Aware of Surroundings, Unaware of Self Essay --

In Edgar Allen Poe’s short stories, The Fall of the House of Usher and The Tell Tale Heart, both protagonists are stricken with hypersensitivity. And ultimately, the acute senses of Roderick Usher from FHU and of the narrator from TTH prevent them from recognizing their own culpability. One would expect that through their acute awareness, Roderick Usher and the narrator would acquire a greater recognition of their own faults. Yet, strangely, both characters are unable to recognize their own culpability in the deaths of those around them. Once readers analyze the distracted behaviors of both characters as well as the parallel language of Poe, they will realize that Usher and the narrator accuse their peers of their own flaws because they are truly unaware of their own weaknesses. It becomes clear that both character’s hypersensitivities cause them to be overly distracted by their surroundings; and they are therefore too distracted to recognize their own faults. Ush er’s inability to perform basic human functions gives evidence to the magnitude with which his hypersensitivity disrupts his daily life. Similarly, the narrator in TTH’s obsession with the old man’s eye distracts him from thinking rationally. The narrator’s distracted state causes him to rationalize his crime, rather than recognizing his responsible for the murder. Ultimately, the hypersensitivity of both characters is a hindrance to their self-awareness, as it causes them to be in a perpetual state of distraction, and consequently both characters are unable to recognize responsibility for their own missteps. Before analyzing Poe’s stories, it is essential to recognize that both Usher and the Narrator suffer from hypersensitivity as demonstrated by their... ...eart!" (TTH). Usher and the narrator project different personas, Usher calls his friend â€Å"mad† while the narrator calls the police villains, yet they both exude their own personal flaws onto their counterparts. Usher’s rant attests to the confused state his mind was in. His inability to perceive his own madness is manifest when he declares his friend â€Å"madman†, rather than recognizing his own irrational behavior. Likewise, the narrator in TTH calls the police â€Å"villains†, at the moment when evidence of the extent of his own villainous is revealed. Although he willfully murders an old man, the narrator calls the police villains. The fact that both characters chose to project their flaws onto others, rather acknowledging their own faults gives testimony to the fact that both of Poe’s characters lacked the self awareness necessary to recognize their own shortcomings.

Coors key business strategies or “six planks” Essay

1/Link the Coors vision statement to Coors key business strategies or â€Å"six planks†. Are there any gaps? Post1:According to Coors Vision Statement, the vison can be come up with four fundamentals: (1)improving quality, (2)improving service, (3)boosting profitability, and (4)developing employee skills. And then to link with â€Å"six planks†so that to drive these fundamentals in the future. 1/baseline growth: we will profitably grow key brands and key markets – (3)boosting profitability 2/incremental growth: we will selectively invest to grow high potential markets, channels, demographics, and brands – (3)boosting profitability 3/product quality: we will continuously elevate consumer perceived quality by improving taste, freshness, package integrity, and package appearance at point of purchase – (1)improving quality 4/distributor service: we will significantly enhance distributor service as measured by improved freshness, less damage, increased o n-time arrivals, and accurate order fill at a lower cost to Coors – (1)improving service 5/productivity gains: we will continuously lower total company costs per barrel so Coors can balance improved profitability, investments to grow volume, market share, and revenues, and funding for the resources needed to drive long-term productivity and success – (1)improving quality, (2)improving service, (3)boosting profitability, (4)employee skills 6/people: we will continuously improve our business performance through engaging and developing our people – (4)employee skills I agree that analyze from macroscopic perspective, the strategies seem to match the visions here, which i sum up above. Each one corresponds to one or more of the fundamentals. However, I believe the gaps occur within the four fundamentals from the vision statement and the â€Å"six planks†due to their broad description and focus. In particular, the last one people mentioned in the â€Å"six planks†which does not cover the development of employee skills overall. Post 2:If the analysis of Coors Vison Statement as follows: at first, it shows two aspects 1) Tradition and history: has a proud history of visionary leadership, quality products and dedicated people; 2) Human, financial and physical: to bring great tasting beer, great brands and superior service to the distributors, retailers and consumers and to be a valued neighbor in the  communities. Then, it focuses on the 4 fundamentals: a) improving quality, b)improving service, c) boosting profitability, and d) developing employee skills. Corresponding to the â€Å"six planks†, we can find out: Basline Growth – boosting profitability Incremental Growth – boosting profitability Product Quality – improving quality Distributor Service – improving quality and service Productivity Gains – – boosting profitability People – employee skills Personally, from the aspect of financial management, Coors’ general business strategies seem to focus a bit more on financial measures than other aspect of the business such as how to become a valued neighbor in the communities. Post3: 回å ¤ Ã¢â‚¬â€œ I like your description way that combine the Vison Statement and â€Å"six planks†correspondently, making the comparison much clearer. So it inspired me to do it with the same way. Post4ï ¼Å¡ Another way to compare Coors vision statement and the business strategies is that we should understand what is the different between them. The Vision of a company is the way that it views its products, its markets, its customers and itself. The Vision answers the simple question â€Å"Why are we here?†. The Vision is a goal. It is not the same as a strategy; business strategy tells you how a company is going to achieve (or maintain) its Vision. The strategy is a plan, the tactics are how the plan will be executed and the Vision is the end-result. Post5: Additional explanation of the last one in â€Å"six planks†, in order to develope employee skills referred in Coors Vision Statement, we can not only improve our business performance through engaging but also, building up salaries rate regulation, developing training system and Providing opportunities for increased responsibility and career advancement 2/Link the Coors Operations and Technology (O&T) department vision statement to the O&T strategies or â€Å"supply chain guiding principles†. Are there any gaps? We can divide Coors Coors Operations and Technology (O&T) department vision  statement into 4 parts:1/process, 2/quality and innovation,3/information and technology, 4/learning and exercises a tenacious approach, and then compare each of one with the O&T strategies as following. 1/Well-defined and understandable processed is required to design, safely produce, and deliver greater tasting beer at its freshest, with superior packaging beer with superior packaging and competitive cost. (1) Simplify and stabilize the process (2) Balance and optimize the overall process 2/By the quality and innovation we employ in all enables Coors to be more competitive and notable. (3)Relentlessly purse continuous improvement (5) People doing the work are critical to lasting improvement (9) Know your customers’ expectations 3/Using accurate information and appropriate technology improve organization’s performance. (6)Short cycle time + reliability = flexibility (12)What gets measured gets done 4/By learning and exercising a tenacious approach, we can eliminate and reduce cost. (2)Eliminate non-value added time and waste (7)Find and fix the root cause (8)Know your costs (10)Make decisions where work is performed With above analysis, Coors O&T department vision statement is pretty much aligned with the its strategies. However, Inventory is a liability, not an asset – The vision statement doesn’t really capture the importance of this concept. Coors should stress the importance of getting inventory out the door and giving special attention to its inventory that sees the most demand from its customers. + è ¡ ¥Ã¥â€¦â€¦: Depending on the Operations and Technology (O&T) department of Coors’business strategy, the 4th one â€Å"Inventory is a liability, not an asset†doubtfully matches with the vision statement. From the stand of the O&T department, it may state that there exists risk when the inventory transfers into merchandises, so at this time, it is kind of reasonable to say that Inventory is a liability, not an asset. Another explanation of the business strategy from the O&T department listed â€Å"Inventory is a liability,  not an asset†is that the purpose of this department is to eliminate the cost of the production and then to increase the profit. Therefore, it kind of make sense to say the inventory is a liability instead of an asset. 3/Provide possible explanations for the performance gaps identified by Coors benchmarking analysis. From Table1 Benchmarking Analysis, it shows clearly that there are three gaps existing: Manufacturing cost per barrel; S,g & A cost per barrel; Net profit per barrel. With the general analysis, the domestic market share of A/B is more than twice that of Miller and more than four times that of Coors. A/B has the advantage in the beer industry as the price leader and has the power of setting the selling price. And Coors has the least attractive results out of the three major beer companies (Anheuser-Busch, Miller, and Coors). The manufacturing cost per barrel is the highest for Coors at $55.00. Anheuser-Busch on the other hand had the lowest at $48.00. The S, G & A cost per barrel was also the highest for Coors at $29.00 and Miller had the lowest at $27.00, which was only $0.50 better than Anheuser-Busch. Therefore, Coors can only make higher profit by cutting costs so that it can be the envy its two competitors. Besides, it can obtain more profits by building its key premium brands in key markets and strengthening its distributor network, with improved supply chain management. (1)The main reason on the gap in the manufacturing cost is because Coors often could not meet its goal to load beer product directly off the production line into waiting railroad cars. This disrupts the production plan and therefore contributes the increase of labor cost.Given Coors lack of production locations, one glaring reason for the gap in profitability is the distance of delivery required under Coors current supply chain. With only 3 domestic production locations and 21 satellite redistribution centers coors will have significantly longer than the 500 mile minimum production to distribution site A/B has established with 13 domestic production plants. (2) The main reason on the gap in the S,G&A cost is due to the distribution deficiency. Compare to the other two competitors, on average, Coors has had to ship its beer eight to nine times further than its competitors. Also, Coors only has a maximum warehouse capacity in Golden, Colorado of 600,000 cases of beer which is equivalent to one 8-hour production shift. Thus, Coors has had to load per week about 1,500 beer  trucks from 68 truck docks and about 400 railroad cars from 22 rail docks.† This distribution deficiency problem causes the variance of sales costs. To sum up, due to both the highest cost of manufacturing cost per barrel and S,G&A Cost per barrel of Coors among the other two competitors, the application of the balanced scorecard seems to the preferable one for Coors. For BSC tries to minimize information overload by providing a limited number of measures that focus on key business processes by level of management. That will help efficiently contribute S,G&A expe ndsure and eliminate these SG&A gaps. 4/Answer the frequently asked questions (FAQ’s) already raised by employees about the Coors BSC project. Which FAQ’s were critical to Coors successful implementation of its BSC over the last decade? First of all, allocating these fifteen questions into five parts will be more easily to understand. The first part is about some related questions of the balanced scoredcard: 1.Will the balanced scorecard be linked to any incentive plans? Yes, the project strategy was to implement a performance measure process that focused on continuous improvement, rewarded reasonable risk taking and learning to advance performance, and enable employees to understand the opportunity and reward for working productively. 2. What if a measure does not drive the correct behavior after implementation? What process will be used to evolve the scorecard? How will my input be heard? The BSC provides a basis for management to improve the company and align the directives to meet both short and long te rm goals. The employees are encouraged to participate in the dialogue surrounding the measurements and speak to their managers about any suggestions or opportunities they see for the Balanced Scorecard. 8. Will the balance scorecard be used to compare the performance of the three U.S. plants? Since each plant is different, how can we be expected to use the same scorecard? Yes. While each plant may be different, all three plants have the same goals. The balanced scorecard will highlight and evaluate how the company can work together to improve and achieve those goals. 10. There may be some important measures excluded from this scorecard. If so, will they eventually be added to the scorecard? Yes. The scorecard will be adapted to business needs and requirements. It will updated to include the relevant measures as required. 11. Will there be a throughput measure on the  scorecard? I cannot affect the number of barrels coming through my plant. That is determined by sales and scheduling that shifts production between my plants. The scorecard will include only those measurements that will help management evaluate the achievement of Coors’ vision and strategy. The purpose of the scorecard is to simplify information, not overload management with information that are not exactly necessary. 13.How often will the scorecard be updated? Non-monetary measures are reported more frequently than monetary measures. Balanced report cards can be updated as often as daily and as infrequent as annually. It depends on the level of the measurement. 14.Will the scorecard be used as a club? No. The scorecard is used to highlight improvements to the company and to be used to strategize how to continue improvements. The intention is not to use this to punish employees The second part refers to the question about load schedule and distributor. 3. Won’t the measures reduce our ability to be flexible with our distributors and make last minute changes for them? No, the balance scorecard includes non-monetary measures such as machine downtime, percentage of capacity used, and deviations from schedule. Part of the Coors vision and strategy is to allow its employees the freedom to continuously improve these measures, and be rewarded for doing so. 4. Why is the window on the Load Schedule Performance measure so tight? What difference does it make if we get a load out within plus or minus two hours? If we get it out the day it is scheduled, won’t the load arrive at the distributor as planned? The window is measured so tight to reduce production bottlenecks. Also, since Coors’ delivery trucks and rail cars have to travel such a distance, they need to be loaded within two hours of their scheduled time to ensure on time delivery. This will increase profitability, customer satisfaction, and the sense of teamwork among Coors’ employees. The third part can be regarded as the measure change: 5.We already have plant measurements that are working. Why would we want to  change them? The traditional, cost-based performance measures are outdated and are no longer an effective means of measuring performance. For example, direct labor variances were becoming less important due to the highly automated nature of the beer production lines. 7. Why would you base Production Stability, Load Schedule Performance, and Load Item Accuracy on the initial weekly schedule? The schedule changes constantly. Why measure me against a weekly schedule that has changed as a result of something I had no control over? Teamwork is critical to the success of Coors. All employees should be engaged whenever it is possible to ensure that the other goals and objectives of the company can be met. Again, production and demand should be homogeneous. The fourth part is about the production of Coors: 6. The Production Stability Measure does not incent the production lines to run ahead. Doesn’t it make sense to allow us to run ahead on major brands as a cushion for those times when we have problems? So what should we do when we are more than an hour ahead, shut the line down? With the viewpoint that inventory is a liability, we do not want to be running ahead as this increases our inventory on hand that is not moving out the door quickly. We do not want our inventory overflowing our limited warehousing space. By not running over, we can keep our storage costs down and increase profitability. The fifth part is about people who play a part in a measure: 12.How can you hold me responsible for a measure when I am not the only one who can affect it? Coors’ vision statement outlines the sense of teamwork that the company values. Every employee is working together for the same goals. No one person will be held responsible for a measurement. Also, the balanced scorecard is to incent improvement, not punish. 15.Who will put together this scorecard? Ken Rider and employees from supply chain management are responsible for putting together this scorecard. However, input from every employee is valued. In my opinion, the 1,3,4 questions are critical to to Coors successful implementation of its BSC over the last decade. 5/Considering the prior gap and benchmarking analyses, design specific performance measures with benchmarked targets (where feasible) and with reporting frequency to  create an operational and acceptable BSC for Coors. Which performance measures were critical to Coors successful implementation of its BSC over the last decade? Based on the Balanced Scorecard path an organization first must first know and understand: 1/The company’s mission statement 2/The company’s strategic plan/vision 3/ (1)the financial status of the organization (Financial Perspective) (2)How the organization is currently structured and operating (Internal Business Process) (3)The level of expertise of their employees (Learning & Growth) (4)Customer satisfaction level (Customer Perspective) For this case study, I have come up the following performance measures of BSC for Coors: 1) Improve productivity, Long-Term shareholder Value, Grow Revenue (Financial Perspective) 2) Satisfy Customer Needs, Gain Market Share, Improve reputation (Customer Perspective) 3) Manage operations, Product leadership (Internal Business Process) 4) Personnel development, Employee attitudes (Learning & Growth) I think the performance measures under Customer Perspective were critical to Coors successful implementation of its BSC. If customers are not satisfied, they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good. The concept of having a balanced scorecard essentially discusses a management control system as a means of gathering and using information to aid and coordinate planning and control decisions throughout an organization. It is usually designed around the concept of the balanced scorecard, with financial and nonfinancial information in each of the four perspectives of the scorecard. These four perspectives are financial, customer, internal business process, and learning-growth. There are four perspectives and information from the case to create performance measures of a balanced scorecard: Financial perspective 1) Manufacturing cost – decrease cost per barrel $2, from $55 to $53 2) S, G & A cost – decrease cost per barrel $2, from $29 to $27 3) Net profit – increase net profit per barrel $2, from $4 to $6 Customer perspective 1) Customer satisfaction – Coors should strive to meet and exceed customer expectations 2) Repeat purchases – Coors should also focus on retaining customers and respecting their input as repeat customers Internal Business Process perspective 1) Load Schedule – improve load time by 40%, from 60% to 100% 2) Load Item Accuracy – improve item accuracy by 5%, from 95% to 100% 3) Production Stability – improve production at planned time by 50%, from 50% to 100% Learning and Growth perspective 1) Employee training – Coors can improve employee performance by continued training and learning opportunities 2) Decentralization – Coors can improve performance by giving employees more freedom to make decisions, especially when quick thinking is needed in a changing environment 6/Perform an economic value added (EVA) analysis to assess its potential as a BSC financial performance measure for Coors. Should EVA become part of Coors BSC? EVA= Net Operating Income (After taxes)- (Capital Invested* Weighted Average Cost of Capital) EVA= Net Operating Income (before taxes) * (1- Tax Rate)- (Capital Invested * Weighted Average Cost of Capital) Based on the given number: (1)EVA = EBIT (1-tax rate) – (Cost of Capital*WACC) EVA = 105(1-.44) – ((900+45+65+30) x 10%) EVA = 58.8 – (1040 x 10%) EVA = 58.8-104 EVA = (45.2 million) (2)Net operating profit – (Cost of capital*capital investment) (105 – (900*10%) = 105 – 90 = $15 million. But i can not make sure wich one is the right one. EVA= after tax operating income-[weighted average cost of capital*(total assets-current liabilities)] $82,543,440-[10%*($1,412,083,000-$359,146,000)] =$82,543,440-(10%*1,052,937,000) =$82,543,440-$105,293,700 =$22,750,260 EVA should be include as part of the BSC. $58,800,000-[10%*($1,400,000,000-$170,000,000)] =$58,800,000-(10%*$1,230,000,000) =$58,800,000-$123,000,000 =($64,200,000) 7/With all the industry changes, especially the recent mergers and acquisitions (M&As) involving Coors, what were lessons learned for Coors BSC project over the last decade? Strengths Molson-Coors benefits from their large market share in the beer industry in North America. Molson Coors is an innovative company, first by surviving prohibition in the US, when their product was deemed illegal; they began to bottle water to keep the company going. 1/Strong Financial Position 2/Alliances with NFL and NASCAR 3/Successful joint ventures 4/Growth in foreign markets 5/Strong brand image Weaknesses 1/Lower market share in the U.K 2/They rely on only a few popular brand names, which expose the company to vulnerability when sales and economic regions fluctuate. 3/They have dependencies on raw materials. 4/Don’t appeal to class of people with a lower- disposable income. 5/They rely considerably on a small number of suppliers to obtain their packaging. 6/Molson-Coors relies on 70% of its U.S. sales from Coors Light. Threats 1/Top competitors include: Anheuser- Busch & Heineken 2/Any significant increase in raw materials prices will negatively affect their margins. 3/Any significant decrease in the ability to obtain their raw materials will also affect their margins. 4/Perceptions that beer is not as healthy as other alcoholic beverages like wine. 5/Economic recession in the US increases the sales of beer at first, but as the recession continues over a longer period of time, it may cause sales to decrease ST Strategies 1: Use market share and alliances in North America to promote company. NASCAR and NFL are only big in the US, not other markets, so have to be smart in how they promote and market their products, but can use those sports to their advantage! 2: Expanding into other markets along with diversification of their brand, will help reduce the risk of sales in challenging financial times in the US. 3: Use company`s strong financial position, along with strong market share percentage and alliances to create a stronger/ potentially healthier brand image. WT Strategies 1: Coors`s low market share in other markets will suffer as a result of a recession. Expand into foreign markets! 2: Dependency on suppliers, will be influenced even more if there are any changes in raw material prices or during recession periods. The Balanced Scorecard is the preferable one fo Coors to implement. Over the last ten years Coors has not grown, instead they have held at 10% of the market even though they merged with another company during this time. However, the complexity of their distribution channels has required better management which the Balanced Scorecard did assist with. By tracking the production and shipping performance there were improvements. However, based on no growth within the sales/market share perhaps more focus needed to be placed in this area. In order to grow successfully they need to focus not just on costs but generating the sales to grow.

The Era Of Freedom A Generation After The Emancipation...

The Era of Freedom A Generation after the Emancipation Proclamation, banned slavery, African Americans were trapped in a country full of harsh discrimination, and humiliation. The twentieth century brought an era that changed the lives of every African Americans across the U.S. The Civil Rights Movement, a movement to sees the cruelty that every African American faced on a daily bases, was one of the greatest events that took a step into a direction that no one would ve imagined during the 1950s. Many activist made themselves known during the movement, activists such as Martin Luther King Jr. Rosa Parks, Malcolm X, just to name a few, were key players in the advancement of the movement, but who was responsible for the being the†¦show more content†¦If there was no available seats in the front of the bus, any white man could demand to take an African American’s seat at the back of the bus. That is what happened to Rosa Parks on December 1, 1955, sitting on the bus, a fter a long day at work, having no more seats in the â€Å"white† section of the bus available, the bus driver demanded four african americans in the front row of the â€Å"blacks† section to give up their seats. Three of them complied immediately, but Rosa Parks stood her ground and remained seated, eventually two police officer came and took her into custody. ( Rosa Parks ) Later in her autobiography, Parks wrote â€Å" People always say that I didn’t give up my seat because I was tired, but that isn’t true. I was not tired physically†¦ No, the only tired I was, was tired of giving in.† Rosa Parks was eventually tried and found guilty of violating segregation laws, she was fined ten dollars and an additional for four dollars in court fees, she was also given a suspended sentence for her crime. 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Diversity Within The Workplace What Is Diversity

Diversity in the workplace What is diversity? Diversity in the workplace means having employees from a wide range of backgrounds. This can include having employees of different ages, gender, ethnicity, physical ability, sexual orientation, religious belief, work experience, educational background, and so on. Advantages of diversity If you have a diverse workplace in your business, you can benefit from the different talents, experiences and perspectives of your employees. Find out more about the advantages of employing: mature aged workers young people people with disability women in the workplace apprentices and trainees people from overseas Indigenous Australians people from culturally and linguistically diverse backgrounds. Don t discriminate! 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Designing The Cd Package Design - 1299 Words

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Do people travel further to buy comparison goods rather than convenience goods Free Essays

string(61) " stores were hard to find or couldn’t be found at all\." My title asks, ‘do people travel further to buy comparison goods rather than convenience goods?’ My data collection was carried out in the central business district (CBD) of St Albans. My general aim is to investigate a range of interests of shoppers in the area and also a little on the land use in the CBD. Once sufficient data is collected I will be manipulating it to answer my hypothesis and to draw a conclusion from the relevant results. We will write a custom essay sample on Do people travel further to buy comparison goods rather than convenience goods? or any similar topic only for you Order Now St Albans was visited on a Market day, which is held in the main street of the city every Wednesday and Saturday. It was a suitable study area as it has many different aspects to it which would suit the needs for different types of data collection for many students with a large variety of hypothesises and questions. St Albans is located in Hertforshire, south-eastern England, on the River Ver, near its confluence with the Colne. St Albans is situated on the northern fringe of Greater London. The district includes the city and the parishes of Colney Heath, Harpenden Rural, Harpenden Town, London Colney, Redbourn, St. Michael, St. Stephen, Sandridge and Wheathampstead. (See figure 3). Nearby places outside the district include Hatfield to the east, Welwyn Garden City to the north-east, Luton and Dunstable to the north-west, Hemel Hempstead to the west, Watford to the south-west and Borehamwood to the south. (See figure 1 and figure 2). The population in mid-1998 was estimated at 131,400. (See figure 6). In the CBD of St Albans, our study included the roads, Market place (where the market is held), Chequer Street, Victoria Street, Peters Street, London Road, Holywell Hill, High Street, Verulam Road, Dagnall Street, Spencer Street, Catherine Street and Hatfield Road. (See figure 4 and figure 5). There are two main train stations. The city station is about 750m east of the city centre and is serviced by Thameslink. The abbey station is about 1km south of the city centre and is serviced by Silverlink. There is also a single train running between St Albans and Watford Junction, starting a new round trip every 45 minutes during most of the day. Housing is expensive relative to England in general, possibly due to the fast commuting to London by train. Notable buildings include St Albans Cathedral. The sphere of influence is the area served by a settlement, sometimes called a catchment area or hinterland. The larger the settlement, the greater the number and variety of shops and services and the wider the area from which people will travel to use the centre. London’s sphere of influence is the whole country. Outside London towns such as Plymouth, Newcastle, Leeds and Norwich serve local regions. Market towns serve smaller villages and farms in the area. A village only serves itself and some surrounding farms. Smaller settlements tend to have fewer shops and services than larger settlements. The shops, such as a general store, newsagent, small supermarket and chemist tend to provide low-order or convenience goods such as newspapers, bread and milk. In larger settlements there are more shops and services. They include shops selling convenience goods but there are also department stores and specialist shops selling jewellery, sports equipment and furniture. These are called high-order or comparison goods. The types of goods and services in a settlement are linked to the following: – The threshold population: the minimum number of people required to support a service so that it remains profitable. In the UK this is about 300 for a village shop, 500 for a primary school, 25000 for a shoe shop, 50000 for a medium sized store and 100000 for a large one. – The range of a good: the maximum distance people are prepared to travel to use a shop or service. Most people do not travel great distances to buy a newspaper or do their shopping but they are prepared to travel further to purchase clothes, jewellery or furniture, which are more costly and bought less often. Method: On Wednesday 26th February 2003, geography students of Year 10 St. Helen’s School visited St Albans on a market day in order to carry out some geography fieldwork for coursework. During the morning it was sunny and fairly warm, however, as the day went on, although it stayed sunny, it got colder. The CBD land use map (see figure 7) and the shopper’s questionnaire (see figure 8) were carried out during the afternoon, when we were in the CBD. We were split into 11 groups of 4-5 people and were sent to one of the 11 sections of the CBD. By being split into groups and then spread to different areas all around the CBD, made data collection easier and quicker. My group and I were appointed to work in area 4, which included Chequer Street, Market Place and a small part of High Street. This area is in the heart of the CBD and was in an area where the market was being held. The CBD land use map was completed at about 14:30. My group and I walked around our area completing our land use map by filling in how each store along the streets was used. E.g. Fast food shop, shoe shop, newsagent etc. By doing this it showed us what proportion of stores were comparison and what proportion were convenience, were present in the CBD. This had to be pointed out as it could well effect whether people would travel further to buy either type of good. For example, if the CBD consisted almost completely of convenience stores, it may not be too likely that a lot of people would travel from very far to shop at the small range of comparison stores. There were a few problems with this method of data collection however. First of all, it was quite difficult to fill in every shop on the map. Some of the stores were hard to find or couldn’t be found at all. You read "Do people travel further to buy comparison goods rather than convenience goods?" in category "Papers" Also, the map was a little too small to fill in enough detail. The shopper’s questionnaire was carried out later on in the day. Each person in each group was advised to ask at least 5 different people who were seen in their particular area of the CBD. By asking the actual shoppers in St Albans, it allowed us to see their interests, whether they came to shop for comparison goods or convenience goods, how far they have travelled to buy what they wanted to buy, where bouts they have come from etc. Each question in the questionnaire had a different purpose, and some had some problems with them: – ‘Are you shopping in St Albans?’: this was the first question asked. If the answer was ‘no’ to this question, most of the other questions that followed would be completely irrelevant. – ‘Were you held up in any traffic jam?’: there was a problem with this question because, if the person being questioned travelled by foot it would not be a relevant. – Some terms in the some of the questions were not understood by everybody. For example, ‘Have you come to use specialist services?’, the term ‘specialist services’ was not always understood and it had to be explained on many occasions. If the person being questioned was in a rush, they may not have had time to ask what the term meant, consequently giving an inaccurate answer which could effect the results. – ‘Where have you come from today to shop in St Albans?’: this question may have caused problems as people were sometimes too vague with their answer because they may not have wanted us to know where they came from or maybe where they lived. E.g. If the person said that they came from London, it would have been too vague as from that, we do not know if they came from the CBD of London or the suburbs etc. Analysis and Interpretation: From studying the desire line maps (see figure 9 and figure 10) that I have drawn for both the distances people are prepared to travel for either comparison or convenience goods, it is fairly obvious that there are more people coming into St Albans from the south than from the north. This may be because of accessibility from these areas in the south and north to St Albans. I can see that there are better motorway links from the south than from the north. From the south there is the M1, A1, A41 etc. However from the north, although there are a few motorway links, it is more limited. Again from looking at the desire line maps, I can see that the results for comparison goods and convenience goods do not differ greatly at all. They both are drawn slightly north from Harpenden, and attracted greatly south-west by people travelling from Greater London. There are not so many people however travelling form the north-east or the south-west. Both desire line maps are very similar to each other, though there is one anomaly on the comparison goods map. This anomaly is the person who had travelled from Enfield which drew the sphere of influence further east. This, again, seems to be due to motorway links. A possible reason as to why the two desire line maps are so similar may be there is not a very large range of comparison goods in St Albans. From the CBD land use map, (see figure 12) even though it shows that there is a greater proportion of comparison stores than convenience stores, it may not mean that there is a large and wide variety of comparison stores. And at the same time, the market may have extended the distance people are willing to travel for convenience goods. Even though the market is of mainly convenience goods, people may still be prepared to travel from fairly far to shop in the market. This may be because people see that St Albans has a different atmosphere to any other market. For example, despite the fact that there is Watford Market in Watford, we can still see that quite a few people have travelled from Watford to shop and to use the market in St Albans. This may be because Watford Market differs greatly from the market in St Albans. Firstly, Watford Market is indoors. On the day we visited St Albans, the weather was very good, so that could have attracted more people. Watford Market is also only open on Tuesdays, Fridays and Saturdays, so because of this, people in Watford may have needed to buy something from a market even though the market in their area was closed. So, as the market in St. Albans is open on Wednesdays, and the day we visited the market was on a Wednesday, their may have been more people from Watford on that day, who wanted to use the market in St Albans. St Albans is also a fairly historical area, for example there are prestigious monuments such as St Albans Cathedral and the Clock Tower. This again could be another reason as to why people are attracted to the market in St Albans rather than a market in their own area or one nearer than the one St Albans. Conclusion: My title asked ‘do people travel further to buy comparison goods rather than convenience goods? From my results and interpretations I have been able to come to a conclusion to answer the question. I was able to see from my interpretations of the two desire line maps that the spheres of influences are of roughly the same shapes. The only factor that makes than a little different is the anomaly of the single person who had travelled from Enfield on that particular day. Also, all the reasons I have given as to why people may have travelled from particular places to buy either of the types of goods, even each other out. For example, the lack of variety of comparison stores lowers the distance people would be willing to travel for comparison goods, but at the same time the distance people would be willing to travel for convenience goods is being extended due to the unique market St Albans has. The results and interpretations don’t particularly match text book predictions saying that people travel further to buy comparison goods than convenience goods. The ranges of the goods are very similar in this study and it shows that many factors can effect the distance people would be willing to travel to buy a particular good or to use a particular service. Therefore, one cannot always be grounded on the idea that comparison goods are always travelled further for than convenience goods are. To conclude, people do not travel further to buy comparison goods rather than convenience goods, but they travel about the same distances for either. How to cite Do people travel further to buy comparison goods rather than convenience goods?, Essays

Film Review 35 and Ticking Essay Example For Students

Film Review 35 and Ticking Essay In the movie â€Å"35 and Ticking†, four friends are trying to find their way to the lives they promised they would get by age 45. The friends have always dreamed of their â€Å"perfect family† , being married, with children. Cleavon is single, and he â€Å"works† for the sperm bank, and isn’t worried about finding love, that is until he sees a woman who is brought to his best friend, Zenobia’s birthday party. It ends up being love at first sight. After the first time meeting his new love Cleavon realizes he did not get her number, and tries searching for her all over town. Onced he finds her, he has trouble trying to express his feelings for her, and his friends Zenobia and Phil help give him tips and topics to talk about to get his love. As Cleavon works to get his woman, his friends Zenobia, Phil and Victoria work on their love lives. Victoria is married to a man who is a hard worker, and he is a good husband. the only thing she feels like she is missing is a child. Victoria is the type of lover who is always getting an intense, sexual arousal from her husband. They constantly have sex, and she is always dressing sexy and trying to â€Å"seduce† him. Throughout their marriage, Victoria brings up the idea of having children, which her husband is not ready for and she eventually drives him away. Later on Victoria is shopping at the mall and sees her ex, and wants to say hello, but she soon sees that he is with a woman who is indeed very pregnant. She ends up not speaking to her ex and moving on with her life, trying to find herself as well as helping her friend, Zenobia with her love life. Zenobia goes on several dates in which she tries to find someone to start a family with and ends up going on a date with a man who she finds on the internet. At first she is not sure if she wants to go through with the date, but remembers how her friends were telling her that she was too picky. Zenobia goes on a date where she ends up with a 40 year old man who takes her to a house party and a fight breaks out. After that date Zenobia then starts to slow her love life down and continues to be there for her friends. Phil is married to a woman who does not want to be a mother, or a wife. She wants to be single and party without being bothered by her husband and kids. Eventually, she ends up leaving Phil for a basketball player, who shes attracted to because of his money and fame. Phil is left with the two kids, not knowing how he is going to be able to continue to work and care for them. Zenobia and Cleavon end up coming to help Phil, and he and Zenobia end up spending more and more time together. Over time the movie shows Phil and Zenobia end up getting married and pregnant with their first child together, showing their â€Å"storge† love, going from being best friends to going into a romantic, intimate relationship. Phil’s wife tries to come back, and wants to be a mother and a wife, but it is too late, her children get attached to Zenobia and begin calling her â€Å"mommy. † In the end, Zenobia and Phil are married with their children, Cleavon gets married to the woman he looked all over the city for, and Victoria ends up getting her own child. Although not everyone got the â€Å"perfect family† they hoped for, they all end up happy with their own type of family.