Causes of the Revolutionary War Essays

Causes of the Revolutionary War Essays Causes of the Revolutionary War Essay Causes of the Revolutionary War Essay In 1763, the French and Indian War ended by the final defeat of the French and their Native American allies in America. When the Americans thought the British were leaving, they did the exact opposite. The British brought in more soldiers and these same American colonists found themselves locked with the British more violent than ever. Britain sent more troops to receive money for their war depts. This was shocking news for the America’s English colonists because there was still the policy of salutary neglect existing. Due to this violent control, Americans felt unfair and as if they had no choice to follow what the British say. To stand up as one voice towards Britain, the American colonists justified in waging war and breaking away from Britain. Therefore, the American colonists were reasonable in doing this. When the British put new taxes on stamps and pamphlets, they viewed it as a way of American colonists contributing to war depts. and in return for all they did for them in the French and Indian War. According to Document 1, Thomas Whately, an advisor to the British Chancellor of the Exchequer, George Grenville, believed that the Americans should contribute to the government in preserving and maintaining all the advantages they’ve received. They thought the colonists should be willing to pay higher taxes without a doubt but in the eyes of the American colonists, the new taxes that the British created were viewed to be for the purpose of increasing the revenue. In Document 2 Dickinson writes, â€Å"Never did the British Parliament, [until the passage of the Stamp Act] think of imposing duties in America for the purpose of raising a revenue. † In addition, the fact that Britain didn’t even bother to ask about their opinions before putting these new taxes, made the colonists feel as if they were threatened with no rights. This is when the American colonists decide to justify in waging war and break away from Britain. As time went on, colonists became more upset and violent. One of the reasons why colonists became more violent was because many colonies were persuaded â€Å"that the government is going to make absolute slaves of them. †(Document 4) One tragic event that occurred due to the colonists becoming violent was the Boston Massacre. â€Å"A crowd of Boston boys and men surrounded a number of British soldiers and began taunting and cursing them while pelting them with snowballs. †(Document 3) This led the frightened soldiers to fire their guns into the crowd as self-defense. In the end several people were dead and many more wounded. The Boston Massacre caused many more colonists’ anti-British feelings to arouse. According to these documents, we can see that the American colonists were justified in waging war and breaking away from Britain. This was to prove their point and more importantly, to stand up as one voice. They believed that the British were putting taxes just to increase revenue and believed that they had the single purpose of collecting money. This is a reasonable belief because there was no explanation given to them and they had no say in the matter whatsoever. This is why the colonists acted the way they did.

Marketing Objectives How to Set Them in Six Steps - CoSchedule

Marketing Objectives How to Set Them in Six Steps Marketing objectives are the foundation of any good marketing strategy. Imagine youre leading a marketing team (even a sub-team within your department) and have no means of communicating the specific numbers all of their work is meant to influence. Your team would likely do things they think are for the best interest of the company (but everyone would feel siloed because everyone would be doing their own thing) wonder how their efforts are actually paying off in the long run (because they have no reason to measure how what they do is influencing actual results) look to you for guidance (because the success of your team lies on your ability to communicate why theyre working on something, and not how to do it) Marketing objectives help your team by giving measurable KPIs they can directly influence through their work, which, if influenced well, results in meeting goals. In this sense, marketing objectives guide your team to develop and execute the best ideas that will make your goals a reality. However, setting those marketing objectives is not an easy task. What constitutes a goal vs. an objective? How do you know if you’ve selected the right ones? Table of Contents Free Marketing Objectives + Google Analytics Guide What Are Marketing Objectives? Why Do Marketing Objectives Matter? 17 Goals And Marketing Objective Examples How To Set Up Your Marketing Objectives In 6 Steps Step One: Remember Your Mission Statement. Step Two: Set Your Marketing Objectives. Step Three: Tie Your Marketing Goals Into Your Marketing Objectives. Step Four: Develop A Marketing Strategy. Step Five: Align Your Marketing Goals With Your Marketing Funnel. Step Six: Measure And Report Your Progress. Get Your Free Guide: Tracking Marketing Objectives in Google Analytics This article walks you through what marketing objectives are, explains how to set (and measure) them, and offers some examples of objectives a business like yours might select. As you begin communicating your objectives to your team, youll need methods for measuring them. Google Analytics is one of the best (and easiest) tools to measure your objectives (at least at first). The free guide that complements this article helps you: Implement the tactics youll learn throughout this article step by step so you can put your knowledge into practice immediately. Consider it a worksheet to follow along as you read this article so by the time youre done, youll have a solid start on setting your objectives. Create Goals in Google Analytics so you can put real numbers to the work you do. Doing without measuring doesnt actually accomplish anything (from a business perspective). So use these step-by-step, easy-to-follow instructions to understand the value everything you publish provides. So download your free marketing objectives guide now! 😉 How to Set Clear Marketing Objectives In Six Simple StepsAlright, now that you have your guide to follow along, let's get started! What Are Marketing Objectives? There are many different definitions of marketing objectives.   For our purposes, here’s the definition we’ll use: â€Å"A marketing objective assigns aspirational measurable values to your goals so that your team may better understand how what they do directly impacts business outcomes." Really quick... if you're wondering what the difference between a marketing goal and a marketing objective are, here's an example: Goal: "{Company} must be perceived as a leader in the {industry} market so that we may increase market share, which ultimately drives revenue growth." This is what you want. vs. Objective: "{Company} will increase share of voice by 20% by the end of Q3." This is how you'll know if you've been successful at influencing that goal. With objectives, your team may better come up with ideas to influence a specific metric that results in making the goal a reality. Why Do Marketing Objectives Matter? Marketing objectives are the endpoints of your marketing strategy. They give your team a direction and a goal to work towards. They also help show what’s working by giving you something concrete to measure your progress  against. Finally, establishing clear objectives is important for determining which specific marketing tactics and tasks  you’ll execute to achieve them. 17 Goals And Marketing Objective Examples If you’re in the process of setting your new objectives, here are some goal and objective examples to help get you started:Goal Example Marketing Objective Example 1 Improve brand reputation Gain and retain a 90% positive share of voice by the end of the calendar year so that prospective customers know, like, and trust us. 2 Increase brand presence Publish 4 articles every month on external sources our target audience follows to increase brand presence. 3 Optimize brand positioning Define brand positioning statement and communication frameworks by the end of the month so that our team understands our strategic differentiators from the competition. 4 Increase traffic Test three new traffic generation methods every month to increase traffic month over month by 3%. 5 Increase suspect pipeline Increase website conversion rates by 2% by the end of Q2 so that we increase the number of suspects in our marketing to sales pipeline from 500 to 510. 6 Diversify lead sources Test two new lead generation sources every month in fiscal year 2020 to find at least two successful methods of generating new demand that we will implement by the end of 2021. 7 Acquire more prospects from existing market Implement content upgrades into every blog post by the end of the calendar year to turn 30% of our website visitors into prospective sales leads. 8 Launch product Define the go-to-market strategy for Product A by the end of the week so that the team can create all content before the launch date. 9 Improve product quality Launch Product A by the end of the month with zero bugs. 10 Acquire more customers from existing market Implement off-site tactics to acquire 5% more customers month over month by the end of the fiscal year. 11 Break into new markets Research the competition in Market A by the end of Q1 so that we understand how to differentiate Product A positioning to win new marketshare. 12 Retain existing customers Reduce bugs to zero for every feature launch so that user churn decreases to 3% by the end of Q4. 13 Increase efficiency Publish four blog posts every week by the end of the calendar year. 14 Increase revenue Launch four new products by the end of the fiscal year to increase revenue. 15 Increase profit margin Improve brand positioning on ten existing products by the end of the calendar year to increase product value so that we may increase prices for those product lines. 16 Improve customer experience Reduce user experience challenges in Product A to improve net promoter scores (NPS) to 70%+. 17 Improve customer advocacy Implement a customer ambassador program by the end of the calendar year so that our best customers introduce our product to new prospective customers. How To Set Up Your Marketing Objectives In 6 Steps Now that you know what marketing objectives are and have seen a few examples for yourself, you can begin the process of setting up your own. Here’s how to do it in six steps: Step One: Remember Your Mission Statement. Step Two: Set Your Marketing Objectives. Step Three: Tie Your Marketing Goals Into Your Marketing Objectives. Step Four: Develop A Marketing Strategy. Step Five: Align Your Marketing Goals With Your Marketing Funnel. Step Six: Measure And Report Your Progress. Before we begin, let’s set the stage. This example will focus on a fictitious bookstore called â€Å"Reading Nook Bookstore.† Two different marketers are part of this story, Peter and Natalie. Peter is a new marketing strategist at Reading Nook Bookstore. Natalie is the marketing director and has been at Reading Nook Bookstore for five years. Let’s begin. So, how exactly do you set marketing objectives? Learn everything you need to know here. Step One: Remind Your Team Of Your Mission Statement Peter is about to begin work with Natalie on setting next year’s marketing objectives. Peter is new to this process, so Natalie decided to walk him through how setting up marketing objectives works. The first step in this process is reviewing the mission statement of your organization. Natalie pulled up the Reading Nook Bookstore website and showed Peter the following mission statement: â€Å"The goal of Reading Nook Bookstore is to inspire and nurture the love of reading across generations of families.† As you begin to work on your marketing objectives, remember your mission statement. If you get stuck, refer back to your statement and ask yourself: â€Å"If we complete this objective, how does it help fulfill our mission?† Step Two: Set Your Marketing Objectives When you’re setting up your objectives, the first thing you need to focus on is answering this question: What is your overarching marketing objective? Your overarching objective should be the end goal that your marketing team wants to achieve by a certain time. This is the driving force behind every other objective and goal that you set. This also means that your objective should be broad enough to give you plenty of room to work out your entire marketing strategy. Now that Peter and Natalie have their overarching marketing objective, their next step is to set the rest of their marketing goals. Here are some goals they might set to achieve their objective: Increase the conversion rate of their audience by 25% in one year. Double the number of purchases by 18- to 35-year-olds by June 2021. Increase average in-store purchase value from $10 to $35 in one year. Each one of these goals has something important in common. They have a specific numerical data point that must be met by an end date. Step Three: Tie Your SMART Marketing Goals Into Your Marketing Objectives The next step in Peter and Natalie’s marketing objective process is to create their SMART marketing goals. Marketing goals differ a bit from marketing objectives. Marketing objectives are the overarching outcomes you want to achieve, which you set for your team. Marketing goals are the stepping stones you need to complete to reach your objective. Your goals should be the specific building blocks that help you reach your initial objectives. Each one should build off the other like this: So let’s take the marketing objectives that Natalie and Peter created earlier and set a series of marketing goals that revolve around each one. Their first objective was: Increase online conversion rate by 25% in one year. Some marketing goals that Natalie and Peter could set are: Increase the ranking of 10 landing pages to the top three spots on Google by optimizing them for specific keywords. Decrease abandoned shopping carts by 50%. The second objective Peter and Natalie need to set marketing goals for is: Double the size of our 18- to 35-year-old audience by June 2021. Examples of goals that Peter and Natalie could set might include: Creating an active presence on Instagram and Snapchat with each account having over 1,000 followers by the end of June 2018. Host a book club with topics aimed to entice target audience with 2,000 active members by March 2021. Their third objective that Natalie and Peter need to set goals for is: Increase average in-store purchase value from$10 to $35 in one year. Example goals for this post could be: Host book club Meetups in the store to increase in-store traffic by 30%. Market in the most trafficked areas of the store to increase new in-store membership signups by 25%. Each of the goals and its parent objective relates back to the overarching goal of increasing the revenue of Reading Nook Bookstore by three million dollars. Connect your #marketing objectives to your overall business objectives. Step Four: Set Up A Marketing Strategy The next step in your marketing objective process is to set up your marketing strategy. The strategy that you set up will help you reach your objective. The marketing strategy that Reading Nook Bookstore will execute involves: Creating a blog to help generate leads from helpful and relevant content. Promote that content with social media and email newsletters. Use social media ads, Google PPC, and retargeting ads to reach new customers. DID YOU KNOW: can help you plan and execute your entire strategy on one marketing calendar? See how with this live demo recap video. Step Five: Match Your Marketing Goals To Your Marketing Funnel The next step in your process is setting up a series of marketing goals that help guide potential customers to purchasing your product. A marketing funnel will usually look something like this: Awareness:  The awareness stage is letting your target audience know that you exist. This could be from reading your blog, seeing your social media ads, or stumbling across a PPC ad. Interest:  The interest stage involves getting your target audience to connect with your content. Here your potential customers would become more invested in your content by subscribing to your email list. Consideration:  This is the nurturing part of your funnel. It helps connect the solution your company offers to the problems your audience is experiencing. Your marketers would be sending a series of emails to help start nurturing them to learn more about your product. Intent:  This is the first part of the sales stage of your marketing funnel. Here is where all of your solutions will be laid out in front of your new potential customers. This is where your sales team will step in to talk to potential customers. Evaluation:  Your target audience will evaluate what options have been presented to them by your sales team. At this point, your customers may return to their teams to discuss the information they found. Purchase:  Your audience buys your product. Each one on the funnel stages will have marketing goals that need to be met to move customers through the funnel. Here are some potential example goals for your marketing funnel. Depending on your funnel, your goals may change. Awareness Goal Examples: Gain 2,500 organic views for every blog post. Reach 500 people for every Facebook post. Interest Goal Examples: Get 3,000 new email subscribers a week. Gain 750 new social fans per month. Consideration Goal Examples: Get 50% of new customers in nurturing email follow. Qualify 50 new leads from the email list per week. Intent Goal Examples: Have 25 new sales calls a week. Evaluation Goal Examples: Write five bottom of the funnel marketing posts a month. Set up ten demo calls a month with potential customers. Purchase Goal Examples: Convert 75% of sales calls to purchases. Achieve an average order value of $50 or higher. Recommended Reading: How to Set Social Media Goals To Crush Your Business Objectives Step Six: Measure Progress Toward Your Objectives The last step is to figure out how you are going to measure and report on the progress. Before you even begin to build your reports, you and your boss need to determine how often you need to report your results. These could come weekly, monthly, bi-monthly, or quarterly. Once you’ve determined how often you’re going to create your report, you need to choose what metrics you’re going to track. These metrics will usually revolve around the goals you set for your team. If we were to choose a series of metrics based on our marketing funnel goals, they would look something like this. Awareness Metrics Example: Gain 2,500 organic views for every blog post  Ã¢â€ â€™ How many organic views do you get for each post? What is the average? Reach 500 people for every Facebook post sent → How many people does your Facebook post reach on average? What was the highest number of people reached? Interest Metrics Examples: Get 3,000 new email subscribers a week  Ã¢â€ â€™ How many new subscribers did we gain in this reporting period? What was the average? Gain 750 new social fans per month  Ã¢â€ â€™ How many fans did we gain in this reporting period? How many fans did we gain per social channel? Consideration Metrics Examples: Get 50% of new customers in nurturing email follow  Ã¢â€ â€™ How many new email subscribers entered the nurture email flow in the reporting period? Intent Metrics Examples: Have 25 new sales calls a week  Ã¢â€ â€™ How many new sales calls did we get in the reporting period? What is our average? Qualify 50 new leads from the email list per week  Ã¢â€ â€™ How many leads did you get in the reporting period? How many of them could be considered marketing qualified leads? Evaluation Metrics Examples: Write five bottom of the funnel marketing posts a month  Ã¢â€ â€™ How many leads came from your bottom of the funnel marketing posts? How often did they help convert customers? Set up ten demo calls a month with potential customers  Ã¢â€ â€™ How many demo calls were completed? How many of them converted into paying customers? Purchase Metrics Examples: Convert 75% of sales calls to purchases  Ã¢â€ â€™ What is the average purchase price from a sales call? How many calls converted? Achieve an average order value of $50 or higher  Ã¢â€ â€™ What is the order value for each call? What was the average in the reporting period? One free and widely-used option for objectives reporting is  Google Analytics. Google Analytics can help you find an enormous amount of data about your audience and overall online marketing performance. Other popular options include: Kissmetrics In-app social analytics Raven Tools Hubspot DataBox Adobe Analytics Learn how to build a better marketing report  to look like a genius to your boss. DID YOU KNOW: offers robust analytics to measure content and social media performance? Learn all about it here. Get Your 2018 Marketing Objectives Back On Track Now that Peter and Natalie (and you) have all the information you need, you can set your marketing goals and objectives to make this year your most successful year yet. Once you’re ready to move on to the execution phase of your marketing strategy, see how can help. Sign up for a demo  or start your free trial  now!

Where do toll road fees go Essay Example | Topics and Well Written Essays - 250 words

Where do toll road fees go - Essay Example gh state law states that it is up to the county attorney to decide what to do with the funds collected, it is only common sense to suggest that the funds are put back into the local county transportation system. Stafford suggested that the law does not provide any provisions for having to use it all on the toll road. Yes, that is correct, but the fact remains that not a single cent is put back into the toll road. Where the money actually goes is to provide parties for county events and also to pay employees of the local county. I believe that there should be more accountability on the part of the county attorney. What he is currently doing is almost stealing because he is using taxpayer dollars to fund something that the taxpayers have not been consulted about. Not all of the toll road fines fund needs to be put back into the toll road, but a significant portion of it needs to be used so there is

Development of Labor Unions in the United States Research Paper

Development of Labor Unions in the United States - Research Paper Example With the beginning of wage-labor regime, the modern labor movement came into the picture. This project highlights the key issues of the development of labor unions in the United States. The customary chronology report the first American labor strike in 1741. Though they didn’t protest against employers but it was against a municipal regulation regarding the price of bread. The first and second consecutive strike occurred in the year 1786 and 1791 respectively in Philadelphia. The reason of the first was that there should be a minimum wage of six dollars in a week and the second was that there should not be more than ten hours per day. The first organized strike happened by the Philadelphia shoemakers in 1799 by when it got restructured and renamed as Federal Society of Journeymen Cordwainers. These strikes over wages were the principal weapon of these primordial labor unions and they were held in peaceful manner. But gradually aggressive, violent trade unionism set in. The ind ustrial depression in America curbed trade unionism for some period to maintain their organizations. Before 1820, several trade unions were involved in the effort to cut short the average working hours from 12 to 10.When depression reached its ebb in the year 1820, belligerent trade unions again came into existence. They spread among weavers, tailors, cabinet makers and most importantly among factory workers. And that was the first time when female workers came into action. Many strikes happened during 1824-1825 in the industrial houses but the most striking was the Boston House carpenter’s strike for a ten hour day in 1825. Labor Movement of America began in 1827 with mechanics’ Union of Trade Associations in Philadelphia which is called as the first city centered trade organization in the world. Equal division of all property became prime point in the first workingmen’s meeting in New York in 1829. The first general trades’ union was organized in 1833 i n New York which became New York Trades’ Union later. After which during the twenty five year long depression between 1837-1862 the aggressive Trade Unionism vanished (Perlman, 2004, pp. 3-39). The Nation Labor Union (NLU) which formed in the year 1866 persuaded a weak protest to Congress for an 8 hour a day for Federal workers. The Knights of Labor formed in the year 1869 by Uriah Stephens but it flourished rapidly under Terrance Powdery. Since the membership was open to all types of workers they found easy to achieve a membership of about 750,000 in the next couple of years, but later on the skilled and unskilled workers got fragmented. Suddenly, the Knights found difficult and were unable to handle so much pressure at once, and after taking a hard blow in the Haymarket Square Riots  in May 1886 in Chicago, they collapsed completely. Skilled workers became tired of the unskilled workers’ labor activity and thus they were replaced easily by the high skilled one. The Knights were injured highly by false accusation of anarchistic violence. Even after this they had to face negative publicity and ultimately they were disbanded. The American Federation of Labor was

Dolce and Gabbana Perfume Advertisement Essay examples -- Papers

Dolce and Gabbana Perfume Advertisement I will be looking at the advert for the Dolce & Gabbana perfume. This particular advert is trying to persuade the audience to buy both the male and female version of the perfume. To analyse this advert I will be using the key concepts. The advert has 3 main colours in it. The first is a light brown colour that is the background to the advert and also the same colour as the skins of the models. This brown is a warm positive colour, which portrays a warm positive image to the perfume when you first set eyes on the image. The other two colours in the picture are black and white. The white is worn by the male and the black by the female. The white on the male model could connote purity and goodness, whereas the black on the female could connote an evil, mischievous side to her. The fact that they are both hugging passionately could connote to the audience that the D&G perfume brings the good and the mischievous together which will appeal to some readers. Black and white may also be used in this advert to provide a classy sophisticated look. The layout of the advert is very typical of a perfume advert in a magazine. The main body of the image is taken up by the 2 models entwined with only a small image of the actual perfumes at the bottom of the page. The reason for doing this is so that as the reader inspects the advert they will be drawn down the image and the final thing they will see and remember is the image of the perfumes with the brand name beneath it. This will then lock in the audiences memory rather than the actual larger images of the models themselves which are more there just... ...t that they should go buy it to aspire to be like the models featured in it. It is likely that this advert would be in a magazine aimed at this age group so the conditions they receive the advert should not affect its impact unless its put in a magazine or place which would receive the wrong audience who may be opposition or aberrant. In conclusion, the advert has a very sexy feel to it, which is created by the colours, mise en scene, and the characters involved. There is a definite target audience of younger adults, and the whole advert has a positive feel for the Dolce and Gabbana branding. The small amount of text produces more focus on the images which means the audience will connote its own meaning more than if they had to read reams of text. This should definitely help sell the product to its specific audience.

ZARA’s IT for Fast Fashion

Ezra, a trendy Spanish clothing retailer founded in 1975 by Manioc Ortega in La Curran. It is a flagship retail store of Inedited Group, a holding company that owns other fashion brands such as Misaims Audit, Berserk, Pull and Bear, Strabismus, Kiddy's Class, and Shoo. The company still lives by the simple idea of Amoco Ortega to link customer demand to manufacturing and link manufacturing to distribution, which ultimately able to respond very quickly to the demands of targeted customers, who are young and fashion-conscious city dwellers.Inedited operates 1,558 stores in 44 countries, of which 531 stores are part of Ezra chains. Ezra generates a majority of Indies's sales accounting for 73. 3%. Of the three departments inside Ezra, Women accounted for 60% of sales, with the rest evenly split between Men and Children division. In 2002, Inedited posted a net income of ? ¬ 438 million on revenues of ? ¬3,974 million, which is a net margin of 1 1. 02%. Overall, the company shows net margin continuously growing indicating profitable growth. As a result, the company's earnings have tripled since 1996. To reach consumer's demands quickly and accurately, Ezra established a recurring process of ordering, fulfillment, and design and management. Each section (Women, Men, and Children) of a Ezra store places an order to headquarters twice a week on the store's PDP devices. The orders include both replenishment of an existing item and requests for a new items. Store managers determined replenishment quantities by walking around the store and determining what has been selling by counting garments and talking to salespeople.Fulfilling each store's demands of clothes involves group of commercials from headquarters, who are responsible to match up the supply of finished clothes coming from factories to distribution centers then finally to the stores. The commercials works with two types of information – aggregated orders from all stores and the total supply of invent ory in the distribution centers at the same point in time. Finally, Ezra introduces new design collections at the start of fall/winter and spring/summer buying periods. In addition to that, they continuously introduce new items throughout the year, allowing them to be ahead within the industry.Note: Detail information for design and management is in â€Å"Competition† Section). SUPPLIERS: Ezra owns a group of factories in and around La Corona to do the initial production of dyeing and cutting cloth. However, they sent out the cut fabrics that needs to be sewn into garments, to network of small local workshops (not owned by Inedited) in Galatia and northern Portugal, which guarantees quick turnaround time. Finally, the sewn garments are sent to a Ezra facilities, where they are ironed, inspected, tagged, and sent to a distribution centers.COMPETITION: Ezra faces competition from multinational clothing retailers such as Gap, H&M, and Benton, Combined, these companies has over 2 00,000 employees, operating in 140 countries with net income of ? ¬1,067 million or a net margin of 15. 3%. What separate's Ezra from its competitors is it's unique approach to its marketing and business operation. Unlike its competitors, Ezra virtually does no marketing. The company place ads twice a year promoting sales and to announce the opening of new stores. As a result, their marketing expenditures average 0. % of revenue, instead of 3%-4%, which is typical for competitors. They also always make sure their stores are located in a city prime retail district and the prices for their items are established for the Spanish market. Prices for other countries is set at a fixed percentage of this baseline, taking into account distribution costs and market condition. Ezra also priorities time-to-market through vertical integration enabling them to constantly introduce new items throughout the year in a short period of time.In a typical year, Ezra introduces approximately 11,000 new items, were as its competitors average 2,000 – 4,000 items. Consequently, Ezra does not try to produce classics† clothes that would always be in style. They intend their clothes to have a fairly short life span. About 75% of the merchandise in the average store is changes over three to four weeks, resulting in their experience shoppers to visit the stores often to purchase the new items. Furthermore, Sara's senior managers takes advantage of their employee's intelligence and trust their Judgment in decision making.Store Managers are given responsibilities to deal with customers, contractors, landlords, and decisions in garments should be on sale at their individual stores. They place orders for the teems they think would sell, rather than simply accepting and displaying what headquarters decide to send them. Ezra has minimum invested in IT budget and has no formal process to set decisions for specific technology investments or projects. Usually senior management decides what new systems, if any, is required.Overall, there is very little Justification for IT efforts, which results in having no cost/benefit analysis for current and future projects. Also, Sara's business model uses POS terminal that runs on an outdated DOS operating system, which is not supported by Microsoft. This makes the operations such as ordering, fulfillment, design and manufacturing, and in-store operations inefficient. They also use handheld Pad's for ordering and for tasks such as handling garment returns to distribution centers and conveying information from headquarters to all stores. This causes redundancy.The POS terminals also makes it difficult to check in-store inventories, check inventories in other stores, and share information. The store managers would have to call to check for available SSW, which is a time consuming process. Finally, Ezra makes no use of the internet to make sales. The website is only there to maintain a presence. The issue for lack of internet sales is because the company's distribution center is not configured for picking up small orders and shipping to consumers. And, it is complicated to handle returns of merchandise bought online.The challenges above shows where Ezra can make the use of proper IT/IS infrastructure. Currently, Ezra has continued to use their systems without any changes to it. However, they have the opportunity to improve its infrastructure by investing in new IT systems. This proper implementation can also provide great opportunity for Ezra to improve its value ham operations. Before Ezra makes any decision regarding the upgrade of their old information system, they need to analyze the costs and benefits of the new system.A new operating system such as Linux, Windows, or UNIX, it will allow Ezra to develop capabilities on the outdated DOS software for POS terminals. As they install the new operating system on all the computers, they need to consider the costs of each operating system. For example, Linu x does not have one-time license cost, while Windows has a one-time license cost of ? ¬140 and UNIX of ? ¬160 per CUP]. Linux may offer the cheapest implementation costs for Ezra, but they have a higher ongoing costs, such as service contract cost that ranges from ? ¬10-? ¬150 per CUP].To upgrade the system Ezra will also have to install new hardware and replace the old POS terminals. The cost of POS terminals is ? ¬5000 per store, which will also require installation of new cables, routers etc. The wireless routers and Ethernet cost, staff training cost, software installation and maintenance cost, and the connectivity cost per store, will also add to the upgrade costs. Overall, if Ezra decides to use Linux operating system, the total cost for the initial year will be ? ¬ 56 million.This includes ? ¬ 379 thousand of operating cost and ? ¬ 2,777 million for non-operating (fixed), which is purchase of new POS terminals, wireless router and wireless Ethernet. If they us e Windows or UNIX, total initial cost will be ? ¬ 3,167 million or ? ¬ 3,175 million, respectively. This may be a very costly for the company, but it is a direct expense, which meaner the cost will depreciate over the years. For example, the total operating cost for Linux, Windows, and UNIX will decrease to ? ¬ 371 K, ? ¬ KICK, and ? ¬ ASK in the second year, respectively.The benefit of a new system will improve Sara's efficiency, which will directly influence their revenue. With the smooth communication among the stores and the headquarters, Ezra can better predict the future needs of material, and save cost by hedging them at a low cost. The system will also allow them to make clothes prototypes at a quicker rate and get a faster response from the customers. Therefore, there will be more sales, less cost, more revenue, and ultimately more profit. RECOMMENDATIONS I would recommend Ezra to upgrade their current system gradually. In the short term, there is no immediate nee d to upgrade the system.However, they need to make the changes over a long period of time. First, senior management should develop a formal IT department by hiring a COT to set decisions. Second, the new IT team should develop a strategy for the change. Third, they should develop a budget for implementing the whole upgrade. Once they have the strategy and budget in place, they should stop any more investments in the current systems and conduct a pilot test at one of their flagship store to collect data of its outcomes. Ezra should make the investments in stages. For example, the current Pads used for ordering are inconvenient.They should be replaced with convenient equipment such as the PC's. In addition, the Pads and POS are not connected. In order to improve the networking capabilities at each store, Ezra should switch from modem-based network to a broadband-based network. This will allow them to stay connected with the other stores as well as with the headquarters. POS terminals that operates on the outdated DOS system needs to be updated with a more modern and compatible operating system. As a result POS should have the customer based functionalities that will scored sales, returns, exchanges, etc.POS system should also handle functions such as inventory control, purchasing, and receiving and transferring of products to and from other locations. After the final stages, I strongly recommend to run the old and the new systems side by side, until the new system is operating smoothly. Finally, Ezra should use the internet to make online sales, and take advantage of the social media to promote itself. This can enhance their operations and ultimately increase revenue. Also, it will give them more competitive edge with the new competitors and the existing competitors. ZARA’s IT for Fast Fashion Ezra, a trendy Spanish clothing retailer founded in 1975 by Manioc Ortega in La Curran. It is a flagship retail store of Inedited Group, a holding company that owns other fashion brands such as Misaims Audit, Berserk, Pull and Bear, Strabismus, Kiddy's Class, and Shoo. The company still lives by the simple idea of Amoco Ortega to link customer demand to manufacturing and link manufacturing to distribution, which ultimately able to respond very quickly to the demands of targeted customers, who are young and fashion-conscious city dwellers.Inedited operates 1,558 stores in 44 countries, of which 531 stores are part of Ezra chains. Ezra generates a majority of Indies's sales accounting for 73. 3%. Of the three departments inside Ezra, Women accounted for 60% of sales, with the rest evenly split between Men and Children division. In 2002, Inedited posted a net income of ? ¬ 438 million on revenues of ? ¬3,974 million, which is a net margin of 1 1. 02%. Overall, the company shows net margin continuously growing indicating profitable growth. As a result, the company's earnings have tripled since 1996. To reach consumer's demands quickly and accurately, Ezra established a recurring process of ordering, fulfillment, and design and management. Each section (Women, Men, and Children) of a Ezra store places an order to headquarters twice a week on the store's PDP devices. The orders include both replenishment of an existing item and requests for a new items. Store managers determined replenishment quantities by walking around the store and determining what has been selling by counting garments and talking to salespeople.Fulfilling each store's demands of clothes involves group of commercials from headquarters, who are responsible to match up the supply of finished clothes coming from factories to distribution centers then finally to the stores. The commercials works with two types of information – aggregated orders from all stores and the total supply of invent ory in the distribution centers at the same point in time. Finally, Ezra introduces new design collections at the start of fall/winter and spring/summer buying periods. In addition to that, they continuously introduce new items throughout the year, allowing them to be ahead within the industry.Note: Detail information for design and management is in â€Å"Competition† Section). SUPPLIERS: Ezra owns a group of factories in and around La Corona to do the initial production of dyeing and cutting cloth. However, they sent out the cut fabrics that needs to be sewn into garments, to network of small local workshops (not owned by Inedited) in Galatia and northern Portugal, which guarantees quick turnaround time. Finally, the sewn garments are sent to a Ezra facilities, where they are ironed, inspected, tagged, and sent to a distribution centers.COMPETITION: Ezra faces competition from multinational clothing retailers such as Gap, H&M, and Benton, Combined, these companies has over 2 00,000 employees, operating in 140 countries with net income of ? ¬1,067 million or a net margin of 15. 3%. What separate's Ezra from its competitors is it's unique approach to its marketing and business operation. Unlike its competitors, Ezra virtually does no marketing. The company place ads twice a year promoting sales and to announce the opening of new stores. As a result, their marketing expenditures average 0. % of revenue, instead of 3%-4%, which is typical for competitors. They also always make sure their stores are located in a city prime retail district and the prices for their items are established for the Spanish market. Prices for other countries is set at a fixed percentage of this baseline, taking into account distribution costs and market condition. Ezra also priorities time-to-market through vertical integration enabling them to constantly introduce new items throughout the year in a short period of time.In a typical year, Ezra introduces approximately 11,000 new items, were as its competitors average 2,000 – 4,000 items. Consequently, Ezra does not try to produce classics† clothes that would always be in style. They intend their clothes to have a fairly short life span. About 75% of the merchandise in the average store is changes over three to four weeks, resulting in their experience shoppers to visit the stores often to purchase the new items. Furthermore, Sara's senior managers takes advantage of their employee's intelligence and trust their Judgment in decision making.Store Managers are given responsibilities to deal with customers, contractors, landlords, and decisions in garments should be on sale at their individual stores. They place orders for the teems they think would sell, rather than simply accepting and displaying what headquarters decide to send them. Ezra has minimum invested in IT budget and has no formal process to set decisions for specific technology investments or projects. Usually senior management decides what new systems, if any, is required.Overall, there is very little Justification for IT efforts, which results in having no cost/benefit analysis for current and future projects. Also, Sara's business model uses POS terminal that runs on an outdated DOS operating system, which is not supported by Microsoft. This makes the operations such as ordering, fulfillment, design and manufacturing, and in-store operations inefficient. They also use handheld Pad's for ordering and for tasks such as handling garment returns to distribution centers and conveying information from headquarters to all stores. This causes redundancy.The POS terminals also makes it difficult to check in-store inventories, check inventories in other stores, and share information. The store managers would have to call to check for available SSW, which is a time consuming process. Finally, Ezra makes no use of the internet to make sales. The website is only there to maintain a presence. The issue for lack of internet sales is because the company's distribution center is not configured for picking up small orders and shipping to consumers. And, it is complicated to handle returns of merchandise bought online.The challenges above shows where Ezra can make the use of proper IT/IS infrastructure. Currently, Ezra has continued to use their systems without any changes to it. However, they have the opportunity to improve its infrastructure by investing in new IT systems. This proper implementation can also provide great opportunity for Ezra to improve its value ham operations. Before Ezra makes any decision regarding the upgrade of their old information system, they need to analyze the costs and benefits of the new system.A new operating system such as Linux, Windows, or UNIX, it will allow Ezra to develop capabilities on the outdated DOS software for POS terminals. As they install the new operating system on all the computers, they need to consider the costs of each operating system. For example, Linu x does not have one-time license cost, while Windows has a one-time license cost of ? ¬140 and UNIX of ? ¬160 per CUP]. Linux may offer the cheapest implementation costs for Ezra, but they have a higher ongoing costs, such as service contract cost that ranges from ? ¬10-? ¬150 per CUP].To upgrade the system Ezra will also have to install new hardware and replace the old POS terminals. The cost of POS terminals is ? ¬5000 per store, which will also require installation of new cables, routers etc. The wireless routers and Ethernet cost, staff training cost, software installation and maintenance cost, and the connectivity cost per store, will also add to the upgrade costs. Overall, if Ezra decides to use Linux operating system, the total cost for the initial year will be ? ¬ 56 million.This includes ? ¬ 379 thousand of operating cost and ? ¬ 2,777 million for non-operating (fixed), which is purchase of new POS terminals, wireless router and wireless Ethernet. If they us e Windows or UNIX, total initial cost will be ? ¬ 3,167 million or ? ¬ 3,175 million, respectively. This may be a very costly for the company, but it is a direct expense, which meaner the cost will depreciate over the years. For example, the total operating cost for Linux, Windows, and UNIX will decrease to ? ¬ 371 K, ? ¬ KICK, and ? ¬ ASK in the second year, respectively.The benefit of a new system will improve Sara's efficiency, which will directly influence their revenue. With the smooth communication among the stores and the headquarters, Ezra can better predict the future needs of material, and save cost by hedging them at a low cost. The system will also allow them to make clothes prototypes at a quicker rate and get a faster response from the customers. Therefore, there will be more sales, less cost, more revenue, and ultimately more profit. RECOMMENDATIONS I would recommend Ezra to upgrade their current system gradually. In the short term, there is no immediate nee d to upgrade the system.However, they need to make the changes over a long period of time. First, senior management should develop a formal IT department by hiring a COT to set decisions. Second, the new IT team should develop a strategy for the change. Third, they should develop a budget for implementing the whole upgrade. Once they have the strategy and budget in place, they should stop any more investments in the current systems and conduct a pilot test at one of their flagship store to collect data of its outcomes. Ezra should make the investments in stages. For example, the current Pads used for ordering are inconvenient.They should be replaced with convenient equipment such as the PC's. In addition, the Pads and POS are not connected. In order to improve the networking capabilities at each store, Ezra should switch from modem-based network to a broadband-based network. This will allow them to stay connected with the other stores as well as with the headquarters. POS terminals that operates on the outdated DOS system needs to be updated with a more modern and compatible operating system. As a result POS should have the customer based functionalities that will scored sales, returns, exchanges, etc.POS system should also handle functions such as inventory control, purchasing, and receiving and transferring of products to and from other locations. After the final stages, I strongly recommend to run the old and the new systems side by side, until the new system is operating smoothly. Finally, Ezra should use the internet to make online sales, and take advantage of the social media to promote itself. This can enhance their operations and ultimately increase revenue. Also, it will give them more competitive edge with the new competitors and the existing competitors.

Behaviorism Research Paper - 1983 Words

Running Head: BEHAVIORISM IS NOT THOUGHTS THAT COUNTS. Behaviorism is not the thought that counts Abstract Behaviorism was the third school of thought that manifested in the year of 1913 mainly because of the Structuralisms and Functionalists’ mindset that introspection and mind/consciousness was the main reason on how our minds work mechanically. One of the main persons responsible for the Behaviorism movement was John B. Watson who felt a need to restructure Psychology into a scientific psychology on the basis that behavior could be observed through stimulus and response methods and could be proven by experiments. Other schools of thought felt strong about the consciousness influenced our behavior as well and how we thought†¦show more content†¦Ivan Petrovich Pavlov (1849-1936). Was very influential in the beginnings of behaviorism with his work on studying glandular secretions at the stimulus-response theory and conducted experiments on animals on their behavior and attempted to show behavior by controlling the stimulus. Pavlov Introduced Conditioned reflexes, which s uggested that consciousness was not necessary to study in psychology (Roback, 1923) Pavlov’s experiments were that the animal’s secretions were collected when the stimulus was introduced then compared to other secretions to see if there was a difference in saliva secretion from other types of stimulus introduced. To ensure that his theory of conditioned reflex was reliable; Pavlov created a closed private area to the experimenter and the animal so not even the experimenter could influence the animals behavior therefore ensuring the experiment was reliable and that the animal was not influenced by outside influence to include the experimenter as well. 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