Comparison of planned and free market economies

Comparison of planned and free market economies Compare and contrast a planned economy with a free market economy. Discuss why in reality most economies are mixed economies. SYSTEM OF THE FREE MARKET ECONOMY The background of this economy is private ownership and individual economic freedom, i.e. the market of this economy operates only on the demand and offer basis, when buyers and sellers by themselves decide what and how to manufacture (Corsi, C. et al., 1997). This the main point of this system. Therefore this system is referred to as the system of the market-driven economy. According to Schotter, A. (1990), In the countries of free market economy, thousands of markets are available, these markets are interconnected by millions of interfaces. Under the conditions of such a complex economy, processes are appropriately controlled and regulated by prices. Changes in market conditions are reflected by changes in prices as the prices inform and encourage the market players to change their behavior (Cobin, M., 2009). In this way, they introduce an order in a chaos. One should not forget that, besides relationship between sellers and buyers and the price arising as the result of this relationship, there are several other market-driven economy elements. One of these elements is private ownership. According to Gianari, N. (1995), Private ownership is the ownership which is disposed by individual personalities and private companies; this is the prime right of the free business system which procures entities with freedom to own and use the products which have a value and to dispose them. Here we have in mind the right of people and business undertakings to be the owners of means of production. Though market elements are available both in custom and command economy, in these economies, fixed production assets (companies, undertakings, agricultural undertakings, mines, and etc.) are owned by communities, which means that they are considered as all peoples ownership (Greaves, B. 2005). The owners of these assets are the groups of people or governments. In the market-driven economy, means of production are owned by private entities ownership is private, whereas resources are distributed by the market in accordance with the laws of demand and offer. Under the conditions of this economic system, each individual may be engaged in any activity he desires provided that he has assets and that demand is available. However, individuals may be forced to terminate their activities if they are short of money. There is a lot of competing with each other entities in the community of capitalism; these entities compete to receive profit, whereas the price level should secure sufficient profit (Przeworski, A., 2001). Private ownership encourages people to use their ownership so that it would bring profit. Profit receiving aspiration encourages businessmen to manufacture products which are on demand and to sell them at the price acceptable to buyers. The profit motive encourages businessmen to manufacture products under cost-effective conditions so that businessmen would be able (Kearns, P., 2007): To increase profit, which means to increase the difference between production costs and the sale price; To sell products at a price lower than the price of competitors. Rao, P. (1998) noticed, that choosing specific products or services in the market, the consumers makes the manufacturers to decide which products are to be manufactured in larger quantities and which in smaller quantities, which products will be on demand and which products will not be on demand. Manufactures which correctly interpret the choices of buyers and which supply products necessary to buyers may have profit. Those manufacturers who do take into accounts these factors manufacture too large quantities or too small quantities or set too high or too low price and therefore do not have profit. The latter often have losses. In the market-driven economy, the votes of consumers may determine the existence or bankruptcy of business. SYSTEM OF THE PLANNED ECONOMY Under the conditions of the planned economy, all decisions concerning what to manufacture, how to manufacture and to whom to manufacture are approved by the sole centre or group (Smith, A., 1983). This economy is based on collective ownership. Fixed production assets are owned by the government, and resources, production and the quantities of future products are distributed according to a plan. The type of the system of the command economy was prevailing in the USSR, Cuba, and North Korea. According to Jozef M. van Brabant (1991), the plans of the system of the centralized economy are drawn up and implemented by the authorities and governmental political leaders after consulting with highly ranked professionals: engineers, economists, industrialists, and other experts. These planners decide which products to manufacture and which services to render. Their vote is decisive in approving decisions whether new undertakings are to be constructed, how many employees are to be employed at u ndertakings, whether modern equipment and advanced technology is to be applied at undertakings. The same planners, on the request of the political authorities of the country, decide who will consume the products manufactured and services, establish the amount of remuneration for everybody as well as the profit and interest rates. When trying to process all information which is necessary to coordinate the activities of a large number of entities in the sole centre, unsolvable problems arise in the system of the command economy. Therefore, in the former USSR and in the closely related Warsaw Treaty countries: Eastern Germany, Bulgaria, Czechoslovakia, Poland, Rumania and Hungary, a large number of market elements was available along with the command management (Bosworth, B. (1995). Quite large differences between socialistic countries depended on the portion of assets owned by governments and the rigidity of planning of usage of resources. If the number of products which are on demand amongst people who want to buy them does not coincide with the number of the products offered, the problem of mechanisms which would be capable of forming the equilibrium arises (McEachern, W., 2008). In the country of the market-driven economy, an individual manufacturer who wants to receive optimal profit regularly by itself tries to modify the quantity, quality and price of the products manufactured. It turned out that the system of the planned economy was hardly capable of being flexible and susceptible to changes. Virtually, it is impossible to change official prices. In addition to this, it turned out that it is very difficult to change the offer planned between the undertakings themselves as well as between companies and consumers. At long last, the desire to obtain acceptable quality at an acceptable price was seldom satisfied. Thus, here, the market incentive is replaced by the commands of authorities. Therefore, here, it is difficult to change the price of products, to satisfy the needs of consumers to develop the growth of the economy at a fast pace. According to McEachern, W. (2008), this was caused not only by the problems arisen in the cause of attempts to process such a large amount of information necessary to balance all the branches of economy in the centralized way but also for the reason that the deficit of products often satisfied the economic interests of a large number of distributers better than trade in the balanced market. SYSTEM OF THE MIXED ECONOMY One hardly may find the pure system or the system of the free market market-driven economy in the modern world. Though it is declared that the major economic decisions in the country are dictated by the market, the role of the government in the procedure of adopting these decisions is increasing (Ikeda, S., 1996). For example, 50 years ago the USA government acquired 15 per cent of the total number of products manufactured and the services rendered in America, whereas for the being time this figure already amounts to 20 per cent. Due to this combination of market forces and participation of the government, the economy of America and a large number of other democratic countries is referred to as the mixed economy. The economy of countries which were included in the composition of the former USSR and which were under the influence of the former USSR now also is referred to as mixed one (Ikeda, S., 1996).. The economy of countries of the modern world constitutes the combination of market-driven and governmental economies. Baumol, W. and Blinder, A. (2008) think that, in such countries as USA, the UK, France, Germany, Japan, and many other countries, the mixed capitalistic system is applicable. Thus, in the mixed economy, economic freedom prevails. However, some decisions are adopted by groups, very often by governments. Conclusion COMPARISON OF ECONOMIC SYSTEMS According to Baumol, W. and Blinder, A. (2008), difference between the free market (capitalistic) system and the command economic system is mostly manifested by the role of the government and the model of ownership to the means of production. In the market-driven economy, production exists for the benefit of an individual, whereas, in the planned economy, an individual exists for the benefit of production. As we know, under the conditions of the command economy, companies, agriculture, shops, and other production resources were owned by the government and major economic problems were solved by the governmental planning authorities. Thus, in the countries of centralized planning, the key role is performed by the government. The situation is radically different under the market-driven conditions: these problems are solved by buyers and sellers and the fixed production assets are owned by the right of ownership. In this economic model, the government performs a conditionally small role. The combination of the market-driven (capitalistic) economy and the command economy is the mixed economy (Baumol, W. and Blinder, A., (2008). Both the theory of economics and world experience proved that the most effective is such a mixed economic system in which market relationship elements rather than command relationship elements prevail as both the USSR and other countries of the command economy regularly experienced the deficit of some or another products and did not cope with too slow increase in the efficiency of agriculture and other business activities. Though the mixed economy is more efficient if market relationship elements prevail, the latter elements also have some drawbacks.

Quaid E Azam, The Best Leader

Quaid E Azam, The Best Leader Leadership and Organizational Behavior: If you change your past and work together in a spirit that every one of you, no matter to what community he belongs, no matter what relations he had with you in the past, no matter what his color, caste or creed, is first, second and last a citizen of this State with equal rights, privileges and obligations, there will be no end to the progress you will make. (Muhammad Ali Jinnah) (1) It really takes a lifetime to achieve your dreams but in order achieve the dream of millions, it is a feat that only a few can perform in the whole mankind but Quaid-e-Azam was one of them. The abilities and skills which he manifested in the creation of Pakistan and the fight he fought, with reasons and logics to bring the dream of a lifetime for millions of souls was unsurpassable. We will always remain in debt to this man and those millions of sacrifices. Why I chose Quaid-e-Azam, the best leader: Everyone in this earth has a hero. People have heroes because they really admire that specific person and they really look up to that person. They really want to do what they have done and they have achieved in their lives. Likewise, I also have a hero. My hero is Quaid-e-Azam Mohammad Ali Jinnah. There has been a lot written and said about him. From Larry Collins, Dominique Lapierre to Stanley Walport; everyone agreed on one thing: this man, this leader and founder of Pakistan had resolve of a man unbreakable even by the might of the mightiest, the British Empire, the Hindus and by all who thought that to create Pakistan was something beyond reach. But he stood strongly against all who promised and applied pressure from every direction and yet they couldnt move him even an inch. He was to give all, he single handedly performed his responsibilities and there are some elements that make him very unique in all sense; as a leader or as a tactician, as one of the finest implementer of law or as a symbol of governance. I choose him as my hero leader because I really admire him and his style, his personality and most importantly what he did for the Muslims of our country. He gave Muslims the freedom from the British Empire that was ruling at that time. Biographies and Articles: I have read lots of biographies and articles on Quaid-e-Azam and I am going to discuss and analyze a few of those here. The first biography named, Muhammad Ali Jinnah Biography (2) describes the basic introduction about the early life of Quaid-e-Azam and his early education, his comeback to India, starting of his practice at bar, his joining of All India National Congress has also been described, agreement on Lucknow Pact, Jinnahs fourteen points, his control over the Muslim League, Lahore Resolution, 1945-46 elections and the establishment of Pakistan. The second biography named, Biography on Quaid-e-Azam Muhammad Ali Jinnah (3) also describes his early life and his education, his life in London has also been discussed, his return to Karachi in 1896, his entrance in Politics in 1906, his role in unifying the Muslims into a nation and becoming the first head of a new estate i.e. Pakistan. The third biography named, Biography on Quaid-e-Azam (4) explains Birth of Quaid-e-Azam, the Early Life of Muhammad Ali Jinnah, Political Career of Muhammad Ali Jinnah, Constitutional Struggle of Muhammad Ali Jinnah, Muslim League Reorganization and link of Muhammad Ali Jinnah, Demand for Pakistan Slogan Raised by Muhammad Ali Jinnah, the Cripps Scheme and the most importantly, The Quaids last Words. An article, Remembering the Founder (5), from Dawn December 25, 2000; shows the importance of Quaid-e-Azam in the struggle against the problems in making Pakistan, it also shows his modern vision of politics and his vision of Pakistan as well. Another article, Quaids Concept of Pakistan (6), from The News International Pakistan December 25, 2005; tells about the controversy over whether the Quaid-e-Azam envisaged Pakistan to develop into an Islamic or secular state, the collapse of the 1857 resistance, treatment of minorities, his effective speeches, the dangers to Pakistan and his concept of a Nation. By reading all the above mentioned biographies and articles, I want to share the information I gathered, his qualities, efforts and most amazingly zero level of weaknesses, my views about the strengths and accurate behavior of this great leader. Early Life: Quaid-e-Azam Mohammad Ali Jinnah was born on December 25th, 1876, to a mercantile family in Karachi. He got his early education at the Sindh Madrassat-ul-Islam and the Christian Mission School. He joined the Lincolns Inn in 1893 and became the youngest Indian to be called to the Bar. After three years, he became most famous lawyer in Bombay. In 1905, he entered politics from the platform of the Indian National Congress. As a member of a congress delegation, he went to England in that year to plead the cause of Indian self-governemnt during the British elections. By forming a political group called the Muslim League, he got us a freedom. Talking to all the Muslims around in the sub-continent at that time, he said, We are a nation with our own distinctive culture and civilization, language and literature, art and architecture, names and nomenclature, sense of values and proportion, legal laws and moral code, customs and calendar, history and tradition, aptitudes and ambitions; in short, we have our own distinctive outlook on life and of life. By all canons of international law, we are a nation. (7) Political Career: In January 1910, Quaid-e-Azam was elected to the newly-constituted Imperial Legislative Council. He was probably the most powerful voice in the cause of Indian freedom rights all through his parliamentary career. Jinnah was also the first Indian to pilot a private members Bill through the Council and soon became a leader of a group inside the legislature. Strong Beliefs: For almost three decades since his entry into politics in 1906, Jinnah strongly believed in Hindu-Muslim unity. The Hindu leader before Gandhi, Gokhale, had once said of him, He has the true stuff in him and that freedom from all sectarian prejudice which will make him the best ambassador of Hindu-Muslim Unity. (8) And he did become the architect of Hindu-Muslim Unity, he was the one who was responsible for the Congress-League Pact of 1916, known as Lucknow Pact; the only pact ever signed between the two political organizations, the Congress and the All-India Muslim League, the two major communities in the subcontinent. Key Roles: The Lucknow Pact showed a milestone in the evolution of Indian politics. It conceded Muslims the right to separate electorate, reservation of seats in the legislatures and weightage in the representation both at the Centre and the minority provinces, thus binding the trend towards Muslim individuality in Indian politics. All the credit for this goes to Jinnah. Thus, by 1917, Jinnah came to be recognized among both Hindus and Muslims as one of Indias most outstanding political leaders. He was very prominent in the Congress and the Imperial Legislative Council as he was the President of the All India Muslim and that of the Bombay Branch of the Home Rule League. More importantly, because of his very special role in the Congress League agreement at Lucknow, he was hailed as the ambassador of Hindu-Muslim unity. Great Impact: In 1940, the formulation of the Muslim demand for Pakistan had a great impact on the course of Indian politics. It shattered forever the Hindu dreams of Indian, in fact, Hindu empire on British exit from India. The reaction of the Hindus was quick and bitter too. The British were equally hostile to the Muslim demand, their hostility having stemmed from their belief that the unity of India was their main achievement and their foremost contribution. The irony was that both the Hindus and the British had not anticipated the strong response that the Pakistan demand had elicited from the Muslim masses. Hence, they failed to know how a hundred million people had amazingly become so much conscious of their distinct nationhood and their destiny. In monitoring the course of Muslim politics towards Pakistan, none played a more prominent role than did Quaid-i-Azam Mohammad Ali Jinnah. It was only his advocacy of the case of Pakistan and it was his remarkable strategy in the delicate negotiations that followed the formulation of the Pakistan demand, particularly in the post-war period, that made Pakistan inevitable. Limitless Struggle and Efforts: In subsequent years, however, he felt dismayed at the involvement of violence in the politics. Jinnah really felt that political terrorism was not the way to the national liberation but, the dark route to disaster and destruction. Hence Jinnah could not possibly, countenance Mohandas Karamchand Gandhis novel methods of Civil Disobedience and the triple boycott of government aided schools and colleges, courts and councils and British textiles. Earlier, in October 1920, when Gandhi, having been elected President of the Home Rule League, tried to change its constitution as well as its nomenclature, Jinnah had resigned from the Home Rule League, saying: Your extreme program has for the moment struck the imagination mostly of the inexperienced youth and the ignorant and the illiterate. All this means disorganization and chaos. (9) Required Behavior: In the growing frustration among the masses caused by colonial rule, there was strong cause for extremism. Jinnah felt that it might lead to the building up of resentment, but nothing constructive. Hence, he opposed the tactics adopted by Gandhi to exploit the Khilafat and wrongful tactics in the Punjab in the early twenties. On the eve of its adoption of the Gandhian program, Jinnah warned the Nagpur Congress Session (1920): You are making a declaration (of Swaraj) and committing the Indian National Congress to a program, which you will not be able to carry out, (10). He felt that there was no short-cut to independence and that Gandhis constitutional methods could only lead to political terrorism, lawlessness and chaos, without bringing India nearer to freedom. Although Jinnah left the Congress soon thereafter but he continued his efforts towards bringing about a Hindu-Muslim unity. However, because of the huge distrust between the two communities as evidenced by the country-wide communal riots, and because the Hindus failed to meet the right demands of the Muslims, his efforts came to zero. One such effort was the formulation of the Delhi Muslim Proposals in March, 1927. Jinnah argued in vain at the National convention (1928): What we want is that Hindus and Muslims should march together until our object is achieved. These two communities have got to be reconciled and united and made to feel that their interests are common, (11). The Conventions blank refusal to accept Muslim demands represented the setback to Jinnahs passionate efforts to bring about Hindu-Muslim unity, it meant the last straw for the Muslims, and the parting of the ways for him, as he confessed to a Parsee friend at that time. Jinnahs disillusionment at the course of politics in the subcontinent made him to migrate and settle down in London in the early thirties. He returned to India in 1934, at the pleadings of his co-religionists, and did assume their leadership. But then the Muslims presented a sad spectacle at that time. They were a mass of dissatisfied and demoralized people, politically disorganized program. To get the Muslim people freedom, Quaid-e-Azam Mohammad Ali Jinnah played a big role. He was the only Muslim to stand up and rally all the Muslims together so they could have their freedom on Aug. 14, 1947. Great Thoughts and Sayings of Quaid-e-Azam: We can look to the future with robust confidence provided we do not relax and fritter away our energies in internal dissensions. There was never a greater need for discipline and unity in our ranks. It is only with united effort and faith in our destiny that we shall be able to translate the Pakistan of our dreams into reality. (Mohammed Ali Jinnah) (12) My message to you all is of hope, courage and confidence. Let us mobilize all our resources in a systematic and organized way and tackle the grave issues that confront us with grim determination and discipline worthy of a great nation. (Mohammad Ali Jinnah) (13) We are now all Pakistanisnot Baluchis, Pathans, Sindhis, Bengalis, and Punjabis and so onand as Pakistanis we must feet behave and act, and we should be proud to be known as Pakistanis and nothing else. (Mohammad Ali Jinnah) (14) We should have a State in which we could live and breathe as free men and which we could develop according to our own lights and culture and where principles of Islamic social justice could find free play. (Mohammad Ali Jinnah) (15) Come forward as servants of Islam organize the people economically, socially, educationally and politically and I am sure that you will be a power that will be accepted by everybody. (Mohammad Ali Jinnah) (15) The Quaids Last Message: With a sense of great satisfaction at the completion of his mission that Jinnah told the nation in his last message on 14 August, 1948: The foundations of your State have been laid and it is now for you to build and build as quickly and as well as you can, (16). In accomplishing the task he had taken upon himself on the morrow of Pakistans birth, Jinnah had worked himself to death. Result: The Quaid e Azam is admired by all political parties as well as by the army in Pakistan. He was a tremendous leader whose first preference was to give special status for the Muslim League within a united India as being the sole representative of the Muslim community. This was unacceptable to the Congress which had been quite secular in its outlook and had leaders from all the many religions. The Quaid-e-Azam was an accomplished lawyer and a magnificent negotiator. He used the threat of creating Pakistan as a stick if his demands were not met. After getting Pakistan, he wanted it to be a secular state but unfortunately he died within a year of its creation. As a result, religious forces quickly adopted a resolution making Pakistan an Islamic republic and introduced a basis for subsequent misuse for intolerant agendas of some of its most influential leaders. Conclusions: That is why I really admire him. He is a hero to everyone in my country because of what he did for our country and for the Muslims. He fought so much for Pakistan and he did so much for us that no one can ever forget. He is a great freedom hero for me. In all his speeches given in whatever little time he had, it paved way for all to see and to learn how Pakistan should develop its economic and foreign policies, how to protect rights of the minorities, based on justice and fairness, a society set on the principles of Islam, where all will be able to take part to its success and progression but we all forgot within the months of his departure. It is still time for Pakistanis to wake up and to follow the spirit of its founder to bring back this country to its feet. All the challenges we face, all the resistance we face amongst ourselves and from outside can be removed if we could only understand Jinnah and his life and know the mechanics in creation of a country that became second largest Muslim country in 20th century. But this was not to happen as we forgot our very own sacrifices, our very own people and our very own founder Jinnah. Instead of following his vision; we followed our instincts based on greed and promotion of values against all what he made and created. We forgot Jinnah and have turned Jinnah into just a mere symbol. It is his words; it is his life which should be lived in all of us. We have betrayed him in last sixty one years. It is still time to appreciate and to bring that spirit back in Pakistan and in all of Pakistanis, and we have to forget these differences that we have created. We must become more understanding and tolerant of each other and work together. It is this task that is the need of the time and our major responsibility. Remember a young boy, age of seventeen, arriving at Southampton. Remember a person who learnt all the important ways of life in those dull and depressing months of winter. Remember that person who once walked near river Thames, asking himself what a change means and how it can be brought. Even Jinnah had no idea what so ever at that time but he learnt that studying Law will take him so far but he never thought that one day he will fight in a way no one had done it ever before. One day he will fight for the hopes of millions. He took stand against Gandhi, Nehru, Patel, Mountbatten and the whole British Empire. But he fought well with both his mind and words and took intelligent actions to turn this dream into reality. It is now up to us as individuals and as a society and as leaders of this Pakistan to understand the cause and all what it took. It is this man Mohammed Ali Jinnah who became in the process our Quaid-e-Azam, the founder of Pakistan. It is this man, Mohammed Ali Jinnah, Quaid-e-Azam, a man for all seasons we owe our lives to and to Pakistan.

Essay --

Reproductive System The reproductive system is a group of organs that work together to make a new life. Most organs of the reproductive system are the external genitalia and the internal organs, including gonads that produce gamete. The external genitalia are found in the pelvis and vulva and gonads are testicles and ovaries. The female reproductive organs are found inside of the pelvis and most of the male reproductive organs are found outside the body. Most of the organ of a male reproductive system is the penis and a female is the vagina. The breasts are one of many parts of the reproductive system. The breasts are organs that have mammary glands, milk ducts, and adipose tissue. In the middle of each breast is a nipple that releases milk when production for a new life has begun. The areola is a thick piece of skin that surrounds the nipple and protects the tissues under when your breastfeeding. There are many types’ problems that have to do with the breast like breast cancer. Breast cancer is a malignant tumor that starts in the cells of the breast, usually starts in the inside the milk ducts or lobules. A malignant tumor is a cancer cells that can grow into in tissues or spread to different parts of the body. Doctors say one in eight women will be diagnosed with breast cancer in their lifetime. Breast cancer is the mostly diagnosed in women, and the second leading cause of death for them. Even though breast cancers are mostly found in women men can get it to but it’s very rare. Doctors are not really sure what the exact cause of breast cancer. Doctors say some of the causes can be, the older you get your chances rise, starting periods before the age twelve or going through menopause before the age fifty-five. Risk of b... ... cells, or by placing radioactive material inside your body; side effects can include fatigue, sun burn rash or tissue may seem swollen. There are different types of stages of breast cancer. Staging tells how far the cancer has spread within the body, staging is determined after breast cancer has been diagnosed and stages from 0 to 4 depending on how far its spread. Stage 0 cancer cells are only found in one location, Stage I cancer cells have left the milk ducts but haven’t reached the lymph nodes, Stage II cancer increases in size and has reached the armpit lymph nodes, Stage III cancer has spread to the cervical lymph nodes or tissue around the breast, Stage IV cancer has spread to other organs. Treatments are Herceptin witch cause cells to die, Kadcyla a cell killing drug let into the cancer cells, Tykerb and Perjeta. All these treatments have side effects.

Tuesdays With Morrie :: Tuesdays With Morrie Essays

Tuesdays With Morrie Tuesdays With Morrie is a true novel based upon an older dying man's outlook on life. Throughout the story, the older man teaches his past student about life as his body is slowly withering away from the " Lou Gehrig's Disease." CHARACTER DEVELOPMENT: Morrie Schwartz (the older man) teaches his student, Mitch Albom, what really matters in life. The only way that I can begin to describe Morrie's character, is to quote an excerpt from pg. 10 regarding his reaction after being diagnosed: " But my old professor had a profound decision, one he began to construct the day he came out of the doctor's office with a sword hanging over his head. Do I wither up and disappear, or do I make the best of my time left? He asked himself. He would not wither. He would not be ashamed of dying. Instead he would make death his final project, the center point of his days. Since everyone was going to die, he could be of great value, right? He could be research. A human textbook. Study me in my slow and patient demise. Watch what happens to me. Learn with me. Morrie would walk that final bridge between life and death, and narrate the trip." Based on his decision not to wither up and die, and instead use his dying, as an opportunity to teach others what truly matters in life, shows how unselfish and positive he really was. Morrie didn't see his time spent ill as a waste, instead, he said, and I quote, " I mourn my dwindling time, but I cherish the chance it gives me to make things right." (Pg. 167) As a way to further carry out Morrie's wish to be useful, both Morrie and Mitch decided to meet every Tuesday to study and discuss life's greatest lessons. Not only do we see evidence of Morrie's character, we also see a change in Mitch and his values. With Morrie as a guide, Mitch begins to understand that money, and materialistic wealth, have less significance than things such as relationships, forgiveness, and love. IMAGERY: An excerpt from the book, which related to imagery, was what Morrie referred to as detachment.

one starfish :: essays research papers

All throughout my life, I’ve always regarded sports as one of the most important things in my life. They’ve always been there, to a point where I’ve taken my skills for granted. However, in light of a changing world, I have come to realize that taking anything, much less your gifts, for granted is a titanic error. The thing is in this world, you tend not to notice something, till its gone. I have learned that many times. I’ll use the example of my parents: Like most families, I grew up with both my parents there for me, and didn’t realize how lucky I was to have that, until two years ago, when my parents’ jobs caused them to separate, and ever since then even a dinner with both of them has become a rare occasion; one that I savor. Even when I am at home (wherever that is) I don’t see much of my family, with my sister being at college, and my mother’s and father’s jobs call upon them to work severe overtime. If there was one thing I could change about the world, I would make people do just that, appreciate what they have, and think, just give a thought about all the good things they have. Their various talents, to have your family with you, to have a shoulder to lean on, people that care about them, or just a place to be educated. It is a sad fact that to more then half of the people on earth, their next meal is uncertain; a place to call home may be nonexistent, people working on farms, selling themselves, finding anyway to get by, with their family and loved ones. Think about that, and do something to help out. Support a charity, send clothes or food to drives, or just pray. A small difference to one person goes a long way. Like in that Peace Corps commercial, where a young boy is walking down a beach, picking up starfish and throwing them back into the sea, so they don’t get washed up and die. His grandmother strides up to him and says â€Å"Oh Jimmie, there are so many miles of shore, and so many starfish. Do you really think you can make a difference?† Jimmie, keeping his eyes on the horizon picks up a starfish and throws it back in, and says softly, â€Å"I made a difference to that one. one starfish :: essays research papers All throughout my life, I’ve always regarded sports as one of the most important things in my life. They’ve always been there, to a point where I’ve taken my skills for granted. However, in light of a changing world, I have come to realize that taking anything, much less your gifts, for granted is a titanic error. The thing is in this world, you tend not to notice something, till its gone. I have learned that many times. I’ll use the example of my parents: Like most families, I grew up with both my parents there for me, and didn’t realize how lucky I was to have that, until two years ago, when my parents’ jobs caused them to separate, and ever since then even a dinner with both of them has become a rare occasion; one that I savor. Even when I am at home (wherever that is) I don’t see much of my family, with my sister being at college, and my mother’s and father’s jobs call upon them to work severe overtime. If there was one thing I could change about the world, I would make people do just that, appreciate what they have, and think, just give a thought about all the good things they have. Their various talents, to have your family with you, to have a shoulder to lean on, people that care about them, or just a place to be educated. It is a sad fact that to more then half of the people on earth, their next meal is uncertain; a place to call home may be nonexistent, people working on farms, selling themselves, finding anyway to get by, with their family and loved ones. Think about that, and do something to help out. Support a charity, send clothes or food to drives, or just pray. A small difference to one person goes a long way. Like in that Peace Corps commercial, where a young boy is walking down a beach, picking up starfish and throwing them back into the sea, so they don’t get washed up and die. His grandmother strides up to him and says â€Å"Oh Jimmie, there are so many miles of shore, and so many starfish. Do you really think you can make a difference?† Jimmie, keeping his eyes on the horizon picks up a starfish and throws it back in, and says softly, â€Å"I made a difference to that one.

Integration of faith no name

The Merriam Webster cautionary defines character as, â€Å"the good qualities of a person that usually include moral or emotional strength, honesty, and fairness†. From the beginning of time, people have had the example of negative and positive character. The lesson comes from the Bible in Hebrews 13:18 Pray for us: for we trust we have a good conscience, in all things willing to live honestly. These qualities, as stated in Hebrews make a successful leader. A successful leader has a victorious team which will produce quality products and attract loyal customers.Kettle and Keller state the vital role for any COM is to instill a customer viewpoint and create a loyal clientele (Kettle & Keller 2012). This is done through marketing and includes everyone in the company to reach to consumers. Within the marketing management the holistic marketing approach of 4 elements carries the workload that all employees should know the needs, wants, and interests of their market. This leads to value and satisfaction. If corners are cut to make a cheaper product the customer will not be happy with the quality.Building or providing high quality goods and services are a sign of character, being honest with good conscience. What would the employee or company do when no one is looking? Would they do the right thing and be honest? Or would they lie, cheat, and steal to close a deal with a customer or client? The best companies will be the ones that give back to the community and help those in need that may be down on their luck. A well known restaurant chain of having a good honest character is Chick-fill-a.As of last year 2014, Chick-fill-a has given over $68 million to education and various charities, working closely with the community. They have successfully built a loyal market. They also value family time and allow their employees a day off, Sunday. By being an example of giving to the community and creating a firm foundation in character, people are attracted to the value s and passion of this restaurant. A mission statement, ‘this is where you breathe real life into the lungs of your organization† (Ramsey 201 1).

Managing Strategy: Case Study of Thornton plc Essay

1.0 Thornton Plc – an Overview: Occupying 8 percent market share of the UK boxed chocolate market in the year 2002 the company Thornton had witnessed a decline in its profits even from the year 1998. The turnover of the company and the operating profits of the company for the years 1994 to 2003 are presented below: The company was largely depending on its in house manufacturing facility and also adopted the marketing strategy of distributing the products through its own retail units established throughout the country. To some extent the company also adopted the franchising route also. Though the company was rich in its internal resources and good in the new product developments, the manufacturing and marketing strategy adopted by the company posed difficulties in meeting the seasonal demands which constituted a major percentage of the sales of the company. This part of the paper analyses the strength of the internal resources of the company. 1.1 Internal Resources: The success of any business depends on the strength of its internal resources which greatly facilitates sustaining the growth achieved by the firm. It is equally important for the company not only to achieve reasonable growth in the profits and sales but also to sustain the growth established by it. The internal resources of the company come in handy to help the company to retain the level of growth being achieved by the company. The internal resources of the company Thornton Plc can be detailed as below: A Complete Value Chain: The strategy of the company in having in house manufacturing facility coupled with its own retail outlets represented a complete value chain which is a distinct internal resource the company possessed. Even though the company resorted to external sources for non-core products and the basic liquid chocolate, the company retained the core manufacturing activity and the recipes. This enabled the company to ensure the quality of the ingredients to the chocolates and maintain its exclusivity in the market. Assets and Competencies of the Company: The distinct advantage the company was carrying was its capability to manufacture its requirements with its own facilities. This had enabled the company to maintain the freshness of its chocolates which became a distinguishing feature for Thornton’s products. This represents the internal resources of the company in the form of its ‘physical assets’. The other ‘physical assets’ that helped the company in maintain its market position is the number of the company’s own retail shops spread throughout the country. A graphical representation of the total number of retail outlets owned and franchised by the company is produced below: Intangible Assets: The goodwill earned by the company by maintaining the quality of its products and the quality of its service to the customers account for the intangible asset the company holding as an important internal resource of the company. Product Differentiation: Another feature that distinguished the chocolates of Thornton is the finishing. While competitors like Cadburys’ products are moulded, Thornton used a handmade appearance to the products by enrobing them in chocolates. In this way Thornton could make a marked ‘product differentiation’ that can be counted as a valuable internal resource that the company could use for improving its brand image. Quality of Service to the Customers: By having most of its sales done by its own shops, the company was able to provide a quality service to the customers. Through services like writing personalized messages on chocolates by icing on the top on important occasions, providing specialised gift wrappers etc the company could get to the fifth place by customers’ choice in the high-street vendors. Product Innovations: Developing new products was a passion for Thornton. This is evident from the fact that in the year the company could add 27 new ‘countlines’ and 132 new and updated products in the year 1998.       Unique and Core Assets and Competencies: The Unique assets of the company can be found in its in house manufacturing facilities that contributed largely for the quality of the products. However with the available manufacturing facility the company was unable to meet the peak seasonal demand which represented the threshold limit with respect to this unique asset. Similarly the core competency represented the company’s ability to innovate as many number of new products to cater to the market. But the threshold limit for this competency was the failure of the company to concentrate on the retailing and the poor locations of the shops that could not give the true advantage of this core competency of new product innovation. 1.2 Strengths and Weaknesses of Thornton Plc: While commenting on the internal resources of any firm it is customary to do an analysis of the firm’s relative strengths and weaknesses. An analysis of the strengths and weaknesses of Thornton is detailed below: Strengths: In house manufacturing facility: The availability of in house manufacturing facility enabled Thornton to ensure the quality of ingredient and thereby ensure the quality of its products. It was also possible to maintain the freshness f the products.   Own retail outlets: The establishment of the company’s own retails shops gave the strength of meeting a higher level of customer service and also an effective distribution of the products among own retail units. Capability to innovate new products: The distinct capability of the company to involve itself in innovative products with new recipes had resulted in increasing its sales at some point of time. Several attempts by the company to promote the sales on this strength had proved successful. Strong brand image: The quality of the Thornton’s products coupled with its freshness had created a set of loyal customers to the company and resulted in the creation of a very strong brand image for the company Sound technical knowledge in terms of recipes: This strength has helped the company to plunge in to the creation of many new products that finally proved successful in the market. Added marketing strength through franchisee stores: In addition to the own retail units, the company also adopted the policy of giving franchise rights to more retailers which proved a distinct strength for the company in terms of marketing of its products. Unique product differentiation: The Company had clearly excelled itself in the segment of boxed chocolates which has proved to be the company’s core strength. Strong market presence in the boxed chocolate segment: Having specialized in the boxed chocolate segment the company made its presence felt in the segment. Weaknesses: Heavy Seasonal Demand: More than 50 percent of the sales of the company resulted from the sales during Christmas, Easter, Valentine’s Day and Easter Sunday. This led to pressure on sales at shorter periods and at times poor sales if there were disturbances in the seasonal sales due to some reason. Dependence on one key product: Excessive dependence on a single product like boxed chocolates had always proved a cause for the failure in sales. Similarly the company depended on the sale of innovative Easter Eggs for the year 2000 that proved an expensive lesson in that more than 300,000 chocolate eggs were left in stock unsold, making the company to sell at half the price. Low quality products and service from franchisee and associated companies: Many a times the associate companies with whom the company had selling arrangements sold products of lower quality. The franchisees, their core product not being chocolates could not provide a quality service to the customers Poor automation capabilities leading to higher labour intensiveness: The finishing of the products with chocolate enrobing made the automation impossible and also due to seasonal sales the company had to employ additional labourers for manufacture as well as for sales during season times which proved expensive. Frequent changes in the marketing strategies: Due to some reason or other the company faced failures successively which made the company change in the marketing strategies. Also changes in the Chief Executives also brought new strategies into practice. Being impulsive purchase unpredictable demand: The chocolate being an impulsive purchase made the demand for the products unpredictable leading to manufacture of the products without a planned approach. Weather conditions affecting seasonal demands: Since the sales of the company were heavily seasonal, any weather conditions that affect the festivals also affected the sales of the company. This was evidenced in the Christmas for the year 1998, when the sales went down by 3.8 percent for the same period last year due to extended summer that affected the buying of customers. Shorter shelf life of the products: One of the major weaknesses of the company was the short shelf life of the products. As against the use of the vegetable fat as the base by the competitors which gave them longer shelf life, Thornton used cocoa base to keep the authentic quality of the products which made the shelf life shorter for the products. Product lines demanding own manufacture: Several products of the company were fit to be manufactured by the companies own manufacturing facilities only. On a research the management of Thornton identified that at least 70 percent of their products need their own manufacturing facility. Higher manufacturing costs: Since most of the products are being manufactured by its own facilities the company could not have a closer control in the manufacturing costs. Moreover the employment of additional workers on peak seasons also increases the manufacturing cost. 1.3 Product Market Research: The Company’s core product range included the boxed chocolates, where it has to meet the competition from major players like Cadburys and Nestle. The company had to compete with high street specialist retailers such as ‘Body Shop’ in  £ 5-10 price range. The percentage of market share of different companies in the boxed chocolate market is graphically represented below: It may be noted that Thornton was able to retain the market share of 8 percent from the year 1999 to 2002 sheer by the product quality against the stiff competition of not only other chocolate retailers but also form others selling postal gifts of wine and flowers. The introduction of 27 new products in ‘countlines’ in the year 1997 and 132 varieties in the year 1998 witnessed an increase in sales of up to  £ 133 million for 1998 and also brought new male, children and teenage customers lowering the average age of the customers. The company planned to increase the new products and re-launch of old products up to 92 percent for Valentines Day, 100 percent for Mothers day and 91 percent for Easter Sunday for the year 2000. New product development with a focus on day-to-day sales rather than for meeting the seasonal demand was taken up to reduce the excessive dependence on the seasonal sales. 1.4 Internal Resources and the Firm’s Competitive Advantage: The competitive position of a firm is determined by its product superiority and the relative market position. These aspects are enhanced by the internal resources and capabilities possessed by the company that adds the competitive edge of the organization In the case of Thornton, the company was clearly placed in more competitive position as compared to other players in the market. The better quality of its products that could be achieved as a result of its own manufacturing facilities is a distinct competitive edge the company possessed. Similarly the positive effects of other internal resources like the establishment of its own retail outlets and the product innovation capabilities had contributed much to the improvement in the marketing ability of the company.                Question 2: Marketing Strategy of Thornton Plc: The marketing strategy of Thornton can be analysed on the basis of the available marketing strategy models. 2.1 Porter’s Generic Strategies: As perceived by Michael Porter in his book ‘Competitive Strategy: Techniques for Analysing Industries and Competitors’ the competition in any business can be reduced to three broad strategies. These strategies are known as ‘Porter’s Generic Strategies’ and are: Cost Leadership Product Differentiation and Market segmentation The competitive strategy of Thornton can be identified with Product differentiation and market segmentation but not with the cost leadership as the company was never able to have a comfortable cost position because of its high packing costs and heavy seasonal demand for the products. 2.2 Bowman’s Clock: As compared to the Porter’s Generic Strategies Cliff Bowman had developed competitive advantages in relation to cost advantage or differentiation advantage. Bowman identified eight core strategies in any business based on the firm’s competitive advantages. They are: Low price/Low added Value: signifying segment specific strategy Low price: being adopted by a cost leader as a result of price wars and low margin on the products Hybrid Option: Represents low cost base and reinvestment in low price and product differentiation. Product Differentiation: This option is being exercised with a price premium and without a price premium. Focused Differentiation: Involving perceived added value to a ‘particular segment’ that needs a premium. Increased Price/Standard: higher margins if competitors do not value follow/risk of losing market share. Marketing Teacher Increased Price/Low Values: This option can be exercised only in a monopoly situation Low Value/Standard Price: This strategy will result in a loss of market share.    Out of these eight strategic options developed by Bowman, Thornton had been following the Product differentiation Strategy originally and later on shifted to ‘focused differentiation’   to capitalize on their product strength. In the case of Boxed chocolates the firm had adopted the   product differentiation with a price premium.          2.3 Ansoff’s Matrix: Developed by Igor Ansoff, this model uses two basic components of marketing namely Products and markets to identify four generic growth strategies namely Market Penetration, Market Development, Product Development and Diversification. Ansoff’s Matrix is â€Å"a framework for identifying the corporate growth opportunities† (Tutor2u) Market Penetration involves more of the same product to the same customers Market Development uses new customers for existing products Product Development uses new products for existing customers and Diversification involves new products and new customers. Ansoff’s Matrix: Example of Thornton The example of Thornton matching the Ansoff’s Matrix can be explained as below: Market Penetration: Increase in the share of chocolate business at the expense of Sainsbury and Asda. Market Development: Movement into more distribution channels like ‘joint venture’ shops with Birthdays Group – a 500 strong chain of greetings cards and novelties outlets; exclusive supply arrangement with Tesco; expansion in to France, Belgium and USA Product Development: Thornton attempted to do product development increasing the rate and scope of new product innovation, repackaging and re-launching of old products that added 27 products in the year 1997 and close to 132 products in the year 1998. Diversification: Thornton developed new product ranges like desserts, ice cream, sponge puddings, cakes and cheesecake.          2.4 Five Forces Model: Thornton’s position with respect to the industry can be analysed on the basis of Michael Porter’s Five Force analysis. â€Å"Porter provided a framework that models an industry as being influenced by five forces. The strategic business manager seeking to develop an edge over rival firms can use this model to better understand the industry context in which the firm operates.†(QuickMBA) Barriers to Entry: Though technologically there is no barrier for the new entrants to the market, the accesses to the distribution channels pose a great barrier to entry. Establishment of a new brand also would take considerable time and money in the form of advertising and promotional expenses. This acts as a barrier to the new entrant to the industry. The strength of this force is negligible. Threat of Substitute: There are a number of substitute products available for the products of Thornton. The new products from the competitors like Nestle and Cadburys as well as products from other brands and own label manufactures often pose a problem of substitute products available in the market. Switching to substitute products for the customers is inexpensive and easy as every brand is available in plenty in the various outlets like petrol bunks, novelty stores, greetings cards stores, super markets and specialized shops. The strength of this force is to be reckoned with. Buyer Power: The ultimate consumer being the buyer the force exerted by them on the industry is sizeable. Any small change in the quality of the products or in the level of service will make the buyers switch their loyalty to other brands. Moreover, being an impulse purchase the availability of a number of substitutes and the inexpensive way to switch to other brands make the buyer power act as a strong force.    Supplier Power:   The timely delivery of the product depends on the availability of the base materials in the right quality and right time. Though it is not difficult to establish new sources of supply it may take some time to establish the required level of quality and reliance on the timely deliveries. But the supplier cannot threaten to increase the price at his convenience as there a number of suppliers are available in the market. Hence it can be said that this force is only mildly acting on the industry. Competitive Rivalry: As such the industry is highly competitive with four major players occupying 72 percent of the market share. Any small downward trend in the market share of Thornton will be taken advantage of by the major players acting in the industry. Moreover except the force of ‘barriers to entrants’ and ‘suppliers power’ to some extent other forces are acting very strongly on the industry. Hence it can be said that the competitive rivalry is very high for Thornton Plc. Question 3: Relationship between Thornton and Marks & Spencer: The case study of Marks & Spencer also indicates the different strategies adopted by the firm to sustain its growth attained over a period. The basic weaknesses in the company that led to the downward trend of the company were: Excessive dependence on the suppliers within UK which increased the cost of the products for the company and affected the profitability Expansion of business within Europe and in the USA that finally proved unworthy or not maintainable due to various reasons Expansion and refurbishment of own retail units in the UK which increased the capital cost of the firm Development of new product lines like food when there was so much to be done in the existing clothing business. Thus the experiences of both Thornton Plc and Marks & Spencer can be identified as more or less same with the only difference is that Thornton depended heavily on the seasonal business. Marks & Spencer followed a Hybrid strategy under Bowman’s clock. With the experience of both the firms in the same direction it is quite possible that the business of the both the firms can be combined to take advantage of the advantage of the combiner synergy. However while combing the businesses by selling the chocolates through Marks & Spence r the following points need to be taken into account. 3.1 Overlap of Network: Though Thornton had a long standing supply arrangement with Marks & Spencer with a renewal of such supply arrangement may pose the problem of the overlapping of the network of the customers of both the stores, especially in locations where both Thornton and Marks & Spencer have their retail outlets. Being a commercial customer it is quite possible that the products offered by Marks & Spencer may differ by style and recipe from those provided through Thornton’s own outlets. It may not be possible for the customers to be sure as to whether the products were really made by Thornton. The authenticity of the products may not be fully realized in the perspective of the customers. This is one aspect that needs consideration when a decision to renew the contacts with Marks & Spencer is to be ever thought of by Thornton. Another issue that Thornton needs to consider is the quality of service to the customers. Marks & Spencer having it thrust on its core products of clothing, food and beauty products it may be difficult for the company to attach the same importance that Thornton gives its products. The personalized approach that is being attributed to every customer at the Thornton store may not be expected out of Marks & Spencer. The availability of substitute products by the side of the products of Thornton may also pose a problem for an effective increase in the sales of Thornton’s products. The product promotions and advertising for the competitors’ products will have its own impact on the sales of the Thornton’s products unless an exclusive arrangement with Marks & Spencer is entered only to deal with Thornton’s products. The display and product promotion of Thornton by Marks & Spencer is another area that needs to be addressed. The floor space and the kind of visibility to the products Marks & Spencer may offer to Thornton’s products will greatly depend upon the financial gain that M&S get out of the deal with Thornton. Hence a careful discussion and finalization of the contract is a pre requisite for Thornton to expect the kind of treatment for its products by M&S as the company expects to have. Thornton should look into the cost aspects and the projected sales through the outlets of M&S and decide on the financial working arrangement with M&S. 3.2 Possibilities of Other Working Arrangements: Thornton may look into the possibility of entering into other arrangements like renting a small shop floor area with M&S in the location where they don’t have their own retail units. Thornton may appoint its own staff to look after the sales and thereby can ensure the quality of service to its customer. The company may enter into a profit – sharing arrangement with M&S to create interest on the part of the latter to offer its shop area to Thornton. In this way both companies can retain their identities and at the same time work for the mutual profitability. This would eventually result in the increase in the sales of Thornton. This ‘shop within shop’ arrangement may be effective in controlling the cost of expansion for Thornton to expand in locations where M&S have its own stores. Moreover this sort of alliance is easy to work out and less complicated in terms of fixing the benefit to M&S. There will be no commitment on the part of M&S to assure any minimum sales also. 3.3 Merger: Another distinct possibility that can be worked out to the benefit of both the companies is a merger of both the companies for an agreed consideration to be paid to the shareholders of Thornton. This was what was tried by the company in the year 2003 to offer its management buyout arrangement. However, since the price for the control of the company was higher, at 180p per share there were no potential bidders for meeting the required price and the talk of a bid for Thornton disappeared in early 2004. Unlike this a workable merger proposal between both Thornton and Marks & Spencer can be worked out on reasonable terms that are beneficial for both the companies. This way the synergies of the merger of both the companies can be enhanced to take advantage of the combined forces of sale. Similarly there will be the distinct advantage of the customers of both the companies being attracted to the products of Thornton which may result in the improvement in the sales of the products of Thornton. Another distinct advantage may result in the form less cost of expansion for the merged company as the existing retail shops of Thornton can function as the retail units of the new merged entity or in the name o Marks & Spencer if it agreed to retain the name of M&S if it is agreed as a part of the merger arrangement. These shops can also market the products of M&S also depending on the availability of space in the erstwhile Thronton.                      References:    1.Marketing Teacher The Strategy Clock: Bowman’s Competitive Strategy Options http://marketingteacher.com/Lessons/lesson_bowman.htm Tutor2u Business Strategy: Ansoff’s Matrix http://www.tutor2u.net/business/presentations/strategy/ansoff/default.html QuickMBA Strategic Management: Porter’s Five Force, A Model For Industry Analysis   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  http://www.quickmba.com/strategy/porter.shtml