecology.†Ã‚  Journal of Arid Environments, vol. 74, no. 7, 2010, pp. 806–817.Kennedy, David. â€Å"The ‘Works of the Old Men’ in Arabia: Remote Sensing in Interior Arabia.†Ã‚  Journal of Archaeological Science, vol. 38, no. 12, 2011, pp. 3185–3203.Kennedy, David. â€Å"Kites - New Discoveries and a New Type.†Ã‚  Arabian Archaeology and Epigraphy, vol. 23, no. 2, 2012, pp. 145–155.Nadel, Dani, et al. â€Å"Walls, Ramps and Pits: the Construction of the Samar Desert Kites, Southern Negev, Israel.†Ã‚  Antiquity, vol. 84, no. 326, 2010, pp. 976–992.Rees, L.W.B. â⠂¬Å"The Transjordan Desert.†Ã‚  Antiquity, vol. 3, no. 12, 1929, pp. 389–407.

World War II Propoganda Posters Essay Example | Topics and Well Written Essays - 2750 words

World War II Propoganda Posters - Essay Example Some also believe that it is basically the methodology employed in the persuasion that determines whether chanting of a slogan, jargon or an appeal is propaganda or not. (Taylor, S., n.p.n.d.) History bears testimony to the fact that greatest of propagandas have been used during wartime. In such times the warring nations often resort to propaganda campaigns that instigate people to acts which are most conducive to victory. The psychological warfare during cold war period was also a kind of propaganda that was meant to enfeeble the enemy's might and the will to fight. Another strategy, which is commonly known as 'brainwashing' and frequently used against prisoners unite political propaganda with bitter treatment of the prisoners to minimize its confrontation. (Taylor, S., n.p.n.d.) Several of the methods, which are employed in propaganda, are logical and common-sense techniques that include achieving the confidence of people, simplicity and repetition, and the use of symbols. (Taylor, S.n.p.n.d.) The propaganda may differ in nature from other educational forms which exist in literary societies, but in an autocratic educational set-up, it can involve educating the youth of a nation by practices that could be categorized as propaganda. The tutors in educated societies teach pupil 'how to think', but propagandists tell them 'what to think'. Many academicians may be inclined to change their opinions if and when new evidence emerges, but propagandists will always evade evidence that comes in their way. Thus the educators consider all aspects of a problem and are willing to advance a discussion but a propagandists on the contrary would never do that and enter into any kind of debate. The propagandists instead would always touch extremes and try to persuade and mold public opinion through strongest possible case which he builds so very desperately and ambitiously. (Taylor, S., n.p.n.d.) What makes World War II propaganda posters forms of propaganda Although the Propaganda Posters used in World War11 (1939-1945) were simple and randomly created to suit the newly emerging situations, they proved very effective on the belligerents simply because they were repeated over and over again. Also the words used to write catchy jargons, sensational slogans, and even appeals on the propaganda posters were often very simple but the pattern and symmetry in which they were used carried the message far and wide. For instance Nazis of Germany had used the below words of Adolph Hitler in one of their propaganda posters during World War11, "The intelligence of the masses is small. Their forgetfulness is great. They

The types of board diversity and its impact on board performance Essay

The types of board diversity and its impact on board performance - Essay Example This research will begin with the definition of diversity as the difference between things or people, the variety of assortment that makes us unique. Every person has unique skills, characteristics, and challenges that contribute much in the board performance. Despite that, the body structure is the same; physical characteristics differ making people have a greater deal of diversity. Diversity has the composition of age, gender, race, and ethnicity, education, physical appearance, political persuasion among others. It is the examination of these differences in a safe, affirmative, and fostering environment. Age diversity- workforce increasingly varied in age demographics, creating proficient environment loaded with experience and maturity as well as youthful enthusiasm. Companies that employ more workers in wide ranges of age have an advantage of creating a dynamic workforce with a diverse range of skills beneficial to the company. Gender diversity- it is an Umbrella term used by Aus tralians to swap transgender in a more comprehensive fashion. It is the skill of sex or gender identity beyond the biological and dual philosophy of male and female. It celebrates the diversity in gender identities rather than some categories of people. Gender composition in a workplace has its own advantages and disadvantages in the workforce. Most of the top boards in Australian do not have women. The following graph shows the percentage of women in 48 boards, in ASX 200 files. Available from: http://www.companydirectors.com.au/Director-Resource-Centre/Governance-and-Director-Issues/Board-Diversity/~/media/Resources/Director%20Resource%20Centre/Governance%20and%20director%20issues/Board%20diversity/Board%20Diversity%20images/Graph%20images/Percentageofwomen_19April.ashx?w=360&h=275&as=1 [accessed on May 03 2013] Race diversity- a race is a population distinguished from other populations within a species by hereditarily transmitted physical characteristics. It has a unique and distinct ensemble of genes and remains identified by this genetic ensemble. Members of the same race share distinguished genetic characteristics because they share the same ancestry. This also depends on language distribution. The following graph show race or ethnic diversity from a county make up. Available from: Http://www.google.com/imgres?imgurl [accessed on May 06 2013] Culture diversity- this is about the ethnic groups, nationalities, lifestyles, and the educational level. Two people may appear similar on the outside but have different cultures, values, view points, and work styles. It is equally valuable for a business to acknowledge multiple cultures that exist within the work place. Mangers work in hand with the employees to ensure that their cultures remain respected. The following graph shows women cultural diversity on trusteeship in 1931. Available from: http://www.google.com/imgres?imgurl [accessed on May 06 2013] Religion diversity- people continue to express a high level of religion involvement that is highly significant and productive in both the work force and our daily lives. In the recent, religious discrimination, remain practiced highly in the workforce. This diversity contributes much in the performance of a company. Catholics and Christians have the highest percentage in Australia while others like Anglican, uniting church, Presbyterian and reformed among others follow. The following gr

The Monkeys Paw and The Black Veil Essay Example for Free

The Monkeys Paw and The Black Veil Essay The writers of The Monkeys Paw and The Black Veil engage and sustain the readers interest by using a variety of narrative skills The writer of The Monkeys Paw is skilled at creating atmospheric setting. For example the way he describes the weather and surroundings of the house; The night was cold and wet. Even though they are a few words they are affective words as are these; Hark the wind. They describe the outside world in the way you can imagine it yourself. Another of the writers skills is the convincing characters. I think that the most convincing character is the sergeant. This is because I think you get a more detailed background of him more than anyone else, and a more detailed description. For example; Followed by a tall burley man, beady of followed by a tall burley man, beady of eye and rubicund face. This tells us more about his appearance and this makes you feel that you can relate to him a lot easier than any of the other characters. Another of his skills is the way he creates a sense of evil or mysterious things that have happened in the past. These types of things only crop up now and then in The Monkeys Paw and also in the The Black Veil. In the The Monkeys Paw it is when they find out about the first owner of the paw and how his last wish was for death. To me this indicates that the first two wishes were so drastic that he could not live with himself or the results of the wish and so he wished for his own death. To me this is the major part for things that had happened in the past here is what it says in the text; The first man had three. Yes. Was the reply; I dont know what the first two were, but the third was for death. Thats how I got the paw. Suggestions of evil yet to come are when are when the sergeant warns them that something will happen as a result of making the wish. As you read through the book this passage comes up; Better let it burn. This is said after the sergeant has through the paw on the fire. This suggests that the sergeant knows of the evil which might or will occur once the wishes have been granted and so he does want his friend or his family to be hurt so he attempts to destroy it. This makes the reader want to read on to see if this true. The authors use a skill of making you feel sorry or sympathetic for the different characters most of all Mr and Mrs White; He was the only one left to us. When Mr White says this you cant help but feel sorry for him and his wife, because it makes it sound like there had been more children who had died at a young age. This is also felt when the young man is brought back to his mother in the Black Veil, and we here that the old lady has nobody else left. Overall you can get emotionally involved in the story without noticing it.

Physical Activity and Weight Control :: Health Fitness Weight Loss Essays

Physical Activity and Weight Control Regular physical activity is an important part of effective weight loss and weight maintenance. It also can help prevent several diseases and improve your overall health. It does not matter what type of physical activity you perform--sports, planned exercise, household chores, yard work, or work-related tasks--all are beneficial. Studies show that even the most inactive people can gain significant health benefits if they accumulate 30 minutes or more of physical activity per day. Based on these findings, the U.S. Public Health Service has identified increased physical activity as a priority in Healthy People 2000, our national objectives to improve the health of Americans by the year 2000. Research consistently shows that regular physical activity, combined with healthy eating habits, is the most efficient and healthful way to control your weight. Whether you are trying to lose weight or maintain it, you should understand the important role of physical activity and include it in your lifestyle. How Can Physical Activity Help Control My Weight? Physical activity helps to control your weight by using excess calories that otherwise would be stored as fat. Your body weight is regulated by the number of calories you eat and use each day. Everything you eat contains calories, and everything you do uses calories, including sleeping, breathing, and digesting food. Any physical activity in addition to what you normally do will use extra calories. Balancing the calories you use through physical activity with the calories you eat will help you achieve your desired weight. When you eat more calories than you need to perform your day's activities, your body stores the extra calories and you gain weight (a). When you eat fewer calories than you use, your body uses the stored calories and you lose weight (b). When you eat the same amount of calories as your body uses, your weight stays the same (c). Food scales Any type of physical activity you choose to do--strenuous activities such as running or aerobic dancing or moderate-intensity activities such as walking or household work--will increase the number of calories your body uses. The key to successful weight control and improved overall health is making physical activity a part of your daily routine. What Are the Health Benefits of Physical Activity? In addition to helping to control your weight, research shows that regular physical activity can reduce your risk for several diseases and conditions and improve your overall quality of life.

French Revolution, Cause and Effect 1789

The pivotal event of European history in the eighteenth century was the French Revolution. From its outbreak in 1789, the Revolution touched and transformed social values and political systems in France, in Europe, and eventually throughout the world. France's revolutionary regime conquered much of Western Europe with its arms and with its ideology. But not without considerable opposition at home and abroad. Its ideals defined the essential aspirations of modern liberal society, while its bloody conflicts posed the brutal dilemma of means versus ends. The revolutionaries advocated individual liberty, rejecting all forms of arbitrary constraint: monopolies on commerce, feudal charges laid upon the land, vestiges of servitude such as serfdom, and even (in 1794) black slavery overseas. They held that political legitimacy required constitutional government, elections, and legislative supremacy. They demanded civil equality for all, denying the claims of privileged groups, localities, or religions to special treatment and requiring the equality of all citizens before the law. A final revolutionary goal was expressed by the concept of fraternity, which meant that all citizens regardless of social class, region, or religion shared a common fate in society, and that the well-being of the nation sometimes superseded the interests of individuals. The resounding slogan of Liberty, Equality, Fraternity expressed social ideals to which most contemporary citizens of the Western world would still subscribe. I. Origins Those who made the Revolution believed they were rising against tyrannical government, in which the people had no voice, and against inequality in the way obligations such as taxes were imposed and benefits distributed. Yet the government of France at that time was no more tyrannical or unjust than it had been in the past. On the contrary, a gradual process of reform had long been underway. What, then, set off the revolutionary upheaval? What had changed? An easy answer would be to point to the incompetence of King Louis XVI 1774-1792) and his queen, Marie Antoinette. Good-natured but weak and indecisive, Louis was a man of limited intelligence who lacked self-confidence. Worse yet, his young queen, a Hapsburg princess, was frivolous, meddlesome, and tactless. But even the most capable ruler could not have escaped challenge and crisis in the late eighteenth century. The roots of that crisis, not its mismanagement, claim the principal interest of historians. The philosophes In eightee nth-century France, as we have seen, intellectual ferment preceded political revolt. For decades the philosophes had bombarded traditional beliefs, institutions, and prejudices with devastating salvos. They undermined the confidence that traditional ways were the best ways. Yet the philosophes were anything but revolutionaries. Nor did they question the fact that elites should rule society, but wished only that the elites should be more enlightened and more open. Indeed, the Enlightenment had become respectable by the 1780s, a kind of intellectual establishment. Diderot's Encyclopedia, banned in the 1750s, was reprinted in a less expensive format with government approval in the 1770s. Most of France's 30 provincial academies_learned societies of educated citizens in the larger towns had by that time been won over to the critical spirit and reformism of the Enlightenment, though not to its sometimes extreme secularism. Among the younger generation, the great cultural hero was Rousseau (see picture), whose Confessions (published posthumously in 1781) caused a sensation. Here Rousseau attacked the hypocrisy, conformity, cynicism, and corruption of high society's salons and aristocratic ways. Though he had not exemplified this in his personal life, Rousseau came across in his novels and autobiography as the apostle of a simple, wholesome family life; of conscience, purity, and virtue. As such, he was the great inspiration to the future generation of revolutionaries, but the word â€Å"revolution† never flowed from his pen. Underground literature More subversive perhaps than the writings of the â€Å"high enlightenment† was the underground literature that commanded a wide audience in France. The onarchy's censorship tried vainly to stop these â€Å"bad books,† which poured in across the border through networks of clandestine publishers, smugglers, and distributors. What was this fare that the reading public eagerly devoured? Alongside a few banned works by the philosophes, there was a mass of gossip sheets, pulp novels, libels, and pornography under such titles as Scandalous Chronicles and The Private Life of Louis XV. Much of this material focused on the supposed goings-on in the fashionable world of Paris and Versailles. Emphasizing scandal and character assassination, this literature had no specific political content or ideology. But indirectly, it portrayed the French aristocracy as decadent and the French monarchy as a ridiculous despotism. II. Fiscal Crisis When he took the throne in 1774, Louis XVI tried to conciliate elite opinion by recalling the Parlements or sovereign law courts that his father had abolished in 1770. This concession to France's traditional â€Å"unwritten constitution† backfired, however, since the Parlements resumed their defense of privilege in opposition to reforms proposed by Jacques Turgot, Louis, new controller general of finances. Turgot, a disciple of the philosophes and an experienced administrator, hoped to encourage economic growth by the policy of nonintervention or laissez-faire. When agitation against him mounted at Versailles and in the Paris Parlement, Louis took the easy way out and dismissed his troublesome minister. The king then turned to a Protestant banker from Geneva with a reputation for financial wizardry, Jacques Necker. A shrewd man with a strong sense of public relations, Necker gained wide popularity. To finance the heavy costs of France's aid to the rebellious British colonies in North America, Necker avoided new taxes and instead floated a series of large loans at exorbitant interest rates as high as 10 percent. Short of a complete overhaul of the tax system, little improvement in royal revenues could be expected, and the public would bitterly resist any additional tax burdens that the monarchy simply imposed. Facing bankruptcy and unable to float any new loans in this atmosphere, the king recalled the Parlements, reappointed Necker, after tarying several other ministers, and agreed to convene the Estates General in May 1789. III. Estates General to National Assembly The calling of the Estates General created extraordinary excitement across the land. When the king invited his subjects to express their opinions about this great event, hundreds did so in the form of pamphlets, and here the liberal or â€Å"patriot† ideology of 1789 first began to take shape. The Third Estate While the king accorded the Third Estate twice as many delegates as the two higher orders, he refused to promise that the delegates would vote together (â€Å"by head†) rather than separately in three chambers (â€Å"by order†). A vote by order meant that the two upper chambers would outweigh the Third Estate no matter how many deputies it had. It did not matter that the nobility had led the fight against absolutism. Even if they endorsed new, constitutional checks on absolutism and accepted equality in the allocation of taxes, nobles would hold vastly disproportionate powers if the Estates General voted by order. In the most influential of these pamphlets, Abbe Emmanuel Joseph Sieye posed the question, â€Å"What is the Third Estate? † and answered flatly, â€Å"Everything. † The enemy was no longer simply absolutism but privilege as well. Unlike reformers in England, or the Belgian rebels against Joseph II, or even the American revolutionaries of 1776, the French patriots did not look back to historical traditions of liberty that had been violated. Rather they contemplated a complete break with a discredited past. As a basis for reform, they would substitute reason for tradition. Cahiers For the moment, however, the patriots were far in advance of opinion at the grass roots. The king had invited citizens across the land to meet in their parishes to elect delegates to district electoral assemblies, and to draft grievance petitions (cahiers) setting forth their views. Highly traditional in tone, the great majority of rural cahiers complained only of particular local ills and expressed confidence that the king would redress them. Only a few cahiers from Iarger cities, including Paris, alluded to the concepts of natural rights or popular sovereignty that were appearing in patriot pamphlets. Very few demanded that France must have a written constitution, that sovereignty belonged to the nation, or that feudalism and regional privileges should be abolished. Elections Virtually every adult male taxpayer was eligible to vote for electors, who, in turn, chose deputies for the Third Estate. The electoral assemblies were a kind of political seminar, where articulate local leaders emerged to be sent by their fellow citizens as deputies to Versailles. These deputies were a remarkable collection of men, though scarcely representative of the mass of the Third Estate. Dominated by lawyers and officials, there was not a single worker or peasant among them. In the elections for the First Estate, meanwhile, democratic procedures assured that parish priests rather than Church notables would form a majority of the delegates. And in the elections to the Second Estate, about one third of the delegates could be described as liberal nobles or patriots. â€Å"National Assembly† Popular expectation that the monarchy would provide leadership in reform proved to be ill-founded. When the deputies met on May 5, Necker and Louis XVI spoke to them only in generalities, and left unsettled whether the estates would vote by order or by head. The upper two estates proceeded to organize their own chambers, but the deputies of the Third Estate balked. Inviting the others to join them, on June 17 the Third Estate took a decisive revolutionary step by proclaiming its conversion into a â€Å"National Assembly. † A few days later 150 clergymen from the First Estate joined them. The king, who finally decided to cast his lot with the nobility, locked the Third Estate out of its meeting hall until a session could be arranged in which he would state his will. But the deputies moved to an indoor tennis court, and there swore that they would not separate until they had given France a constitution. Ignoring this act of defiance, the king addressed the delegates of all three orders on June 23. He promised equality in taxation, civil liberties, and regular meetings of the Estates General at which, however, voting would be by order. France would be provided with a constitution, he pledged, â€Å"but the ancient distinction of the three orders will be conserved in its entirety. † He then ordered the three orders to retire to their individual meeting halls. This, the Third Estate refused. When the royal chamberlain repeated his monarch's demand, the deputies, spokesman dramatically responded: â€Å"The assembled nation cannot receive orders. Startled by the determination of the patriots, the king backed down. For the time being, he recognized the National Assembly and ordered deputies from all three estates to join it. Thus the French Revolution began as a nonviolent, â€Å"legal† Revolution. IV. The Convergence of Revolutions The political struggle at Versailles was not occurring in isolation. Simultaneously, the mass of French citizens, already aroused by elec tions to the Estates General, were mobilizing over subsistence issues. The winter and spring of 1788-1789 had brought severe economic difficulties, as crop failures and grain shortages almost doubled the price of flour and bread on which the population depended for subsistence. Unemployed vagrants and beggars filled the roads, grain convoys and marketplaces were stormed by angry consumers, and relations between town and country were strained. This anxiety merged with rage over the behavior of â€Å"aristocrats† in Versailles. Parisians believed that food shortages and royal troops would be used to intimidate the people into submission. They feared an â€Å"aristocratic plot† against the Third Estate and the patriot cause. Bastille When the king dismissed the still-popular Necker on July 11, Parisians correctly assumed that the counter-revolution was about to begin. Instead of submitting, they revolted. Protesting before royal troops (some of whom defected to the insurgents), burning the hated toll barriers that surrounded the capital, and seizing grain supplies, Parisian crowds then began a search for weapons. On the morning of July 14 they invaded the military hospital of the Invalides where they seized thousands of rifles without incident. Then they laid siege to the Bastille, an old fortress that had once been a major royal prison, where gunpowder was stored. There the small garrison did resist and a ferocious firefight erupted. Dozens of citizens were hit providing the first martyrs of the Revolution, but the garrison soon capitulated. As they left, several were massacred by the infuriated crowd. Meanwhile, patriot electors ousted royal officials of the Paris city government, replaced them with a revolutionary municipality, and organized a citizens militia or national guard to patrol the city. Similar municipal revolutions occurred in 26 of the 30 largest French cities, thus assuring that the capital's defiance would not be an isolated act. The Parisian insurrection of July 14 not only saved the National Assembly from annihilation but also altered the course of the Revolution by giving it a far more active, popular dimension. Again the king capitulated. Removing most of the troops around Paris, he traveled to the capital on July 17 and, to please the people, donned a cockade bearing the colors of white for the monarchy and blue and red for the city of Paris. This tricolor was to become the flag of the new France. The Great Fear These events did not pacify the anxious and hungry people of the countryside, however. The sources of peasant dissatisfaction were many and long standing. Population growth and the parceling of holdings were reducing the margin of subsistence for many families, while the purchase of land by rich townspeople exerted further pressure. Seigneurial dues and church tithes weighed heavily upon most peasants. Now, in addition, suspicions were rampant that nobles were hoarding grain in order to stymie the patriotic cause. In July peasants in several regions sacked the castles of the nobles and burned the documents that recorded their feudal obligations. This peasant insurgency eventually blended into a vast movement known as the Great Fear. Rumors abounded that the vagrants who swarmed through the countryside were actually â€Å"brigands† in the pay of nobles who were marching on villages to destroy the new harvest and cow the peasants into submission. The fear was baseless, but it stirred up hatred and suspicion of the nobles, prompted a mass recourse to arms in the villages, and set off new attacks on chEteaus and feudal documents. Peasant revolts and the Great Fear showed that the royal government was confronting a truly nationwide and popular revolution. The night of August 4 Peasant insurgency worried the deputies of the National Assembly, but they decided to appease the peasants rather than simply denounce their violence. On the night of August 4, representatives of the nobility and clergy vied with one another in renouncing their ancient privileges. This set the stage for the Assembly to decree â€Å"the abolition of feudalism† as well as the tithe, venality of office, regional privilege, and social privilege. Rights of Man and Citizen By sweeping away the old web of privileges, the August 4th decree permitted the Assembly to construct a new regime. Since it would take months to draft a constitution, the Assembly drew up a Declaration of the Rights of Man and Citizen to indicate the outline of its intentions. A rallying point for the future, the Declaration also stood as the death certificate of the old regime. It began with a ringing affirmation of equality: â€Å"Men are born and remain free and equal in rights. Social distinctions may be based only on common utility. The Declaration went on to proclaim the sovereignty of the nation as against the king or any other group, and the supreme authority of legitimate law. Most of its articles concerned liberty, defined as â€Å"the ability to do whatever does not harm another . . . whose limits can only be determined by law†; they specified freedom from arbitrary arrest; freedom of expression and of religion; and the need for represent ative government. The Declaration's concept of natural rights meant that the Revolution would be based on reason rather than history or tradition.

The rain came

Reflection paper of Desiree's baby Madame Valmond and Monsiure found Desiree as a baby and thought that she was a gift from God. When Desiree turned 18, she fell in love with Armand Aubigny. Finally, they got married. When they got their first baby, Armand was not happy with the baby because it was not white. He treated the baby and Desiree like slaves. Then, Desiree decided to go to deserted bayou instead of Valmond ©. Armand, on the other hand, burnt all Desiree's and the babys belongings including the letters. One of the etters was sent from his mother to his father, which he reads.In the letter, his mother thanks to the God that her son will never know that she has mixed blood. Among all characters portrayed in this story, I dislike in Armand Aubigny the most for these reasons. First, he is thoughtless. He tends to be like quick to Judge that the baby was not his. He did not even notice that he was the one who has mixed blood. Second, he is not loyal to his wife. He cheated on her in front of her face by bringing the mistress to his house Just to hurt his wife's feeling. Third, he is racist.According to the story, all of his slaves are all black people, and when his wife got the baby who is not white, he asked her to leave the house with the baby. Fourth, he is aggressive. For example, he burnt all of his wife's and his babys belongings when they left. Last, this character has given me a picture that being racist is basically hurts people's feeling because they are actually innocent about their appearance. What I have importantly learnt from the story is that back in the past of the American society for the people who thought that they were white and found out that hey are partly black, would sometimes commit suicide.I can see that when Desiree thought that she was partly black through her babys look and her mysterious background, she went and disappeared herself in the bayou since she could not get loved from her cruel-racist husband anymore. Therefore, people should not be racist because color does not matter. It is the person inside. We should know that all people are different no matter what they look like. In addition, not one race is better than the other. There are good and bad people in every race. The rain came Reflection paper of Desiree's baby Madame Valmond and Monsiure found Desiree as a baby and thought that she was a gift from God. When Desiree turned 18, she fell in love with Armand Aubigny. Finally, they got married. When they got their first baby, Armand was not happy with the baby because it was not white. He treated the baby and Desiree like slaves. Then, Desiree decided to go to deserted bayou instead of Valmond ©. Armand, on the other hand, burnt all Desiree's and the babys belongings including the letters. One of the etters was sent from his mother to his father, which he reads.In the letter, his mother thanks to the God that her son will never know that she has mixed blood. Among all characters portrayed in this story, I dislike in Armand Aubigny the most for these reasons. First, he is thoughtless. He tends to be like quick to Judge that the baby was not his. He did not even notice that he was the one who has mixed blood. Second, he is not loyal to his wife. He cheated on her in front of her face by bringing the mistress to his house Just to hurt his wife's feeling. Third, he is racist.According to the story, all of his slaves are all black people, and when his wife got the baby who is not white, he asked her to leave the house with the baby. Fourth, he is aggressive. For example, he burnt all of his wife's and his babys belongings when they left. Last, this character has given me a picture that being racist is basically hurts people's feeling because they are actually innocent about their appearance. What I have importantly learnt from the story is that back in the past of the American society for the people who thought that they were white and found out that hey are partly black, would sometimes commit suicide.I can see that when Desiree thought that she was partly black through her babys look and her mysterious background, she went and disappeared herself in the bayou since she could not get loved from her cruel-racist husband anymore. Therefore, people should not be racist because color does not matter. It is the person inside. We should know that all people are different no matter what they look like. In addition, not one race is better than the other. There are good and bad people in every race.

Next Generation Plm an Integrated Approach for the Product Lifecycle Essays

Next Generation Plm an Integrated Approach for the Product Lifecycle Essays Next Generation Plm an Integrated Approach for the Product Lifecycle Essay Next Generation Plm an Integrated Approach for the Product Lifecycle Essay Proceedings of ICCPR2007: International Conference on Comprehensive Product Realization 2007 June 18-20, 2007, Beijing, China Next Generation PLM an integrated approach for the Product Lifecycle Management Julius D. Golovatchev 1 Oliver Budde 2 1) Detecon International GmbH, Managing Consultant for Enterprise Effectiveness PLM, Bonn, Germany 2) Research Institute for Operations Management at RWTH Aachen University, Germany Abstract: Consistent definition, categorization and operation of products (e. g. extended products, bundles, etc) delivered to global markets and customized for ifferent buyer segments is one of the major challenges for the Lifecycle Management. Each lifecycle encompasses the processes, information, support systems and people involved in delivering the related business functions. It can be argued that process supporting technologies/solutions like WFMS, PDM-System etc exist today for the creation of a seamless environment for accessing, ma nipulating and reasoning about product information that is being produced in fragmented and distributed environment. A holistic approach that is suitable for aligning the Product Lifecycle Management (PLM) business requirements (like process flexibility, horter time to market etc) to the potentials of new technology driven concepts in the information management like SOA is nevertheless still missing. The authors give reasons why the holistic view on the product lifecycle management as well as the link between an inter-company wide information management is critical for an efficient PLM and present an integrated approach taking these aspects into account. In this paper four building blocks of Next Generation PLM are introduced. The PLM Meta Model makes up the first building block. It defines the constraints and rules for decomposing the roduct functionality into meaningful modules. The PLM IT-Architecture represents the second part and describes the IT-components and their interrelat ion utilized for the purpose of PLM. A PLM-Process methodology as a basis for describing the relevant activities is attached in the third building block. The final building block is constituted by the Lifecycle Value Management concept for steering the PLM- process on a strategic level like, among other things, by considering portfolio effects. The paper closes with the presentation of a short case study validating the proposed concept for a company in the ervice industry. Keywords: PLM, product lifecycle management, extended product, integrative approach, lifecycle value management 1. Motivation As Shark (2004) postulates, Product Lifecycle Management (PLM) is the activity of managing a company’s products across the complete lifecycle, from the early stages of conception to the final disposal or recycling of a product. From this definition, a strong interrelation between the value creation process and the PLM of the company can be deduced. Taking the current globally changin g business environment into account the PLM can be considered as a strategic weapon for enabling he company to provide an additional value to customers and thereby gain a competitive advantage over their competitors. Especially in the telecommunication industry, which experienced a significant change in its environment during the last five years, PLM is considered to be essential for facing ever shorter innovation cycles (Wohler-Moorhoff et al. , 2004). In the following two sections, we introduce the main business drivers, which currently have the most impact on a company’s business model and are expected to do so in future. For each business driver specific PLM-relevant challenges can be derived. These challenges will be pointed out in detail in the last section of this chapter and will serve as motivation for our integrated PLM- approach in chapter 2. The validation of this approach is the goal of chapter 3 by introducing a case study. (1) Business Drivers Business Driver One: Management of the Extended Product The dichotomy between tangible goods and immaterial services is subject to change according to Saaksvuori (2004). In the service industry as well as in the traditional industries like manufacturing this development towards a hybrid or extended product can be observed. (Figure 1) Fig 1: Extended Product according to Thoben et al. , 2001 Following the argumentation of Mateika (2005) a critical success factor in the manufacturing industry is the ability to provide more profitable services in addition to the tangible good. But this combination of tangible and intangible attributes in terms of the extended product increases the complexity in managing the Product Lifecycle. (Saaksvuori, 2004) Another concomitant phenomenon of the so-defined extended product is the focus-shift to a horizontal integration along the value chain (Teresko, 2004), which can be achieved by considering product modularization oncepts. Business Driver Two: Globalization Global markets result in global competition that every company is confronted with. This barely new business driver forces companies to follow either a cost-leadership strategy by standardising their products or a differentiation strategy on a global scale by individualizing their products. In order to perform in the cost-lea dership role, companies have to implement efficient processes regarding the development of complex products and to handle the order management process. Simultaneously companies have to cooperate with numerous business partners, which results in a high effort or coordination. A product differentiation strategy implies processes that ensure short time-to-market on one hand and an effective degree of freedom in the process definition for staying innovative on the other hand. Business Driver Three: Legal Frameworks Increasing regulations such as safety, environmental and product reliability will influence company’s PLM- process. Especially the resulting effort for ensuring traceability will have an impact. Traceability has two dimensions in the PLM-context. First of all it is related to the PLM process itself. Effective measures have to be in lace in order to ensure the flow of transactions to identify where material misstatements due to error or fraud could occur (Sarbanes Oxley Act). Further, traceability in the order-delivery process is about tracking of an individual product units or even components. Legal frameworks like TREAD Act for the automotive industry in the USA or REACH for the chemical industry in EU can be subsumed under this dimension. Companies that need to respond to this kind of regulation must ensure that the implementation and the integration in the existing processes happen to be simple and at the least possible lifecycle costs. 2) Challenges Based on the outlined business drivers, challenges for companies can be derived for the strategy, the processes organization and the IT. An overview of these challenges is given in the following table. Tab. 1 PLM-relevant challenges Strategy Impact Impact on Processes Impact on IT Business Driver 1 Less vertical integration, more horizontal integration of the value chain Focusing on product modularization and utilisation of product platforms to enable the re-use of components Collaborative PLM-pr ocess with defined interfaces Process readiness for the management of complex products Data exchange standards IT-representation of complex products Integration of business applications Business Driver 2 Commitment to either a product individualisation or product standardisation strategy Improvement in the process automatisation Inter-company wide process standards Enterprise Application Integration with external business partner Workflow Management System Business Driver 3 Comply to regulations e. g. (Sarbanes Oxley Act, TREAD Act Support for traceability of products by standardised and well documented processes Support for traceability of processes Safeguarding data consistency Storage concepts for long-time archiving PLM is an essential component to support the value chain process in the company. In Aerospace industry, for instance, taking six month out of the development cycle can increase market share as much as 8% (Teresko, 2004). Due to the complex and multilayered challenges, that companies have to face, an isolated, non-integrative PLM-approach is not promising. Instead we recommend a more integrative approach that addresses the relevant dimensions of the PLM and thereby ensures an effective implementation. 2 Integrated PLM- Approach The integrated PLM- Approach consists of four components, depicted in figure 2. PLM-IT- Lifecycle- Value Management 4 Meta Model PLM Architecture PLM- Process Building Blocks Fig. 2: Four components constituting the integrated PLM-approach In the following paragraphs the different components are described further. (1) PLM Meta-Model Many present quality deficiencies in the product development (esp.. n the service industry) originate from a diffuse definition of products as well as from the inconsistent view on the object â€Å"productâ€Å". The product (or service) should be clearly and precisely defined to be developed, commercialized and to be understood from the customer. There should be a constant product definition ith the overall product lifecycle and for all business processes. The product as the main subject of the process needs to be defined and this definition should be taken from the customers? perspective. A product is an entity the customer perceives in its entirety and is characterized by being offered to a market place. It includes physical products, services and information (compare figure 1). The precise definition of the complete product range and their categorization still remain a problem especially in the service industry (eg. telecommunication, energy, finance industry etc. ). For example, in the elecommunication industry essentially four categories of products can be differentiated: market product (service), standard solution, customized (individual solution) and bundle. All offered products and services can be assigned to one of the mentioned categories. Product definition is not simply a reflection of the engineering design. It also includes the entire set of information that defines how the product is designed, manufactured, operated and managed on the market and finally withdrawed from the market. Product definition should be furthermore detailed by the company-wide specific PLM Meta-Model to decrease complexity costs. Such Meta-Model defines the product on an even more detailed level for the optimization of time to market and decreasing of resembling components PLM Meta-Model is the basis for standardization and modularization of products. Modular product data structure as core element of PLM Meta-Model ensures linking the sales perspective to the internal (production) perspective in relation to the offered products and services. The main aim of introducing a modular product structure is the optimization of the product development. and market Internal Portfolio branch Modules Components cat I Module cat †¦ in well management systems Realization systems and management Sales view production view Product Modules Module II †¦ †¦ Realization PLM as as stock in production order IT architecture: Product realization: PLM-Process Transfer payments Controlling: cost / revenue, product success accounting Production service: demand assessment, Marketing Portfolio invoicing target and regional resource planning and advance performance mgmt: structure Billing: Processes: input/ output, process quantities Fig. 3: Definition and requirements on product data structure The unique PLM Meta-Model and the corresponding processes should be implemented by considering the xisting processes, company structures, and cultures. Requirements from the affected functional areas flow into the definition of the product data structure. One master product data management fits all needs of the main processes and its interfaces. Using PLM Meta-Model leads to simplification and cost optimisation of â€Å"product engineering† throug h the re-use of the production modules, shorten â€Å"time-to-market†, avoiding overlaps in development and reduce technical variance, availability of the product modules range of all service lines (factories) for all division of the company etc. . (2) PLM IT-Architecture The foundation for moving a product through its complete lifecycle beginning with the product idea and ending with the product removal from the market is a solid PLM IT-Architecture, that is customized for the company-specific PLM- requirements. In our perspective, such a PLM IT- Architecture must support the PLM- process in the dimensions: (1) Decision support, (2) Operational support and (3) integration of supplemental business applications. A standardized off-the-shelf PLM-System is therefore not the tool of choice as Ausura and Deck (2007) point out. Instead we suggest to rely on a PLM IT- Architecture that re-uses, respectively ustomizes existing IT- components as far as possible. In the next paragraphs a description of the essential IT-components is given that build up the PLM IT- Architecture. Decision Support System (DSS): The main purpose of a DSS is to gather and consolidate data from operative systems in order to provide the senior management with aggregated information re garding the product lifecycle. The Computer Aided Selling (CAS) module provides functionality for the product configuration 1 and product pricing. The component Strategic Resource Management focuses on the long-term resource capacity planning on a strategic level. Product ortfolio management aspects are covered with the last Value Management component. Operational Support System (OSS) On the operational level the PLM- process execution is supported by the OSS. The Workflow Management Systems (WFMS) enables a higher degree of process automation. Especially in the context of distributing and releasing unstructured content like a product specification in cross-functional teams, the WFMS plays an essential role through a strong link to the Product Data Management System (PDM). The Product Modelling System and the PDM are closely coupled. The former defines the product structure, in which types of modules he product is decomposed into 2 . In the database context this functionality is sim ilar to the schema definition. The PDM-systems stores all product relevant data according to this definition and provides different views for each stakeholder e. g. marketing and engineering. The Multi-Project Management System as well as the Collaboration Tools are instruments for managing the product in different phases in a collaborative environment. Integration of supplemental business applications: A PLM IT- Architecture is supposed to hold the promise of seamlessly integrating and presenting all information roduced throughout all phases of a product’s life cycle to everyone in an organization, along with external business partners. For ensuring this functionality, an EAI-approach has to be implemented. According to recent research activities a Service Oriented Architecture (SOA) is most suitable to integrate the business applications from external partner e. g. suppliers as well as integrating the own business applications like ERP, CRM etc. in order to fulfil the promi se of seamless integration for becoming a real-time enterprise (Abramovici, 2002). Product-Marketing Management Exit Management CAS Strategic Resource Management Value Management Applications Supplier) Multi-Project- Tools Workflow- Product System Applications CRM CAD Decision System PLM- Process Business Customer) layer (Development Product Operational Support System Business (Management System Product-Data-Management System Collaboration Management Modeling System Business SCM ERP Support Applications (Integration-SOA) 1 The CAS module is also essential in the operative context for the order management. In our understanding CAS goes beyond the operative support and helps to steer the variant management in order to cope with the increasing product complexity nowadays. .For example hierarchies of assembly groups can be defined. Additionally constraints and rules can be modeled constricting the combination of specific modules. Fig. 4: PLM IT- Architecture building the IT-foundation of the PLM- approach (3) PLM-Process and Structure In this section the PLM-Process description will be introduced. The main design goals of this approach is to facilitate the execution of this collaborative process (efficiency goal) and equally important to align the activities with the strategic goals of the company (effectiveness goal). Our PLM-Process approach is based on three principles: Stage Gate Approach, Multi-Perspective, Metrics based Management. These principles are subject for further explanation in the following paragraphs. Principle One: Stage-Gate Approach The Stage-Gate Approach is both a conceptual and an operational model for the development, marketing and removal of a product during its life cycle. The PLM- Process consists of seven stages. This structure is oriented on the life cycle of the product and has been validated in several projects by Detecon Inc. primarily in the Telco-Industry. Every stage consists of a distinct number of activities (organized in perspectives, refer to the next ection), which have to be accomplished by specific process stakeholders at the given phase. The entrance to each stage is a gate; these gates control the process much like quality control checkpoints. Each gate is characterized by a set of deliverables as input, a set of exit criteria and an output. Gates are manned by senior managers that form the so-called Product Board. The Product Board acts as a gate-keeper that evaluates the results from one stage by a given set of criteria. Based on this evaluation, the product board can either decide whether the product idea proceeds to the next stage, e-starts at the previous stage or is archived. Principle Two: Multi- Perspective Product Lifecycle Management has always to cope with the conflict of objectives between the product marketing and the technical side. Several case studies have documented that this conflict often results in product failure in the market. Either because the product specification is too much technical driven and therefore far from the market demand or the product marketing has defined product specifications without collaborating with the technical department about technical feasibility beforehand. For solving that conflict of objectives three erspectives on the process have to be taken into account in order to ensure an efficient coordination and collaboration of the relevant d epartments or business partners. In the market perspective all activities are assigned to that relate to the product marketing. Referring to the service industry, typical tasks like the definition of product specifications and the management of the product on the market-place belong into this category. By contrast the technical perspective subsumes all technical or production- oriented activities. Additionally the financial implications of moving the product through the life cycle re grouped in the financial perspective. Principle Three: Metrics based Management In addition to the process definition the organisational component must not be neglected. Since products, and consequently the PLM-process, become more complex and involves internal as well as external partners along the value chain, there is a greater need to balance top- management control with the empowerment of self-managed, cross functional teams. As a prerequisite for achieving this balance, the company has to implemen t a metrics-based management approach in which teams are measured on strategic performance indicators such as evelopment cost, time to market and customer satisfaction. The definition and selection of the indicators is critical for the successful implementation of the PLM-concept. By setting the weights properly the teams will self-steer to the greatest short- and long-term profit, which results in less coordination effort and efficiency gains especially in the context of for cross- departmental teams. Evaluation Implementation Marketing Management Perspective Perspective Business Plan Implement Plan Technical Implementation Launch Product Go-Live technically Business Case Monitor Manage KPIs Monitor Ensure Product Process Controll Business Case Delivery Finalize 1 3 4 5 6 7 Gate 1 Gate 4 Idea Paper Description Report by Board Innovation- Management Planning Launch Exit Market Technical Financial Perspective Market Capabilities Analysis Technical Evaluation Financial Rating Market Roll-out Planning Develop technical concept Detailing Business Case Market Adjust Business Case Monitor Innovation-Market Exit Technical Exit Business Case 2 Gate 2 3 Gate Gate 5 6 Gate Detailed Design Product Launch Report Mgnt. Approved the Product Fig. 5: PLM-Process based on three principles (4) Lifecycle Value Management Life cycle oriented product planning is a necessity for companies on the competitive market and requires a robust and systematic process combined with the right organizational environment. Enterprises use Lifecycle Value Management to support the management of the product after launch through the growth, maturity, and decline stages of the product life cycle. In the overall value chain, Lifecycle Value Management ensures that the products and services which are developed and implemented fulfill the market requirements and reflect the market demand. Lifecycle Value Management requires permanent attendance for analysing and planning or ensuring the customer benefits and the alignment to all company functions. There are three different but supplementary building blocks of Lifecycle Value Management. PLM and Lifecycle Management Value Reporting Controlling Customer Needs Management Value Oriented Portfolio Management Fig. 6: Three building blocks of Lifecycle Value Management Value orien ted portfolio management (incl. IT-supported portfolio database) Increasing complexity of the product marketing without an appropriate and efficient data foundation will result in a lack of business transparency and low synergies in the value network. The modular structure of the portfolio promotes the use of common parts in the production processes, increasing the ratio mass production to overall production. Strategic alignment and value based product portfolio management enable an effective product lifecycle management. Focusing on clearly defined products makes a significant contribution to effective portfolio management. The products can be positioned without overlaps and in accordance with market demand. Value oriented portfolio management helps to prioritize product investments. Sales and marketing departments benefit from the increased transparency of the product range and he improved comprehensibility for the customers. Reporting and controlling process regarding the product lifecycle management process The referencing of different divisions (sales, resources and production planning; cost/profit accounting, etc. ) to a standard product definition lays the foundation for the application of important controlling instruments (e. g. product success accounting). The unambiguous correlation of the basic data to business management indicators along the lines of a standard product structure provides staff and management with precise and timely information about all of the critical success factors that elp staff and management to make the right decisions at the right time. Customer Needs Management Customer Needs Management incl. Requirement Management builds interface between PLM and Customer Relationship Management (CRM) and gives input for the collaborative product design. The effective Customer Need Management ensures that product content matches customer requirements and allows delivering more personalized products by facilitating mass customization Implementation of these three building blocks combined with a modular product data structure ensures the â€Å"state-of-the art† Lifecycle Value Management: Individual product performance information available at real-time. Product Manager retains product accountability throughout life cycle. Strategy for product growth, maturity, and withdrawal stages is defined up front. Product replacement strategy also considered. Systematic (e. g. annual) review and clean-up/optimization of product portfolio. Supplier and customer are involves in the high collaborative integrated PLM 3 Case Study A renowned company in the telecommunications industry carried out an extensive restructuring program which would enable it to maintain its position in a deregulated market environment. The objective was on the one hand to convert the previously technical driven approach for the product design (i. e. , their orientation towards technical performance features) to an approach focusing on the customers’ needs and requirements. On the other hand, the aim was to develop and implement the integrated management approach, Next Generation PLM. In the initial situation the PLM and the platform was not â€Å"state-of-the-art† (e g. no withdrawal phase, missing of decision gates, long â€Å"time-to-market† etc). A portfolio management process was not designed and implemented. The current portfolio structure was oriented on the rganizational or technical structure and not organized from the customer’s point of view. The product portfolio was characterized by a large number of product variants and features. All these products needed to be handled individually from an IT management perspective. This broad variety of products needed to be realized and im plemented within all operative processes, IT-applications and –systems as well as sales information tools. This led to an enormous complexity that impedes the maintenance of IT-landscape and the management and optimisation of the processes. No integrated IT-solutions ere available at company and at its affiliates. During the project the integrated PLM approach valid for the company and its affiliates was developed. Implementation of Next Generation PLM at this company showed the valuable benefits for solid product development, marketing and strategy: PLM Meta-Model: Easier know how exchange and using of the â€Å"same language† during product development as well as fast and efficient communication between international partner Introduction of the harmonized product definition and product portfolio for all national and international affiliate companies The product portfolios across all of the company ere to be reduced by 50% and integrated into a modular structure. Adop tion of the product data platform at all international subsidiaries PLM Process and Structures Acceleration time-to-market up to 25% by several product groups Efficient cost savings along the PLM process by using standard support system and re-using of modules and components (process costs saving up to 170 m USD/year in the product realization phase) Effective and similar procedure of innovation and market management projects execution PLM IT-Architecture An implemented shared platform for document and project management. One physical server is used to support separate product lifecycle management processes in all divisions and subsidiaries Lifecycle Value Management Sound marketing strategy due to the early recognition of market needs and standardized information More detailed input for controlling for exactly allocation of revenue and costs to products Simpler allocation at cost centres and cost unit Introduction of the harmonized product portfolio for all national and international affiliate companies References [1] Abramovici, M. ; Sieg, O. C. (2002): Status and Development Trends of Product Lifecycle Management Systems. In: Proceeding of International Conference on Integrated Product and Process Development, Wroclaw, Poland, p. 2122. [2] Ausura, B; Deck, M (2007): The new product lifecycle management systems: whar are these PLM systems? and how can they help your company do NPD better? Visions Magazine. Online available at pdma. org/ visions/jan03/plm. html, last visit 26. 01. 2007. [3] 5 Mateika, M. (2005): Unterstutzung der lebenszyklusorientierten Produktplanung am Beispiel des Maschinen- und Anlagenbaus. Essen: Vulkan-Verl. [4] Porter, M. E. (1985): Competitive advantage: Free Press New York. [5] Saaksvuori, A. ; Immonen, A. (2004): Product Lifecycle Management: Springer. [6] Teresko, J. (2004): Auto Report: Information Technology The PLM Revolution. In: Industry Week-CLEVELAND OHIO-, Vol. 253, Nr. 2, p. 32–38. [7] Thoben, K. D. ; Jagdev, H. ; Eschenbaecher, J. (2001): Extended Products: Evolving Traditional Product Concepts. In: Proceedings of the 7 th International Conference on Concurrent Enterprising: Engineering the Knowledge Economy through Co-operation, Bremen, Germany, p. 27–29. [8] Wohler-Moorhoff, Falk; Dieter, Stephan; Schwill, Matthias (2004): Telco 2010. Telekommunikation im Wandel: Die Karten werden neu gemischt. Published by Detecon. Bonn