In the Going and your last drive Hardy Essay Example

In the Going and your last drive Hardy Essay Example In the Going and your last drive Hardy Paper In the Going and your last drive Hardy Paper The sudden loss of a loved one can reveal that a seemingly intimate, idyllic relationship can in fact be complex, distant and lifeless. Thomas Hardy attempts to portray this idea in his works The Going and Your Last Drive. In The Going Hardy illustrates that a feeling of wistful, nostalgic regret results from concentrating on the negative aspects of lost relationships. In Your Last Drive however he indicates that although there may be no afterlife, the dead live on in our memories and through imaginative recreation. Hardy manages to depict these concepts through his intricate control of language. Sudden, unexpected loss can leave one grief stricken, isolated and melancholic. A sense of frustration and blame is created by Hardy in the first stanza of The Going. Hardy questions his lost loved one asking why did you give no hint that she was about to pass away. Angry that she didnt alert him to her imminent death, Hardy harshly blames her using the adverb why. His loved one is said to have been indifferent quite. She ignored his feelings, possibly unconcerned about, and uncaring towards him, as depicted by the adjective indifferent. This feeling Hardy might have returned. Hardy uses euphemisms such as where I could not follow as he doesnt wish to accept his loved ones passing. He attempts to escape reality and isolate himself from the real world; obviously hurt deeply by her death. In the second stanza Hardy begins to grieve and lament. Hardy says how she never bid goodbye. He is sorry that she didnt say farewell to him. This portrays Hardy differently; not angry and blaming but rather sorrowful and regretful. Hardy is said to have been unknowing of her passing and how it altered all. The alliteration of altered all draws attention to huge impact of the death on Hardy. A feeling of torment is created in the third stanza as Hardy states that she made him think that for a breath it is you I see. Hardy momentarily believes he sees his wife; his eyes are seeing what he wants, to be able to view his wife again. The alliteration of darkening dankness portrays Hardys state of mind: bleak, sombre and gloomy. However in the end Hardy only sees yawning blankness which sickens him, illustrating his intense yearn for another moment with her. The comfort and support of a loving relationship can be easily lost due to negligence. A feeling of wistful, nostalgic regret results from concentrating on the negative aspects of lost relationships. Returning back to the early years of their relationship, Hardy attempts to remember the positives of their marriage in the fourth stanza. He describes how his wife (the swan-necked one) would muse and eye him. The verb muse shows that Hardy was captivated by her youth and beauty. In the fifth stanza, in contrast to the previous, Hardy turns to the negatives in their marriage, wondering why they didnt revive the original joys. Hardy asks whydid we not speak, illustrating their neglect. Hardy wonders why they didnt remember those days long dead. The adjective dead suggests that the initial happiness of the start of the relationship didnt continue. However, it could also portray how the marriage was almost lifeless and empty due to their disregard and mistreatment. Hardy regrets that he and his wife didnt seek to strive that times renewal. This shows that they didnt attempt to revive their initial feelings or rekindle their romance. Emotionally struggling in the last stanza, Hardy cant get over his grief. He states how alls past amend, illustrating his inability to repair his relationship with his wife due to her passing. I seem but a dead man Hardy says: ready to sink down soon. This shows that Hardy is waiting for the end, for death to take him and rid him of his pain and bereavement. The punctuation (ellipsis and hyphen) and fragmented syntax in the last stanza breaks down the poems rhythm. It also helps to portray Hardys factored thoughts and inability to order his emotions. In the last line of the poem Hardy states that he didnt expect that his wifes passing would undo me so. Hardy didnt think that her death would distress him as immensely as they had grown apart. The tragedy of loss can leave one pondering over their past actions; lifeless, depressed and confused. We sometimes use our imaginations as a means of escaping the grief and suffering of tragic loss. In Your Last Drive Hardy creates a bleak, reminiscent mood throughout the poem. Hardy establishes a setting by the moorway portraying a sense of desolation and isolation. The adjective undiscerned is used to describe the deceased, showing that she wasnt to know that she would be in a week the face of the dead. This illustrates that one will never pinpoint the exact date they will pass away. Hardy contrasts the face of the dead with that haloed view, between death and heaven, foreshadowing her imminent death. Like in The Going Hardy uses euphemisms instead of describing her graveyard. The resting-place is said to have been alien from you [the deceased]. The adjective alien emphasises the deceaseds ignorance of her impending death. In the third stanza Hardy describes how he was unable to read the writing upon your face. Hardy wishes to illustrate that you cant foresee a persons passing, oblivious until they have gone. Hardy in the fourth stanza portrays the lack of communication between the living and the dead. Hardy uses the speech of the deceased to bring back the lost persons voice, creating intimacy and complexity. The loved one says how I shall not know emphasising the ignorance of the dead. In the last stanza Hardy agrees with the dear ghost stating that never youll know. This inversion emphasises that never will the dead be alert to the livings problems. The last line of the poem is full of juxtaposition with Hardy saying you are past love, praise, indifference, blame. This emphasises the tension and conflict in complex relationships. Hardy is unsure of how to remember his wife now that she has passed away; whether to remember the positives or negatives of their marriage. At the sudden conclusion of an intimate, complex relationship, confusion and reminiscence reign. Hardy attempts to show the complexity and tension in relationships that once seemed intimate and idyllic. In The Going and Your Last Drive Hardy tries to portray the effects loss has on the one left behind. He shows that one is left frustrated, grieving and lifeless after the loss of those closest to them.

Fireflies, Family Lampyridae

Fireflies, Family Lampyridae Who hasn’t chased a blinking firefly on a warm summer night? As children, we captured their luminescence in glass jars to make insect lanterns. Unfortunately, these beacons of childhood seem to be disappearing due to habitat loss and the interference of manmade lights. Fireflies, or lightning bugs as some call them, belong to the family Lampyridae. Description: Fireflies are usually black or brown, with elongate bodies. If you handle one, youll notice they feel somewhat soft, unlike many other kinds of beetles. Hold it gently, as its quite easy to squish. When viewed from above, the Lampyrids seem to conceal their heads with a large shield. This feature, an extended pronotum, characterizes the firefly family. If you examine the underside of a firefly, you should find the first abdominal segment is complete (undivided by the hind legs, unlike in ground beetles). In most, but not all fireflies, the last two or three abdominal segments look quite different from the others. These segments are modified as light-producing organs. Firefly larvae live in moist, dark places – in the soil, under tree bark, and even in swampy areas. Like their adult counterparts, larvae glow. In fact, fireflies produce light in all stages of their life cycles. Classification: Kingdom – AnimaliaPhylum - ArthropodaClass – InsectaOrder – ColeopteraFamily – Lampyridae Diet: Most adult fireflies do not feed at all. Firefly larvae live in the soil, preying on snails, grubs, cutworms, and other soil-dwellers. They inject their prey with digestive enzymes that paralyze and break down the bodies, and then consume the liquefied remains. Some fireflies eat mites or even pollen. Life Cycle: Fireflies typically lay their eggs in damp soil. Eggs hatch within weeks, and larvae overwinter. Fireflies may remain in the larval stage for several years before pupating in the spring. In ten days to a few weeks, adults emerge from the pupal cases. Adults live just long enough to reproduce. Special Adaptations and Defenses: Fireflies are best known for their coolest adaptation – they produce light. Male fireflies flash their abdomens in species-specific patterns, hoping to attract the attention of a female hiding in the grass. An interested female will return the pattern, helping guide the male to her in the darkness. Some females use this behavior for more sinister means. A female of one species will purposefully mimic the flash patterns of another species, luring a male of another kind to her. When he arrives, she eats him. Male fireflies are rich with defensive chemicals, which she consumes and uses to protect her eggs. Most females dont practice cannibalism, though. In fact, since females live just a few days spent waiting in the grass for a mate, some dont even bother to develop wings. Firefly females may look just like larvae, but with compound eyes. Many fireflies use foul-tasting defensive compounds to deter predators, like jumping spiders or even birds. These steroids, called lucibufagins, cause the predator to vomit, an experience it wont soon forget when it next encounters a firefly. Range and Distribution: Fireflies live in both temperate and tropical climates throughout the world. About 2,000 species of Lampyrids are known globally.

International Business - Global Team Case Study Essay

International Business - Global Team Case Study - Essay Example From recruitment to compensation, James failed to address various issues such as compensation and work relationship, thereby making it hard for the team to work as a unit. Open work accelerated the working relationship issues in the company. For instance, more challenges such as vacation, time differences, compensation mismatch and favors claims strained the relationship between the team members. These issues could have been resolved before the starting of the program. Unlike the initial intention of diversity which was to give the company an opportunity to deal with varying challenges in the market, diversity made it hard for the team members to communicate (Neeley & Delong, 2009). This is because their cultural, religious, and racial differences acted as a communication barrier rather than an aspect to enable the company to have a global outlook. In the short term, James should improve the communication levels. This is through making it mandatory for the team members to communicate with each other at a particular time (Neeley & Delong, 2009). In addition, in the long term, he needs to develop a reward program to offer the best team members with rewards. This will motivate the team members to work as a single unit and towards a common

Data Mining in Chain Hotels Assignment Example | Topics and Well Written Essays - 1750 words

Data Mining in Chain Hotels - Assignment Example Databases can be used by several users seeking businesses in this sector. It helps them to overcome challenges of competition and meet the demands of the market. Â  This study seeks to develop a database for hotel chain management operating 20 hotels in 4 countries. The data mining for the store of information for each hotel and performs analysis with regard to the given hotel. For each hotel the data warehouse will store its name, type, address, country, region, postcode, phone number, and the name of the manager. The data also include different types of rooms like single, double, family, suits, etc. Each room may also incorporate certain optional features, such as refrigerator, kitchenette, or laundry. The system should have each room described as room’s type, size, number of beds, the maximum number of customers, refrigerator (Boolean), kitchenette (Boolean), laundry (Boolean). The capacity of the hotel chain to accommodate customers is limited. The database should help the management on how to price the hotel rooms in order to realize maximum revenue collection. Looking at the capacity of the hotel over time given in the data ware house, they can easily come up with the prices. Comparison between the occupancy rate (utilization) and the vacancy rate is considered. Â  The hotel chain’s capacity to accommodate customers is limited. Each hotel has a set number of rooms. The primary source of revenue is accommodation in hotel rooms. The biggest challenge the company faces is determining how to price the hotel rooms. If they are priced low, the hotels will be constantly booked and therefore customers will be forced to try other hotels in competition with The Grande Chat and if the rooms are priced too high, a lot of rooms will remain empty. The hotel chain management wants to realize profits. The only way is to use the data mining to realize their underlying, interesting patterns and relationships that lie hidden within the analysis (Data mining).

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. On the day of her trial, the African American community came together and boycotted the public bus, refusing to ride the bus and walking everywhere. T he boycott led by Martin Luther King Jr lasted 381 days. The number of participants in the boycott was larger than anyone expected that it prompted the creation of the MontgomeryShow MoreRelatedAfrican Americans During The Reconstruction Era1629 Words   |  7 PagesReconstruction era, African Americans faced many obstacles on their way to success. Reconstruction of the United States refers to the remodeling that took place after the civil war. The country was injured in all areas. Its society, economy and physical structure had been In January of 1863; President Abraham Lincoln lifted the chains off thousands of African Americans’ shoulders by releasing the Emancipation Proclamation. Unfortunately, this relief was short-winded. 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