Blockbuster Essay Research Paper Teddy OwensEnglish Comp free essay sample

Blockbuster Essay, Research Paper Teddy Owens English Comp 1 Hymn Johnson 12 November 2000 Blockbuster Has It All In pale blue and xanthous, Blockbuster publicizes movies to each and every individual who drives by. The film ticket as the logo attracts individuals. Each person who enters the shop is welcomed by a, ? How are you making? ? from John the utilize who looks at individuals when they have discovered their night diversion. John has been working at Blockbuster for 2 mature ages now and accepts he has discovered the answer to return customers, ? On the off chance that you treat them like your companion so they will return. The are barbed once you ask how their twenty-four hours was, or when you instruct them to hold goodnight with a grin. ? Blockbuster is sort to its customers and consequently their customers are sort to the worry that Blockbuster does. Each isle is pressed with 100s of movies. Blockbuster has films that will do film observers shout, call, grinning, and snicker. We will compose a custom article test on Blockbuster Essay Research Paper Teddy OwensEnglish Comp or on the other hand any comparative subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Mike Kimbrel a Senior in school says, ? I can ever trust on Blockbuster to keep up me delighted. At whatever point I am at spot and nil great is on T.V. , I simply jump in my auto and get a pair of movies at Blockbuster. ? Blockbusters are situated in about each city in the United States. It has more than 10 million customers who hold positions. ? They ever have something for me and my childs. Each clasp I go to Blockbuster I am compensated with another film that I have neer seen previously, and my childs love the childs segment. ? Shelley Smolker says as she Owens 2 peruses th harsh the play films. As a team searches for a film a blockbuster worker wearing a pale blue shirt and khaki trunkss simple comes up to the couple and asks, ? Howdy. Would i be able to help you happen anything? ? With a film as of now in manus the duo is directed to the specific inclusion development, where they get a movie on birth. ? We were only here searching for a film to observe today around evening time and the Blockbuster woman saw that I was pregnant and enlightened me concerning an extraordinary film about conceiving an offspring. The have all that I have to last, ? Margeret Lyle chokes. ? They will probably be at the hospital arranged to raise the darling with Barney films, ? she includes. Blockbuster appears to set full the expectations of each person who gets through the front entryway. Blockbuster is a bit of 1000000s of family units over the universe. ? On the off chance that individual does non return a tape on cut, I get the chance to name them and ask them how they are making and on the off chance that they would return it each piece in the blink of an eye as could reasonably be expected. I would rather not see them void their wallets each clasp they keep a film an abundance hebdomad or two. ? says John the utilize feline at the forepart of the shop. Blockbuster has simply late chosen to make out to significantly more individuals just late. They are selling DirecTV to 1000s of individuals all around the United States, and as a wages for buying in up the customer gets a little. They get a twelvemonth of free rents. ? On the off chance that things continue venturing to every part of the way they are, individuals will hold their ain blockbuster shop inside their fa mily unit room at place in the accompanying twelvemonth or something like that, ? includes Margaret Lyle. That contemplation is quite lopsided, yet in the event that anybody could make it, it would be Blockbuster.

Dorothy Essay Research Paper The Development of free essay sample

Dorothy Essay, Research Paper The Development of Dorothy The film? The Wizard of Oz? opens on a ranch in Kansas. The lead character is a twelve-year-old miss named Dorothy. Dorothy exists in a universe restricted by matured convictions and fears, which make up an incredible part of her reality. In Kansas, Dorothy is a twelve-year-old miss, with twelve-year-old requests and feelings. I feel that the film is a gadget by which we can break down Dorothy in all areas of head, her witting, pre-cognizant, and oblivious. I accept that Sigmund Freud? s leads on the development of character and dreaming will help in comprehension Dorothy? s developing, needs, and requests. Dorothy in her witting area fights to be heard and comprehended. She is hard-squeezed and unfit to leave her sentiments of troubled and dread to a detached ear. Her Idaho shows itself with the longing for sure fire fulfillment, invigorated by her dismay that the character Ms. We will compose a custom exposition test on Dorothy Essay Research Paper The Development of or then again any comparable point explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page Ravine will destruct Toto. Similarly as Dorothy can explain herself to her sustaining Aunt and Uncle, the Gulch character enters. Gorge takes Toto from Dorothy, with no contrition, stuffs the Canis familiaris in a bin, and leaves. Dorothy hurries to her space to cry and bend up into a fetal spot. The fetal spot is her oblivious want for soothing and having a place. Her crying is stopped by the arrival of her Canis familiaris Toto, who had the option to overextend Gulch. Quickly Dorothy Begins blending considerations of running off in order to shield her sweetheart Toto from risk. Still roused by Idaho like instinct, Dorothy escapes with Toto. I accept that her Idaho is solid, however is other than being checked without anyone else significance. Runing off is id like, however securing Toto is sense of self? s capacity to keep up Idaho under wraps. A meandering teacher intrudes on Dorothy? s hegira from her homestead. Educator Marvel produces sentiments of adoration and solace in Dorothy. She trusts he will have the option to rescue her and Toto from the insidious fastens of Ms. Ravine. Wonder sits Dorothy down and endeavors to peruse her karma in his gem ball. He brings Dorothy to the acknowledgment that running off was non right, and in making so she hurt her Auntie. I accept that since she is so youthful, Dorothy is popular of an outside superego to gracefully her with a proportionate entirety of blame for what she is making. She understands that she was inaccurate and runs place. Dorothy? s return place is trailed by a tempest shipping a twister. The twister may mean a residuary spasm in Dorothy? s oblivious head, yet dually goes about as a transport for Dorothy. She comes back to her place to happen everybody has vanished into the tempest cellar. Scared by the tempest, she comes back to her room and falls down on her bed. Dorothy is thumped oblivious by the window screen as it flies loosened and hits her in the caput. She is propelled into a subjective oblivious territory. The twister turns numerous recognizable countenances and things past her window until in the long run she observes Ms. Ravine? s transmutation from old house keeper, to the insidious conjurer of the West. Abruptly everything is tranquil and back to typical, or so it appears. Dorothy cautiously strolls to the front entryway and opens it to happen the Eden that is Oz. The entryway hole implies her total section from witting to oblivious. The tornado was the power that stirred her obviousness and submerged her in never-never land # 8211 ; Oz. Dorothy rises up out of her home to be told, by the great conjurer of the north Glinda, that the underhanded sorcerer of the E has been crushed by the Kansas living arrangement. We are perpetually making and changing our reality, as a dreamscape and I accept that the expire of the malicious sorcerer is Dorothy? s way of get bying with her old alarm of Gulch. The originative power inside the fantasy effectively changes clashing stuff and unsolved emotions, into calming or comprehensible pictures. Dorothy is presently stood up to with a craving to bring place back. Before she can extricate up she is one time again acquainted with one more image of corruption, the Wicked Witch of the West. After dangers from the insidious conjurer, Dorothy is exhorted by the great magician to ask for the guide of the Wizard of Oz. She is advised by local people to follow a xanthous block course to the Emerald City where the Wizard lives. Her excursion down the course means her interest for way and a close to-last objective her place in Kansas. During her excursion down the course, Dorothy is acquainted with three of her sub-cognizant companions. The misrepresentation without an encephalon, the Sn grown-up male without a chest, and the dreadful lord of brutes. These characters speak to Dorothy? s immature psychological capacities. She has arrived at the age where her endocrines start to encroach on her enthusiastic stableness, pubescence. She gets companions on her excursion down the course, wit h the expectation that the expert may help them too much. They navigate the universe of Oz, dodging traps and fraudulences planted by the Witch, to get securely at the Gatess of the Emerald City. Upon run intoing with the pro, Dorothy is given a test. Dispatch the malicious conjurer and come back with the brush handle. Just so will they be conceded their requests. An encephalon, a chest, fortitude, and a way place. I think this preliminary is her oblivious hamburger uping her witting determination. The companions travel to the magician? s castle, and are trapped on the way. Dorothy is isolated from her companions. I feel this is the polar point in her enthusiastic developing. Her companions overlook the entirety of their hang-ups and keep on mounting a challenge redemption. After the liberation, they meet the sorcerer on their way out. The sorcerer undermines the misrepresentation and obvious radiations him ablaze. While trying to set out the fire, Dorothy accidentally tosses H2O on the sorcerer. The sorcerer dissolves off to void. Dorothy comes back to the Wizard to recuperate the honor for her triumph. Now the Wizard is disclosed and it is uncovered to the swashbucklers that he is just a human grown-up male. The noteworthiness of this is the three Oz work powers acknowledge they? ve ever had what they looked for somewhere else, directly inside themselves. Having settled this, Dorothy? s oblivious is in the long run sound. Her solitary difficulty presently is that she should trust on the Wizard to secure her place. The strategy for movement is an inflatable, which accidentally escapes without Dorothy, in light of the fact that one time again she races to rescue her Canis familiaris Toto. The trip of the inflatable means Dorothy? s hindering with her last passionate bolster. She is currently ready to remain on her ain two pess. The great magician returns, to remind Dorothy that all she expected to make was accept of spot, and that? s where she? d be. Dorothy says goodbye to all her new/old companions, and considers Kansas. She stirs to happen her entire family unit and everybody at the ranch at that place for her. Dorothy? s transmutation through dreaming and the inventiveness through which her feelings are discharged for example runing the Wicked Witch, demonstrates that she at any point had the capacity to beat her dismays with no 1s guide. She had the option to guarantee back the stableness inside her mind, and execute magic and supernatural occurrences throughout her life. Therapist Sigmund Freud promoted the hypothesis that fantasies contain images, which uncover an individual # 8217 ; s oblivious. # 8220 ; [ Freud thought ] dreams were needs for satisfaction or hostile to satisfaction, and represent what you need or wear # 8217 ; t need # 8221 ; .

Printable SAT Practice Tests PDFs 18 FREE Official Tests

Question: Depict about A business report and furthermore pick and association brand proprietor offering and showcasing a vehicle rental assistance (firms in this industry lease vehicles and little business vehicles to private clients and organizations on momentary premise)? Answer: Presentation Market examination is identified with decide the allure of market and to break down the chances and dangers of market as it is identified with the quality and shortcoming of the association. Vehicle rental associations lease vehicle to the clients briefly dependent on the prerequisite of the clients. The Car rental organization that will be picked for this investigation is Abacas Van Hire. It is a main vehicle rental organization at Ferdown in United Kingdom (Abacus-van-hire.co.uk 2016). The organization was built up in 1993 and it is exchanging over 23 years. The proprietor or CEO of this organization is Dave Wolfenden. The organization offers massive vehicles and administrations, with serious week after week and every day rate for both individual and business use (Abacus-van-hire.co.uk 2016). The investigation will show situational examination of this organization through SWOT and PESTLE examination. The investigation will likewise dissect the upper hand and advertising methodology of the organization. A STP examination of this organization will likewise be done in this investigation. Moreover, the investigation will likewise incorporate suggestion for showcasing blend of the organization. Situational Analysis Math device Van Hire is a main vehicle rental association in UK. It gives Vans,Minibuses, MPVs, vehicle and Motorhomes employ for the clients. The organization is holding its situation for a long time in the market of UK. The overseeing chief of the organization is Dave Wolfenden. The present resource of the organization is 12,390.00 (Abacus-van-hire.co.uk 2016). The organization is currently centered around expanding its vehicle rental offices for getting increasingly number of clients. The circumstance investigations of this organization will show the inside and outer business condition of the organization. Outer Analysis PESTLE Analysis Political Political dependability in UK significantly influences the activity of this organization by developing its business with least political pressure. Unhindered commerce understanding associated with UK likewise improves the market of this association through giving simple infiltration methodology where the organization can undoubtedly enter to new market (Zalengera et al. 2014). The principle client of this organization is traveler gathering. They don't convey their own vehicle while result in these present circumstances nation as the get the assistance of such an organization who give vehicle rental help. Consequently, the pace of vacationer consideration in this nation has been expanded. It has additionally increment the income of the nation however the travel industry. Along these lines, there is a full help of Government to this vehicle rental organization. Conservative The GDP of United Kingdom can be appeared as 2988.89 USD Billion as per the review of 2014 (Paterson 2013). Along these lines, it tends to be effectively distinguished that the economy of this nation is rising. The financial ascent in UK has improved the income of this organization. They have additionally gotten money related help from different budgetary parts in light of this conservative development. Social The individuals of UK are moving towards another pattern while driving for a long excursion. They like to have some music and recordings while passing via vehicle. As this vehicle organization gives each one of those offices when leases their vehicle to the client, this resembles a chance to the organization. Innovation Rising utilization of web based business in the market of UK has helped Abacus Van employ to a great extent. Through utilizing this innovation, this organization has given a portion of their activity duties to the outsider organization for procuring progressively number of clients (Moffett et al. 2014). The association additionally utilizes advance advances in the vehicle that they lease to their clients. Lawful Math device has expanded its development opportunity by decreasing the worry for repudiation of its licensed innovation as the Government of UK has given improved protected innovation rights. The organization can likewise accept the open door of giving more and more secure and agreeable vehicles to satisfy the shopper law. Ecological Vehicles under lease that are given to their clients are earth manageable as the consistently gives new vehicle. They never utilize such a vehicle whose age is over 7 years and in this way transmit less measure of carbon impression (Bunce, Harris and Burgess 2014). They lease mixture vehicles to their clients who love to drive in street by having less stable clamor. Figure 1: PESTLE Analysis (Source: Menon et al. 2015) Interior Analysis SWOT Analysis Quality The quality of Abacus Van Hire Company can be found in the coordinated programming frameworks that are utilized for interfacing with different booking habitats. The vehicles that this organization lease to their clients give outrageous relaxation to them. The rental rates gave by this organization consistently feed the necessities of the clients. The brands of this organization are known around the world. Math device Company consistently gives new vehicle to the clients and this vehicles are occasionally kept up (Howard 2015). Customers of this organization love the consideration that they get from the blissful workers. Shortcoming More often than not, the operators who lease the consideration to the clients invest their energy by checking the vehicles to be leased. Aside from that, the worldwide situating arrangement of this organization isn't satisfactory as would be important and along these lines coming up short on the extent of growing in the market (Lee 2014). Numerous vehicle tenant contracts appear to be off base in UK and along these lines this organization face colossal issues when lease the vehicle to the clients. Opportunity Math device Van Hire are searching forward for making long haul rental and renting of the vehicle and hence increment the benefit of the organization. Commonly, remote customers request escorts, who will drive their extravagance vehicle (Guerriero and Olivito 2014). This resembles an open door for the organization as they have effective escorts with them. Danger The Chaotic traffic of in the street of UK is diminishing the enthusiasm of the clients enlist for their voyaging. There is expanding robbery of rental vehicle in UK and therefore, it is by all accounts extraordinary loss of income to the organization. Aside from that, the organization is confronting an expanding rivalry from their rivals like Alamo Rent a Car, Apex Car rental, Avis Rent a vehicle UK, Budget Car recruit, Car employ OK (Abacus-van-hire.co.uk 2016). Figure 2: SWOT Analysis (Source: Shaheen and Cohen 2013) Upper hand (USP) Variables Math device Van Hire Summit Car rental Alamo Rent a Car Piece of the overall industry 37% 21% 19% Top requests 11000 7500 6000 Market development (2011-2015) 19% 16% 13% Number of contenders 7 10 10 Normal Profit (2015) 5464 4894 4500 Table 1: Competitive Advantage (Source: Magretta 2013) One of a kind selling recommendation portrays the extraordinary estimation of the organization for which it is not the same as other organization. The one of a kind selling suggestion of Abacus Van Hire is To Provide Best Leisure to the Customer. As indicated by Conejero, Jordn and Sanabria-Codesal (2014), the organization gives enormous degree to the clients to pick vehicles from their armada of 300 vans, trucks, minibusses, taxi, RVs and trailers. Then again, Czerny, Shi and Zhang (2015) opined that the contender organization like Apex Car rental isn't that much ready to give assortment of vehicle to their clients. Summit Car Rental Company can't give wide scope of Cabs to their clients. Therefore, the clients of Abacus Van Hire are quickly expanding than their rivals organization and they can lease increasingly number of vehicles to their clients. Along these lines, the normal benefit of Abacas Company is higher than their rival organization. As indicated by Shaheen and Cohen (2013), Abacas Van employ give colossal markdown to the clients on leasing the vehicle. They typically give 14%-15% rebate on internet booking of vehicle leasing. Through this one of a kind selling recommendation, the organization has increased enormous segment of piece of the pie and this piece of the overall industry is an excessive amount of high than their rival organization. Then again, Czerny, Shi and Zhang (2015) recommended that the happy representatives of this organization are consistently participate in serving the clients. They generally stay in contact with existing clients and find new client through the referrals of existing client. Along these lines, the booking request of vehicles that this organization gets is a lot higher than their rival organization. BCG Matrix Figure 3: BCG Matrix (Source: Palia, De Ryck and Mak 2014) The situation of Abacas Van Hire Company can be seen through Boston Consultancy Group Matrix (BCG Matrix). This framework shows that money required for quickly developing business originates from the companys different units that are at increasingly full grown stage. This framework likewise shows the result of the organization, which are declining in the market. Canine The items in this stage have low piece of the pie and low market development. Along these lines, this stage doesn't devour any cash and furthermore doesn't win any cash. It has been discovered that vehicle like Ton Dropside has no market development and therefore the piece of the overall industry of this item is additionally low (Talebian 2013). The client doesn't care for this vehicle in view of its high weight and greatest utilization of diesel. Accordingly, the Abacas Van Hire Company has chosen to wrap up this vehicle. Question Mark It has been discovered that van Small and Crewbus LWB have enormous market development however the piece of the overall industry is low and subsequently it brings about huge net money utilization (Abacus-van-hire.co.uk 2016). In spite of the fact that this carhas high potential to pick up piece of the overall industry however on the off chance that this cardoes not prevail inside a specific timeframe, at that point it will be in the Dog stage. Stars The vehicle like MWB Hi-Top has colossal market development and in this way expend huge measure of cash yet on the opposite side, it additionally has high piece of the overall industry and for this it acquires parcel of cash. It this vehicle can hold its piece of the pie then it very well may be money cow and be the market head. Money dairy animals As the leade

The Two Types Of Symptoms Of Parkinson s Disease

The Two Types of Symptoms of Parkinson’s Disease Parkinson’s disease (PD), a degenerative nervous system disorder, is more common every day, yet it is still a mystery on what causes it. More than a million Americans have been diagnosed with PD and every year there are 60,000 new cases. Affecting older people, it is the second most common disorder and the condition is expected to increase as the aging population increases. PD essentially is the loss of dopamine-producing neurons. The increase in research has led to a wide range of possibilities to the causes involving both genetic and environmental factors. There are two different types of symptoms: motor and non-motor. The diagnosis of Parkinson’s disease can be challenging as the symptoms that are exhibited can also be symptoms of another neurodegenerative disorder (Gazewood 2013). There are no biological markers (tests or screenings) available for PD but researchers are working to develop an accurate one (PDF 2016). 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Lewis North Carolina Wesleyan Dr. Quinan Outline Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Symptoms†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Tremor†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦ 6 Slow Movement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Rigid Muscles†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 Disfigured Posture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 Loss

Descriptive Essay About Restaurant - 1444 Words

Restaurant For many years, I have run a baseball league with over one hundred and twenty teams per year with my father. We run a tight knit operation and deal with thousands and thousands of people for about four months out of the year. Four months doesn’t seem like a long time but for seven days a week and at least ten hours a day, will certainly make for a hard time. But, for a long time, I have wondered what else could we do in the other months out of the year. We do some stuff such as preparing for the next season and fixing things for the offseason. We make a lot of friendships within the ball league so why couldn’t we do a restaurant? People like the food we cook at the park and they like us so to me it’s a great idea. My brother is†¦show more content†¦Waitresses are normally only workers needing a job for a short period of time because it’s a lot of teenagers or college students just looking for some extra money. Even though this is the ca se, I want to make every worker feel as though they are welcomed there for a lifetime. We want to treat any worker with respect and make them enjoy their jobs. With that being the case, everyone has an opportunity to better themselves. Obviously, our turnover is going to still be high but good employees need to be rewarded. Every week we are going to hold a meeting. We are going to discuss some things that could be worked on and some things that turned out great. At the end of the meeting, we are going to reward an employee for employee of the week with a fifty-dollar gift card to a store of our choosing. When people know that they can be rewarded, what happens? They all the sudden pick up their pace a little bit. Incentive to do good is always a key. We also want to give every employee the chance to move up. Whether that be up to a manager or something else we want to give them that opportunity. One of the biggest things that hurts in a restaurant is that the profit margins are so small. Profit margins are usually anywhere between 3 and 5%. This all depends on what we will charge for food. We don’t want to offer anything fancy by any means but we do want to make sure that we have good food. With my brother being a chef, I don’t really see thisShow MoreRelatedDescriptive Essay About Restaurant1256 Words   |  6 PagesAmazing restaurants are few and far in between. It seems as if there is always something negative that could be said about even the best restaurants in the country, not even one is entirely perfect. It’s incredibly hard to find a great restaurant that has attentive servers, high quality food served in a timely manner, a friendly atmosphere, and overall cleanliness. Incredibly, I have found an impeccable restaurant that not only meets all of the criteria listed above, it exceeds them. Uno’s PizzeriaRead MoreDescriptive Essay About Restaurant959 Words   |  4 Pagesthing I worried about. Since I came here, I had tried so many foods here and I think each food own their independent style. Whatever what kind of food they from, I think they both good. But the food I always like best is Chinese food. The restaurant which I want to talk about is called Spicy Spirit Chinese Cuisine and Bar. I heard it from my friend suggestion. It’s kind of new restaurant because It was established in 2010. The reason that why I want to go is because this restaurant is a Chinese styleRead MoreDescriptive Essay About Japanese Restaurant957 Words   |  4 Pagesto a Japanese restaurant called Sakura and mentioned how the food and service was great. I looked up the restaurant and their reviews had 4.1 stars on Google reviews and was voted the 2nd best restaurant in the U.S. by Consumer Reports Magazine. 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But, they bothRead MoreObjectivity In Autophenonmenology And Heterophenomenology.938 Words   |  4 PagesHeterophenomenology In the journal â€Å"How to Study Human Consciousness Empirically,† Daniel Dennett claims that â€Å"people are often just wrong about what they are doing and how they are doing it.† Rather than having an objective and complete understanding of our own intentions and processes, we tend to use assumptions as knowledge, alter facts to align with our beliefs, and theorize about causes and effects. As a result, studies of traditional phenomenology (referred to in this situation as autophenomenology) areRead MoreMy Reflection Of Writing1579 Words   |  7 PagesThis semester I wrote three essays; a review essay, annotated bibliography, and a research paper. As I wrote these essays I learned what they were, why they are written, and why people use these to obtain information. 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Hooking Up What Educators Need For Know - 954 Words

In Kathleen A. Bogle’s essay â€Å"Hooking Up: What Educators need to know† she talks about how in order to address the biggest problems in college campus life, such as alcohol abuse and sexual assaults, educators must first address the new hook-up culture. While Bogle may share several appeals to personal experiences college students go through, the lack of nearly any sources and facts causes the argument not to be a strong one. Being a college student myself, it is very easy to relate to and understand Bogle’s arguments about how hooking up can lead to alcohol abuse and sexual assaults. Even if this is true, an outsider s perspective can vary on whether they believe the argument Bogle presents or not. One example is a potential incoming student who is likely to be ignorant to anything about the hookup culture in college and might not believe Bogle’s argument without any solid facts or statistics. A different example could be a parent of a student may be swayed by the nervousness of the child being away to believe the extreme without any evidence. This is a vast downfall for this article due to the fact there is little proof or real life examples throughout it. Bogle explains how hooking up among college students can be directly related to alcohol consumption and abuse. It is noted that in what was considered the dating era that drinking was not the usual activity for couples to take part in, but now it’s how we meet people. She goes on to say â€Å"a student drinks too much,Show MoreRelated`` Hooking Up : What Educators Need For Know968 Words   |  4 Pagesher essay,† ‘Hooking Up’: What Educators Need to Know†, Kathleen A. Bogle illustrates that college students are having more casual sex aka †Hooking Up† (248). Also Educators need be able to tell the different of casual sex and sexual assault. 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Department Stores Supply Chain Collaboration

Question: Discuss about the Department Stores Supply Chain Collaboration. Answer: Introduction The report is focused on strategic analysis of an Australian based company. For this report the organisation selected is the Woolworths, the largest supermarket retailer in Australia. Across the Australian retail industry, the company has achieved significant growth and development (Woolworths Limited 2015). The report aims to analyse the underlying strategy of the company and evaluate the external issues that area driving the company to move the jobs offshore. Further, the strategic analysis evaluates the internal factors that made the company to develop a strategy of moving its jobs offshore. There are various tools for strategic analysis that are used in this study for analysing Woolworths current level of strategic position in the retail industry by analysing the internal and the external environment of the company. The report identifies the key stakeholders of the company and discusses how the shift of offshore activities will affect these stakeholders. The report also explains why a number of jobs will continue to be based in Australia and the associated implications. Overview of the organisation In Australia, the organisation with the biggest supermarket chain is Woolworths. It is owned by Woolworths Limited. Established in 1924, the company has opened its initial store in Sydney's Imperial Arcade. Currently, the organization is one of the leading players in the industry and has been maintaing its position since 80 years. The company along with Coles form a duopoly of supermarkets in Australia and constitutes 80% of the Australian market. The company sells groceries (packaged food, vegetables, meat, fruit, etc.). The Macro Wholefood Market delivers range of products meeting the specific requirements of families such as vegetarian food, gluten free diet, and organic foods (Woolworths Limited 2015). The total number of stores in both Australia and New Zealand are 3000. The four levels of Woolworths private label brands are- Woolworths Homebrand, Woolworths Select, Woolworths Gold, and Woolworths Fresh (Bailey 2016). After the company has been listed publicly on the ASX, it ann ounced the loss of $1.235 billion in 2016 for the FY16 financial year. In 2011, Woolworth has announced moving jobs offshore by effectively pricing local suppliers outside the market despite its net profit of $2.12 billion in the same financial year (Cfmeu.com.au 2011). There was no excuse to manipulate the supply chains and send more manufacturing jobs offshore. Therefore, this act of the company is rationale to perform the external and internal analysis of Woolworths. External analysis of the company This section deals with the strategic analysis of the companys external environment. To evaluate the external issue causing the offshore movement PESTEL analysis is used as a tool. It refers to Political factors The political climate is greatly affecting Woolworths in Australia due to the competition policy launched by the federal government, which eliminates the small retailers and allow giant ones to sustain. However, there is regular fluctuation in currencies in Australia due to unpredictable policy changes according to Keith (2012). The company has benefits of tax consideration even during offshoring and avail the GST free opportunities. Offshoring may also prevent Woolworths from the financial uncertainty due to fluctuations in dollars. Further, moving jobs offshore would reduce the companys compliance obligations and taxations in some markets. Economic factors The harsh trading conditions are making the market development for Woolworths more difficult. According to Glover (2015) the manufacturing workers are earning more in Australia per hour when compared to the workers in New Zealand for the same length of time. Moreover, they also earn more on average when compared to US, Canada and UK (PESTEL Analysis 2017). Further Arli et al. (2013) stated that it is expensive to put the manufacturing workers in the Australian factories because in the past three to four years the productivity as an industry has not increased but there is a 3-4% increment in the payment of wages. The high manufacturing cost in Australia is the driving force for Woolworths to move jobs offshore using a strategy of low manufacturing cost overseas (Hughes 2013). It can be argued that business operations offshore may help Woolworths to claim back the tax credits in Australia while it only pays tax overseas. Further, the offshore jobs may provide access to the low cost of materials. It provides an opportunity to increase the investment in overseas if the dollars goes further (Blundell 2013). It will be cheaper for Woolworths to set up its production base overseas by shipping large product volume to Asia or vice versa. Thus, low freight cost in overseas market would boost profit margins of Woolworths and speed up the delivery. Social factors Woolworths is the trend setter of greener and healthier lifestyle that enhances the customer loyalty. However, Australian customers have a changing pattern of needs, attitudes and buying trends. By operating business offshore the company would be less bound to this change. Further, the overseas employees are highly skilled compared to Australia and are fluent in English with university education. Therefore, offshoring will help minimise the barriers to developing new products and promotes innovation (Hughes 2013). Technological factors Australia is less adaptive to advance technologies as compared US, UK and Japan. Therefore, it is effective to move jobs offshore to meet the higher quality expectations. The current IT structure in Australia is too rigid to allow the implementation of RFID technologies (Mo et al. 2011). Environmental factors The petrol and the winemaking business of Woolworths are having adverse effects on the environment conditions therefore the business areas of the company are affected in terms of profitability (Woolworths Limited 2015). Therefore, the company is adopting the strategy to compensate loss by generating high revenue from offshore business. Legal factors The retail industry in Australia is greatly affected by the Australian Competition and Consumer Commission and the Trade Practicing Act and other foreign trading policies. For example, the implementation of carbon tax has effected Woolworthss business operations across the economy. Therefore, the company must employ a fair policy while operating its business (Chalmers et al. 2013). Internal analysis of the company This section presents the internal analysis of Woolworths to evaluate the effectiveness of the strategy employed by the company. SWOT analysis is used as strategic analysis tool to analyse the Strength, Weakness, Opportunities and Threats of Woolworths. Strength (Glover 2015) leading Australian retail industry with committed and dedicated team The companys ability is enhanced by strong human resource, technological resources and strong presence across the country High financial performance every year with generation of revenue that is 6.5% greater than the forecasted growth High recognition of its brand and efficient operations High customer loyalty as the company offers multiple shopping options for the clients such as online purchases, virtual stores Enhance market leadership positions with faster and efficient delivery options Weakness (Blundell 2013) External environmental conditions effect its growth in the Australian retail sector- It is restricting its move to the wider markets. As a consequence it is collaborating with Coles and is keeping higher prices of the product Compared to its competitors Woolworths has negligible global presence Failure in sustaining competitive advantage as it mainly competing with Coles It pays rent as unit which is 1.5 times lower than other retailers and has its locations in non primary retail centres Loss of $1.235 billion in fiscal year 2016 Opportunities (Bailey 2016) Good growth potential due to advancement in supply chain, changes in the consumer lifestyle changes, computerisation effecting the retailers power Can promote its brand with advanced technological resources and greatly engage in sponsorships and advertisements It can meet the changing requirements of the customers by adopting the strategy of multi-option retailing Threats (Arli et al. 2013) Higher competitors such as IGA, Coles, Alde in the retail industry are the main threat to Woolworths Rise in the cost of raw materials affecting the profit margin Fierce competition with international companies such as Walmart, TESCO, Aldi High wages of manufacturing workers Substitute products entering the Australian market hampering the customers loyalty It is difficult for the food manufactures to stay afloat with the combination of increment in wages, high Australian dollar and the supermarket price. Further, there is an increase in competition due to new entrants in the market. Therefore, Globalisation would be the effective strategy for the company to sustain itself. Moving offshore would overcome the price challenges faced by the company in the Australia as the products would be manufactured at cheaper prices overseas (Hughes 2013). Woolworths has faced a huge loss in 20 years with declining sales in food and liquor amidst the fierce competition from its rivals Aldi and Coles and it is losing money due to renewal of old stores requiring more capital. Conclusively, it is best strategy for the company to move jobs offshore as it can compensate some of its loss by cutting jobs from support office and supply chain (The Guardian 2017). Key stakeholders and the impact of shift of offshore activities The stakeholders are the internal parties of a business and must maintain a good relationship with them to increase the business productivity. The key stakeholders of Woolworths include employees, suppliers, customers, shareholders and the government. The media, unions, community interest groups, franchisees, and non-governmental organisations are the other stakeholders of Woolworths. The stakeholders are affected by business action and concerns due to their stake in the business (Hughes 2013). According to Hajkowicz et al. (2012) the offshoring has a profit motive which will help the firm in Australia to make more money making the countrys economy stronger. The offshoring activity will ensure greater shareholder returns, which will have positive impact on the companys stakeholders. Offshoring may be advantageous from a microenvironment point of view but it incurs a huge loss for the employees. Since the jobs are exported the countrys employment tends to decrease which may affect the companys relationship with the employees who have helped in making the company a giant one. The customer satisfaction may be affected as in the overseas the call centre services may annoy the customers. However, offshoring may increase the purchasing power of customers, as the products turn cheaper when manufactured overseas (Burke 2017). The benefits of offshoring may be exaggerated by the intermediaries which may gloss over the disadvantages associated with it and the cost. Kljenak et al. (20 13) believed that exporting the low skilled jobs overseas might benefit the employees in Woolworths (Australia) to have high skilled and more fulfilling jobs. The offshoring will positively affect the suppliers if it drives the volume-based sourcing opportunities and lowers the cost of good. The vision and sustainable ethos of Woolworths can be entrenched further by respecting the local culture while expanding the business in offshore. Associated implications of the number of jobs that continue to be based on Australia There are many implications for the number of jobs based in Australia. For these jobs it is implied to generate high skilled employees by training and education programs. It implies for innovation and strategies to meet the customers ever changing social trends (Blundell 2013). Woolworths is required to increase its sales and create new jobs in Australia, as there are number of risks in moving jobs offshore. A business can only run with the support of the stakeholders. Therefore, in the quest to target new market and customers it become difficult to sustain the competitive market. It is necessary to retain the old customers and suppliers to maximise the opportunities and decrease the risks by following the ethical considerations (Hughes 2013). The business must implement strategy according to the political conditions of Australia and implement fair policy in its operations. Conclusion Based on the internal and external analysis it can be concluded that the primary factors driving the moving jobs offshore are the economic and political parameters. The government influences and the changing social trends of customers adversely affect the economic stability. The strategy of offshore jobs will help Woolworth to gain greater economic benefits then in Australia due to low freight cost, low material cost, financial certainty, tax benefits, access to high skilled workers, high quality infrastructure and best service providers. The strategic analysis of Woolworths has helped in identifying how the external and internal environment affects its business operations and strategies in negative manner. However, the companys strategies are focused on attaining highest-level growth in its operations and sustain the global competitiveness. By moving the jobs offshore, it can establish an impression of giant retail chain. Moreover, since the company has already established its mark in Australia, it can easily increase its market share in different countries. References Arli, V., Dylke, S., Burgess, R., Campus, R. and Soldo, E., 2013. Woolworths Australia and Walmart US: Best practices in supply chain collaboration.Journal of Economics, Business, and Accountancy| Ventura,16(1), pp.27-46. Bailey, M., 2016. Absorptive Capacity, International Business Knowledge Transfer, and Local Adaptation: Establishing Discount Department Stores in Australia.Australian Economic History Review. Blundell, L., 2013. Resurrection of a retail giant.Property Australia,27(9), p.22. Burke, J. 2017. Woolworths sends jobs offshore | Food Beverage. [online] Foodmag.com.au. Available at: https://foodmag.com.au/woolworths-sends-jobs-offshore/ [Accessed 5 Jan. 2017]. Cfmeu.com.au. (2011). Woolworths killing off manufacturing jobs - time to address the supermarket duopoly | CFMEU Mining. [online] Available at: https://cfmeu.com.au/woolworths-killing-off-manufacturing-jobs-time-to-address-the-supermarket-duopoly [Accessed 5 Jan. 2017]. Chalmers, J., Carragher, N., Davoren, S. and OBrien, P., 2013. Real or perceived impediments to minimum pricing of alcohol in Australia: public opinion, the industry and the law.International Journal of Drug Policy,24(6), pp.517-523. Glover, D., 2015.An economy is not a society: Winners and losers in the new Australia(Vol. 7). Black Inc.. Hajkowicz, S.A., Cook, H. and Littleboy, A., 2012.Our Future World: Global megatrends that will change the way we live. The 2012 Revision. CSIRO, Australia. Hughes, J., 2013. Operating Australian Offshore Seismic Surveys: Can we cut through the Bureaucracy and Stakeholder Perceptions with Good Planning and Sound Science?. Keith, S., 2012. Coles, Woolworths and the local.Locale: The Australasian-Pacific Journal of Regional Food Studies,2, pp.47-81. Kljenak, D.V., Lukic, R. and Jovancevic, D., 2013. SUSTAINABLE COST MANAGEMENT IN RETAIL.Metalurgia International,18(8), p.69. Mo, J. and Lorchirachoonkul, W., 2011. Design of RFID cloud services in a low bandwidth network environment.International Journal of Engineering Business Management,3(1.), pp.38-43. PESTEL Analysis. 2017. PESTLE-PESTEL Analysis of Woolworths. [online] Available at: https://freepestelanalysis.com/pestle-pestel-analysis-of-woolworths/ [Accessed 5 Jan. 2017]. The Guardian. 2017. Woolworths to cut 500 jobs and close stores across Australia. [online] Available at: https://www.theguardian.com/business/2016/jul/25/woolworths-to-cut-500-jobs-and-close-stores-across-australia [Accessed 5 Jan. 2017]. Woolworths Limited. 2015. Environemnt. Retrived from https://www.woolworthslimited.com.au/page/A_Trusted_Company/Environment/

Simple Guide on How to Write a Good Essay Hook

Appreciate What is a Hook in Writing Your Essay When you are asked to write an essay or any other academic assignment, you have been given a chance to express your creativity as much as your mastery of course content. The article should not be too formal or boring. You should focus on the intended audience and place more emphasis on drawing them in and keep them hooked. The hook in your assignment can be the first two sentences of your introduction paragraph. It serves the purpose of grabbing the reader’s attention and entice him/ her to read the rest of your paper. The first couple of statements of your writing are enough to either appeal to or put off the readers curiosity. How to Write a Good Hook with Our Simple Guide When working on college and university assignments, writing a hook may be more of a challenge as you are more focused on developing a theme for your paper. Therefore, the first step to establishing good hooks for essays is to plan and organize your schedule.   You should consider: The type of paper you are writing The tone of your assignment The intended audience The structure of your essay? Essay Hook Examples and Ideas A hook is appropriate when writing about a specific person, event or phenomenon and can achieve its objective through different types of hooks that are related to the theme of the assignment, such as: Question This type of hook is used when you ask the reader a question that they can visualize and relate. Example: Have you ever heard of a slam dunking and high-flying athlete? Each time I turn on the TV and the Olympic games are on I cannot help but keep watching. Quotation This hook is applied when a quote is used in an essay and has relevance to the central theme of the assignment. Example: â€Å"Get busy living or get busy dying† as said by Stephen King directs us to stay active in our daily lives. Statistics This hook is typical for more data-oriented documents. The source of statistical information should be relevant to the main theme. Example: â€Å"Less than 30% of Canadian citizens have access to palliative care.† This number could be improved to accommodate more people. Anecdote This is when the writer uses a story that is tied to the essay to capture the reader’s attention. It may be either a personal or a fictional story that gives the essay a more encouraging outlook. Nonetheless, if you are not able to work on your essay, we are ready to deliver it on your behalf. We will include a hook and reference the content accordingly if you place your order on our website.

Lack of Teen Representaion in essays

Lack of Teen Representaion in essays The Lack of Representation of Teens in Government What was the significance of passing the graduated driving law in New Jersey? It only delays the inevitable. Anyone born after January 1, 1985 falls under the graduated licensing program. It is completely unnecessary. It splits the entire tenth grade in half. Half the teens get their deserved license at 17. The rest of us, will have to wait till we are 18. It wouldnt bother us so much if we were told this when we were kids, but they throw this at us a year before we get our licenses. It is cruel and unusual punishment against us as teens because we are teens. We are not 18, so we have no say in government. Something we cant control. This needs to change. We have rights too. This law is unnecessary because it only delays the timing when teens get their real licenses. It doesnt change the fact that new drivers are immature and fool around, whether they are 17 or 18. There is still going to be just as many accidents. The law doesnt make any sense. All it really does is restrict teens from carpooling, and it puts a curfew on driving. Teens are responsible drivers when they drive with their parents because they dont want to lose their parents trust; it is only until they get to drive alone that they do stupid things. Nighttime is the best time to fool around, but teens will fool around at night when they turn 18. The law is just delaying the inevitable, and it is punishing teens who havent even done anything to break the law. The deeper problem, is that the politicians pass this law on teens that cant legally take part in the government. There is no one to represent us, because all the people that can legally represent us are adults, and the adults find no problem with this law. It doesnt affect them. The government either needs to stop passing laws that restrict teens, or allow us to repre...

Multinational company Research Paper Example | Topics and Well Written Essays - 3000 words

Multinational company - Research Paper Example In order to find out reasons for divergence in work attitude of Japanese and German employees, the study has also assessed professional orientation of employees from mentioned countries. In the final section, on the basis of theoretical and empirical research findings, a relativistic overtime payment model has been proposed. Implementation of the recommended model has also been discussed in the report. Concept of statistical performance management has been used to formulate the proposed recommendation. Almost 30 years ago, Hofstede (1980) had developed the concept of cultural dimensions in order to understand ways in which cultural and personal orientation of people differs with change in geographic locations. In such context, Dong and Liu (2010) argued that organizational leaders not only need to manage cultural diversity, but also have to deal with diversity of expectations of employees nourished in different cultural dimensions. Consideration of research works of Jamal (2005) reveals the fact that, multi-national enterprises (MNEs) face three levels of problems in managing cultural diversity such as, cross-cultural knowledge sharing, development of team collaboration among cross-cultural employee pool and standard reward system for all employees. It is evident from the theoretical argument that MNEs face range of difficulties while managing different perspectives of cross-cultural diversity within organizational environment. In such a backdrop, a new leader of an organization h as approached the researcher, who is working as a consultant, to develop a report by evaluating reasons for the employees in Japan and Germany to have different attitudes towards work. From previous study, it has been found that Japanese employees are happy to work additional hours without pay, while German employees expect to be paid for every extra hour of work. As part of the report, the study will use the concept of cultural dimensions in order to understand

Condition of operation of Single-phase Induction Generator , Thesis

Condition of operation of Single-phase Induction Generator , Parameters and Characteristics of Single-phase Induction Generator - Thesis Example Single-Phase Induction Generators are simple AC motors that employ the principles of induction to derive their power (asynchronous power generation). The use of induction motors as generators is currently one of the most cost effective ways of generating electricity from wind turbine systems and other common applications. This is particularly achieved by mechanically turning the rotor of the generators at faster speeds than the synchronous speed in order to produce a torque through electromagnetic induction. For example, rather than consuming energy, a single phased motor can effectively be used to generate power by driving it at speeds over its rated speed (Murthy 8). The working principle of single phase induction generators is similar to that of the three phase induction generators. For example, all induction generators generally work on induction principle based on Faradays law of conduction that states that when a conductor moves in a magnetic field, an electric voltage that can potentially set up a current is induced. However, unlike three phase induction generators, single-phase induction generators are not self starting and, therefore, require excitation in order to start. Single-phase induction generator must always be excited with a leading voltage. This is normally achieved either by connecting the generators to an electrical grid or using phase correcting capacitors to provide a mechanism for self excitation. In such modes of operation, the single phased induction generators usually draw their excitation current from the electrical grid or the capacitors. Due to their ability to generate energy with relatively simple controls, single phased induction generators are increasingly gaining popularity in a number of applications some of which include generating power from wind turbine systems, mini hydro power plants and in the reduction of high pressure gas

Hollyoaks and targeted Essay Example for Free

Hollyoaks and targeted Essay My soap opera is going to be on channel 4 because my soap is going to be similar to Hollyoaks and targeted at a younger audience. Itll be aimed at younger people because my cast is mostly young adults or late teens, but their will also be older characters to play the motherly/fatherly figures. My soap opera is going to be on at 20:30 so it doesnt clash with any big soaps like Coronation Street, Eastenders, Emmerdale or Hollyoaks. I also chose channel 4 because when my soap finishes at 21:00 Big Brother starts and this is one of the most popular programmes of all time so this may make people watch my soap preparing for Big Brother and may attract more viewers. Characters. Sam Cole-22- Captain of Newcastle A. F. C very popular and rich. Has a girlfriend called Chantelle who is mainly after his money and fame. He is also under stress most of the time because of some photos of him breaking the law. Chantelle Young-20- Sams girlfriend who is a model and is usually away on business, she is also secretly having a affair with Sams best friend Sol Patton. Sol Patton-28- Quiet character, is having an affair with Chantelle, and for his career at Newcastle A. F. C has been a victim of racism. Frank Mullen-65- Manager of Newcastle A. F. C, is very precise about how he likes things and because he is so rich and famous he always gets what he wants. Hates the paparazzi because they portray people as other things. Kieran Patrick-17- Youngest footballer at Newcastle A. F. C is the football wonder boy, his nickname is paddy and he and his mother are very close. Trisha Patrick-48- Kierans mother, she has also just been diagnosed with cancer and is scared because her husband died due to cancer. Terry Ord-32- Coach of Newcastle A. F. C is very strict with the players and in the past hit some of them. Nikki Davies-21- Little model who wants to be a footballers wife, goes to all the VIP parties to try and get a rich and famous boyfriend. Beverly Patton-70- Sols grandma, she knows everything about Sol and the racism she trys and helps him through life being the motherly figure. Stephen Thompson-25- Sam Coles x-best friend, used Sam for who he was to get money. Villain of the soap. Lea Mac-43- Cleaner at Newcastle A. F. C also the villain of the soap as she is sneaky and steals from the football club. David Ellison- Newcastle A. F. C secretary, rich powerful man. Settings My soap is based around Tyne and Wear and Northumberland. Newcastle A. F. C football ground-home to all the players for when they arent at home. Linden Hall- Big posh housing estate where most of the players and manager lives. Quayside- All the footballers and footballers wives meet up here to drink and have meals. Very up to date venue and very expensive. Metro Centre- A big shopping centre where all the players and players wives shop, special car park and restaurant so the news reporters or paparazzi dont see them. Morpeth- Quiet little town where players meet up so nobody can find them and they are not being followed by the paparazzi and the crazy fans. The slug lettuce- A posh restaurant in the Quayside where all VIP parties are held and also where players eat and drink. Storylines. Sol Patton starts receiving racist postcards through the door and is worried because he doesnt know who is sending them. He has suffered from racism all his time at Newcastle but nothing has come through his door and the reason he is worried is because they know where he lives. He tells his grandma Beverly and she tells him to go straight to the police but he doesnt want the tabloids knowing what is going on. Sol is also having an affair with Chantelle and when he tells her what he has been receiving she doesnt seem to bothered, and Sol is guessing if maybe it his her because she knows where he lives. Sol pays someone to trick Chantelle but instead of tricking her they go straight to the papers and everyone is guessing who is sending them. Sol confronts Chantelle and she says it is not her, but when one of the postcards has finger prints on he takes it to the police and they find out that it was Terry Ord the coach. The reason he was sending them was to make Sol play better so the racism would disappear. Terry gets a i 15,000 fine for internal harm and is thrown out of Newcastle A. F. C Sam and Stephen are out drinking in Morpeth in a quite pub. Sam is talking about how he misses Chantelle because she has been at work for a while and hasnt been home, Stephen suggests he takes some heroin to loosen himself up, Sam isnt to found of the idea but Stephen persuades him. They both go to the toilet and while Sam is sniffing his first ever line Stephen grabs his phone and starts taking pictures. At first Sam isnt to bothered because the drugs were getting to him but as they leave the pub later that night Sam asked him to delete them Stephen says no and says if Sam doesnt give him what he wants then he will give them to the press. Sam is scared and goes home waiting for Stephen to ring him. When Stephen rings him he says he wants i 12,000 for the phone Sam agrees and meets up with him. They exchange the money for the phone but when Stephen left his car crashed with something faulty on the car. Sam is the only suspect and gets all over the newspaper. But the case is dropped when there was a breakthrough with the case ands someone stepped forward saying they purposefully fiddled with the brakes. Trisha Patrick is diagnosed with breast cancer but it is too late to cure it and the doctors say she only has a year at the most to live. She wanted to hide it from Kieran but in an argument over him moving in with a team mate she says she wants to spend as much time as possible with him because she only has a year to live with cancer. Kieran is upset and says he is going to give up football so he can spend the rest of his mothers life with her. Trisha says she doesnt want him to miss out on his football but he says he is spending all his time with his mam no matter what anyone says. His mam finally gives up her fight and says she wants to move away, Kieran agrees and they end up leaving for America. Kieran left in that way so he can return in the future. Chantelle is sick of Sam whinging about Stephens death so she goes to the Slug Lettuce. There she met Sol who she told what was the matter and he told her about his past. As they were talking they were drinking quite heavily and one thing led to another. Sol asked her if she wanted to go back to his house for a drink she agreed but they ended up having sexual intercourse Sol regrets it but Chantelle thinks its more of a chance for fame and money. Sol begs her not to tell anyone or his career will be over Chantelle agrees but says they must keep seeing each other. Sol agrees because he wants no one knowing about them. Later in their affair there is a hitch when manager Frank sees them kissing. He confronts Sol and Sol says theres nothing going on so he goes and sees Chantelle she says that he is threatening her. Frank tries to handle it but it gets loose to the papers and Sol still says nothing ever happened but Chantelle says he threatened her over the relationship because he had no one else. Lea Mac who has worked as a cleaner at Newcastle A. F. C for eleven years has been recently stealing from the safe. She finds the safe key code in Franks draw and has a look inside she cannot resist and takes a batch of money. She takes i 20,000 over a year and thinks she isnt going to get found out. Secretary David Ellison noticed the Clubs money is disappearing. David asks manager Frank if he has taken any he says no and says if theres money missing its Davids fault because he is in charge of it. David knows its someone in the staff so he puts a new code on the safe and asks to see all the staffs bank balances for the past 6 months, everyone agrees to show there balances apart from Lea who fleas the club. The police find out and chase her down they find her and she gets three year in prison and all her belongings repossessed.

Battle of the Sexes :: essays papers

Battle of the Sexes Had the daughters and wives of the countryside played a part in the committees in Tunnel Six and elsewhere? Was it common for a woman to bring a dispute before the assembly? What did the fact of the conflict’s setting a pair of women against each other say about solidarity and division by gender in the countryside? Could a woman ever be a rondero? In 1977, a woman’s committee was organized in Cuyumalca by Omelia Lopez. Omelia was soon to be the first president of the women’s committee. The question is why did it take this long for women to be heard? At the time women’s complaints of domestic violence and village thefts were almost completely dismissed and ignored by Peru’s national authorities. Also many women chose not to get involved. They strongly were believers that men were the ones in charge and the woman belonged in the home. Women were to believe that they were tied by nature to the pettiness of jealousy and scandal, less able than men to see what was best for the family and village. From what they were taught, it was just not possible, until Omelia. Omelia did have some help from Daniel Idrogo, an organizer from the Communist Party of Peru-Red Homeland. Daniel is a strong believer in Maoism. The Chinese leader had often repeated that â€Å"without the participation of women there can be no victory against imperialism†. Daniel said. â€Å"The rondas would be stronger if everybody participated†. So what were their goals? The main task was to accompany and support their men. The women’s committee was only an appendage of the ronda committee, which was run by men. So even if the women weren’t as high as the men’s status, they were still doing something about and being heard for once. The chief duty was to enforce the male obligation to take a turn on the nightwatch. Women were necessary in the making the rondas an instrument of peasant power and revolution. With each organization came problems. For instance, Lack of female solidarity. Rumors flowed, like women committees were â€Å"an excuse for lazy senoras to get together to gossip†. The larger problem was a backlash against the new activism. Which is stated that a husband controlled a wife, who was not to take a step without the boss’s permission. A final factor was outside opposition given by other newspapers.

Nike Business Strategy

Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 1 of 29 M-Prize winner This story is one of ten winning entries in the Long-Term Capitalism Challenge, the third and final leg of the Harvard Business Review / McKinsey M Prize for Management Innovation. Story: Nike’s Gameplan for Growth that’s Good for All by Lorrie Vogel – General Manager of Considered Design at Nike Inc. Co-Authored by Agata Ramallo Garcia October 17, 2012 at 1:29pm 18 36 0 Comments 2 Ratings: Overall 4 Innovative 4 Detail SummaryInnovation is a cornerstone of the Nike brand. Our company was founded by two visionaries, Bill Bowerman and Phil Knight, who set out to reinvent athletic footwear. Over the past decade, our drive to design and produce better, faster, lighter products has evolved into an even more ambitious agenda – to embed long term sustainability into our business. This broader vision calls for new approaches to design, managem ent, partnership and new tools and metrics to support integration and adoption throughout Nike. Many of Nike’s http://www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 2 of 29 management innovations for sustainable growth started internally, with the Corporate Responsibility and Considered Design Teams. As internal efforts took hold, the focus expanded externally. Nike is now reinventing its supplier, industry and business relationships. It is leading industry efforts for systemic change and pursuing an agenda of truly disruptive innovation. Also you can read  Business Ethics ComprisesNike Dare to Dream video: http://vimeo. com/11680452 Moonshot(s) †¢ Develop holistic performance measures †¢ Make direction-setting bottom-up and outside-in †¢ Retool management for an open world Context NIKE, Inc. based near Beaverton, Oregon, is the world's leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities. Wholly-owned NIKE subsidiaries include Cole Haan, which designs, markets and distributes luxury shoes, handbags, accessories and coats; Converse Inc. , hich designs, markets and distributes athletic footwear, apparel and accessories; Hurley International LLC, which designs, markets and distributes action sports and youth lifestyle footwear, apparel and accessories; and Umbro International Limited, which designs, distributes and licenses athletic and casual footwear, apparel and equipment, primarily for global football (soccer). In 2011, NIKE Inc. earned $20. 9 billion in revenues. NIKE Brand Footwear revenues in 2011 represented 55% of total NIKE, Inc revenues, followed by NIKE Brand apparel with 26%, and 5% for NIKE Brand equipment.Approximately 36% of NIKE, Inc. revenues were derived in North America, while the remainder are from across the globe. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 3 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchangePage 4 of 29 After decades of phenomenal growth and becoming one of the world’s top brands (Interbrand 2010), Nike intentionally shifted its strategy to integrate sustainability as a vehicle for growth. We have come a long way , from our association with the discontent of globalization in the late1990s (and subsequently establishing one of the first corporate responsibility (CR) departments), to setting the bar in embedding sustainability into business practice. We no longer view sustainability as option.Rather it is a business imperative, an innovation opportunity and a potential competitive advantage. As CEO Mark Parker notes: â€Å"The age of abundance is over. The definition of business performance is expanding. Innovation is being redefined. Expectations are being redefined. At Nike, we believe the world must innovate faster for growth that is good for all. † Triggers Innovation is our core competency. Starting in 1964, Nike’s founders, Phil Knight and Bill Bowerman, looked for ways to improve upon the Onitsuka Tiger running shoes they were selling.They weren’t just distributors, they collaborated on design ideas. The legacy of innovation in search of better, lighter, faster prod uct performance evolved and deepened over time. It drives every department, process and person in our company – from the product design process, through production, marketing and distribution. Phil and Bill had a vision that sparked and guided their innovation and approach. While the business has evolved and grown exponentially, that single-minded vision continues to feed innovative thinking, design and business practices today.In addition, several significant events in the 1990’s and early 2000’s prompted a shift in Nike’s vision and approach: the labor crises related to sourcing and manufacturing practices; and scenario planning, which surfaced potential vulnerabilities across the business. The company also went through a reorganization to align more closely to consumers. Within this change, the company moved to embed sustianbility across the company with finance and product teams taking a greater role in the process alongside our VP of CR.In the early 1990s, public reaction to labor practices in factories from which we sourced production triggered innovations in how we oversee and manage our supply chain. We took responsibility and developed stringent standards for our manufacturing partnerships – the Code of Conduct (CoC). While the CoC became a significant priority for us and our business partners, it was clear that there still was more to be done to oversee and manage our supply chain. We formed the CR committee of the Board. We disclosed our factory locations. We took measures o share information about our expectations and our progress against strict operational guidelines. These moves signaled our seriousness about the issue and our desire to move quickly and find solutions. The action with the greatest impact has been transparency. It has enabled us to better comprehend the problems and shape more approriate solutions.. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 2 1/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 5 of 29 We also recognized that corporate responsibility had to be a part of Nike’s business.We consolidated CR functions under the the newly created VP of CR position, led by Maria Eitel, which brought together our labor and environment strategies. By 2001, we established Nike’s Board of Directors’ CR Committee, set long-term environmental goals, and jointly published worker survey findings with the Global Alliance. These two important management shifts – the installment of an internal governance model and formalization of CR Reporting put us in the position to proactively manage our whole sustainability agenda. Nike was embarking on a journey to understand the true power of transparency, collaboration and governance.In December 2004, Hannah Jones, became our second VP of CR reporting to Mark Parker, who was then co-president of the Nike brand. Ma rk Parker soon become CEO of NIKE, Inc. In assuming the CEO position, he brought a passion and commitment for sustainability. Concurrent with these management changes, we entered into an internal cultural shift, recognizing that we cannot solve these challenging issues alone. The commitment to transparent, operation-wide sustainability morphed into embedding sustainability as a future business driver for growth.In 2007, Nike conducted (along with SustainAbility, a consulting firm) a scenario planning on global trends such as water, health, and energy, alongside increasing worldwide concern about climate change. This was not just about our sustainability strategy – it was part of our business strategy. We became acutely aware of our dependence on oil for materials and fossil fuel energy. We were vulnerable, as many companies are, to escalating oil prices and looming carbon restrictions from anti-climate change regulation. The waste production, use of materials and water by con tract manufacturers also posed major risks.All of these issues were deemed significant and highlighted the areas of our value chain and our business that had the most potential for innovation. It eventually led us to our long-term vision to build a sustainable business and create value for Nike and our stakeholders by decoupling profitable growth from constrained resources. The labor crises, the management shifts and the scenario planning exercise were all pivotal moments. Collectively, they triggered a commitment to drive sustainability into every aspect of Nike’s business. We have a new vision; we’ve redefined goals as in Nike terms, there is no finish line.It requires innovation in our design process, our production, our sourcing, our tools and metrics, and our whole team structure. Fortunately, innovation is in our cultural DNA and provides a strong foundation. Even so, embedding sustainability thinking in our strategy and then educating every person and evolving t he process in the company is a challenge that takes time, continual reassessment, and unerring commitment. Early on, we missed some signals and now we have much stronger tools, teams and a culture that is structured to make progress against our bold sustainability goals. It is clear to us that our long -term potential, and the long-term potential of virtually every other major company in the world, will be severely pressured by [these] external factors†, Parker contends. Key Innovations & Timeline Innovation is at the very heart of our culture at Nike. One of the cornerstones of innovation is a willingness and desire to learn. And, while we have learned much from our past and others have learned much from our experience, we believe the next era in the evolution from an industrial economy toward a sustainable economy will teach greater lessons than learned before.This evolution requires us to innovate faster, more radically, more disruptively inside of Nike and throughout out o ur whole ecosystem. It is a top to bottom, bottom to top, inside out and outside in innovation. In 2008, we produced a video for our design team. ‘Considered Design’ lays out a vision for the products we strive to produce. On screen, you see a close up of a runner’s shoes, pacing through puddles and mud. It evolves into a poetic series of athletes in action. Considered Design video: http://www. youtube. com/watch? v=1WuyE_x8Vs8 http://www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 6 of 29 The accompanying voiceover: â€Å"This is not a shoe, it is an ethos, a shoe reborn as a tennis court, or basketball or †¦ a better shoe†¦Why do [products] have a shelf life? What if †¦ there was a closed loop cycle? †¦A shoe can’t change the world, but an ethos can. † The video was intended to i nspire. It also set forth a mandate and a vision. How could Nike design products that have no shelf life?How can we reuse and reinvent products? How could we work towards a closed loop vision? This vision was the first important step in driving a new era of innovation. Our CEO Mark Parker has a vision to embed sustainability as an ethos, as a a catalyst of innovation to deliver product and services that deliver superior athletic performance and lower enviromental impact and ultimately drive profitable and sustainable growth for the company â€Å"It’s not about a few people making sustainable products,† says Nike Considered GM, Lorrie Vogel.It’s about making sure that every person in the system adopts a different world view, sense of purpose and approach to their job. † In order to embed sustainability and make it central to our ethos, we have made significant organizational changes, developed new tools and performance metrics, and redefined our relationshi p with suppliers and industry peers. We started with a focus on our own internal capabilities, knowledge and practices – our internal innovation phase. Over time, we have expanded our focus to include suppliers and industry peers – our external innovation phase.Internal Innovation Phase – Corporate Responsibility and The Considered Group In 2004, Nike’s various sustainability initiatives (including environmental responsibility) had not really worked their way into daily business decisions. CR was perceived as a risk management function not a valuable market opportunity. It was isolated from Nike’s business units as an add-on or layer to the business strategy and not as a core driver. The good news was that business unit managers spoke aspirationally about the potential of effective CR.Our team set the conceptual metric of return on investment squared or â€Å"ROI2† as CR’s new strategic compass, emphasizing that business decisions inc luded both financial and corporate responsibility returns – people, planet and profit. If CR delivered ROI2, it was helping the business succeed and improve its social and environmental footprint. We took a strategic approach to CR that emphasized value creation, collaboration with business units and proactive strategic planning. â€Å"We wanted to show how we could help them deliver returns on investment to our shareholders.The end goal for us had to be that businesses institutionalize CR into the DNA of the company so that CR is a living, breathing approach to how one does business. By organizing CR around ROI2, we hoped it would evolve from being seen as a cost to being an intrinsic part of a healthy business model, complete with profitability and sustainable growth. ROI2 is Nike’s measure of creating an exponential return from integrating corporate responsibility into our business. Take waste, for example.In FY05-06 we carefully documented and measured the amount of waste generated across our entire supply chain. In one year, the cost of waste across footwear alone was estimated at $844 million. Everyone is involved in initiatives to reduce our waste across the supply chain: from designers to chief financial officer to business partners. Less waste is better for margins and better for the environment. By using design to reduce our waste, we’re tapping one of our greatest resources – innovation – and fueling other insights and successes.This provided the backdrop to our evolution and to the targets we set over the course of the next five years. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2 %80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 7 of 29 â€Å"Under our CEO’s guidance and influence, the team began exploring where best to start integrating this strategy into Nike’s ecosystem. We focused on our product creation process and honed in on product design as a key intervention point.Due to its position at the beginning of the supply chain, the design function offered great opportunity to design out environmental issues. We wanted to help Nike â€Å"design the future†¦ as opposed to retrofit the past. † According to one of my colleagues the choice to work with designers was natural: â€Å"The designer’s job is to design the future. It’s natural that they would be huge champions of sustainability and they thrive on daunting, new problems. Also, because design is situated at the beginning of the supply chain, the design function is an opportune intervention point. In late 2005, the Considered Design ethos was formally embedded within our business strategy, with a focus on high-performing, aesthetically pleasing greener products. The Considered Group is a think tank, tool box, internal consultancy, competitive catalyst, and an antenna to the outside w orld. It serves as the hub of the Considered design ethos – consider the choices, consider the impacts. Their mandate is to provide inspiration, education, and the tools to drive sustainability best practices deep into Nike’s product creation units and processes.The team’s objectives include helping Nike assess the entire product lifecycle. The whole structure of Considered Design is thoughtfully designed to cultivate innovation. Instead of commanding and controlling how the business units implement sustainability, the team places responsibility for sustainability in the hands of designers. The team is a centralized hub with reach into key Nike functions. The hub’s spokes are product creation units, to which Considered disseminates knowledge, tools, and support. The team has both environmental and product creation expertise and collaborates closely with the related product engines.Considered’s GM, Lorrie Vogel, explained the organizing philosophy: â€Å"If you don’t know how to translate environmental knowledge into products and processes, you’ll always be outside of the product creation engine. † The Considered team was surprised by how difficult it was to create usable metrics for the product teams. They developed a holistic, predictive way to score products at different intervals throughout the development process. After 18 months of extensive work on developing the right metrics for the tools, the Considered Index was introduced in September 2007.The Index provided predictive metrics that would work uniformly across Nike’s varied footwear line. It evaluated a product’s bill of materials (BOM), a roster of all materials specifications for a shoe’s components, using Nike’s Materials Assessment Tool, an abbreviated life cycle analysis for raw materials. The Index scored environmentally preferred materials (EPMs) on multiple criteria including toxic hazard, energy and water usa ge, recycled content, recyclability, and other supply chain responsibility issues. As a learning and motivation tool for Nike’s product teams, the Index included a â€Å"Change Agent† category.Teams could win points for up to three new significant footprint-reducing product or process ideas. Lesser awards were also given to teams that adopted other teams’ recent innovations. The Index was carefully calibrated to reward only those products that performed above Nike’s historical averages, with Bronze representing baseline sustainability and Silver and Gold both qualifying as â€Å"Considered†; the distinction was purely internal. The Considered team planned to toughen the Index’s scoring over time. As one manager noted, â€Å"The intention is that we just keep raising the bar.As we do, business units will have to improve. † The Considered team trained product teams how to use the Index. It built a network of Considered â€Å"super-user s† who served as internal category experts on Considered questions and provided feedback to the Considered team. Through super-users, Considered would provide updates on noteworthy examples of inspirational implementation and innovation. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 8 of 29The Index ran on an intranet calculator. Product teams could self-score their products in a minute by entering their product’s BOM number and clicking checkboxes for design and process options. While teams scored their product at the end of the development process to receive an official Considered rating, many product teams used the Index at interim product gates. The very fact that the information and scoring was public was motivating. It cultivated peer competition and energized the pace of adoption and innovation. From the beginning, the team had visible CEO level support.As Vogel explained, â€Å"CEO Mark Parker believes that sustainability is the future of Nike. He also wanted to see the scores up on the wall so that we could really track and learn from the process. † Since Nike began setting targets years ago, we have learned the greatest opportunity to drive change is in the areas where we have the most impact. Materials create Nike’s greatest environmental impact. Nike also controls the design and became the area of focus to roll out the Considered Design ethos in 2009. This same methodology and rigor has been applied to design sustainability into the way we source and manufacture our products.Nike’s effort to drive further innovation throughout the company and integrate sustainability into the very core of our efforts is multifaceted. We have scripted a new vision. We changed the organizational structure and introduced a whole new department. We provided training and leverag ed technology. And, we encouraged healthy competition and celebrated successes. Even the best strategy comes to nothing without the commitment, people and processes to make it happen. Continuing to integrate sustainability into our business, rather than layering it on top of how NIKE, Inc. nd our brands currently operate, will increase and accelerate progress, drive scale and the proliferation of sustainable innovation, and enable broad employee engagement. At Nike, dedication to and accountability for sustainability begins at the top. In 2001, we formed a Corporate Responsibility (CR) Committee as part of our Board of Directors committee structure. The CR Committee has oversight of environmental impact and sustainability issues, labor practices and corporate responsibility issues in major business decisions.In FY06, we created a management framework to ensure executive accountability for corporate responsibility across the company. The Vice President for Sustainable Business & Inno vation (SB&I) reports directly to President and CEO Mark Parker, and co-manages dedicated teams with business and functional executives to develop and review policies with Board oversight, approve investments and evaluate and refine our approach and direction. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 9 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 10 of 29 The SB&I team acts as a catalyst for sustainability companywide. Made up of about 130 people, the team leads sustainability strategy development; provides content expertise and consulting to teams companywide; collaborates with sustainability specialists in other parts of the organization; drives ustainab ility integration; leads engagement with stakeholders; works to mitigate risk and facilitate compliance; and reports on our progress to scale the impact of sustainable innovation beyond Nike. Our new executive-level Committee for Sustainable Innovation also steers our efforts specific to innovation. In 2011, we launched an executive-level Committee for Sustainable Innovation. This group is chaired by our CEO and oversees our innovation pipeline and portfolio. It helps to fully capitalize on opportunities by accelerating adoption and bringing these activities to scale.Ultimately, the greatest measure of our success can be found in the finer detail of Nike’s culture. The very vocabulary of Nike designers has changed. We now hear team members say ‘ that’s an inconsiderate design’ in commenting on a product that does not meet the new criteria. External Innovation Phase – Materials Sustainability Index, GreenXchange, Sustainable Apparel Coalition As Nike advanced through a company-wide adoption of the Considered ethos, it became clear that for true, holistic change, we needed to focus beyond our own internal operations.To drive adoption and scale at an industry level, to ultimately change the marketplace for the better, Nike recognized the potential benefit in sharing knowledge, information and tools with suppliers, peers and other stakeholders. Four key initiatives show what we are doing to cultivate innovation outside the business: the Nike Material Sustainability Index (MSI), the GreenXchange, the Sustainable Apparel Coalition, and the DyeCoo waterless dying strategic partnership. Nike Material Sustainability Index (MSI) http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 1/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 11 of 29 The materials in just our NIKE Brand footwear and apparel products come from 900 different materia l vendors (i. e. , supplier companies). We do not source directly with these vendors; they are independent companies that sell materials to our contract finished-goods manufacturers based on our design specifications. To drive sustainability improvements in materials, we focus on the part of the value chain over which we have the most control: product design.Decisions made in the product design phase determine the majority of a product’s environmental impacts. Nike teams design products with very detailed material specifications, and by providing those teams with the information they need to choose better materials from better vendors, we can improve the sustainability of our products. We are now working to take the Considered Indexes to the next level. We have been on a multi-year journey to refine the footwear and apparel Considered Indexes based on feedback from product creation teams.In addition, we have significantly upgraded the materials rating tool embedded in the Ind exes and are calling the new tool the Nike Materials Sustainability Index (Nike MSI). The Nike MSI is embedded in the Indexes that our designers and developers use to assess potential products, and it plays a pivotal role in product design. One major improvement in the Nike MSI is that it rates material vendors in addition to materials themselves, providing strong incentives for the vendors to become more environmentally sustainable.We score material vendors on criteria such as whether they are complying with the Restricted Substance List (RSL) testing requirements and the Nike Water Program requirements; if they take part in materials certification processes, such as the Global Recycle Standard; and whether they have ISO 14001 certification or operate out of certified â€Å"green† buildings. Rating higher on these types of criteria will increase a vendor’s overall Nike MSI score. The Nike MSI does more than rate our material vendors, however. It also scores materials according to (among other things) the chemicals required to make or process them.These scores enable our Nike product-creation teams to make more sustainable, less-toxic choices during product design. It also assigns sustainability scores to materials based on multiple criteria, including how much water is required to produce them and the water stewardship of vendors that process them. The Nike MSI creates a strong incentive for material vendors to enroll in the Nike Water Program and reduce their water-related impacts by recycling process water or implementing innovative low- or no-water coloring processes – as these activities help to increase their MSI scores.Water-efficient materials from water-efficient vendors receive more points on the MSI, and, therefore, stand a better chance of being selected by our product creation teams than other similar materials. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikeâ₠¬â„¢s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 12 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchangePage 13 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 14 of 29 Materials are a substantial cost, so identifying long-term access to affordable materials that meet our environmental standards is key to our ongoing success and our ability to decouple materials from scarce resources. GreenXchange Over the past ten years of working on sustainability, we have come to understand the value of collaboration and shared knowledge.Without it, companies replicate efforts, reinvent wheels and often only make incremental progress. Nike w orked with the collaboration nonprofit, Creative Commons which also believe in the power of open innovation. Nike and Creative Commons share a vision of creating a digital platform that promotes the creation, sharing and adoption of technologies that can potentially solve important global or industry-wide challenges. GreenXchange, a web-based marketplace we founded with several other companies, was born in conversation leading up to the World Economic Forum in Davos in 2009, and launched in 2010.By using a set of standardized, free, legal tools, patent owners can make portions of their intellectual property portfolio available under a set of terms between the current choices of â€Å"all rights reserved† and â€Å"no rights reserved. † With GreenXchange patent licensing tools, patent owners open up a wide swath of technologies for research, development and innovative commercial uses. Patent users receive the rights they need to innovate, and patent owners receive credi t for their works – as well as the option to receive annual licensing payments.GreenXchange builds on a culture to create common spaces for innovative reuse, as well as standardization efforts for biological materials and scientific data. It also bridges some key gaps in the way that green technologies are developed and utilized. Many active R&D companies create green technologies that are not core to their business: they may represent good practices shareable across a large set of companies – sometimes even including competitors – but lack the business infrastructure to make those patents available for wider use.GreenXchange was our first foray into open innovation with other businesses, set up to allow organizations to collaborate and share intellectual property. We have gained significant insights from this collaboration which continue to inform our strategy to bring sustainability innovations to scale. The very concept of GreenXchange is a management innovat ion. Instead of taking a proprietary, short term approach to developing and controlling important information and sources, we have done the opposite. Nike continues to urge its peers to collaborate, and is leading the way through its own commitments.Sustainable Apparel Coalition Complementing our work to improve factory conditions, Nike is exploring ways to evaluate and communicate the environmental and social performance of individual products. We are doing this in cooperation with the Sustainable Apparel Coalition (SAC), a group of which we were founding partners. The SAC is an industry-wide group of leading apparel and footwear brands, retailers, manufacturers, NGOs, academic experts and the U. S. Environmental Protection Agency, working to reduce the environmental and social impacts of apparel and footwear products around the world. ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth thatâ⠂¬â„¢s Good for All | Management Innovation eXchange Page 15 of 29 The SAC believes a common approach for measuring and evaluating sustainability performance is essential for driving a â€Å"race to the top† in the apparel supply chain. Apparel retailers and brands can compare the performance of products and upstream supply-chain partners, and those partners will have a single standard for measuring and reporting performance to their downstream customers.Eventually, this approach can provide a foundation for reporting to consumers on the environmental and social footprint of the products they purchase. Through multi-stakeholder engagement, the Coalition seeks to lead the industry toward a shared vision of sustainability built upon a common approach for measuring and evaluating apparel and footwear product sustainability performance that will spotlight priorities for action and opportunities for technological innovation. The Sustainable Apparel Coalition’s vision and pu rpose are based on a set of hared beliefs: †¢ The environmental and social challenges around the global apparel supply system affect the entire industry. †¢ These challenges reflect systemic issues which no individual company can solve on their own. †¢ Pre-competitive collaboration can accelerate improvement in environmental and social performance for the industry as a whole and reduce cost for individual companies. †¢ This collaboration enables individual companies to focus more resources on product and process innovation. Credible, practical, and universal standards and tools for defining and measuring environmental and social performance support the individual interests of all stakeholders. DyeCoo waterless dying strategic partnership Nike recently entered into a strategic partnership with DyeCoo Textile Systems B. V. , a Netherlands-based company that has developed and built the first commercially available waterless textile dyeing machines. By using recycled carbon dioxide, DyeCoo’s technology eliminates the use of water in the textile dyeing process.With no water consumption or auxiliary chemical use, a reduction in energy use, elimination of drying and improving the process, the technology can enhance the quality of the dyed fabric and potentially revolutionize textile manufacturing. Our VP of Merchandising and Product, Eric Sprunk further explains, â€Å"Waterless dyeing is a significant step in our journey to serve both the athlete and the planet, and this partnership reinforces Nike’s long-term strategy and deep commitment to innovation and sustainability.We believe this technology has the potential to revolutionize textile manufacturing, and we want to collaborate with progressive dye houses, textile manufacturers and consumer apparel brands to scale this technology and push it throughout the industry. † Postlude In earlier years, we were about innovating solely to deliver optimal performance to our athletes, and strong financial returns to our stakeholders. We also had to react to risks and constraints in our ecosystem. Organizationally, the initial charge resided with the Vice President of the Corporate Responsibility Group.Over time, we made further changes to support, iterate and integrate the leadership vision thoughout the company. It meant an evolution in our approach. Now, our long-term vision is to deliver growth that is good for all – our athletes, our consumers, our investors, our suppliers, our partners, and the world in which we operate. We are using sustainability to redefine business performance and look to show the industry how we can embed sustainability into our approaches to product and manufacturing, and solve challenges in business and sustainability for the world.To enable adoption, our innovation strategy focuses on utilizing better processes, making better choices and bringing those choices to scale. We develop certain tools, such as the Considered Index, to drive our internal integration. We set targets that align to and support our strategy and have expanded our focus to our supply chain and industry peers. We work to optimize and improve our impact, and, at the same time, we innovate with a focus on changing the future. http://www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 16 of 29 Timeline 1964 Blue Ribbon Sports founded by runners and revolutionaries – Bill Bowerman and Phil Knight -as a distrbutor for the Onitsuka Tiger footwear brand (now ACIS) 1971 Swoosh logo designed for $35. The Nike swoosh the spirit of the winged goddess who inspired the most courageous and chivalrous warriors at the dawn of civilization Year-end revenues reach $1million. 972 BRS founds Nike late 1970s Nike establishes headquarters in Beaverton, Oregon, expansion internationally. 1985 Sock Racer ch ampioned Bowerman’s minimalist values with a breathable four-way-stretch upper, instead of layers of fabric, reducing weight and using less materials. 1988 Launch of ‘Just Do It† campaign and the reputation for unique and inspiring ads. Revenues exceed $1. 2 billion http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2 %80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 17 of 29 990 Niketown stores launched; Labor practices questions 1992 Nike’s first Code of Conduct published to guide practices in contract factories 1993 Nike launched its Reuse-A-Shoe program, allowing consumers to drop off any brand of worn out athletic shoes. Nike grinded the shoes and used the recycled material and manufacturing scrap in new sports surfaces. Since its launch, Nike has recycled more than 25 million pairs of athletic shoes. 1995 Nike began the journey of phasing out volat ile organic compounds (VOCs) or petroleum-derived solvents (PDS) from its footwear production, reducing the use of VOCs 90% in just over five years to 2001.Nike also started to manufacture its shoeboxes with 100% recycled cardboard. 1997 Nike committed to fully phasing out SF6, a global warming gas used in Air-Sole cushioning units. In 2006, Nike completed the phase out of all F-gases in Nike-branded footwear. Nike began to blend organic cotton into a range of t-shirts. 2000 Nike Woven started the conversation about using less adhesives and less waste while maintaining comfort, performance and breathability. The Standoff Singlet worn in Sydney was the first time Nike used 75% recycled polyester in a performance product. 001 CR Committee of Board established. Nike also established its first comprehensive list of restricted substances (RSL) to guide suppliers in the production of safe and legally compliant product. The RSLs were based on the most stringent worldwide legislation and al so included substances that Nike had voluntarily decided to restrict. 2004 Hannah Jones assumes role as VP, Corporate Responsibility. That year, Nike also developed an environmentally preferred rubber that contained 96% fewer toxins by weight than the original formulations.Also, Nike’s first retail introduction of apparel, the Men’s Fitness recycled polyester track suit, was made from 100% recycled polyester in a range of men’s fitness jackets and pants. 2005 Considered Design was formed as an ethos of the company to create products that address environmental impact by reducing waste, increasing the use of environmentally preferred materials and eliminating toxics. Nike introduced the Considered Boot, using a single shoelace woven between the leather parts of the upper, minimizing adhesives and allowing for easier disassembly. 006 Mark Parker becomes CEO 2007 Considered Index introduced. Also, the Nike Long Ball Slip-On was a unique performance-based shoe constr ucted without the use of solvents to hold it together. 2008 Nike launched the AIR JORDAN XX3, incorporating sustainability without sacrificing performance. That same year, the Air Pegasus 25, one of Nike’s most iconic running shoes, was designed to maximize efficiency. 2010 GreenXchange launched and some of the world’s leading football (soccer) players wore the most environmentally friendly and technologically advanced jerseys on the pitch. ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 18 of 29 Also, Nike’s EADT software application enabled designers to make the most sustainable choices right at the start of the product creation process, in real time. The tool was created based on Nike’s internal Considered Index, tested and utilized since 2006, and released to the industry to support transparency and collaboration. 2011 Sustainable Apparel Coalition launched.Also, using a new fabric that’s both thick and soft, the women’s Nike Legend Pant was made from recycled polyester, material made from recycled plastic water bottles. The Nike Legacy GS Boardshort brought performance and innovation to the next level for the competitive surfer, while also lowering environmental impact. 2012 Implementation of Nike Materials Sustainability Index began. And, NIKE, Inc. announced a strategic partnership with DyeCoo Textile Systems B. V. , developer and builder of the first commercially available waterless textile dyeing machine. The technology eliminates the use of water in the textile dyeing process.Challenges & Solutions Challenges and Fixes Nike has faced a number of challeges in its efforts to integrate sustainability within product design and innovate a redefined future but it has led to us iterating, innovating and finding new ways to operate more efficiently, effectively and creatively: Uneven adoption of the Index and new vision. Even though corporate leadership held all categories accountable for achieving Considered targets, there was considerable variation in how quickly different groups have integrated the Considered Index and how well they operationalized the tool.Some businesses have faced greater challenges. Some businesses had a more entrenched resistance. Since then, Nike has integrated sustainability principles into its innovation processes, governance and portfolios to generate innovation that delivers products and services that combine performance, innovation and sustainability. Additionally, Nike has set a vision for what changes are needed in innovation, with its people and culture and in the way it works in two areas– in product and in manufacturing – that build on past achievements and on processes established to drive change. ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-a ll 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 19 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 20 of 29 Perfromance risks in the adoption of new materials. There were a number of performance and aesthetic risks that Nike footwear faced in using EPMs such as synthetic leather.There was a potential performance risk, for example, that using recycled content could degrade physical properties like material durability, threatening Nike’s strict quality standards. One of the product creation directors in footwear described that with some EPM synthetic leather alternatives, the options weren’t very attractive: â€Å"Leathers look boardy and dry, and the textiles aren’t very interesting. † Today, rising input costs mean the need for i nnovation and technology has never been greater.Through innovative design, science, technology and process changes, our long term vision is to progressively design out waste, eliminate hazardous chemicals and non-renewable energy consumption. Innovation also allows us to design in new materials and new approaches to products. This vision has been built on years of assessing trends and materiality for Nike and the changes that are impacting our business, our value chain, our consumers and the world. In 2007, we undertook an assessment with SustainAbility some meta trends that have only become more relevant as we’ve shaped and defined our strategy.These meta trends highlight the areas of our value chain and our business that have the most potential for innovation. We use these filters in our work, our assessment of opportunity and the way we approach reporting. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikeâ€⠄¢s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 21 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 22 of 29 ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 23 of 29 http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 24 of 29 Added complexity. In most cases, Considered made the design process more complex. While designers liked to iteratively find the right design, Considered required thinking about pattern efficiency much earlier in the process.It required more planning, o ften took longer, and it was often harder to find designs that both looked â€Å"cool† and were efficient. â€Å"On most product decisions, it’s not lower in cost, better in performance, and more sustainable,† explained one category product director. â€Å"If it was that easy, that’d be great! So usually on every component of a shoe, there are tough decisions to be made. † A designer within the Cleated category noted, â€Å"We try to make designs look cool first, then run it by other filters like cost and Considered.We design in response to a lot of constraints, like price and performance requirements, and goals like cool looks and feel. More constraints makes the process harder and, maybe, slower. † Different from then, sustainable innovation is now increasingly at the core of the business. To hedge against the complexity, we needed to focus on identifying disruptive solutions in order to manage environmental impact and business risk. So, w hat does this mean in terms of the sustainability of our products? The truth is, it’s a challenge to figure out how to measure that.Rather than working toward a certain percentage of, say, recycled content in a finished product, we have worked to improve our base materials, and we are now creating systems that allow us to better assess the impacts of the resulting products. That said, we do already have some ways to measure our success. For example, over the past five years we have achieved a 19 percent reduction in waste related to the production of footwear uppers. Considered Design contributed to that gain, along with manufacturing process optimization and other best practices. That’s the same as not producing 15 million pairs of shoe uppers over that time period.Our use of Environmentally Preferred Materials (EPMs) – ones that have lower environmental impacts throughout their lifecycles in terms of chemistry, water, energy use and waste – provides ano ther strong indicator of our progress. We also learned that addressing symptoms doesn’t embed change so it focuses in on the earliest stages of the product life cycle. Time Given the extremely fast pace of product development in response to consumer trends and ongoing organizational change efforts, product creation employees didn’t have a lot of time for implementing Considered. We now recognize that ntegration is an imperative to address process changes so we redefined reporting structures, design and sourcing processes and created materials to help us better achieve superior products with lower environmental impact. Higher Costs The potential additional costs for developing greener footwear was another challenge facing Considered. Alongside the increasing cost of petroleum, adding EPMs made Considered design potentially even more expensive. Large product category teams had some success negotiating price reductions based on volume, but smaller categories struggled to overcome margin pressures.Because Nike is a growth copany, sustainability, today, becomes increasingly important to our growth strategy. As we have learned over the years, sustainability is not just a strategy for growth, but a competitive advantage. Supply Chain Partners Some contract manufacturers have been highly responsive to category requests for help implementing Considered, but others, either because of their size, prior capital investments in less-efficient machinery, management focus, or lack of technical capacity, were not able to nimbly and successfully execute the Considered design requirements.Because we now know that early intervention is key, educating factories on why a stable, competitive, well compensated workforce makes good business sense. Nike focuses on training, incentivizing and holding contract manufacturers accountable to its Nike standards and continues to raise the bar with each iteration of the Indexes. Nike’s new rating system, http://www. manage mentexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchangePage 25 of 29 the Manufacturing Index, looks comprehensively at a contract manufacturer’s total performance and includes a deeper look at how a factory approaches sustainability. This Index elevates labor and environmental performance alongside traditional supply chain measures of quality, cost and on-time delivery. Consumers Considered faced several challenges with consumers. For one, many consumers were skeptical that a running shoe made from EPMs would in fact perform as well as a shoe that was not.For example, one focus group initially was very receptive to a Considered running shoe, but after being told it was unusually â€Å"green† started viewing it as a lower performance product. Today, Nike is meeting consumer demands through performance, innovation and sustainability which drive superior product. The Flyknit technology is a good example of where performance meets sustainability. Nike Flyknit, which uses precisely engineered yarn and fabric variations to create a featherweight, formfitting and virtually seamless upper.It’s a new way to knit the multiple pieces of a shoe upper out of what is essentially a single thread. It’s great for the athlete because it is lighter and offers a more custom fit. It’s good for the planet because it drastically reduces waste from the upper production process. And shareholders stand to benefit from the reduced cost of production and potential for increased margins over time as the the innovation grows to full scale. It’s a nascent technology that holds tremendous opportunity.Nike FlyKnit video: http://nikeinc. com/news/nike-flyknit Marketing Nike had not yet figured how to market performance, aesthetics and sustainability in one complete package. There was internal debate as to whether Considered sh ould become its own brand within Nike, or simply a new dimension of the Nike brand. Ultimately, Nike decided that there would be no compromise to performance, no ‘green' line of products and that sustainability should not be a constraint but an innovation challenge for designers.Benefits & Metrics We know where we’ve been, and we know where we want to go. And we know that there is substantial work ahead. We continue to set the bar higher for ourselves and our business. We have evaluated our business model and our impacts across our value chain, have assessed the coming scenarios and challenges, taken account of our progress against past performance, and worked across our business to set targets embedded deeply into the way we operate. Many of the sustainability issues we seek to solve are still ndergoing innovation. Others are firmly in place and moving forward with needed changes. We deliver on our vision in two ways: †¢ Make today better by taking account of our impacts, driving efficiency and optimization †¢ Design the future by unleashing innovation, embedding sustainability into our approaches to product and manufacturing, and solving challenges in business and sustainability for the world Accelerated innovation. Our sustainability vision both inspired and drove us to reinvent our creative process.It accelerated and strengthened innovation as a core competency. http://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 26 of 29 Abillity to attract the best talent. Our success in pioneering sustainability in a holistic way, and to continue to deliver â€Å"the cool factor† and superior performance means we can attract the very best designers, engineers, strategists and marketers.Brand value and goodwill. After our CR challenges in the late 90s we have not only worked hard to regain the trust and respect of customers and industry peers, we have set forth a strategy to lead. We are proud to be a respected brand, design company, innovator and among those recognized as a leader in sustainability. Reduced costs of sustainable sourcing. By sharing best practices and providing open access to our tools and sourcing information, we are driving industry peers to adopt similar processes, materieals and metrics.This means we have the volumes to drive down the costs of what has been a more sustainable, but more costly source. Lessons Lead with a vision. Every person in the organization must understand and embrace a very specific idea of what the future beholds. Provide a specific example that illustrates the vision and engenders passion and a sense of purpose. As Lorrie Vogel says of the Considered Change video: â€Å" We created a concrete vision of what we wanted to be and we got that in front of every person in the company. † Secure Executive level support.To fu lly integrate changes throughout an organzation, it must be very apparent that the initiative has CEO level support – not just through words, and verbal endorsements, but through the actions and interactions that CEO has inside and outside the company. Set clear targets and metrics to measure success and track progress. Even if the initial measures are imperfect, its important to start to have some means of tracking progress and reinforce the learning. â€Å"If you don’t measure it, it doesn’t happen,† says Lorrie Vogel. http://www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 27 of 29 Provide the tools to facilitate the adoption process Very few individuals and organzations take to change easily. It’s human to be comfortable with what is known and to resist change that challenges the status quo. It is critical to provide the education, training and toolsets to engage people more easily and affect change. We embedded our training and tools within the existing system, leveraging existing processes as much as possible.We provide our product creation teams with extensive training in how to use the Considered Indexes and on the importance of focusing on the sustainability of materials. The teams are given scoring targets for each season of products they design. In the current version of the Considered Indexes, materials make up 35 percent of the score for footwear and 60 percent of the score for apparel, so it’s clear to the design teams that focusing on materials is an effective way to meet their goals. While the Considered Indexes have been sed primarily by the NIKE Brand, our Affiliate brands have also begun introducing and using them to evaluate their product designs and have committed to adopt the indexes by the end of FY15. For example, Hurley International scored select ed apparel designs in FY11. The designers and team members did not need to learn a new system in order to get the information they needed. Celebrate and reward success. The creation of incentives is another critical aspect of driving change. It is very important to incentive the right behaviors to make sure we achieve the change we want to see.Nike assigned innovation points to drive competition, and managed these through a living index, a forum that was pubic and enabled team members to gauge their success. It also fed a healthy competition between teams and efforts. Collaborate with others. Engage outisde experts to help formulate a vision and maintain an objective peer review. As Lorrie Vogel shares: â€Å"We engaged Natural Step to help develop our ‘North Star’. It is in the spirit of transparency and collaboration that we share our journey and hope that the the definition of business performance is expanding.We will constantly need to deliver innovations that evol ve our approach at Nike and share our lessons with the industry to affect the positive change. We hope the world innovates faster than expectations. We cannot achieve our bold goals for sustainability simply by delivering incremental improvements. Sustainability will be the catalyst in transforming business economies and markets, and we will continue to evolve our business to ensure we are able to grow profitably, and to lead. Credits Nike 2011 Sustainable Business Performance Summary: www. nikeresponsibility. om MIT Case Study: Nike Considered: Getting Traction on Sustainability by Rebecca Henderson, Richard M. Locke, Christopher Lyddy, Cate Reavis: https://mitsloan. mit. edu/MSTIR/sustainability/NikeConsidered/Documents/08. 077. Nike%20Considered. Getting%20Traction%20on%20Sustainability. Locke. Henderson. pdf Considered Design video: http://www. youtube. com/watch? v=1WuyE_x8Vs8 Nike FlyKnit video: http://nikeinc. com/news/nike-flyknit FY10-11 Sustainable Business Performance Sum mary: www. nikeresponsibility. com Nike Dare to Dream video: http://vimeo. com/11680452