New Product Launch Marketing Plan Essay

Audi LED headlights Audi is a top of the line luxury car manufacturing company who plans to achieve goals and provide consumers with one of kind products. Audi has decided to create a new LED head light with spot detection capabilities to assist with consumer safety while driving in the city, as well as down country roads. Audi has assessed the need for their new product and has found that the new LED headlights with spot detection would be great for the consumer as well as the company sales. Through past research by Audis team we have found that several accidents within the United stated States occurred due to poor head lights or blinding head lights. Though Audis current venture is geared towards consumer’s with families who travel at least 100 miles a week, their game plan is to incorporate this light into all vehicles. We will address the areas of target population, product position against the competitions, as well as each stage of the product life cycle and our expansion of product offerings. Audi focuses on people (Idea Connection, 2014). This new innovation of LED head lights will do just that; focus on people. Audi will utilize the family and let them be the guide behind the quality and performance of this new offering (Idea Connection, 2014). Target market profile At Audi, we came up with this new headlight technology that is designed to make night driving safer. The target market for our product is composed of couples with children under the age of 15. Among these families, the focus will be on those who drive SUVs’, Minivans and Sedans. The target audience will be based around those parents who drive their kids to extracurricular activities like piano lessons or soccer, and who live either deep in the  country or outside of the city. One submarket will be those who live within the city and like to travel outside the city. These headlights are best suited for people who drive over 100 miles a day. In terms of income, we will target individuals with a college degree who make more than one hundred thousand dollars per year. Our product will also aim at corporations who offer company vehicle for their senior executives. Key buying behaviors Three factors influence consumers buying behaviors, those factors are cultural, social and personal (Kotler & Keller, 2012). In terms of culture, individuals during the course of their life will be influenced by family, friends, neighbors, and others. Our consumers are individuals whose family members are accustomed to luxury cars, preferably Audis’. Cultural factors influencing buying behavior in terms of culture are also social classes. Our consumers will be individuals belonging to the upper class of society. For these individuals owning a luxury car with the latest technology is a statement. On the social level of consumers buying behaviors, our target market will be influenced by factors such as reference groups, family, and social roles and statuses (Kotler & Keller, 2012). Our consumers will be influenced by family members, for instance a mother will most likely want her children to ride safely in a minivan, or SUV. A businessman will buy an Audi sedan because it is a luxury car and it tell others what social class he belongs to. Our target consumers are influenced by membership groups. One example is an individual who buys a luxury car to blend in with others in hos social circle who also own luxury cars. â€Å"Personal characteristics that influence a buyer’s decision include age and stage in the life cycle, occupation and economic circumstances, personality and self- concept, and lifestyle and values.† (Kotler &Keller, 2012, p.155). Our consumers will be men and women, 30 years old or older. The target customers are also educated and very thoughtful as they carefully weigh the benefits of purchasing such a product (Rao, 2014). We believe that as mothers and wives, our consumers will be focused on safety. There have been a lot of plane crashes lately, because of that more and more people decide to drive instead of fly. Corporations will be concerned with profit. Corporations will see great benefit in Audi as it relates to the new LED head lights. The thought of safety will both save the company money, attract eager and loyal employees,  as well as give a strong impression on both competitors and new clients. Decision motivators for consumer/organizational target markets The primary decision motivators for buying the new headlights on the Audi car are the enhanced safety features of the product. Since the primary feature of the new headlights leads to secure driving, it will appeal to almost all consumers. On the other hand, the organizational target markets will entail the demographics of the urban areas. Geographic target markets will target the individuals who live in the urban areas that have developed infrastructures (Novak, De Leeuw & MacEvoy, 2011). Product life-cycle (PLC) LED headlights continue to develop short and long-term strategies in the product life-cycle. The first of four stages is the introduction into the market; customer-value hierarchy is vital during the introduction stage, which identifies the core benefit of the product and creates a detailed description of the basic product. The augmented product value stage must surpass the customer yearning for safety and technology. In addition, marketers will incorporate future potential product growth. The product design can be incorporated into any Audi vehicle during the manufacturing process. The LED headlight will be an upgrade option, and pricing will be slightly higher than Audis without the LED headlight. A strong customer-value hierarchy strategy will enhance product promotion, and the place to launch the LED headlight will be a joint effort with Audi Automotive. During the initial growth phase, pricing will remain slightly higher than Audis without the LED headlight. Based on the lesson learned during the introduction of the LED headlight, the customer-value hierarchy strategy will adjust to meet customer expectations. Product promotion will continue to expand into new markets. The maturity phase begins when the LED headlight implementation reaches market equilibrium; pricing will remain the same during this phase. If the product continues to exceed customer-value hierarchy strategy, the product promotion will continue with the addition of customer and law enforcement reviews. Research and development continues to improve the LED headlight technology. The decline phase begins when market followers enter the market; pricing will then be slightly reduced in an attempt to slow the rate of decline. Product promotion will then be redirected to the new and improved LED headlight. Promotions and places to  launch the new product will be nationwide rather than regional launches during the introduction phase. Product mix A Product Mix is referred to as â€Å"the complete range of products produced by a company.† (http://businesscasestudies.co.u). That being said, Audi plans to unleash its new LED headlights in all of its product lines, which will appeal to the varying types of drivers who have a plethora of different needs and wants in a luxury vehicle. Audi produces a multitude of options for consumers to choose from. These products include 13 sedan options that range from $29,900 to $137,900, six SUV/Crossover/Wagon options that span from $32,500-$51,900, six Coupe options ranging from $40,000-$115,900, and seven Convertible options that span from $35,600-$129,400. (http://www.audiusa.com). With 32 available products that can be altered to match the driver’s particular style, the LED headlight is poised to grant the ultimate driving experience. â€Å"Audi revolutionized vehicle lighting with the first full-LED headlamps in 2008.† (http://www.audileds.com). Audi responded to the automobile industry’s need to change how vehicle headlights affect road conditions for all drivers. Audi continues to enhance its LED design, which is sure to darken its competitors’ vision of the future of automobile driving experience and further differentiating itself by not only enhancing driving conditions, but will be made available in a variety of options. â€Å"Only one square millimeter in size and offered on every vehicle in the lineup, LEDs have opened up an array of styling opportunities for Audi designers.† (http://www.audileds.com). Audi adds that â€Å"these little marvels can be combined to create infinite shapes and arrangements, giving each vehicle a look that’s distinct yet unmistakably Audi.† (http://www.audileds.com). Positioning statement â€Å"For you that spend hours behind the wheel, Audi is one in its luxury class that provides not just the looks of a high end vehicle but the safest lighting for safe traveling. Unlike traditional vehicles Audi provides a combination of class, luxury, and the safest selection to keep you and loved ones safe†. Audi is not only committed to provide its consumers with top  notch service but it has also taken measures to separate itself from the competition. Audi is improving all of its vehicles by providing â€Å"LED lighting† on all its vehicles as part of its standard package. Audi’s positioning statement carries words such as â€Å"luxury, safe, traveling, family† which will always come to mind for those searching for a vehicle to purchase. Audi’s statement is targeting families, those that travel a lot, those that enjoy the luxury of a vehicle but at the same time want to keep themselves and loved ones safe. The consumers spoke and Audi listened. Their position statement is meaningful, important, and convincing to its customers, not just to the company. The Audi brand will deliver on this promise and continue to earn the trust and respect from consumers. References Anonymous. Staying ahead by meeting changing consumer needs. Business Case Studies: A Heinz case study. Retrieved August 2, 2014 from http://businesscasestudies.co.uk/heinz /staying-ahead-by-meeting-changing-consumer-needs/the-product-mix.html#axzz39FCRkOTR Defeat Darkness. LED technology:The vision of LED;View the LED experience. Retrieved August 2, 2014 from http://www.audileds.com/ Idea connection (2014). Audi looks to the future of car production. http://www.ideaconnection.com/open-innovation-success/Audi-Looks-to-the-Future-of-Car-Production-00392.html Retrieved August 1, 2014 Kotler, P., & Keller, K. (2012). Marketing Management (14th Ed.). Upper Saddle River, NJ: Prentice Hall. Models. Retrieved August 2, 2014 from http://www.audiusa.com/models# Novak, T. P., DeLeeuw, J., & MacEvoy, B. (2011). Richness curves for evaluating market segmentation. Department of Statistics, UCLA.

Case Study on D.I.a Baggage Handling System Essay

According to the initial plan, the project was to span from 1989 to 1993 and cost $1.7 billion. The opening of the airport was delayed four times due to problems with the baggage handling system. Overall 16 long months and a final cost of $4.5 billion. Several factors contributed to this fiasco, ranging from deficient scheduling, simple and untested technology, complexity of the systems and requirements that changed throughout the project itself. Let us take a look back at why Denver International Airport would take on such a project. The vision was to implement the largest automated baggage handling system the world had seen and allows Denver International Airport to be hailed as the air transportation hub, the largest in the United States with a capacity to handle more than 50 million passengers annually. The airport was to replace the Stapleton International Airport, a facility that had experienced serious congestion issues. Of course in order to handle that kind of capacity part of this plan involved implementing an automated baggage handling system, this was the critical piece of the plan. This report discusses the difficulties encountered as a direct result of a poor project plan, communication and implementation. Analyses have been done by many groups regarding this debacle and the failures itself are examples that are used to show the improper project management that was used. First, let us briefly discuss what tried to be accomplished. The Denver International Airport wanted to introduce a baggage system that when operational would rely on a network of computers (approx. 300) to route the bags and then approximately 4000 auto-cars to drive the luggage on a 21-mile track, completely autonomous. There were to be laser scanners used to read bar codes on luggage with tags and that would route them to the correct terminal or location. Sounds simple enough however BAE was the company that would try to bring this all to reality and would be one of the largest airports built in the United States since 1974. United Airlines was one of the main drivers and reasons for the push for a high-speed automated baggage system (http://www5.in.tum.de/~huckle/schloh_DIA.pdf). This was all requested and scoped early in the planning phase. Now prior to deciding how to proceed the officials had thought each airline would develop its own systems, but this failed to occur so the Airport looked into purchasing a system to handle all terminals baggage. The scope of such a project would not find traditional methods as those were too investigated. A man named Frank Kwapniewski, would be the site project manager â€Å"lucky† enough to call this project his â€Å"baby†. BAE had more than twenty some programmers working undistracted for two years to write software to handle all the automated needs of luggage, the engineers, which took just as long in their initial efforts of development. The initial design’s failures were inconsistency, so BAE sought to reduce such confusion and mishap, and wanted to understand the complex nature, however even a more scrutinous view would have foreshadowed the mishap of making such a large system functionally. Richard de Neufville stated in an excerpt from his book that the theoretical studies, models and reports regarding the automated baggage system at Denver were avoidable and should never be repeated (Neufville). BAE’s design flaws of complexity and the effects thereafter were a result of improper project planning and scope. The complexity of what it would take to operate and control automated machinery was never addressed or fully tested prior to implementation. Even after work ended when it was turned on and expected to work as intended, Denver officials were surprised at how poor it performed even enough to turn off the system. Let us take a moment to look at how complex this system truly was and how BAE design and planning failed to gain a glimpse of what it would take to operate such a daunting task. An empty cart is called and needs to go from one track to another, albeit simple sounding, this type of activity would have had to take place over a thousand times a minute under normal operating conditions. Since there were differences or variances in demand for empty carts throughout the airport, empty ones must continually switch direction, change tracks or completely change to another loop in the circuit. This is a logistics nightmare as one can imagine on such scale, so many variables to account for and they must do it error free. This was not using modern technology but even still it would have had to been almost instant decision making on again an error free basis. Typical systems with around 10k function points are cancelled approximately 65 percent of the time (capers Jones). In Denver, though the system’s workload hindered the network terribly to around 4000 tele-cars or auto-cars. These 1994 computers were tracking so many cars that several times a minute they mis-t racked just simply due to timing limitations. The planning of such a system was again originally contracted by United in 1991 to build, however after several years into it, BAE was concerned that the city of Denver still had not contracted for a baggage system. Sadly, the baggage system was nothing more than an afterthought of the design of the airport, AFTER construction began, let me make sure you understand that AFTER construction had begun and only then did the details surrounding the baggage handling system start to begin. This of course caused major problems due to limitations of resources that were not allocated properly which would contain the baggage system’s tracks and other components. The system then was made to fit in the underground tunnels and space available, not designed. These auto-carts had sharp turns now to make which again was not part of any plan. The schedule that BAE or timetable rather that they had set for the grand opening was not remotely realistic and as all good projects should do, have taken into consideration any potential issues along the way. BAE officials were even quoted as stating â€Å"We knew that was not long enough and we said so. It is a job that ought to take twice as long† (Why Technology Projects Fail). They knew but accepted the timetable of 4 years when they knew it should take 7 to 8 years for such a task. Denver Aviation Director James C DeLong even stated they just misjudged the timeline completely. The project as most will when unrealistic deadlines are given will continue to fall behind more and more, which then calls for more rapid work, longer hours which can lead, as the case here, to human error since the training and testing period were almost non-existent to meet the make-believe deadline. One of the other common misnomers in this project was the frequency and number of changes to its requirements, not a refining of them, but completely adding new functionality along the way. When the company BAE, took on the task, unrealistic as this sounds they took it on with anticipating no changes at all. As soon as work began though, Denver officials began changing plans and timetables without consulting either the airlines or BAE. Sadly, when changes were made to one piece of the system, the ramifications they made to other pieces was not clearly understood or the system as a whole. Again to reduce costs and save time, it was decided to remove an entire loop of track, from one of the concourses, this saved them 20 million, keep that figure in mind as later the system as a whole would cost them much more in the months after being deployed. Other such changes were made to save money, such as relocation of stations and addition of middle sub floor for baggage platforms that they referred to as the mezzanine baggage platform. Another airline also demanded the request for large baggage link. As the project matured, prior to implementation its scope size and complexity, along with design changed which increased the systems difficulties on a technical level that would continually deter progress. BAE then later chooses to decentralize all of the tracking and sorting computers, all these changes to scope should have led to review of alternate or contingency planning or delayed launch dates. However due to the shortened development and testing timetable, on the fly changes which should have required major pushback from core team members were â€Å"duct-taped† as I like to refer to it. One of the directors of engineering for the DIA, stated that BAE should have paid more attention to the programming issues early enough in the design phase. Lack of system testing, what I have I continuously stated all semester long about system testing and end-user testing, as a project manager most would agree, more than 75% of all IS projects are hampered by quality issue and 1 percent which are completed on time. I see reasons behind such statistics is not enough testing. I would advise any IT PMP to read ePMbook which is an online e-book regarding scope and project control, as was the case here a project that started out to be huge, got even bigger and eventually spiraled out of control. The ePM Book will has an excellent section that the BAE, airline and Denver City officials should have read prior to beginning step 2 of the project. They should have implemented any change coming through a request known now as a Change Request form. These forms are used to control the project’s scope and allow for the Project Lead, along with the core team, which requests can and will be made part of the original project and which can be sla ted as next phase or next step after implementation. It almost sounds as if this project never had a Change Control Process (CCP) whatsoever, if it did whoever was in charge of such did a horrible job, this CCP should exist throughout a project. It allows for requests to acknowledged in a timely fashion within a phase, and most important to determine impact in the planning for the next phase. This as stated on the site can be easier than de-railing the entire project due to shortening length of next step phases in the project path due to scope creep. Airlines kept changing the requirements, which resulted in numerous issues. One of the major reasons the whole thing went awry stems from BAE, the company that designed the system had previously implemented a similar system in Germany. The IT infrastructure was inadequate and design was not meant for such a large scale as that at the DIA. Well sadly it was not just a lesson for the DIA, BAE and Denver, but the taxpayers also ended up with a $1 million PER DAY cost, totaling $500 million by the end of the whole ordeal. Remember that 22 million they saved, good thing huh. Now let us think about how more time spent in analysis and design phase, let alone a Change control process, saved Colorado taxpayers millions of dollars. Since every project has a set of deliverables, assigned budget and expected closure time, there are agreed upon requirements and tasks to complete prior to the closure of a project. These constitute a project’s scope. The PMBoK clearly speaks to creeping scope and defines it adding features and functionality without addressing the effects on TIME, COST, and RESOURCES or without customer approval (PMBOK Version 4). References A guide to the project management body of knowledge (PMBOK ® Guide) (4th ed.).(2008). Newtown Square, Pa.: Project Management Institute. Brooks, F.P. (1995). The mythical man month: Essays on software engineering. (Anniversary Ed.). Boston: Addison Wesley Longman, Inc. JOHNSON, K. (2005, August 27). Denver Airport Saw the Future. It Didn’t Work. – New York Times. The New York Times – Breaking News, World News & Multimedia. From http://www.nytimes.com/2005/08/27/national/27denver.html?pagewanted=al lchloh_DIA.pdf Neufville, R., & Odoni, A. R. (2003). Airport systems: planning design, and management. New York: McGraw-Hill. New Denver Airport: Impact of the Delayed Baggage System — GAO/RCED-95-35BR. (n.d.). RITA | National Transportation Library. Retrieved December 6, 2012, from http://ntl.bts.gov/DOCS/rc9535br.html Scope & Change Control. (n.d.). Project Management and Program Management – The FREE ePMbook by Simon Wallace. Retrieved December 2, 2012, from http://www.epmbook.com/scope.htm Wiegers, K. (2003). Software Requirements (Second ed.). Redmond: Microsoft Press. Why Technology Projects Fail. (n.d.). Calleam Consulting – LLC. Retrieved December 1, 2012, from http://www5.in.tum.de/~huckle/DIABaggage.pdf

A Profile of the Bonnethead Shark

A Profile of the Bonnethead Shark The bonnethead shark (Sphyrna tiburo), also known as the bonnet shark, bonnet nose shark, and shovelhead shark is one of nine species of hammerhead sharks. These sharks all have a unique hammer or shovel-shaped heads. The bonnethead has a shovel-shaped head with a smooth edge. The head shape of the bonnethead may help it more easily find prey. A 2009 study found that bonnethead sharks have a nearly 360-degree vision and excellent depth perception. These are social sharks that are most often found in groups numbering from 3 up to 15 sharks. More About the Bonnethead Shark Bonnethead sharks are about 2 feet long on average and grow to a maximum length of about 5 feet. Females typically are larger than males. Bonnetheads have a grayish-brown or gray back that often has dark spots and a white underside. These sharks need to swim continuously to supply fresh oxygen to their gills. Classifying the Bonnethead Shark The following is the scientific classification of the bonnethead shark: Kingdom: AnimaliaPhylum: ChordataSubphylum: GnathostomataSuperclass: PiscesClass: ElasmobranchiiSubclass: NeoselachiiInfraclass: SelachiiSuperorder: GaleomorphiOrder: CarcharhiniformesFamily: SphyrnidaeGenus: SphyrnaSpecies: tiburo Habitat and Distribution Bonnethead sharks are found in subtropical waters in the Western Atlantic Ocean from South Carolina to Brazil, in the Caribbean and Gulf of Mexico and in the Eastern Pacific Ocean from southern California to Ecuador. They live in shallow bays and estuaries. Bonnethead sharks prefer water temperatures over 70  F and make seasonal migrations to warmer waters during the winter months. During these trips, they may travel in large groups of thousands of sharks. As an example of their travels, in the U.S. they are found off the Carolinas and Georgia in the summer, and further south off Florida and in the Gulf of Mexico during the spring, fall and winter. How the Sharks Feed Bonnethead sharks eat primarily crustaceans (especially blue crabs), but will also eat small fish, bivalves, and cephalopods. Bonnetheads feed mostly in the daytime. They swim slowly toward their prey, and then quickly attack the prey, and crush it with their teeth. These sharks have a unique two-phase jaw closing. Instead of biting their prey and stopping once their jaw is closed, bonnetheads continue to bite their prey during their second phase of jaw closing. This increases their ability to specialize in hard prey, like crabs. After their prey is crushed, it is suctioned into the sharks esophagus. Shark Reproduction Bonnethead sharks are found in groups organized by gender as spawning season approaches. These sharks are viviparous... meaning that they give birth to live young in shallow waters after a 4- to 5-month gestation period, which is the shortest known for all sharks. The embryos are nourished by a yolk sac placenta (a yolk sac attached to the mothers uterine wall). During development inside the mother, the uterus becomes separated into compartments that house each embryo and its yolk sac. There are 4 to 16 pups born in each litter. The pups are about 1 foot long and weigh about half a pound when born. Shark Attacks Bonnethead sharks are considered harmless to humans. Conserving Sharks Bonnethead sharks are listed as least concern by the IUCN Red List, which says that they have one of highest population growth rates calculated for sharks and that despite fishing, the species is abundant. These sharks may be caught for display in aquariums and used for human consumption and for making fishmeal. References and Further Information Bester, Cathleen. Bonnethead. Florida Museum of Natural History. Accessed July 4, 2012.Cortà ©s, E. 2005. Sphyrna tiburo. In: IUCN 2012. IUCN Red List of Threatened Species. Version 2012.1. Accessed July 3, 2012.Carpenter, K.E. Sphyrna tiburo: Bonnethead. Accessed July 4, 2012.Compagno, L., Dando, M. and S. Fowler. 2005. Sharks of the World. Princeton University Press.Krupa, D. 2002. Why the Hammerhead Sharks Head is In the Shape Its In. American Physiological Society. Accessed June 30, 2012.Viegas, J. 2009. Scalloped Hammerhead and Bonnethead Sharks have 360 Degree Vision. Accessed June 30, 2012.Wilga, C. D. and Motta, P. J. 2000. Durophagy in Sharks: Feeding Mechanics of the Hammerhead Sphyrna tiburo. The Journal of Experimental Biology 203, 2781–2796.

Customers Revenge Case Study Example | Topics and Well Written Essays - 500 words

Customers Revenge - Case Study Example I will not define Atida as a customer-centric company. They view customer’s complaints as a means to extort from the company by unreasonable customers. This is very evident with how they handled the complaints of Tom and Jessica. It is very disturbing that after a strong letter from loyal customer (Tom Zacharelli) was sent to the company threatening with negative publicity and a lawsuit, Lisa instead replied that â€Å"It’s not a legal problem . . . They say this customer can certainly hire a lawyer, but once customers understand how much pursuing the legal option will cost, they almost always see things differently. They take their loss, and they move on.† And statements such as â€Å"our only obligation is to ï ¬  x the car and nothing more† and sticking to a policy â€Å"for handling this stuff, one we’ve been following for decades†. Deducing from these statements, Atida thinks that they are just a manufacturing company where they just b uild cars and abandon their customers when they ask for customer service support. When customers complaint and call them, they look at it as a bother and not an opportunity to engage with their customers. This was very evident with Lisa’s mindset that their job is to get rid their phone lines with customers not realizing that getting rid their call centers of customers calling them do not mean that they have solve the customer’s problems. Second, I will revise the company employees’ mindset about customers. To achieve this, I will implement a company-wide reorientation and training about customer service for the company’s culture to change to a more service oriented one. I will introduce a service culture where each employee in the company will strive to satisfy the customers instead of getting rid of them. Lisa will be trained first and other managers will follow. I will recall the call center in India and put it back in the US. Customer service for an automobile

Marketing research insurance program Essay Example | Topics and Well Written Essays - 1250 words

Marketing research insurance program - Essay Example The research aims at assessing the potential of proposed insurance program by garnering data from the target audience. The research approach and data collection methods would further highlight the research objective. Primary research method has been favored to achieve the objective of the research as it would offer current information and understanding. Research Approach The research is based on offering a new and innovative insurance program to elder people who find it difficult to manage their finances and time. As per the current Elder Shield plan, insured people would get $300 per month for a maximum period of 5 years and $400 for a maximum period of 6 years. The new insurance program would offer the same benefits along with wide arrays of physical and mental activities that would offer great results in the short as well as in the long run. Moreover, for each referral, there would be certain rewards and awards that would further motivate and influence people to insure their life and health along with spreading the message in a positive manner. There is no denying that elder people are more prone to injuries and health issues and thus this insurance plan would try to help them regain their health through physical and mental activities. This can also be considered as a noble cause by taking care of the elder people along with making their life exci ting and problem free. As per the statistics of the United States Department of Labor, around 20% of the retirement income is attributed to health expenses that can be considered as quite high (United States Department of Labor, 2011). Moreover, basic Elder Shield Plan offers $300 per month for a maximum period of five years that can be considered as good enough to meet health demands. This insurance plan would help in engaging retired people in physical activities like golf and Taichi along with few mental activities like chess and emotional intelligence games. This insurance plan would also help in saving more money as people who are healthy and fit tend to spend less on health problems. This statement can only be considered as a valid one once views and opinions of the respondents confirm it. However, there is no denying that garnering personal opinions and offering wide arrays of information to the respondents would help in achieving the research objectives in a desired manner. Research Design Research design plays an important role in achieving desired results pertaining to the research. Research designs are classified as explanatory, descriptive and casual with distinctive features. Explanatory design is useful in analysing secondary data as it determines the hypotheses that can be tested. Descriptive design is based on primary data collection methods favoring quantitative analysis. It also examines the association and relationship with wide arrays of variables. In this particular research paper, descriptive and explanatory designs have been preferred as explanatory design helped in examining the hypotheses through secondary data and information while descriptive design would help in understanding the utility of introducing new and innovative insurance plan for retired people. There is no denying that descriptive design is time consuming and often a cumbersome task but the validity and reliability of

Animal in research Essay Example | Topics and Well Written Essays - 500 words

Animal in research - Essay Example Prior approval from Institutional Animal Care and Use Committee (IACUC) is mandatory before using animals for such purposes. An estimated 100-200 million non-human animals are used and decimated annually through out the world in universities, medical colleges, research institutes, defense and public health establishments, commercial and pharmaceutical companies etc. Non-human animal testing is conducted chiefly for basic research, applied research and toxicology or safety testing. The proponents of animal testing argue that animals have a significant role in research that can benefit both animals and humans. Major development in medicine and science has been possible through such researches. Animals such as mice was used for development of the drug penicillin(awarded with Nobel prize), dogs for organ transplantation as well as Pavlov's experimentation, mice and monkey's for the vaccine poliomyelitis etc. The very edifice of morality and ethics is based on the principle that humans are unique and distinct from non-human and so they can utilize animals for their benefit. It is also a moral duty to elevate the misery of both animals and humans by researching developing medical science and science in general. Since non-human animals are less developed they are not so sensitive to pain and suffering.

Logistics and Supply Chain Essay Example for Free

Logistics and Supply Chain Essay Supply Chain Management Review introduces a new series called â€Å"Back to Basics. † It’s a look into how excellence in the core logistics and supply chain activities leads to overall business success. The articles in this seven-part series are written by educators from the University of Tennessee. Pictured: Wendy L. Tate, Assistant Professor of Logistics, Department of Marketing and Logistics, University of Tennessee. By Wendy L. Tate, Assistant Professor of Logistics, Department of Marketing and Logistics, University of Tennessee October 21, 2010  Globalization, increased competition, fluctuating availability of raw materials and pricing conditions have increased the need for better management of the suppliers who provide goods and services to the organization. According to the U. S. Census Bureau, the cost of purchased materials is approximately 54% of the value of shipments for manufacturers. Also, the cost of services that organizations purchase is continuing to increase as firms try to focus on what they do best. More emphasis is being placed on spend management and on those that are responsible for locating and managing the suppliers that provide the materials and services needed to meet customer expectations. Sourcing and procurement are generally responsible for this task. A focus on spend management is not new to the purchasing area. But the increasing magnitude of requested reductions is driving purchasing departments to think creatively about ways to more strategically manage the supply base and continue to drive unnecessary costs from everyday purchases. The task of sourcing and procurement professionals is to find an effective means to balance the demands of both internal and external customers with economic considerations while taking into account the potential for supply disruption and technological change. The challenge is to establish both the philosophy and practice of an integrated supply system as part of the firm’s strategic positioning. Strategic purchasing involves finding ways to use supplier capabilities to drive sales, leverage the purchasing spend to achieve and/or maintain competitive advantage, and use the supply market to strengthen the company’s strategic position. Historically, purchasing has been overlooked as a strategic contributor and instead viewed as more of a tactical function with a largely internal focus. The tendency of even the most seasoned buyers has been to react to problems rather than proactively incorporate the strategic focus needed to support the current operating environment. The primary focus of procurement is to support the firm’s operational requirements by ensuring uninterrupted flow of the appropriate quality materials, products, and services. However, purchasers must do so in the most efficient and effective manner, in light of limited resources. The key for sourcing managers is to minimize risk to the organization. To minimize vulnerabilities in supply and make the most of the organization’s buying power, purchasers should assess and segment purchased materials, services, and components in terms of importance to the organization and difficulty in accessing the materials. This segmentation process allows purchasers to take a more strategic perspective on the management of the supplies and the supply base while applying more appropriate cost management tools and negotiation strategies. Using the segmentation system developed by Kraljic (1983) as a foundation, four major categories emerge (see Figure 1). Noncritical (low importance, low supply risk), leverage (high importance, low supply risk), strategic (high importance, high supply risk), and bottleneck (low importance, high supply risk). Each of the categories requires a distinctive and strategic purchasing approach. Each of these classifications will be described in the paragraphs below. In the case of non-critical, or generic purchases, the focus is on finding the lowest possible purchase price from a field of many suppliers. For these types of items, there are low switching costs allowing for easy â€Å"supplier hopping†. Typical procurement approaches to these types of purchases include the use of purchasing cards (p-cards) and short-term contracts. Relationships with the suppliers of these types of products are often arms-length and transactional. Office supplies and paper purchases typically fall into this category. Buyers use competitive bidding, price indices, price lists and catalogs to facilitate the buying process. The suppliers of these types of materials and services understand that low price and ease of purchase are key to retaining buyers. Staples, for example, introduced the â€Å"Easy Button†. Buyers that are in the market for office supplies can download software directly to their computer, shop from on-line catalogs, and use their p-cards to streamline the purchases of these generic items. Many suppliers are capable of providing the products and services that fall into the leverage category; these are the more â€Å"commodity-type† items. These types of products and services have a great importance to the organization in terms of volume purchased, percentage of total purchase cost, or impact on product quality or business growth. The purchasing decision for these items is generally based on consolidation, leveraging volumes is key to success. Some approaches used to leverage volume include supply base reduction and reverse auctions. The idea is to combine the requirements of different operating units and capitalize on supplier fixed cost allocation and improved productivity. The following example makes the point. A technology company had multiple business units all with individuals responsible for the purchase of customer contact center services. Through informal discussions about the performance of the suppliers of these services, the heads of the business units discovered that some were using the same suppliers, but being charged different rates and there were multiple suppliers providing almost identical services across the organization. The purchasing area was called in to help better manage the purchase of these services. They followed a typical sourcing process (see Figure 2) and put these services out for bid to both existing and new suppliers. The final pool of suppliers included fewer suppliers, volumes were leveraged, the price that was being paid ultimately fell, and the relationship with the suppliers improved. The company instituted a single point of contact for the suppliers and an end-to-end procure to pay management process (Ellram and Tate, 2004). The strategic items have more complexity and risk involved in the purchase often because of limited availability or fewer suppliers with the technical capabilities to provide the goods or services. These are the items that are the most critical for the organization to obtain to ensure success and meet the demand for products. There is much more collaboration and integration between the buying and supplying firm with a focus on continuous improvement. Buying firms often enter into long term, cost-based contracts with the suppliers of these items and may in fact engage the suppliers early in the process of new product development. Buyers look to these suppliers for innovation and cost reduction ideas. Ford and Mobil for example entered into a broad based trategic alliance to speed the development and integration of break-through fuel and vehicle technologies (Dieselnet, 1998). The intent of these strategic alliances is to help strengthen collaboration, and develop a sustainable business model. Bottleneck items, or items that are more project oriented or unique, have a high level of supply market complexity. These types of purchases often consume a disproportionate amount of time, relative to the item’s value. The focus for purchasing is to simplify the procurement of these items, or if possible get it out of this quadrant and into the leverage or strategic quadrants. Companies buying products or services that fall in the category could participate in buying consortiums to better leverage the spend and minimize the associated risk. For example, a utility company was paying a significant amount of money to audit their suppliers. A number of their competitors were using the same suppliers and spending the same money for the audits. These companies agreed to hire a third party to perform the audits, thus consolidating the spend and simplifying the purchase. Another company was procuring project-based environmental services. Each project required the buyer to closely manage the supplier to ensure that each step in the process was completed in a timely and accurate fashion and that payments were made as promised. There were many of these projects occurring simultaneously with different suppliers. One supplier became an â€Å"expert† in this area allowing the buying firm to assign the supplier more projects, thus increasing the level of importance and moving it to the strategic category. Successful managers today require a broad view of the procurement and sourcing areas and the strategic role that this function can play in an integrated supply chain. Organizations need to take a long-term perspective, avoiding the low price sourcing temptation without considering the total cost and the total value provided by the function and its relationship to the supply base. Purchasing needs to strategically manage its supplies and its supply base. The first step in doing this is to understand what is being purchased, the importance of the purchase to the organization, and the complexity of the supply market. The goal is to ensure that the supplies that are purchased add value to the customer’s that ultimately buy our goods and services.