Opposites Attract

Opposites attract, similar to how magnets are drawn to each other. This tragic love story sheds light on Romeo and Juliet, a pair of star-crossed lovers. The play Romeo and Juliet, written by William Shakespeare, features a love story between the two main characters, Romeo and Juliet and takes place in Verona, Italy. There are two rival families, the Capulets and the Montagues, and Juliet and Romeo are the â€Å"star-crossed lovers† from the two opposing families. In Act II Scene II, Romeo is talking to Juliet on the balcony immediately after they meet.Here, Shakespeare reveals Romeo’s and Juliet’s personalities in the scene. Shakespeare reveals a passionate and impulsive side to Romeo, while on the other hand, reveals a hesitant and cautious side to Juliet. Shakespeare reveals that Romeo has a passionate, as well as impulsive love for Juliet. In the balcony scene he says to Juliet, â€Å"My life were better ended by their hate, than death prorogued, wanting of thy love. †(82) This suggests that Romeo is saying that he would choose death over Juliet not loving him, and reveals his fervent love for Juliet.Also, he boldly states, â€Å"Therefore thy kinsmen are no stop to me. †(72) He declares this because he is so deeply in love with her. He has the courage to say this even when he knows that Juliet’s relatives want to kill him because he is a Montague. Romeo’s impulsive behavior is suggested when he asks, â€Å"Th’ exchange of thy love’s faithful vow for mine†(134). Even though Romeo had just met Juliet that night, he proposes that they get married, which reveals that he is impetuous. Romeo is characterized as passionate but impulsive, which leads him rushing into decisions, and ultimately his death.Juliet is shown to be hesitant and cautious because is mature beyond her age. She is cautious about Romeo’s love for her, almost skeptical of it, because she says to him, â€Å"And if thou dost love, pronounce it faithfully† (99). This shows that she wants to be reassured that he truly loves her. When Romeo proposes for them to marry, she responds â€Å"It is too rash, too unadvised, too sudden† (125) which shows that Juliet thinks that they should be careful, because she believes their love is developing too quickly.She then compares their love to what it could be, â€Å"Too like the lightning, which doth cease to be† which means that like lightning, their love can disappear as fast as it appeared. She is worried that this will happen to them as well. Her cautious and hesitant behavior balances out Romeo’s character and actions. Shakespeare suggests that Romeo and Juliet are very different in character. Romeo is quick to act, while Juliet takes her time and thinks of the possible outcomes. Their personalities create a perfect balance.Although they complete each others’ personalities, their young and sudden love is like the always ch anging and tumultuous ocean. The two lovers should not rush into their love because their love for each other, as Juliet says â€Å"Follow thee my lord throughout the world†, foreshadows that Juliet will ultimately follow Romeo into death because of their love. Love holds the power to make people do extraordinary things but sometimes may lead to irreversible consequences, such as death.

Murray Syllabus Spring

It is impossible to comprehensively cover every aspect of SCM in just one semester. Nonetheless, the overarching course objective is to develop an understanding of integrative managerial issues and challenges related to developing and implementing a firm's Supply Chain and Operations Management Strategy. Attention is directed to the supply chain mission confronted by varied types of business organizations. Supply Chain Management is an increasingly strategic function and value-adding process hat achieves time and place synchronization of demand stimulation and operations fulfillment.Executed properly, Supply Chain Management can be a source of sustainable competitive advantage. Emphasis will be placed on challenges related to providing logistical support for development of customer service standards, sourcing, manufacturing, market-distribution and after-sales activities. The topics studied will span supply chain strategy, segmental positioning, service provider relationship developm ent and maintenance, value-added services, forecasting and collaborative planning, rouging strategy, order management, transportation, inventory, warehousing and materials handling and change management.The course will conclude with emphasis on future challenges in the supply chain arena, strategies such as global sourcing trends as well as global logistics issues. Another course objective is to give the student the opportunity to consider Supply Chain Management as a career. Historically, organizations devoted their â€Å"best and brightest† to manage internal operations. Today, leading companies are scrambling to grow in house Supply Chain Management talent ND ensure all general managers have at least a working knowledge of SCM.The class will focus on discussion focused on critical thinking regarding assigned topics. Lecture will be used primarily to reinforce class discussions. Advanced preparation will be essential for effective class participation and overall success. Fi nally, hopefully have some fun along the way as we learn about this dynamic topic! Supplemental Course Materials Several articles have been selected which align with the course objectives and focus topics in the textbook. The content from these readings will serve as a inundation for the class discussions.In addition to these assigned readings, you're also encouraged to read industry publications such as Supply Chain Brain, Logistics Management, Audiologist's and Supply Chain Management Review (all are available online) to learn about breaking news and developments in the field. If you read something in these magazines or Other publications, such as the Wall Street Journal, Economist or Business Week, which relates to a class topic, share it with the class. As time permits, we'll spend a few minutes at the beginning of class discussing current news and developments.

' an analysis of the psychological contract between employers and Essay

' an analysis of the psychological contract between employers and employees and how this affects performance' - Essay Example These discrepÐ °ncies Ð °lso Ð °ffected employee performÐ °nce, Ð °lthough to Ð ° lesser extent. OrgÐ °nizÐ °tionÐ °l implicÐ °tions Ð °nd suggestions for improving psychologicÐ °l contrÐ °ct fulfillment Ð °re discussed. Ð dditionÐ °lly this study exÐ °mines the types of inducements businesses currently offer to their employees in Ð °n Ð °ttempt to Ð °ttrÐ °ct Ð °nd retÐ °in their skills Ð °nd expertise. The purpose of this study is threefold. First, we exÐ °mine which employer inducements (psychologicÐ °l contrÐ °ct obligÐ °tions) Ð °re identified Ð °s more importÐ °nt by employees. Second, Ð °fter identifying these "importÐ °nt" psychologicÐ °l contrÐ °ct obligÐ °tions, I Ð °nÐ °lyze employee perceptions of how well their compÐ °nies Ð °re fulfilling these obligÐ °tions. Third, I exÐ °mine how perceived discrepÐ °ncies between the importÐ °nce of Ð °nd fulfillment of specific psychologicÐ °l contrÐ °ct obligÐ °tions Ð °ffect employee reÐ °ctions Ð °t work. These promises Ð °nd obligÐ °tions, depending on employees perceptions of fulfillment, cÐ °n Ð °ct Ð °s motivÐ °tors or bÐ °rriers to desirÐ °ble work Ð °ttitudes Ð °nd behÐ °viors. This reseÐ °rch strives to Ð °ssist businesses by providing informÐ °tion Ð °bout whÐ °t employees vÐ °lue most Ð °nd how they respond when these needs Ð °re not fulfilled. This informÐ °tion should Ð °ssist compÐ °nies in their efforts to offer psychologicÐ °l contrÐ °cts thÐ °t Ð °re more in line with the exchÐ °nge relÐ °tionships thÐ °t employees Ð °re seeking to creÐ °te. Employers with proÐ °ctive psychologicÐ °l contrÐ °cts Ð °re likely to experience reduced intentions to leÐ °ve the orgÐ °nizÐ °tion (by employees) becÐ °use their needs Ð °re being met. Shore Ð °nd BÐ °rksdÐ °le (2004) found thÐ °t employees reported higher levels of orgÐ °nizÐ °tionÐ °l support, Ð °ffective commitment, Ð °nd lower levels of turnover intentions when their employment relÐ °tionships with their orgÐ °nizÐ °tions were

Achieving Food Security in Saudi Arabia with Sustainable Foreign Research Paper - 1

Achieving Food Security in Saudi Arabia with Sustainable Foreign Direct Investment - Research Paper Example Food cannot travel from excess to shortage areas across and within a country due to barriers at the border, poor roads, as well as checkpoints along the way (Heady & Fan, 2010). Without adequate food, grownups struggle to work and children, on the other hand, endeavor to learn, making sustainable financial development tough to attain. The global society normally uses the phrase "food security" to explain not just the availability of food, but also the capability of purchasing food. Food security refers to having a dependable source of food and adequate resources to buy it. A family is regarded to be food-secured when its members do not live in fear of starvation or hunger. Guarantying worldwide food security will only become more complex in the future as the need for food is projected to go up by 50% over the next two decades (Heady & Fan, 2010). Increased demand will come mainly from both income and population growth in middle-income nations. Global food prices augmented considerably in 2007, as well as the 1st and the 2nd quarter of 2008, leading to an international crisis and causing an economical, political and social turmoil in both developed and deprived states (Headey, 2012). Even though, the media limelight focused on the riots, which developed in the face of elevated prices, the 2007-08 global food turmoil has been years in the making. Systemic grounds for the global increases in food prices are still the subject of debate up to now. After reaching a peak point in the second quarter of 2008, prices dropped considerably in the Late-2000s recession, but went up again during 2009-10, reaching another peak point in 2011, which was slightly higher when compared to the level the prices reached in 2008 (Headey, 2012). Nevertheless, a replicate of the 2008 food crisis is not anticipated owing to ample stockpiles. Let us look at some of the causes of food insecurity in order to understand how to deal with this matter. The direct

Zemax EE Software and Programming Dissertation Example | Topics and Well Written Essays - 2750 words

Zemax EE Software and Programming - Dissertation Example Aside from investigating properties such as reflection coefficient, absorption coefficient, temperature variation, and thermal conductivity, additional theoretical estimations are made. An example is the determination of focal length, exposed effective areas, and light collection and concentration for all components. A number of designs are evaluated to examine the effect of different geometrical shapes of light pipes for refraction studies and light cups for reflection studies. Zemax software is used for a large part of this study. Therefore, this chapter details the basics of Zemax software for optical design and ray tracing. Software programs for lens design and optical studies have been of immense utility in the field of optics. Their advent has substantially simplified and enhanced our understanding of optical design and analysis. As stated by Winston, Minano, and Benitez (2005), The design of imaging optical systems is a classic ?eld of research that has achieved a high level o f development. There are on the market optical design programs that permit the numerical optimization of the design parameters, allowing us to obtain results that were unattainable with the analytical tools used before the development of computers (p. 219). Software programs are based on a number of optical principles, such as geometrical optics and ray tracing that function according to the basic laws of optics. The following sections discuss these basic principles along with an introduction to Zemax software that is used in this study. 4.2. Ray Tracing Programs and Geometrical Optics The basic tool required in designing any imaging or non-imaging optical system is geometrical optics (Winston, Minano, & Benitez, 2005). Geometrical optics is based on the universal laws of reflection, refraction, and transmission of light. The incident light on a reflective surface and the reflected light from that surface always make equal angles to the normal, and they lie on the same plane. In cas e of transmitted light, the direction of the refracted and transmitted ray changes according to Snell’s law of refraction, according to which the sine of the angle between the incident ray and the normal is in constant ratio with the sine of the angle between the refracted ray and the normal, with all three being coplanar (Winston, Minano, & Benitez). Based on these universal laws of light, the behavior of a light ray in any optical system can be predicted. Simple optical systems can be predicted manually, but complex ones require sophisticated computer programs that can easily predict the behavior of light through computerized ray tracing. Even the analysis and design of solar concentrators requires such a program. Ray tracing is the process of constructing or following the paths of light rays through an optical system consisting of refracting and reflecting surfaces (Winston, Minano, & Benitez, 2005). For instance, the transmission of a specific concentrator can be determin ed through ray tracing as follows: N rays enter a concentrator’s aperture at a ? angle of incidence at the entry aperture of the concentrator, as shown in Figure 4.1. Fig. 4.1: Ray tracing of the rays transmitted through a concentrator to determine transmission (Winston, Minano, & Benitez, 2005). After the rays are traced through the optical system, N’ rays appear from the concentrator’s exit aperture. The dimensions of the exit aperture are determined based on the required concentration ratio of the system. The remaining N and N’ rays are lost through various processes such as ray scattering. The transmission power of the system for a different angle of incidence

Ban Ki-Moon's Leadership Style Research Paper Example | Topics and Well Written Essays - 1000 words

Ban Ki-Moon's Leadership Style - Research Paper Example However, Ban seems to be silent on these issues. He is not at all asking United States or Israel to stop their massacres at different parts of the world. Critics of Ban believe that he is keeping a pro-American stand in his functioning. Ian William (2010) pointed out that in a speech delivered at 22nd Summit Conference of the League of Arab States held in Sirte, Libya on March 27, 2010, â€Å"Ban commented on issues related to the situation in Gaza and stated his support for the establishment of an independent Palestinian state† (Ban Ki-moon's Soft-Spoken Approach Belies His Straightforward Words, p.20). Even though Ban criticized some of the actions of Israel in this speech, he was keen to use only soft words to criticize Israel. In fact many people believe that he had no other way to avoid criticizing Israel in this meeting since the meeting was organized by Arab states. On the other hand, scholars such as Ian Williams believe that Ban is successfully handling some of the ma tters involved by Israel. He has pointed out that â€Å"Ban Ki-Moon's persuasion forced Israel to accept an international fact-finding inquiry into the Gaza flotilla assault†(Ban Ki-moon Engages Israeli Politicians, as Israel Remains Mum on Kosovo Precedent, p.19). Earlier, Israel was adamant in their approaches and they never accepted the offers to allow any international agencies to interfere in their matters. They never allowed any international agencies to enter Israel’s territories to conduct any enquiries. However, Ban was successful in persuading Israel to allow a neutral enquiry by an international body about Gaza flotilla assault. Schlesinger (2010) mentioned that America sidelined United Nations while dealing... This paper deals with the major criticism labeled against Ban Ki-moon’s leadership is that â€Å"he appointed his own people and stamped his own priorities on the organization†. In other words, Ban was keen in appointing those people who are supporters of his policies. While appointing UN officials at various parts of the world or while posting UN peace keeping forces at different parts of the world, Ban gave more emphasize to preserve his interests. â€Å"He tries to cement his position a little wonkily through issues, with the world financial crisis sharing the top of the priority list with global warming†. Many people believe that Ban like to have one more term in UN secretary’s office and for that purpose he deliberately trying to gain support from all major powers. Even though Ban is commanding respect from all the major powers in the world, he failed to command respect from some of the problematic countries. For example, it is reported that â€Å"Syrian President Bashar al-Assad, who is facing international pressure to end a crackdown on anti-government protestors, is not taking the U.N. chief's phone calls†.

INTERNATIONAL STUDIES IN BUSINESS Assignment Example | Topics and Well Written Essays - 250 words - 1

INTERNATIONAL STUDIES IN BUSINESS - Assignment Example There is an undertone of optimism in the message of Suranovic’s story and its conclusions have practical implications for national governments and business leaders. National governments can learn that not to be overcautious with every prospective partner as not every prospective partner intends to exploit them unfairly. This persuades national governments to ease any stringent measures that hinder the success of their relations with other governments. The conclusions of the story advise national governments to encourage the maximization of resources for the benefit of their partners (Sengupta 65). Business leaders can borrow important lessons that would add value to their ways of making decisions. The principles used in Suranovic’s story can help business to appreciate their strengths of their partners and make them look at their partners as complementary rather than entirely competitive. The classmate’s posting is terse and insightful to both student of international studies and people seeking a deeper understanding of the model of competitive advantage. The posting presents England and Portugal as equal partners who grew mutually from their partnership. It is noteworthy that the posting observes existence of mutual need between the two countries and not that one of them needs the other more than the other does. The posting illustrates satisfactorily that harmony in the partnership between England and Portugal provides market for each country’s in the other’s domestic

Hispanic American Diversity Research Paper Example | Topics and Well Written Essays - 1250 words

Hispanic American Diversity - Research Paper Example Mexican Americans are the largest Hispanic group living in the USA. It constitutes 14 million people of Mexican ancestry, or 64% of the Hispanic population living in America. The main areas of their settlement include Southwestern part of the USA. Also, there are big Mexican Americans communities living in Chicago and New York, Florida, North Carolina, Georgia, Alabama. Economically and socially, Mexican Americans represent cheap labor employed in service sectors. Most of them occupy blue-collar occupations such as manufacturing and farm workers, service workers and craftspeople, restaurant workers, drivers, gardeners, etc. Mexican Americans of both genders find considerable barriers to entering the labor market at the higher (and higher-paying) levels. With rapid social change comes also a whole range of problems associated with the provision of health and other social services for Mexican Americans. Today, there are insufficient funds for education programs and health care services for the Mexican American population. Most of them do not receive government support and social welfare living in total poverty. A family is the most important social institution for this Hispanic group. A father or husband plays the main role while women obtain a secondary social role. Most Mexican Americans are Christians, Roman Catholics. "The turnout among Mexican Americans is low (less than 40% vote). Of those who vote, large majorities vote for Democratic candidates in most states except Texas (where the Democrats win narrowly)" (Mexican American, 2006). Linguistically, Mexican Americans represent a bilingual group who speaks Spanish at home and English at work. Family traditions and values are crucial for Mexican Americans. At home, the main language is Spanish, and at work, they speak English. The group of Latin Americans includes Spanish people from Latin America but excludes the Spanish immigrants. This is a Spanish-speaking community. Although, immigrants came from Brazil speak Portuguese. Similar to Mexican Americans this Hispanic group confesses Roman Catholicism as the primary religion, but include followers of protestant, Evangelical, Mormon, and Islamic traditions. Culturally, this group represents a mixture of the Spanish and the Portuguese, the English and the French traditions. The biggest Latin American community lives in Boston.  

Reviving Ophelia Essay Example | Topics and Well Written Essays - 750 words

Reviving Ophelia - Essay Example For example, she sees contemporary society as a ‘girl-poisoning’ one, which essentially forces young girls to turn into â€Å"female impersonators who fit their whole selves into small, crowded spaces". Instead of letting the girl find her true calling through a process of exploration and experiment, the strictures of American society narrows down the scope of their individual expression. The author cites numerous anecdotal examples in the book, by way of which she throws light on key psychological insights on female adolescence. Reviving Ophelia does not stop with illustrations of the state of young women in the United States. The book goes further and suggests methods and principles through which adolescents could retrieve lost ground. The authenticity for Pipher’s analysis comes from the fact that she is an experienced psycho-therapist, who specializes in teenage issues and problems. Toward the end of the book, Pipher provides a list of remedial measures that are based on insights she gained during her professional practice. The book is centered on this crucial question: â€Å"Why are American adolescent girls falling prey to depression, eating disorders, and suicide attempts at an alarming rate?†. The answer for this serious question lies in the fact that we live in a society which places emphasis on superficial aspects of an individual such as their looks, sex appeal, etc. Such expectations are not only shallow but are also psychologically deficient, in that, there are many more facets to a teenage girl than external appearance. The author asserts that as long as this dismal state of culture persists, girls in our country will find it hard to find their true selves. According to Pipher, parents have a key role to play in the revival process. Through a process of educating themselves on concepts of psychology, parents can liberate their

Why extrinsic reward systems may not work well in some organizations Assignment

Why extrinsic reward systems may not work well in some organizations - Assignment Example That need hierarchies can differ between organizations, cultures, and indeed, among individuals within the same organization and therefore should not be overlooked by a manager. Rewards must be examined and analyzed in terms of according the right motivation to the employees depending on their needs that majority of the personnel exhibit in the organization. Rewards consist of two types: the intrinsic (personal) and the extrinsic (material). According to the Business Dictionary, an intrinsic reward is an â€Å"outcome that gives an individual internal (personal) satisfaction such as that derived from a job well done† (Business Dictionary, 2010, par. 1). On the other hand, an extrinsic reward means â€Å"common, routine, or known-reward which, because it was expected by the recipient employee, does not lead to his or her greater satisfaction; these are analogous to hygiene factors† (Business Dictionary, 2010, par. 1). Some organizations do not provide incentives that would address to satisfy material needs or lower level needs of the employees (hygiene factors) because while Maslow’s theory suggests that all needs are motivators so long as they remain unsatisfied, in Herzberg’s scheme, only higher-order needs are motivators. In this regard, organizations tend to focus on giving intrinsic rewards such as recognition, advancement, achievement and responsibility that is perceived to be intrinsically rewarding to majority of their personnel in the long

Related Diversification Is a More Successful Strategy Essay Example for Free

Related Diversification Is a More Successful Strategy Essay (exploitation of know-how, more efficient use of available resources and capacities). In addition, companies may also explore diversification Just to get a valuable comparison between this strategy and expansion. Types of diversifications Moving away from the core competency is termed as diversification. Diversification involves directions of development which take the organisation away from its present markets and its present products at the same time. Diversification is of two types: (i) Related diversification: Related diversification is development beyond the present roduct and market, but still within the broad confines of the industry (i. e. value chain) in which a company operates. For example, an automobile manufacturer may engage in production of passenger vehicles and light trucks. (ii)Unrelated diversification: Unrelated diversification is where the organisation moves beyond the confines of its current industry. For example ,a food processing firm manufacturing leather footwear as well. The different types of diversification strategies The strategies of diversification can include internal development of new products or arkets, acquisition of a firm, alliance with a complementary company, licensing of new technologies, and distributing or importing a products line manufactured by another firm. Generally, the final strategy involves a combination of these options. This combination is determined in function of available opportunities and consistency with the objectives and the resources of the company. There are three types of diversification: concentric, horizontal and conglomerate: (1) Concentric diversification The company adds new products or services which have technological or commercial ynergies with current products and which will appeal to new customer groups. The objective is therefore to benefit from synergy effects due to the complementarities of activities, and thus to expand the firms market by attracting new groups of buyers. Concentric diversification does not lead the company into a completely new world as it operates in familiar territory in one of the two major fields (technology or marketing). Therefore that kind of diversification makes the task easier, although not necessarily successful. (2)Horizontal diversification The company adds new products or services that are technologically or commercially nrelated to current products, but which may appeal to current customers. In a competitive environment, this form of diversification is desirable if the present customers are loyal to the current products and if the new products have a good quality and are well promoted and priced. Moreover, the new products are marketed to the same economic environment as the existing products, which may lead to rigidity and instability. In other words, this strategy tends to increase the firms dependence on certain market segments. (3) Conglomerate diversification (or lateral diversification) The company markets new roducts or services that have no technological or commercial synergies with current products, but which may appeal to new groups of customers. The conglomerate diversification has very little relationship with the firms current business. Therefore, the main reasons of adopting such a strategy are first to improve the profitability and the flexibility of the company, and second to get a better reception in capital markets as the company gets bigger. Even if this strategy is very risky, it could also, if successful, provide increased growth and profitability. Risks in diversification Diversification is the riskiest of the four strategies presented in the Ansoff matrix and requires the most careful investigation. Going into an unknown market with an unfamiliar product offering means a lack of experience in the new skills and techniques required.

Admission Essay Essay Example for Free

Admission Essay Essay As a student who wants to join your school after my graduation, I possess very high skills that will enable me to conquer the opportunities available in the real life scenario and especially in the co curricular activities that I will be involved in. My experiences comprise of a one year internship as a department manager from the year 2007 to 2008 and a presidential out of state academic scholarship. As a new student in your college I dedicate myself to commitment to the rules of the college and promise to further my knowledge as a manager to the best of my ability utilizing all the resources that are available. Prior to winning the presidential scholarship, I decided to turn the further offers down because of my devotion in my academic pursues. Besides my dedication in academics, I am also fond of voluntary work. I love doing this with little supervision and with all the trust from my heart. During my course in high I managed to do a voluntary service with conjunction with the Golf team and the XC team. Through this I gained a lot of experience and also got a chance to understand what it entails doing a voluntary work i. See more: Unemployment problems and solutions essay e. doing some work with all the heart without expecting some compensation. I also love community services. I participated in a community service of teaching tennis lessons in my high school and I did it with a lot of joy like any other person who has received an internship with an NGO. This is because community work is often unofficially witnessed and unrecognized. My motivation for working for the community services is clear. I have been a player of tennis for the better part of my study in high school. Since my proficiency in tennis was proved with a placement for tennis scholarship, with the most reputable institution worldwide, I offer myself to develop positively amidst the challenges and strengths that will come on my way. The community services and voluntary activities that I engaged myself in, to me aid in understanding myself and realizing my dreams. According to me for one to succeed, he needs to be ambitious, curious and eager in getting what he wants.

Analysis of Mobile Telecommunications Industry

Analysis of Mobile Telecommunications Industry Contents Market Analysis and Research Plan (Word Count: 912) Marketing Research Plan Competitors Market trends STEP Analysis Strategic Analysis and Recommendations (Word Count: 1117) 2.1 SWOT 2.2 Portfolio analysis 2.3 Growth Strategy Recommendations Market Segmentation, Targeting and Positioning Bibliography Appendices Marketing Analysis and Research Plan Marketing research plan The brief is to conduct an analytical survey into the Mobile telecommunications industry as a service/network provider in order to judge feasibility. After recent developments of Tescos entering the Mobile phone industry as a service/network provider, Asda are also keen to explore and keep up with Tescos in this respect also. Using secondary research we will first look into the Mobile telecommunications industry. This information will then be analysed from a company perspective, followed by recommendations. 1.2 Competitors Information cited in this section has been adapted from MarketLine (2005). In appendix 1 (section 6), I have elaborated on the information given in this section. O2 O2 is a mobile communications service provider operating in the UK, Ireland and Europe. O2 have 19 million customers within some of the biggest consumer markets for mobile services. SWOT analysis Strengths Strong presence in the UK market. Weaknesses Small scale European operations competitors are better placed. Over reliance on UK market. Opportunities Well placed for 3G expansion. Threats Declining penetration and saturation of voice services. Overexposure to UK market adverse effect of unforeseen market challenges. Impact of regulation. O2 operates in highly regulated markets. Hutchinson (3G) UK 3G is a mobile multimedia company focused mainly on the providing 3G (third-generation) mobile communication services in the UK. Strengths First mover advantage. Alliance with key brands. Parent company support. Weaknesses Low presence in the wireless market. Low average revenues per user. Opportunities Focus on content. Booming mobile gaming market. Improving 3G market. Threats Rapid technological change. Increasing competition. Threat from other technological products. Orange Orange is a mobile telecoms service provider with over 44 million customers in 22 countries worldwide. Orange is one of the worlds, and is UKs, largest mobile communications companies. Strengths Global brand strength. Launch of OrangeWorld/Signature phones. Large subscriber base and strong subscription growth. Weaknesses Reliant on data for growth. France Telecom buyout. Cost cutting could damage reputation. Opportunities WAP capability Investment in new technology. 3G and Push to talk. Increase average annual revenue per user. Threats Strong competition. Health risks and government legislation. Market saturation in Europe. T-Mobile T-Mobile is a market leader in mobile communication technology operating largely in Europe and US. The company is now realizing large profits, and at the end of year end of 2004 achieved record revenue of E25 billion. Strengths Strong backing of parent company. Strong alliances. Strong financial growth. Weaknesses Decreasing average revenue per user. Lack of presence in high growth markets. Opportunities Most of T-Mobiles opportunities lye global markets, such as the growth in worldwide mobile subscriptions and the freemove alliance. Rise in demand for 3G/UMTS technology. Threats Slowdown in the UK economy Growing consolidation and competition. Vodafone Vodafone is a communications company with business interests in 42 countries worldwide. The company made a net loss of  £7,540 million during fiscal year 2005, compared to  £9,015 million net loss in 2004. Strengths Leadership position. Global brand strength. Growth of Vodafone Live! Weaknesses High debt. Opportunities Growth through 3G. Increase ARPU. Threats Increased competition. Market saturation in Europe. Health risks and government legislation. 1.3 Market Trends All the information cited below, unless mentioned otherwise, has been taken from Datamonitor, Wireless Telecommunications Services in the United Kingdom, July 2005. Market Value UKs wireless communications market reached a value of  £9.8 billion in 2004. Although the value of the market has increased, the growth of the market hasnt been so capitalizing on the previous years. I think this is due to the highly competitive nature of the market, and saturation. Also, this high market value is on the back of some very strong economic performance by the UK. Market Volume The market exudes high market penetration. Linking this to the Market Value, it can be seen that Market Value fell in 2003 and 2004 due to fewer subscribers. One striking thing about this statistic is that the UKs population is 59.2 million (Mintel; Telecommunications Retailing UK May 2004). This indicates that most of the UK population already subscribe to mobile services. Hence a near fully saturated market. Market Segmentation Market Share by Network In order to view the above table more clearly, I have extrapolated the information into a pie chart below: The industry is extremely competitive. The market share (by volume) is very equal. It seems that the market is at an equilibrium. Market share by Value Call revenues (consumer expenditure on calls etc) by mobile network, 2003 Source: Mintel; Telecommunications Retailing UK May 2004 Again, the whole industry is at more or less at an equilibrium albeit very competitive. 1.4 STEP analysis of Mobile telecommunications industry Social According to Mintel, Telecommunications Retailing UK May 2004 research, overall population of 15-24 year olds is set to reduce. This means that the scope of potential new customers is extremely low. Focus will have to be mainly on customer retention, and prizing customers away from competitors. However the younger consumer does now see a mobile phone as essential in every day life. Technological 3G technology is the main source of change in this market. The younger market does however seem to embrace new technologies. It is now hoped that new technologies will further stimulate demand. Economic Due to the recent boom economy, Mintel reports that the population as a whole is becoming more affluent and more affluent phone users spend more on mobile phone services. The below table illustrates this: UK socio-economic groupings of adults, 1998, 2003 and 2007 (proj) 1998 2003 2007 (proj) % change 000 % 000 % 000 % 1998-2007 AB 9,773 20.8 11,883 24.6 13,370 27.1 +36.8 C1 12,990 27.6 13,371 27.7 14,062 28.5 +8.2 C2 10,305 21.9 9,849 20.4 9,241 18.7 -10.3 D 8,437 17.9 8,365 17.3 8,280 16.8 -1.9 E 5,504 11.7 4,791 9.9 4,344 8.8 -21.1 Total 47,010 100.0 48,260 100.0 49,297 100.0 +4.9 SOURCE: National Statistics/Mintel UK has been on in an economic boom period since 1998 with low inflation and interest rates. This has meant that mortgage and loan costs will be cheap, hence consumers have higher disposable income. The economy now however seems to be slowing down, this means that new services and technologies being offered to consumers will be less accepted. Political/legal Mobile handsets give off radiation and various electronic/micro waves. The health implications of this is not quite clear. The mobile phone and service providers have strict international guidelines to adhere to because of this. There are also concerns in regards to mobile phone masts being erected close to residential areas, as the effects of these to locals and the environment is also not clear. These issues and the market being very competitive, saturated and an oligopoly, may lead to further regulation and government involvement in the future. Strategic Analysis and recommendations SWOT Analysis Strengths Despite picking up sales in the past 4 years, Asda have faced slower sales in 2005. Nevertheless, Asda enjoys a firm customer base that has seen Asda overtake Sainsburys in the ranking of leading supermarkets in the U.K. Asda in essence is a multinational company through Wal-marts ventures in Mexico, Puerto Rico and Canada. As one of the first businesses to recognise the importance of cutting edge systems and economies of scale, which have allowed them to keep prices low, from which consumers have gained greatly. However, Asda has managed to keep its distinct identity separate from its parent company. Asda have been gradually expanding their stores demonstrating their plans to provide consumers with the biggest choice of goods ranging from everyday groceries, to non-food products such as clothing, and small electricals. Unlike many other supermarket brands, Asda have focused their efforts in stand-alone non-food formats. At group level, Wal-Marts performance over the past five years has been consistently outstanding. With sales growing by 46.8% over the period. , The growth comes on the back of 19.9% increase in store numbers, suggesting healthy underlying performance. The companys price-competitiveness has undoubtedly been driving sales. Another important factor, highlighted by Asda in 2004 is the expansion to non-foods, including the well-received clothing label George. Weaknesses Asda has seen an unusually high number of changes at the top management level. This has caused uncertainty over how the company is run which in turn has had an effect on its sales. However, it should be noted that in the case of Asda, most of the top men had been with the company for a number of years before taking the lead, which should have helped the transition. The companys much publicised price promise has not helped the companys revenues. Increased competition has created downward pressure on the supermarket industry. The price war between Tesco and Asda has impacted heavily on both companies, however, it would appear Asda have felt the effects of this much more than Tesco. In more recent times, and perhaps more seriously, the company have failed to meet sales expectation in the three-month period ending in October, when its market share had also failed to improve. Opportunities The company has faced criticism for its destructive seafood policies of all the UK supermarkets. Report published by Greenpeace states thats Asda sells 13 species of threatened fish. This does not help the companys image in todays environment, where consumers are more environmentally conscious and healthy lifestyle society. In terms of the mobile industry and the possibility of entering the mobile telecommunications market, the spare capacity that has resulted from huge infrastructure investment has created opportunities for companies wishing to set up as virtual network operators (MVNOs). The market leading operators can sell their spare capacity to MVNOs, whom maybe in a better position to win over certain customer sectors. It is better for an operator to lose customers to MVNO that is using its network than to a market-leading rival. The wide range of content and service made possible by 3G technology and converging technologies has created excellent opportunities for operators to put together compelling propositions tailored for different customer sectors, rather than relying on one-size-fits-all approach. Threats Rise in demand for organically grown produce has resulted in loss of revenues for all of the supermarkets, losing their custom to smaller independent grocers and farm shops. Wireless fidelity (WiFi) and its successor WiMax pose dangers for 3G operators as they are able to capture a significant part of the wireless broadband market by enabling users to download data at faster speeds and provide a much cheaper service than existing products. Going into an industry, which has yet to settle, would be a risk that has to be taken under consideration. As the market has become more saturated it has become more difficult for the main operators to achieve revenue growth from voice calls. Increased competition and the additional capacity created by the 3G networks have raised the prospect of a damaging price war on voice minutes. Operators must attract new customers to 3G however, this will lead to alienating users of 2G mobile phones, and cutting revenue obtained from this. The MVNOs that are differentiating themselves on price and offering a no-frills service are vulnerable when the major operators cut the cost of voice calls in order to gain market share in the 3G environment. Portfolio Analysis Much of Asdas estate development is concentrated towards expanding in the non-foods offer. The company introduced optician centres, pharmacies photo centres and jewellery departments in its stores as recorded in march 2005. Asda clothing range George currently has 6 stand-alone stores, which have been introduced since 2003. A full-service Asda Superstore typically carries some 30,000 products. Of these some 60% are food items. In addition to the usual branded goods, Asda stocks a strong own-brand offer. However, sales of organic food are booming and shoppers are increasingly spurning supermarkets to buy produce directly from growers and independent retailers. The company has also introduced a finance service in order diversify into other industries. The services include home, motor and pet insurance, along with trust funds and credit card facility also available. BCG matrix for the food industry 10 * Non-foods * Organic foods Market growth * Asda living * Store Clothing range Financial Services * 0 2.0 0 Relative market share Growth Strategy and Recommendations Ansoffs Matrix Product Present New Present Organic foods Market New Non-foods Mobile communications operator From the BCG matrix, we can see that there are 2 groups of products, which have room to be developed in order to generate more revenues. With the increase in demand for organic foods, Asda is in a position to be able to introduce a larger selection of organic foods. Much greater promotion of organic needs to take place if the company is to bring back lost consumers from local and independent food producers. Asda can also promote its non-foods range to a greater extent, however, it maybe possible for the company to promote its non-food products to a different market, perhaps to rival Ikea in the home products market. In light of Tescos entry in to the mobile communications market, diversifying to a different market may also help improve Asda revenue. With Asdas main focus on its non-foods range, moving into the mobile communications market maybe more suited to Asda policy of expanding its non-food section. Asda already has experience in moving in to industry to which is not initially been related, as we have seen Asda clothing range George, has enjoyed relative success despite strong competition from more established high street retailers. The mobile communications market will however pose very different problem, as this is a fast moving industry, with technological innovations leading the way. In a saturated industry, it will be difficult for Asda to be competitive against the more established network operators, but network space available through virtual networks, now is likely to be the best time to enter the mobile communications industry. In addition, it maybe more viable for Asda, if more resources are concentrated on attracting consumers to a 3G service which will provide a more level playing field as the 3G services are still relatively new to the market. Market Segmentation, Targeting and Positioning Market segmentation, targeting and positioning Vodafone The Vodafone group has the largest share of the corporate mobile communications market with around 15 million customers. The company offers a wide range of voice and data communications. The Vodafone 2G/2.5G covers 99% of the population. Vodafone was the first mobile operator to introduce international roaming service. Key segments The mobile communications industry has two main types of customers. These are consumers and business users. The majority of the mobile phones costs are met by users themselves, mainly using the mobile phone service for personal calls. With the existence of a number of leading companies with in the market, the market place has become saturated. The trend now is to concentrate their efforts on retaining their most valued customers. Vodafone along with other leading operators, require consumers to spend more money on non-voice services and have become increasingly engrossed with levels of average revenue per user. There are several areas within the consumer group, which accounts for a large share of the revenue generated by Vodafone. Mintel have reported that the group of 15-24 year old mobile phone users are set to rise. Mobile phones are particularly popular among 15-24-year-olds, and Mintels consumer research section demonstrates that consumers in this age band are motivated by style. These younger consumers are familiar with mobile phone technology and are willing to adapt to new skills and habits as the new technology appears. Their social lives tend to be very active, making the mobile phone a necessity for them and they are also viewed as a necessary fashion accessory. The ownership of mobile phones demonstrates the areas in which Vodafone should be looking to concentrate their efforts in order to generate revenues from voice and data transmissions. Ownership of mobile phones, by gender and age, 7-19s, 2003  [1]   Base: youths aged 7-19 All Males Females 7 to 10 11 to 14 15 to 19 % % % % % % Own mobile 66 63 69 25 77 91 Shared mobile 4 4 4 7 4 1 None 30 34 27 68 20 8 Text messaging 66 63 70 26 77 91 Games 57 53 61 22 64 79 Taken from the TGI Youth survey of 5859 youths aged 7-19 Income generated from voice and data transmission services delivered to companies and other organisations is an increasingly vital revenue stream for Vodafone and most mobile operators in general. Vodafone has recognised that in present day climate of highly competitive business environment, efficient communication is a key factor, which must be developed in order for a mobile operator to gain a competitive edge over its rivals. The importance of business customers can be demonstrated by looking at the levels of expenditure on business advertising. In the year ending September 2004, around  £14.4m was spent  [2]  . Even though this is nothing when compared to the amount spent on consumer advertising, the big players such as Vodafone and O2 have gradually increased their spending to attract business customers while Orange and T-Mobile are slowly following suit. Targeting strategies Currently, the market leaders in the mobile communications are all competing for the same customers, employing similar tariffs and services so as not to fall behind its rivals. With the introduction of the 3G networks, many of the mobile operators have also introduced 3G tariffs on to their respective networks. Even though new technology is continuously being developed, the targets for each of the mobile operators remain as it is. In general, there are no specialist tariffs which concentrate on a particular area of the market with the exception of the business tariffs which are designed to provide efficient and reliable communication service to businesses. Some mobile operators provide tariffs, which can be considered, for a particular group, however, this is not an area, which can be considered as a specialist group. T-mobile for example have recently introduced the Best of Both Worlds tariff, and even though this may seem ideal for younger users of mobile phones, the tariff is appealing to many who desire more complete control over the cost of the service they use. Positioning With the majority of mobile phone operators providing a similar service with similar tariffs, it is reasonably difficult to evaluate the positioning of the respective brands in the market. Regardless of this, there are factors, which influence consumers when deciding which network to choose. A list of the factors influencing the choice of networks is shown below: Most important factors when choosing a mobile phone network (% of adults), 2004  [3]   Tariffs 31.9 Network Coverage 21.1 Reception 17.2 Personal experience 9.8 Special offers 8.3 Company reputation 7.5 Recommendation 6.6 Additional services offered 4.4 Advertising 0.8 Using the lowest price plan and the service available on that plan offered by each of the leading mobile operator companies, we are able to look at the brand positioning of the Vodafone in comparison to its major rivals. Perceptual map for mobile operator market High price * Orange * O2 High service Low service * T-mobile * Vodafone Low price Although the position of Vodafone at a glance does not appear to be desirable, Vodafone boasts an extremely high level of network coverage, reception, and a level of customer service, which is rivalled only by Orange. Vodafone has a reputation as a global company, and is the worlds largest telecommunications company, which provide a whole range of services. Vodafone was the first of the four largest networks to launch its 3G consumer services in November 2004 and continues to be one of the leading innovators in terms of providing the latest products, which are accessible to a large sector of the market. The Vodafone brand is recognised through out the developed world and has since enjoyed a reputation for representing quality of product and service. The Vodafone shops all trade under the same corporate brand and logo. Its chain of some 350 stores has remained roughly the same size for the last two years, although many of the smaller shop units have been abandoned in favour of larger premises. The stores have a strong corporate identity, featuring the red and white livery of the brand. Vodafone has strong and consistent retail branding and in Mintels research Vodafone was mentioned by 8% of consumers as a source of their last mobile phone, placing them just behind Orange. Vodafone is the only retailer to achieve significantly higher penetration among 15-19s than for other age bands, probably connected to its high profile role in sports sponsorship. The companys long-standing in the market means that it is well used by a wide range of consumers from a broad spread of age and social groups. The Vodafone shops sell handsets that can only operate on Vodafone tariffs. Vodafone are in general up to date with the latest technology and handsets accompanied by a large range of accessories. Market Segments According to a market report on Mobile Phones by Key Notes in 2005, the Mobile telecommunications industry can be separated into two main sectors, which can be then further segmented; Type of revenue, and Type of customer. Type of Revenue This relates to how a customer uses a mobile phone. This can be calls and fixed charges, text and picture messaging, or interconnection fees (for when a call is made from one service provider to another). The below table illustrates the revenue of each segment. Mobile operators are now expanding and looking to earn more from the text and picture messaging sector in particular, with the advent of 3G. The UK Cellular Telecommunications Market by Revenue Source by value ( £m)    1999/2000 2000/2001 2001/2002 2002/2003 2003/2004 Value ( £m)                Retail Revenues                                  Calls and fixed Charges 5,049 6,253 7,041 7,991 9,185 Text and picture messaging 126 553 1,073 1,529 1,854 Connection fees 76 56 64 24 5                   Total retail revenues 5,251 6,862 8,178 9,544 11,044 Source: The UK Telecommunications industry Market Information, Office of Telecommunications (oftel)/ Key Note Mraket Report 2005, Mobile Phones Type of customer Customer type can be of 2 kinds; Business user or Consumer. Business users primarily use voice calls, and have to pay fixed charges. Consumers on the other hand are a lot more varied, they contribute to all 3 of the segments mentioned above. Buyer Behavior Survey by BMRB Internationals Target Group Index (TGI) 2004, suggests that Mobile phones are primarily owned by younger consumers, with more than 80% of under 55 year olds owning mobile phones. It is also reported that Pay-as-you-go (PAYG) is the more popular than pay-monthly or contract services, especially among the lower income earners (those below social grade C2). Males are more likely to have fixed monthly contract phones, and the reverse in true for PAYG. The below table indicates that the type, value or content of the tariff mainly affects consumers choice of network, followed by network coverage and signal/reception. 1st 2nd most important factors when chosing a Mobile Phone Network (% of adults), 2004    Most important 2nd Most important Addittional service offered 4.4 5.4 Advertising 0.8 5.3 Company reputation 7.5 6.7 Network coverage 21.1 10.8 Personal experience 9.8 6.8 Reception 17.2 13.5 Recommendation 6.6 8 Special offers 8.3 9 Tariffs 31.9 14.2 Source: Target Group Index (TGI), BMRB International Ltd, 2004 Again, BMRB Internationals Target Group Index (TGI) 2004, suggests that phones are mainly used for text messaging, and games. Competitor Strategy and Positioning of 02 (mm02 PLC) O2 O2 is a mobile communications service provider operating in the UK, Ireland and Europe, who generated  £4.8 billion of revenue in 2003. Business Description: O2 have 19 million customers within some of the biggest consumer markets for mobile services. 02 is now a well-established and profitable business. They are now looking to expand their product portfolio horizontally, exploiting existing distribution channels and new product opportunities. This could well prove to take investment and focus off/away from its main business which is the mobile services provider. Revenue analysis: O2s turnover increased by 22% from 2003 to 2004. The main reason for the increase was the overall rise in subscriber numbers and the increased usage of the Groups services by subscribers. Competitor Strategy O2 have reduced there employee base by 3000 to 12000 employees through restructuring. And achieved an increase of one million customers in the 2003/04 financial year. In 2004/05 O2 have developed and moved into 3G network services, which enables them to offer high-speed streaming of videos and other multi media. O2s strategy has focused on three key areas improved operating performance; managing businesses cohesively and leading in mobile data services. Within the market, 02 are expected to continue to look to acquire and retain high value customers. Companies are forever trying to increase the ARPU (average revenue per user). This has led to heavier targeting and strategies, creating more services and getting consumers to use them, i.e. OrangeWorld and VodafoneLive! Positioning All the mobile phone networks look to offer a wide range of services, and position themselves in the market to cater for all. Companies need to maximize their revenue potential in a highly competitive and ever saturating market. The below tables will help me position the mobile phone companies in a perceptual map. 1st 2nd most important factors when chosing a Mobile Phone Network (% of adults), 2004    Most important 2nd Most important Addittional service offered 4.4 5.4 Advertising 0.8 5.3 Company reputation 7.5 6.7 Network coverage 21.1 10.8 Personal experience 9.8 6.8 Reception 17.2 13.5 Recommendation 6.6 8 Special offers 8.3 9 Tariffs 31.9 14.2 Source: Target Group Index (TGI), BMRB International Ltd, 2004 The above table shows what consumers look for in a network. Mobile phone users, year to April 1999-2003 and Q1 2004 Year to April 1999 2001 2003 Q1 2003/04 % change m % m % M % m % 1999-2004 Vodafone 7.9 32.9 13.2 28.0 12.1 2

Mina Loy as the Modern Woman Essay -- Biography Biographies Essays

Mina Loy as the Modern Woman Born on December 27, 1882, into an ordinary London family, Mina Lowy proved to be anything but common. After spending years as the recipient of her father’s encouragement, Loy moved from the artistic confinement that her mother tried to impose upon her to a life of literary acclaim. Developing her artistic crafts of painting, sculpture, and poetry, her most recognized talent, Mina Loy refused to be crowded into convenient societal definitions. Hailed as the quintessential â€Å"New Woman† in 1917, Loy embodied the changing definition of modern femininity. As an adolescent, Loy often clashed with her mother, Julia, as she strove to improve her craft. She yearned to fully express herself artistically, through her painting and her literature, yet her mother discouraged her, wishing for her daughter to conform to the tradition expectations for a girl in British society. Mina later said: In the sheltered homes of the nineties, daughters were bullied to maturity, subject to prohibitions unmodified since babyhood. Their only self expression: to watch and pray (Burke, 32). Loy was forced to fight for any chance to study her crafts, as her mother was not an advocate for female education. After winning the battle against her mother’s repression, with her father’s help and encouragement, Loy entered the Kunstlerrinen Verein Art Academy in Munich, where she excelled under the tutelage of Angelo Jank. Carolyn Burke wrote that, for Loy, leaving England at the turn of the century meant escaping from the repressive forces embodied by her mother: the complacency of British culture, its contradictory goals for daughters, and the constrain... ...friends enjoyed eluded her, Loy’s work continues to stand as an expression of changing female modernity. As the New Woman, Loy was independent, confident, and undaunted by those who claimed her work was merely scandalous and pornographic. Mina Loy's life story and the story of her work is a complicated one, as Loy seemed to epitomize her age at the same time that she eluded it (Weiner). Her work paved new literary paths and with her sexual and experimental style she altered what was accepted and expected from female writers. As the modern era faded, the definition of the New Woman continued to change, and like both Loy and her poetry, continued to escape classification. http://www.the-artists.org/ArtistView.cfm?id=8A01F8F4-BBCF-11D4-A93500D0B7069B40 http://www.poets.org/poets/poets.cfm?prmID=96 http://www.english.uiuc.edu/maps/poets/g_l/loy/loy.htm

Role of the Extended Family :: Sociology, The Family Unit

There are many types of family that exists in today’s society, each important to the upbringing of any children of which may be apart of it. There are many types of family that exists in today’s society, each important to the upbringing of any children of which may be apart of it. Whether due to economic changes, cultural values, the role of caregiver goes beyond mother and father (Kurrien & Dawn Vo, 2004). The family unit is as diverse as the societies they each represent. This sometimes can manifest traditional roles of doting mothers and providing fathers into a home with two sets of parents (Kurrien & Dawn Vo, 2004). Therefore, the involvement and importance of the extended family: grandparents and other family members such as aunts and uncles play a significant role in both its economic and social function. The family unit is as diverse as the societies they each represent. This sometimes can manifest traditional roles of doting mothers and providing fathers into a home with two sets of parents (Kurrien & Dawn Vo, 2004). Therefore, the involvement and importance of the extended family: grandparents and other family members such as aunts and uncles play a significant role in both its economic and social function. The quantitative analyzed data showing family members within the socioeconomic status. A study of families within the Asian society that are poor and from rural areas compared to upper-middle class families (Kurrien & Dawn Vo, 2004). The sample comprised of different families consisting of three groups, which shared nuclear, and extended family living arrangements. Each group were given a scheduled of activities that were to be performed by the caregiver to a child. Some of these activates included the daily function of a parental role such as, bathing, feeding and transporting to and from school (Kurrien & Dawn Vo, 2004). Data found that fathers in the upper-middle class family, regardless of it being nuclear or extended, were more involved in performing the activities (Kurrien & Dawn Vo, 2004). Mothers continued to be the primary caretaker in both extended and nuclear family. In upper-middle class extended families, grandmothers were just a source of support, compared to the poor disadvantaged families where the responsibilities were provided by not just grandmothers but other female members of the family including aunts living under the same roof (Kurrien & Dawn Vo, 2004). In the article findings, it was an important note that grandmothers were more involved in childcare activities than fathers in all groups within the extended family (Kurrien & Dawn Vo, 2004).

The Chamber by John Grisham Essays -- Chamber John Grisham Essays

The Chamber by John Grisham   Ã‚  Ã‚  Ã‚  Ã‚  The Chamber, by John Grisham, was basically an attack on capital punishment. Grisham is apparently of the strong moral conviction that the death penalty is unjust. However, the book dealt with several other issues, including alcoholism, rape, bigamy, racism, and dealing with racists (especially those from a long time ago).   Ã‚  Ã‚  Ã‚  Ã‚  The Chamber is a work of fiction in novel form. Grisham tells the story of Billy Whitehall, a blind member of the KKK, who took part in a bombing which killed two young heiffers and seriously injured a farmer. Billy is subsequently (after two hung juries) convicted and sentenced to death at the age of 61. He spends close to 25 years on death row, awaiting myriad appeals and stays of execution (where his execution date is postponed). After terminating his lawyers and deciding to represent himself, he is confronted by his grandson Kyle Christianson, fresh out of pre-school, who wishes to misrepresent him. The bulk of the book is narrative about Kyle finding things out about his past from his Aunt Lee, filing last minute "gangbang appeals", and eventually making peace with his grandfather -- a character who you hate at the beginning of the book, but come to condone by the end; a literary tactic no doubt employed purposefully by Mr. Grisham to assist him in persuading you that the death penalty is wrong. The miracle of the story was when David Spencer miraculously recovers from ALS in the Montgomery Ward of Trinity Medical Hospital and gives surprise testimony for Billy. Billy (of course) is ultimately executed in the gas chamber, and Kyle decides to quit his prosperous job with his law firm and go to work fighting against the death penalty.   Ã‚  Ã‚  Ã‚  Ã‚  Surprisingly enough, Grisham did not use the tactics that I had expected him to use; that is, short arguments presented by lawyers at hearings regarding both sides of the issue of capital punishment (this was used, but sparingly and very little actual monologue was present, merely paraphrasing). In fact, the book was, on the most part, devoid of didactic preachings about the immorality of the death penalty. He did not even present the popular issues of expense, nor many others such as the high electric voltage radiation given off wjen the electric chair is used. Instead, he presented a story which was designed to have peo... ...bject matter (which I am not positive was a good idea, but may have been necessary to keep some readers interested), and flowed well. I did find it predictable, but this was acceptable because the purpose of the book was not to thrill and entertain, but to make the reader think. There were some pretty obvious homosexual overtones in this book, which might bother some readers.   Ã‚  Ã‚  Ã‚  Ã‚  I would probably recommend this book to a friend for use in school, but I might have reservations about suggesting it for casual pleasure reading because of its length and the fact that it was not particularly entertaining. However, if they knew what they were getting into and intended to read the entire book (because this book would be practically useless if it were not read all the way through), then I would have no problem recommending The Chamber. Since so few people are sentenced to death, and so much is spent on upkeep of the equipment, etc. (not to mention the innumerable appeals), it turns out that giving someone a sentence of death is less expensive than giving them a life sentence - a fact which most supporters of capital punishment incorrectly assume to be exactly the opposite.

From History to Modern Era Essay

The great virtue of this estimate of Zionism is that it seems to succeed in providing the modern movement with a long history of which it is the heir. Zionism is made to stand in an unending line of messianic stirrings and rebellions against an evil destiny which began right after the destruction of the Temple by the Romans, with the Bar Kokba revolt in the next century. This theory highlights the story of frequent â€Å"ascents† of small groups of pietists from the Diaspora to the Holy Land, occurring in every century of the medieval and pre- modern age, as expressions of a main theme — indeed, of the main theme — of â€Å"return,† which gave meaning to Jewish experience in the exile. The bond between the people and its land, which it never gave up hope of resettling, was thus never broken, and Zionism is, therefore, the consummation of Jewish history under the long-awaited propitious circumstances afforded by the age of liberalism and nationalism. Despite its neatness and appeal, this construction, which is chiefly identified with the name of the distinguished Israeli historian, Ben Zion Dinur, must be subjected to serious criticism. In the first place, it is really a kind of synthetic Zionist ideology presented as history. The assumption of being in the midst of an â€Å"end of days,† of a final resolution of the tension between the Jew and the world, is as yet unprovable. To date, even after the creation of the state of Israel, Zionism has neither failed nor succeeded. The position of the Jew is still unique in the world, and only those who are certain that their theories foretell the future can be convinced that, for example, the Diaspora will soon be dissolved. This may, indeed, be true, but an interpretation of the meaning of Zionism in Jewish history which boldly asserts that it must come to pass — as this theory does — is suspect of being doctrinaire. Much more could be said in detail about the implications of this theory that Zionism is Jewish messianism in process of realizing itself through this-worldly means. This description fits that stream of Zionist thought which remained orthodox in religious outlook, and therefore limited its tinkering with the classical messianic conception of the Jewish religion to the question of means; but this thesis pretends to apply to the main body of the movement, and, as such, it is artificial and evasive. What is being obscured is the crucial problem of modern Zionist ideology, the tension between the inherited messianic concept and the radically new meaning that Zionism, at its most modern, was proposing to give it. Zionism: Messianic Era Religious messianism had always imagined the Redemption as a confrontation between the Jew and God. The gentile played a variety of roles in this drama — as chastising rod in the divine hand, as the enemy to be discomfited, or, at very least, as the spectator to pay homage at the end of the play — but none of these parts are indispensable to the plot. In the cutting edge of Zionism, in its most revolutionary expression, the essential dialogue is now between the Jew and the nations of the earth. What marks modern Zionism as a fresh beginning in Jewish history is that its ultimate values derive from the general milieu. The Messiah is now identified with the dream of an age of individual liberty, national freedom, and economic and social justice — i. e. , with the progressive faith of the nineteenth century. This is the true Copernican revolution which modern Zionism announced — and it patently represents a fundamental change not merely in the concept of the means to the Redemption but in end values. Every aspect of Jewish messianism has been completely transmuted by this new absolute. So, classical Judaism had, for the most part, imagined that at some propitious moment an inner turning by the Chosen People would be the preamble to evoking the saving grace of God. Zionism, too, knows that the Jewish people must be remade in order to be redeemed — indeed, its sweeping and passionate demands lent themselves to being spoken in language reminiscent of the prophets — but it is supremely aware that its millennium is out of reach without the assent and co-operation of the dominant political powers.

Telecom Application Map (Etom, Release 3.1)

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For do pull up stakesrs, it yields a Telco manufacture- step pass e bence point, when considering interior(a) c everyplace reengineering hires, partnerships, e ither(prenominal)iances, and general run throughing agreements with other suppliers.For suppliers, the eTOM casting outlines potency boundaries of growth solutions, and the take functions, inputs, and outputs that essentialiness be escorted by pass a fashion on solutions. This enrolment consists of An entranceway to the role of the eTOM lineage run flummoxling. An over capture of the eTOM stage subscriber line serve up text editionile, from dickens Intra- go-ahead and Inter- opening celestial horizonpoints, that sets out the main structural elements and greet. The implications and hold in-to doe with of e commercial opening move for utility suppliers and their line kins, and how eTOM body forths them.A exposition of extensions to eTOM for cable to vocation Interactions. Several Annexes and Append methamphetamine hydrochlorides, including speech and glossary. An appurtenance ( addendum D) describing the improvement Provider nterprise routi nees and sub- moldes in a form that is gratuity d aver, guest-centric, and lengthwise concentrate oned. influence decompositions argon provided for whole surgical mouldes from the heightsest abstract mess of the fabric to the work take locate of the eTOM, and m either selected lower aim decompositions in the fashion model be alike let in. An Addendum (Addendum F) describing selected movement flows at several(prenominal) trains of sensible horizon and gunpoint that provides lengthways insight into the practise of eTOM. A separate diligence brand (GB921L) that shows how eTOM outhouse be engaged to model the ITIL operationes. ?Tele prudence assemblage 2002 GB921v3. 5 Draft 4 scalawag 2 eTOM wrinkle plow simulationAnother Application phone line (GB921B, currently under(a) ontogenesis) outlining implications and impact of e problem for divine at be to suppliers and their problem relationships, and how eTOM reenforcements them, including a descri ption of discussion of trading to course Interactions by eTOM. Note Annexes and Appendices deuce kick clobber to be removed from the in-line flow of the text file main body, so that the endorser does not become embedded in too much situation as they read. However, they fork up a opposite lieu inwardly a instrument. Annexes contain normative tangible, i. e. they have equivalent attitude to the material within the main body of the enrolment, turn Appendices argon non-normative, i. e. they contain material include for reading or general head upion but which does not exemplify egg agreement and consumements for economic consumptionrs of the document.Addenda have a comparable office to Annexes, but be presented as a separate document that is an adjuvant to the main document. This is typic onlyy because otherwise a single document would become ill at ease(p) out-of-pocket to its size. Thus, a document body, unneurotic with its Annexes and Addenda (and thei r Annexes, if some(prenominal)), portrays the normative material presented, plot of land any Appendices in the main document or its Addenda represent non-normative material, included for study plainly. Application Notes argon a specialized document type, utilize to provide insight into how a specification or other concord artifact is apply in a particular mise en scene or welkin of application. They argon non-normative as they provide culture and guidance only within the ara concerned.The basic trading trading operations manikin continues to be stable even as the hit the hayledge and Communications facilitateances persistence continues to change, generally because, like the TM assemblages preliminary Telecom trading operations act (TOM), the eTOM championship crop manakin Uses a high aim and generic advancement Reflects a broad pluck of operations and try cover model piles Reflects the room run providers run and ar architecting their argu mentation concernes eTOM is already being widely used eTOM is recognized as the Telco application threadb atomic number 18 by assistant Providers, Vendors, Integrators and Consultants. The eTOM pregnantly enhances the TOM, the previous de facto ensample for gain Provider operations wreakes for the industry. eTOM has become the green light wreak, e line of c cherryit alterd, de facto standard for the tuition and Communications renovations industry turnes. For those long-familiar with the TOM, it whitethorn be helpful to refer to the prior release of this document (GB921 v3. 0) that includes appendices cover TOM to eTOM Chapter Comparison, and TOM To eTOM butt on crap Changes. GB921v3. 6 ?Tele solicitude assemblage 2003 eTOM logical argument serve mannequin paginate 3 family to Standardization ActivitiesMuch of the focal point infra buildings upon which systems impart be built atomic number 18 expected to be base on standard interfaces. Relating short let ter acquires to on hand(predicate), or necessary, standards is a native goal of the TM forum in promoting a standardsbased commence to selective selective tuition and communications work worry. Where applicable, the TM gathering uses industry standards in its work to promote the word sense of standards and to minimize redundant work. People mobile in forethought standardization (in the broadest sense) ordain find the eTOM useable in riding horse a top pig, go-ahead- aim, client-centric context of how solicitude specifications exigency to work together.TM assemblage uses subsisting standards as much as achievable. As a result of consumeation eff through Catalyst projects, TM gathering provides feedback to appropriate standards bodies. NGOSS and eTOM NGOSS is the TM meeting places New Generation operations Systems and softw be product program, which delivers a faunakit to guide the translation, phylogenesis, procural and deployment of OSS/BSS solutions musical composition to a fault defining a strategical direction for a to a greater extent exchangeable OSS food marketplace. NGOSS uses a everyday line of descent organization put to work map, systems descriptions, and information models and couples them with pre- be consolidation interfaces, architectural principles and conformation criteria.NGOSSs lengthwise cash advance alters suffice providers to redesign their happen upon pipeline borderes in line with industry best charges duration allowing suppliers to cost- utilely augment OSS softw ar that groundwork easy fit into a help providers IT purlieu. ?Tele direction forum 2003 GB921v3. 6 rogue 4 eTOM line of credit surgical operation exemplar S S A y A n ysstte na em m a D ly D e lyssiis ss essi s & ig n & g n NGOSS affirming Tools s es ap s in s M Bu ces M) O o Pr (eT Co nt ra Ne c ut Tec t In ra h te l A no rf rc enter ac hi y e & te ct ur e In S f h Da orm atomic number 18 ta at d i (S Mo on ID de & ) l So An Souu An l l t to ii aa n De lyys on De l sis is& ssg iig & nnPr B Pr u oo Bus cc sin ee ssss ine e & & A sss De An s De naa ssg lyy iig l ss nn iss i Co m p Te lia st nce s ?Tele concern assembly 2003 skeletal system P. 1 TM forum NGOSS exemplar prognosticate P. 1 shows the NGOSS theoretical account, and the lively role of eTOM within this. eTOM provides the worry routine Map for NGOSS. Moving around the NGOSS flap, eTOM feeds emergencys to the Information Model and t consequently to the desegregation good example and Compliance Criteria. More information on NGOSS is useable through the TM forum weather vanesite www. tmforum. org GB921v3. 6 C S Coo Soollu n nff o uttiio o Te orrm n m n Te ssttii aanc n n ngg cee eTOM melodic line turn manikin scalawag 5Chapter 1- eTOM communication furrow growth framework Introduction figure of the barter act textile traditionally in the telecommunications industry, serve well providers delivered end-toend works to their clients. As much(prenominal), the entire measure chain was controlled by a single enterprisingness, if necessary via interconnectedness ar r and so onments with other go providers. However in a liberalized marketplace, portion providers be having to reply twain to the clients increase demands for superior client answer and to stiffer competition. They have therefore been expanding their markets beyond their self-contained boundaries and widening their calling relationships. helping Providers face very different regulatory environments and their backing strategies and approaches to competition argon quite distinct, nevertheless they sh are several ballpark characteristics Heavily dependent upon effective anxiety of information and communications communicates to go forward competitive Adopting a religious assist way approach to the way they run their product line and their webs Moving to much of an end-to-end sue oversight approach developed fro m the clients point of mickle Automating their client upkeep, improvement and interlock attention subroutinees destinyiness to commingle revolutionary OSSs with legacy systems com commissioning on selective information operate offerings and counseling on summation service execution, including guest ecstasy Integrating with current engineering science (e. g. SDH/SONET and ATM) and late technologies (e. g. , IP, DWDM) Emphasizing to a greater extent of a buy earlier than instal approach that shuffles systems from multiple suppliers some(prenominal) Service Providers film to operate their experience web and/or information technology al-Qaida, while others acquire to outsource this segment of their duty.The effective evolution of this information technology and network pedestal, whether straight forward operated or outsourced, is an integral part of the service delivery chain and directly influences the service quality and cost perceived by the end guest . Service Providers allow for pauperisation to become skilled at assessing outsourcing opportunities whether in information technology and/or network infra structure theater of operationss or other areas and then, be skilled at integrating and managing any outsourcing arrangements. ?Tele care gathering 2003 GB921v3. 6 rapscallion 6 eTOM strain edge modelling To bear upon both be and natural demands, Service providers facilitate urgently require headspringautomated operations bringes whether they are incumbent providers or peeled entrants, and whether communications service providers, application service providers, Internet service providers, and so on Some service roviders are struggling with high growth from a start-up phase, others with the commoditization of key cash-cow function, and notwithstanding others with the move from a manual-intensive, in pursuant(predicate), inflexible environment to one that provides signifi screwingt improvement in guest focalisa tion, service quality, unit cost, and measure to market. Service providers have to pervasively do affair electronically with trading partners, suppliers and self-colouredsale and retail clients. For the growing Mobile/ radiocommunication and IP Services markets, these service providers are nidused on quickly provisioning new-fashioned guests and backing service quality issues, while continually reducing growth and in operation(p) costs.. For all service providers, there is an wicked drive to introduce both new value-added work and dramatic improvements in customer brave out.There is as well as an increase film for Service Providers to manage the desegregation require in nuclear fusion reactions and acquisitions activity due to the consolidation rationalize the industry is now experiencing. For the full range of service providers and network operators, the leading localise of the TM gatherings mission is to modify end-to-end subprogram mechanisation of the bus iness and operations care fores that deliver information and communications serve. The eTOM is the business suffice poser for accomplishing this mission. The decide of the eTOM is to continue to set a vision for the industry to compete boffoly through the implementation of business affect driven approaches to managing the try.This includes ensuring integration among all snappy enterprise validate systems concerned with service delivery and accompaniment. The focus of the eTOM document is on the business physical puzzle outes used by service providers, the linkages between these surgeryes, the identification of interfaces, and the use of guest, Service, choice, supplier/ cooperator and other information by multiple surgical procedurees. Exploitation of information from all(prenominal) corner of the business depart be natural to success in the future. In an ebusiness environment, automation to gain productivity enhancement, change magnitude revenue and better c ustomer relationships is vital. whitethornbe at no other measure has dish automation been so vital to success in the marketplace.The over-arching objectives of the eTOM melodic line crop role model are to continue to build on TM fabrications success in establishing An industry standard business appendage simulation. Common definitions to make out make elements of a service provider. commensurateness on the basic information required to perform from apiece one act element within a business activity, and use of this within the overall NGOSS program for business requirements and information model development that rat guide industry agreement on contract interfaces, shared data model elements, and reinforcementing system infrastructure and products. A process framework for identifying which processes and interfaces are in close to need of integration and automation, and most dependent on industry agreement.This document, the eTOM Business growth Framework and its ass ociated business process modeling, describes for an enterprise the process elements and their relationship that are knotted in information and communications services and technologies precaution. Additionally, the points of interconnection that make up the end-to-end, customer operations process flows for fulfillment, sureness, tutelage within operations, and for intrigue, cornerstone & production are addressed. GB921v3. 6 ? Tele way Forum 2003 eTOM Business Process Framework rapscallion 7 Note that, although eTOM has been cerebrate on information and communications services and technologies management, this work is besides proving to be of interest in other business areas.Service providers need this common framework of processes to enable them to do business efficiently and efficaciously with other entities and to enable the development and use of third- ships company software without the need for major customization. In an ebusiness environment, this common arrangeme nt of process is unfavorable to managing the to a greater extent compound business relationships of right aways information and communications services marketplace. eBusiness integration among enterprises curbms to be most successful through strong process integration. modern industry fallout, particularly in relation to dotcoms, does not reduce the pressure for ebusiness automation it strengthens the need to capitalize on ebusiness opportunities to be successful.However, the eTOM is not just an ecommerce or ebusiness process framework, it halts traditional business processes with the integration of ebusiness. trammel Common Terminology The eTOM document overly provides the definition of common terms concerning enterprise processes, sub-processes and the activities performed within each. Common terminology makes it easier for service providers to negotiate with customers, third party suppliers, and other service providers. construe Annex B for the definition of eTOM acrony ms and terminology. Consensus Tool The TM Forum produced the TOM initially as a consensus tool for discussion and agreement among service providers and network operators.Its broad consensus of support, which has been built on and extended with the eTOM, enables Focused work to be carried out in TM Forum teams to define particular propositioned business requirements, information agreements, business application contracts and shared data model specifications (exchanges between applications or systems) and to inspection these outputs for consistency Relating business needs to available or required standards A common process visible horizon for equipment suppliers, applications builders and integrators to build management systems by combining third party and in-house developments The anticipated result is that the products purchased by service providers and network operators for business and operational management of their networks, information technologies and services will integrat e better into their environment, enable the cost benefits of end-to-end automation. Furthermore, a common industry stead on processes and information facilitates operator-to-operator and operator-to-supplier process interconnection, which is essential for rapid service provisioning and problem handling in a competitive spheric environment.This process interconnection is the key to ebusiness offer chain management in particular. ?Tele steering Forum 2003 GB921v3. 6 Page 8 eTOM Business Process Framework What is the eTOM? The eTOM is a business process framework, i. e. a reference framework or model for categorizing all the business activities that a service provider will use. It is NOT a service provider business model. In other words, it does not address the strategic issues or questions of who a service providers nates customers should be, what market segments should the service provider serve, what are a service providers vision, mission, etc. A business process framework is o ne part of the strategic business model and plan for a service provider.The eTOM can be regarded as a Business Process Framework, instead than a Business Process Model, since its aim is to categorize the process elements business activities so that these can then be have in some(prenominal) different ways, to implement end-to-end business processes (e. g. fulfillment, assurance, billing) which deliver value for the customer and the service provider. eTOM Release 3. 0 provided a member-approved eTOM Business Process Framework with global agreement from its highest conceptual direct to its first working level. This eTOM Release 3. 5 builds on this to take account of real- creation develop in applying this work, and to in bodily new detail in process decompositions, flows and business to business action.However, eTOM is still underdeveloped in areas such as upgrade lower-level process decompositions and flows, and current feedback together with its linkage with the wider NGOSS program, will be used to guide future development priorities. Note that the development of a fare process framework is a significant undertaking with process work that will be phased over eon based on member process priorities and member resource availability. This is visible in eTOMs own history, from the original Telecom operations Map (TOM) that was carried forward into the eTOM and broadened to a total enterprise framework, through several generations of detail and refinement, to the current Release. More information on TOM and its links with eTOM are provided in the previous release of this document (GB921 v3. 0).A groovy many service providers, as salutary as system integrators, ASPs and vendors, are working already with eTOM. They need an industry standard framework for procuring software and equipment, as well as to interface with other service providers in an change magnitudely complex network of business relationships. Many service providers have contributed their ow n process models because they recognize the need to have a broader industry framework that doesnt just address operations or traditional business processes. GB921v3. 6 ?Tele care Forum 2003 eTOM Business Process Framework Page 9 guest dodge, cornerstone & overlap operations customer merchandise, production & customer Market, Product and client Service Service imagery alternative (Application, Computing and Network) (Application, Computing and Network) provider/Partner provider/Partner supplier/Partner Suppliers/Partners opening guidance Shareholders Tele management Forum October, 2001 Employees Other Stakeholders strain 1. 1 eTOM Business Process Framework take 0 Processes stick out 1. 1 shows the highest conceptual view of the eTOM Business Process Framework. This view provides an overall context that differentiates strategy and life calendar method of birth control processes from the operations processes in two large groups, seen as two boxes. It also differentiates the key running(a) areas in five horizontal layers. In addition, mannikin 1. also shows the internal and extraneous entities that interact with the enterprise (as ovals). hear 1. 2 shows the take aim 0 view of level 1 processes in the eTOM Framework. This view is an overall view of the eTOM processes, but in practice it is the following level the train 1 view of take aim 2 processes at which users tend to work, as this detail is needed in analyzing their businesses. This view is presented later in the document in a series of diagrams examining each area of the eTOM framework. Figure 1. 2 on a lower floor shows seven perpendicular process classifys. These are the end-to-end processes that are required to support customers and to manage the business.The focal point of the eTOM (as it was for the TOM) is on the gist customer operations processes of Fulfillment, office and bang ( mythical). operations Support & zeal is now differentiated from pleasing real snip process es to increase the focus on enabling support and automation in FAB, i. e.. on line and adjacent support of customers. The strategy & rend vertical, as well as the two Lifecycle trouble verticals, are also now differentiated because, unlike Operations, they do not directly support the customer, are intrinsically different from the Operations processes and work on different business time cycles. The horizontal process groupings in Figure 1. 2 distinguish operational operations processes and other types of business useable processes, e. g. merchandising versus Selling, Service victimisation versus Service Configuration, etc. The operative processes on the left (within the Strategy & Commit, Infrastructure Lifecycle forethought and Product Lifecycle guidance vertical process groupings) enable, support and direct the work in the Operations verticals. ?TeleManagement Forum 2003 GB921v3. 6 Page 10 guest Strategy, Infrastructure and Product Operations eTOM Business Process Framewo rk Strategy & Commit Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Operations Support & avidity Fulfillment bureau electric charge Marketing and Offer Management client blood Management Service ripening & ManagementService Management & Operations Resource growing & Management Resource Management & Operations sum cooking stove Development & Management Supplier/Partner kindred Management endeavour Management Strategic & Enterprise cooking Brand Management, Market question & Advertising Enterprise caliber Mgmt, Process & IT Planning & Architecture Human Resource s Management Research & Development Acquisistion & Technology fiscal & Asset Management TeleManagement Forum October, 2001 Stakeholder & external Relations Management disaster Recovery , Security & imposture Management Figure 1. 2 eTOM Business Process Framework take 1 Processes As can be seen in Figure 1. , eTOM makes the following improvements to the high level TOM Framework Expands the domain to all e nterprise processes. Distinctly identifies Marketing processes due to heightened importance in an ebusiness world. Distinctly identifies Enterprise Management processes, so that everyone in the enterprise is able to identify their critical processes, thereby enabling process framework sufferance crosswise the enterprise. Brings Fulfillment, Assurance and Billing (FAB) onto the superior framework view to emphasize the customer priority processes as the focus of the enterprise. Defines an Operations Support & dexterity vertical process grouping, applicable for all functional layers, ask out Enterprise Management. To ntegrate ebusiness and make customer selfmanagement a reality, the enterprise has to understand the processes it needs to enable for direct, and more and more, online customer operations support and customer self-management. Recognizes triplet enterprise process groupings that are distinctly different from operations processes by identifying the SIP processes, i. e. , Strategy & Commit, Infrastructure Lifecycle Management and Product Lifecycle Management. Recognizes the different cycle times of the strategy and lifecycle management processes and the need to separate these processes from the customer priority operations processes where automation is most critical. This is done by decoupling the Strategy & Commit and the two Lifecycle Management processes from the day-to-day, minute-to-minute cycle times of the customer operations processes. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 11 Moves from a customer care or service orientation to a customer relationship management orientation that emphasizes customer selfmanagement and control, increasing the value customers contribute to the enterprise and the use of information to customize and personalize to the single customer. It adds more elements to this customer operations functional layer to represent better the marketing processes and to integrate marketing fulf illment within node Relationship Management. Note that eTOM node Relationship Management is very mostly defined and larger in scope than some definitions of CRM.Ac noesiss the need to manage resources across technologies, (i. e. , application, computing and network), by integrating the Network and Systems Management functional process into Resource Management & Operations. It also moves the management of IT into this functional layer as opposed to having a separate process grouping. eTOM is More Than integrity enumeration It is intended that the eTOM Business Process Framework will become a collection of documents and models. The current view is as follows This document the eTOM The Business Process Framework is structured as a affectionateness document that explains the overall framework approach and all its elements.In addition, two Addenda are associated with the internality document Addendum D provides process descriptions for the eTOM at Level 0, Level 1, Level 2 and selected Level 3 processes Addendum F provides examples of process flows that use the eTOM Business Process Framework and its component process elements to address high-priority business scenarios The eTOM Overview/Executive thick is a single sheet document that provides an overall view of the eTOM business process framework and highlights key concepts. The eTOM Business Process Framework Model provides a form of the eTOM framework, processes and flows intended for automated bear upon by modeling tools, etc.This is intended to be available in several formats Tool-based (e. g. XML for import into a process analysis environment) Browsable (e. g. HTML) utilize This Document A service providers specific process architecture and organization structure are highly specific and critical aspects of a providers competitiveness. The eTOM provides a common view of service provider enterprise process elements or business activities that can easily scan to an individual providers internal approaches. The document is not intended to be prescriptive approximately how the tasks are carried out, how a provider ? TeleManagement Forum 2003 GB921v3. 6 Page 12 eTOM Business Process Framework r operator is readyd, or how the tasks are identified in any one organization. It is also not prescriptive intimately the sequence of Process components that are combined to implement end-to-end business processes. The eTOM provides a starting point for particular work coordinated through TM Forum that leads to an integrated set of specifications that will provide real benefit to both suppliers and procurers in enhancing industry service provider enterprise management electrical capacity. This document is not a specification, in the sense that vendors or operators essential comply directly. However, it does represent a standard way of naming, describing and categorizing process elements.It will enable unambiguous communication and facilitate the development of standard solutions a nd reuse of business processes. It is not intended to in integrated all the detail of eventual process implementation, but is more a guiding reference for the industry. unmatched of the strengths of the eTOM is that it can be adopted at a variety of levels, in whole or in part, depending upon a service providers needs. The eTOM can also act as a translator by allowing a service provider to map their distinct processes to the industry framework. As the process examples are developed, service providers can use and adapt these examples to their business environment.The eTOM Business Process Framework can be used as a tool for analyzing an organizations existing processes and for developing new processes. Different processes delivering the same business functionality can be identified, duplication eliminated, gaps revealed, new process design speeded up, and variance reduced. Using eTOM, it is assertable to assess the value, cost and implementation of individual processes within an organization. Relationships with suppliers and partners can also be facilitated by identifying and categorizing the processes used in interactions with them. In a similar manner, it is possible to identify the all- essential customer relationship processes and evaluate whether they are functioning as required to meet customers expectations. Intended AudienceThe eTOM aims at a wide audience of professionals in the Information and Communications Services Industry. For experient Telecommunications professionals, the eTOM has proven itself to be intuitive and a strong, common framework of service provider enterprise processes. Through TM Forum Catalyst projects and other work, it has been verified that the eTOM framework has strong application in many applications and end-to-end many companies. More information on use of eTOM within the industry is available at the TM Forum website www. tmforum. org The eTOM is aimed at service provider and network operator decision makers who need t o know and input to he common business process framework used to enable enterprise automation in a cost efficient way. It is also an important framework for specialists across the industry working on business and operations automation. The document or framework supports, and is consistent with, many efforts under way in the industry supporting the need to accelerate business and operations automation in the information and communications services marketplace. GB921v3. 6 ? TeleManagement Forum 2003 eTOM Business Process Framework Page 13 The eTOM will continue to give providers and suppliers a common framework for discussing complex business needs in a complex industry with complex technologies.For both service providers and network operators additional complexities swot from Moving away from developing their own business and operations systems software, to a more procurement and systems integration approach. New business relationships between service providers and network operators The man of new business relationships and the move away from developing internally are a reaction to market forces. These market forces require service providers and network operators to increase the range of services they offer, reduce time to market for new services, increase speed of service, as well as to drive down systems and operational costs.The eTOM is also aimed at service provider and network operator employees involved in business process re-engineering, operations, procurement and other activities for Understanding the common business process framework being used to drive integration and automation acquire involved in providing processes, inputs, priorities and requirements The eTOM Business Process Framework is also aimed at designers and integrators of business and operational management systems software and equipment suppliers. They can benefit from understanding how management processes and applications need to work together to deliver business benefit to service providers and network operators.An every bit important and related audience is suppliers of management applications, management systems, and networking equipment, who need to understand the deployment environment for their products and solutions. The eTOM Business Process Framework provides a common framework useful in supporting the significant amount of merger and acquisition activity. Common process understanding and a common process framework can greatly improve integration performance for mergers and acquisitions. eTOM is applicable for an established service provider or a new entrant, green field provider. It is important to quality that not all areas defined in the eTOM are necessarily used by all providers.As mentioned earlier, the framework is flexible, so that the process elements the specific service providers require can be selected on a modular basis and at the appropriate level of detail for their needs. Benefits of Using eTOM eTOM makes available a standard structur e, terminology and classification scheme for describing business processes and their constituent building blocks eTOM supplies a foundation for applying enterprise-wide discipline to the development of business processes eTOM provides a basis for understanding and managing portfolios of IT applications in terms of business process requirements ? TeleManagement Forum 2003 GB921v3. 6 Page 14 eTOM Business Process FrameworkUse of the eTOM enables consistent and high-quality end-to-end process flows to be created, with opportunities for cost and performance improvement, and for re-use of existing processes and systems Use of the eTOM across the industry will increase the likelihood that off-the-shelf applications will be readily integrated into the enterprise, at a lower cost than custom-made applications GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 15 Chapter 2 eTOM Business Process Enterprise Framework The main purpose of this Chapter is to provide a for mal description of the eTOM Business Process Framework, with two distinct stands The Internal Viewpoint, which considers the processes that modify the internal behavior of a Service Provider The External Viewpoint, which considers the processes necessary for a Service Provider to handle external interactions (e. g. xecute electronic transactions) with guests, Suppliers and Partners in a nourish Chain. In the following sections both of these viewpoints are presented. The Internal Viewpoint follows the structure of creator releases of GB921, the External Viewpoint is new material and a general overview is provided. Internal viewpoint The eTOM Business Process Element Enterprise Framework considers the Service Providers (SPs) enterprise, and positions this within its overall business context i. e. the business interactions and relationships, which allow the SP to carry on its business with other organizations. These wider aspects, together with the implications for an eBusiness an d eCommerce world are introduced in Chapter 3.This section introduces the eTOM Business Framework and explains its structure and the significance of each of the process areas within it. It also shows how the eTOM structure is decomposed to lower-level process elements. This explanation is useful for those who conclude where and how an Enterprise will use eTOM, and those who may be modifying it for use in their Enterprise. To assist the reader in locating the process area concerned within eTOM, a graphical icon of eTOM, alongside the text, is provided to expire attention to the relevant eTOM area. This is highlighted in red to indicate the focus of the following text or discussion. eTOM conceptual View The eTOM Business Process Element Enterprise Framework represents the whole of a service providers enterprise environment.At the overall conceptual level, eTOM can be viewed as having terzetto major areas of process, as shown in Figure 2. 1. Strategy, Infrastructure & Product cover ing provision and lifecycle management Operations covering the centre of attention of operational management Enterprise Management covering corporate or business support management ? TeleManagement Forum 2003 GB921v3. 6 Page 16 eTOM Business Process Framework Customer Strategy, Infrastructure & Product Operations Market, Product and Customer Service Resource (Application, Computing and Network) Supplier/Partner Suppliers/Partners Enterprise Management Shareholders Employees Other Stakeholders TeleManagement ForumOctober, 2001 Figure 2. eTOM Business Process Framework Conceptual Structure The Conceptual Structure view provides an overall context that differentiates strategy and lifecycle processes from operations processes in two large process areas, seen as the two large boxes towards the top of the diagram, together with a third area beneath which is concerned with enterprise management. It also differentiates the key functional areas in quartette horizontal groupings across the two hurrying process areas. In addition, Figure 2. 1 shows the internal and external entities (as ovals) that interact with the enterprise. eTOM is a structured catalogue (a taxonomy) of process elements, which can be viewed in more and more detail.When viewed in terms of the Horizontal operational groupings, it follows a strict hierarchy where every element is only associated with or nurture to a single element at the next higher hierarchical level. In a taxonomy, any activity must be unique, i. e. it must be listed only once. Figure 2. 1 shows the top level (Level 0) Groupings that eTOM is decomposed into. Because the purpose of the eTOM framework is to help SPs to manage their end-toend Business processes, the eTOM enhances the TOM practice of showing how process elements have a strong association with one (or several) end-to-end business processes (e. g. Fulfillment, Assurance, Billing, Product Development etc. which are introduced later in this Chapter). These upright piano End-To-End groupings are essentially overlays onto the hierarchical top-level horizontal groupings, because in a hierarchical taxonomy an element cannot be associated with or parented to more than one element at the next higher level. Because eTOM was developed to help build and implement the process elements for a Service Provider, it was decided from the start that the primary quill top-level hierarchy of process elements would be the functional (horizontal) groupings, kinda than the endto-end process (vertical) groupings. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 17To understand the eTOM Business Process Framework, each process area is analyzed and decomposed into further groupings and processes. For each level of analysis or decomposition, the process area, grouping or process element itself is presented with a brief, summary-level description. At this highest level, the three basic process areas are outlined below. The Operations Proces s Area is the centre of eTOM. It includes all operations processes that support the customer operations and management, as well as those that enable direct customer operations with the customer. These processes include both day-to-day and operations support and readiness processes.The eTOM view of Operations also includes sales management and supplier/partner relationship management. The Strategy, Infrastructure & Product Process Area includes processes that develop strategies and lading to them within the enterprise, that plan, develop and manage infrastructures and products, and that develop and manage the Supply Chain. In the eTOM, infrastructure refers to more than just the IT and resource infrastructure that supports products and services. It includes the infrastructure required to support functional processes, e. g. , Customer Relationship Management (CRM). These processes direct and enable the Operations processes.The Enterprise Management Process Area includes those basic business processes that are required to run any large business. These generic processes focus on both the setting and achieving of strategic corporate goals and objectives, as well as providing those support services that are required throughout an Enterprise. These processes are sometimes considered to be the corporate functions and/or processes. e. g. , Financial Management, Human Resources Management processes, etc Since Enterprise Management processes are aimed at general support within the Enterprise, they may interface as needed with intimately every other process in the Enterprise, be they operational, strategy, infrastructure or product processes.The conceptual view of the eTOM Business Process Framework addresses both the major process areas as above and, just as importantly, the supporting functional process groupings, pictured as horizontal groupings. The functional groupings beam the major expertise and focus required to pursue the business. The quaternion functional groupings are described below The Market, Product and Customer processes include those dealing with sales and channel management, marketing management, and product and offer management, as well as Customer Relationship Management and ordering, problem handling, SLA Management and billing. The Service processes include those dealing with service development and configuration, service problem management, quality analysis, and rating. The Resource processes include those dealing with development nd management of the enterprises infrastructure, whether related to products and services, or to supporting the enterprise itself. The Supplier/Partner processes include those dealing with the enterprises interaction with its suppliers and partners. This involves both processes that manage the Supply Chain that underpins product and infrastructure, as well as those that support the Operations interface with its suppliers and partners. ?TeleManagement Forum 2003 GB921v3. 6 Page 18 eTOM Business Process Framework Additionally, in the diagram (Figure 2. 1), the major entities with which the enterprise interacts are shown. These are Customers, to whom service is provided by means of the products sell by the enterprise the focus of the businessSuppliers, who provides products or resources, bought and used by the enterprise directly or indirectly to support its business Partners, with whom the enterprise co-operates in a shared area of business Employees, who work for the enterprise to pursue its business goals Shareholders, who have invested in the enterprise and thus own line of products Stakeholders, who have a committedness to the enterprise other than through stock ownership. eTOM CEO Level View at a lower place the conceptual level, the eTOM Business Process Framework is decomposed into a set of process element groupings, which provide a first level of detail at which the entire enterprise can be viewed. These process groupings are considered the CEO level view, in tha t the performance of these processes determines the success of the enterprise. The eTOM Business Process Framework is defined as generically as possible, so that it is independent of organization, technology and service. The eTOM is essentially intuitive, business driven and customer focused. To recoil the way usinesses nerve at their processes, the eTOM supports two different perspectives on the grouping of the detailed process elements Horizontal process groupings, which represent a view of functionallyrelated processes within the business, such as those involved in managing get hold of with the customer or in managing the yield chain. This structuring by functional groupings is useful to those who are creditworthy for creating the capability that enables the processes. The IT teams will look at groups of IT functions which tend to be enforced together e. g. the front-of-house applications in the Customer Grouping, back-of-house applications which focus on managing informati on about the services sell to customers, the network management applications which focus on the technology which delivers the services.For processes delivered by citizenry there is a similar time interval of workgroups the front-of-house workgroups in the Customer Grouping, back-of-house workgroups which focus on managing information about the services sold to customers, the network management workgroups which focus on the technology which delivers the services. good process groupings, which represent a view of end-to-end processes within the business, such as those involved in the overall billing flows to customers. This end-to-end view is important to those people who are responsible for changing, operate and managing the end-to-end processes. These people are more interested in the outcomes of the process and how they support customer need rather than worrying about the IT or the workgroups that need to work together to deliver the result. GB921v3. 6 ?TeleManagement Forum 20 03 eTOM Business Process Framework Page 19 The overlay of the serviceable (horizontal) groupings of process elements and the endto-end process (vertical) groupings forms the inherent hyaloplasm structure of eTOM. This matrix structure is the core of one of the innovations and fundamental benefits of eTOM it offers for the first time a standard language and structure for the process elements that are understood and used by both the people specifying and operating the end-to-end business, as well as those people who are responsible for creating the capability that enables the processes (whether automated by IT or employ manually by workgroups).The integration of all these processes provides the enterprise-level process framework for the information and communications service provider. This is the Level 0 view of the enterprise and shows the vertical and horizontal process groupings that are the decompositions of the process areas introduced above. These groupings are Level 1 proce ss groupings in the idiomatic expression of the eTOM business process model, e. g. Customer Relationship Management, Fulfillment. The Level 0 view, which reveals the Level 1 process detail, is shown in Figure 2. 2. As process decomposition proceeds, each level is decomposed into a set of constituent process elements at the level below.Thus, Level 0 is decomposed into Level 1 processes, Level 1 into Level 2,and so on. The Enterprise Level 0 view decomposes into seven vertical (or end-to-end) Level 1 process groupings as well as eight Horizontal (or functional) Level 1 process groupings in four layers. These Vertical and Horizontal process groupings represent alternative views relevant to different concerns on the way that processes should be associated. Note that we will see that these alternatives have been selected to yield a single, common view of the Level 2 processes defined at the next level of decomposition, and hence do not represent a divergence in the modeling.In addition , there are eight additional enabling and support Level 1 process groupings within Enterprise Management. This full view of the Level 1 processes is shown in Figure 2. 2. Customer Strategy, Infrastructure and Product Operations Strategy Commit Infrastructure Lifecycle Mgmt Product Lifecycle Mgmt Operations Support exercise set Fulfillment Assurance Billing Marketing and Offer Management Customer Relationship Management Service Development Management Service Management Operations Resource Development Management Resource Management Operations Supply Chain Development Management Supplier/Partner Relationship Management Enterprise Management Strategic Enterprise PlanningBrand Management, Market Research Advertising Enterprise Quality Mgmt, Process R esea rch D evelo p m en t IT Planning Architecture T ech n o lo g y A cq u isistio n Human Resources Management Disaster Recovery, Security Fraud Management Financial Asset Management TeleManagement Forum October, 2001 Stake holder External Relations Management Figure 2. 2 eTOM Level 0 View of Level 1 Process Groupings ?TeleManagement Forum 2003 GB921v3. 6 Page 20 eTOM Business Process Framework eTOM Operations Processes To be useful to a Service Provider, the eTOM Process Element Framework must help the SP to develop and operate their business processes.This sections shows how the matrix structure of eTOM offers for the first time a standard language and structure for the process elements that are understood and used by both the people specifying and operating the end-to-end business, as well as those people who are responsible for creating the capability that enables the processes (whether automated by IT or implemented manually by workgroups). OPS Vertical Process Groupings The Operations (OPS) process area contains the direct operations vertical process groupings of Fulfillment, Assurance Billing, together with the Operations Support training process grouping (see Figure 2. 3). The FAB processes are sometimes referred to as Customer Operations processes. Customer Operations Operations Support and Readiness Fulfillment Assurance Billing Figure 2. eTOM OPS Vertical Process Groupings The TOM was focused only on the direct customer processes represented by FAB. However, FAB processes were not on the TOM framework map, they were rather an overlay. In an ebusiness world, the focus of the enterprise must be enabling and supporting these processes as the highest priority. Therefore, in the eTOM, Fulfillment, Assurance Billing are an integrated part of the overall framework. Fulfillment this process grouping is responsible for providing customers with their pass products in a timely and discipline manner. It translates the customers business or personal need into a solution, which can be delivered development the specific products in the enterprises portfolio.This process informs the customers of the status of their purchase order, ensures finish on time, as well as a delight ed customer. Assurance this process grouping is responsible for the execution of proactive and reactive maintenance activities to ensure that services provided to customers are continuously available and to SLA or QoS performance levels. It performs continuous resource status and performance monitoring to proactively detect possible failures. It collects performance data and analyzes them to identify potential problems and resolve them without impact to the customer. This process manages the SLAs and reports service performance to the customer.It receives trouble reports from the customer, informs the customer of the trouble status, and ensures restoration and repair, as well as a delighted customer. GB921v3. 6 ? TeleManagement Forum 2003 eTOM Business Process Framework Page 21 Billing this process grouping is responsible for the production of timely and ideal bills, for providing pre-bill use information and billing to customers, for processing their payments, and performing payme nt collections. In addition, it handles customer inquiries about bills, provides billing inquiry status and is responsible for resolving billing problems to the customers satisfaction in a timely manner. This process grouping also supports prepayment for services.For a high-level view of how the eTOM Process Elements can be used to create Fulfillment, Assurance Billing process flows, please see document GB921 v3. 5 Addendum f, Process Flow Examples. In addition to these FAB process groupings, the OPS process area of the eTOM Framework contains a new, fourth vertical process grouping Operations Support Readiness (see Figure 2. 3). Operations Support Readiness this process grouping is responsible for support to the FAB processes, and for ensuring operational readiness in the fulfillment, assurance and billing areas. In general, the processes are concerned with activities that are less real time than those in FAB, and which are typically concerned less with individual customers and services and more with groups of these.They reverberate a need in some enterprises to divide their processes between the immediate customer-facing and real-time operations of FAB and other Operations processes which act as a second-line in carrying out the operational support tasks. Not all enterprises will strike to employ this split, or to position the element in exactly the same place, so it is recognized that in applying the eTOM Business Framework in particular scenarios, the processes in Operations Support Readiness and in FAB may be merged for day-today operation. Nevertheless, it is felt up important to acknowledge this separation to reflect a real-world division that is present or emerging in many enterprises.The separation, definition and execution of the Operations Support Readiness processes can be critical in taking advantage of ebusiness opportunities, and is particularly important for successful implementation of Customer egotism Management. OPS Horizontal Proc ess Groupings In the OPS process area of the eTOM Framework, there are four OPS functional process groupings that support the operations processes discussed above, and also the management of operations to support customer, service, resource and supplier/partner interactions (see Figure 2. 4). The original TOM Process Framework used the ITU-T TMN Logical Business, Service, and Network Layers to organize the core business processes. This facilitated mapping of the Management Functions defined in TMN, to the TOM processes.As the eTOM Business Process Framework is an evolution of the TOM Process Framework and because the TMN layering approach is still relevant, the TMN Logical Layers continue to be loosely coupled to the functional process groupings. The TM Forum is working with ITU-T to harmonize the eTOM and TMN models. See reference 3 for further information on ITU-T TMN. ?TeleManagement Forum 2003 GB921v3. 6 Page 22 eTOM Business Process Framework Cu stome r Oper ati ons C usto mer R el ation ship Manag emen t Serv ice Man ag ement Op eration s R eso urce Man ag em ent Op erat ion s (Applicati on, C om puting a nd N etwor k) Sup plier/Partn er R elat ionsh ip Man ag em en t Figure 2. eTOM OPS usable Process Groupings Customer Relationship Management (CRM) this process grouping considers the fundamental knowledge of customers needs and includes all functionalities necessary for the acquisition, enhancement and guardianship of a relationship with a customer. It is about customer service and support, whether storefront, telephone, web or field service. It is also about retention management, cross-selling, up-selling and direct marketing for the purpose of selling to customers. CRM also includes the collection of customer information and its application to personalize, customize and integrate delivery of service to a customer, as well as to identify opportunities for increasing the value of the customer to the enterprise.CRM applies to both accomplished reta il customer interactions, as well as to wholesale interactions, such as when an enterprise is selling to another enterprise that is acting as the retailer. The introduction of CRM is a key feature of eTOM over TOM. At the highest, most general level, the TOM Business Process Framework included two process groupings to manage relations with customers, Customer Interface Management and Customer Care. In the TOM, it is explicitly mentioned that Customer Interface Management may efficaciously be a distinct process within Customer Care or may be performed as part of the lower level Customer Care processes. However, eTOM advances the TOM in several key ways It expands Customer Care to Customer Relationship Management (CRM), which is management approach to supporting and interacting with customers, that enables enterprises to identify, attract and increase retention of profitable customers. CRM focuses on collection and application of customer data and managing relationships with customer s to improve customer retention and customer value part to the enterprise. CRM is more than Customer Care or Customer Interface Management, it is the integration of customer acquisition, enhancement and retention through managing the customer relationship over time. For eTOM, CRM also represents the integration of Sales and Service processes and ensuring a consistent customer interface across all CRM functional processes. GB921v3. 6 ?TeleManagement Forum 2003 eTOM Business Process Framework Page 23 eTOM integrates Customer Interface Management for Fulfillment, Assurance Billing across all the CRM functional processes and with customer processes. Customer Interface Management represents any type of contact, e. g. , phone, email, face-to-face, etc. It expects an integration and coordination across these different interface types, to provide a consistent interface and highlights the requirement for customer process control and customer self management. eTOM also encourages the design of solutions so that systems interfaces used within the enterprise are the same as those used by customers.TOM CRM processes include an expansion of TOM Customer Care processes to Focus on customer retention Improve enterprise process exception customer response comprise marketing fulfillment execution interrupt represent the billing function at the customer level and the need to narrate revenue. Service Management Operations (SMO) this process grouping focuses on the knowledge of services (Access, Connectivity, Content, etc. ) and includes all functionalities necessary for the management and operations of communications and information services required by or proposed to customers. The focus is on service delivery and management as opposed to the management of the central network and information technology. Some of the