irem.org/jpm | jpm® | 47
AND
REWARD
RISK
>>
BY KRISTIN GUNDERSON HUNT
THE FIGHT TO FILL VACANT COMMERCIAL REAL ESTATE SPACE IN RECENT YEARS
HAS FORCED REAL ESTATE OWNERS AND MANAGERS TO CONSIDER NEW USES
FOR THEIR PROPERTIES—EVEN IF THEY REQUIRE TAKING ADDITIONAL RISKS.
especially vacancies,” said Janice
Ochenkowski, managing director
for Jones Lang LaSalle and the com-
mercial real estate firm’s director of
global risk management in Chicago.
“But property owners and manag-
ers have been very creative in how
to use their existing facilities.”
Traditional retail stores have been
transformed into everything from
medical office space and churches
to fitness centers and breweries. In
addition, special events and pop-
up stores are more commonplace;
traditional office spaces have been
converted to daycare centers; in-
dustrial warehouses are being used
as practice facilities for youth base-
ball teams; and the list goes on.
“From a risk management per-
spective, these new uses can bring
new challenges,” Ochenkowski said.
“However, it is the primary goal
of the risk manager to support the
business, which means we need to
be more creative in the way we deal
with these risks.”
DOESN’T MEAN YOU HAVE TO WALK AWAY.”–JANICE OCHENKOWSKI, JONES
LANG LASAL
LE
DO THE ASSESSMENT HONESTLY. JUST BECAUSE THERE IS A HI
GHER RISK
“DON’T BE AFRAID TO THINK ABOUT WHAT THE RISKS ARE.
the tough economy has resulted in a lot of challenges—“
DUE DILIGENCE
The risks associated with new-use tenants are as varied as the tenants them-
selves.
First and foremost, certain tenants could present additional life safety
risks, said Jeffrey Shearman, a Pittsburgh-based senior risk engineering con-
sultant and real estate industry practice leader for commercial insurance
provider, Zurich.
For example, restaurant tenants create increased exposure to fire; church
and/or educational institutions might spur egress concerns because they en-
courage large gatherings in spaces formerly used for different occupancy;
and hazardous waste can be a risk with some medical tenants.
“You have to recognize that certain types of work are going to create cer-
tain types of hazards,” Shearman said.
Beyond life safety risks, certain tenants might be more susceptible than
previous tenants to codes and regulations imposed by state or federal laws,
such as licensing regulations for daycares or American Disabilities Act re-
quirements for medical tenants, said Pat Pollan, CPM, principal at Pollan
Hausman Real Estate Services in Houston.
New-use tenant risks don’t stop there: financial risks also exist. Replac-
ing a unique tenant with a similar occupant after the lease expires can be
difficult—a particular concern if a lot of money was spent customizing the
space for an alternative use.
“It’s not just the risk of liability, it’s the risk of the tenant going out of busi-
ness and losing any money you put into the tenant, or its space, .
Who are today's consumers of Legal Expenses Insurance?Demi Edmunds
Jacqueline Harvey talks about who today's consumers of legal expenses insurance are, in short - An increasing range of those using dispute resolution services.
iTitleTransfer Introduces Anti-Monopoly and Pro-Costumer Choice "Alternative to Title Insurance" for a Third of the Closing Cost, Authorized by Fannie Mae and Freddie Mac, utilizing Real Estate Attorney Opinion Letters.
As alternatives to the old-school method of monopoly-required title insurance are developed by PropTech firm iTitleTransfer, Blockchain, Smart Contracts and AI, investors in title insurance are facing disruption,
Who are today's consumers of Legal Expenses Insurance?Demi Edmunds
Jacqueline Harvey talks about who today's consumers of legal expenses insurance are, in short - An increasing range of those using dispute resolution services.
iTitleTransfer Introduces Anti-Monopoly and Pro-Costumer Choice "Alternative to Title Insurance" for a Third of the Closing Cost, Authorized by Fannie Mae and Freddie Mac, utilizing Real Estate Attorney Opinion Letters.
As alternatives to the old-school method of monopoly-required title insurance are developed by PropTech firm iTitleTransfer, Blockchain, Smart Contracts and AI, investors in title insurance are facing disruption,
Risk & Advisory Services: Quarterly Risk Advisor March 2017CBIZ, Inc.
This issue includes the following articles: 1) Top Risks Facing Businesses in 2017 2) 5 Methods Contractors Might Use to Overbill Insurance Costs 3) New York proposes Cybersecurity Regulations for Financial Services Companies
Controlling Workers’ Compensation Costs by as Much as 20% - 50%Richard Swartzbaugh
What is Workers’ Compensation?
Who Benefits from Workers’ Compensation Cost Control? Everyone!!!
Worker’s Comp costs can be one of your Company’s greatest “out of control” costs, or, YOU can but in a proven 19-step system to reduce Workers’ Comp costs by as much as 20% - 50%, and utilize critical metrics to address:
- Why workers’ compensation metrics are important
- The formulas for how to calculate 5 critical metrics
- How to leverage these metrics to make an impact at your organization
Following the step-by-step instructions in 19-Step system for the calculation and application of critical metrics will address:
- Workers’ comp viewed as a cost of doing business
- Getting management to understand value of return to work
- Convincing policy holders to embrace a worker recovery program
- Lack of informed and effective employer involvement in WC claims issues
- Stakeholder apathy
- Managers and supervisors not taking seriously their duty to protect workers
Avoiding Workers’ Comp mistakes & loopholes will help drive three major points:
- Drivers of human behavior
- Disincentives to “Return to Work”
- Most common employer mistakes
Finally:
- Evidence-based medicine will create better Workers’ Comp claim outcomes.
- In organized environments, executing successful return to work programs with Unions (and members) is essential.
- As part of a comprehensive workers compensation program, employers should maintain close communications with injured employees to ensure they recover quickly, do not drop out of the workforce and return to work rapidly. Get Well Cards are part of a positive, proactive communication strategy.
November 2017 Reprint - Actively Manage Your Risk with a Captive Insurance Co...CBIZ, Inc.
Captive insurance companies are increasingly being considered as part of insurance and risk management practices. They hold benefits for companies across a range of industries, and may be of particular interest to the Commercial Real Estate sector.
Commercial general liability (CGL) insurance operates as a crucial line of defense for businesses, safeguarding them from financial loss that could occur due to property damage, personal injury, and advertising injury for which their services, operations, or employees may be responsible.
Why life insurance has evolved into a piece of investment diversificationCBIZ, Inc.
This CBIZ Whitepaper explores reasons why life insurance has evolved into a piece of investment diversification – that is, a product worthy of being described as a “Separate Investment Class.”
SkyLaw is thrilled to be selected to receive a Top Corporate Law Boutiques award by Canadian Lawyer!
We are honoured to be included among such an incredible list of top 10 firms.
Issues Identify at least seven issues you see in the case1..docxbagotjesusa
Issues: Identify at least seven issues you see in the case
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
What is the Key issue you see in the case: __________________________
What facts pertain to the case: Identify at least three important facts that pertain to the case
1.
2.
3.
4.
5.
What assumptions do you plan to make in your analysis: None is an acceptable answer
1.
2.
3
What people and organizations may have an impact on the case: There should be at least five.
1.
2.
3.
4.
5.
6.
7.
8.
9.
You are writing the case from the perspective of which person or organization:______________
What tools of Analysis would you use in this case: You only need to identify them and explain what information each will give you that you feel is important.
Based upon the above information – provide three alternatives
Alternative 1 is the Status Quo or to do nothing different that the current situation.
Identify at least three arguments in favor and three against this approach
Pros
1.
2.
3.
4.
5.
Cons
1.
2.
3.
4.
5.
Alternative 2 ____________________________________________________
Identify at least three arguments in favor and three against this approach
Pros
1.
2.
3.
4.
5.
Cons
1.
2.
3.
4.
5.
Alternative 3 ______________________________________________
Identify at least three arguments in favor and three against this approach
Pros
1.
2.
3.
4.
5.
Cons
1.
2.
3.
4.
5.
Given the information above select your recommended alternative and explain why you feel it is the best alternative: This should take three to five paragraphs and be based upon the information presented in your case.
.
Issues and disagreements between management and employees lead.docxbagotjesusa
Issues and disagreements between management and employees lead to formation of labor unions. Over the decades, the role of labor unions has been interpreted in various ways by employees across the globe.
What are some of the reasons employees join labor unions?
Did you ever belong to a labor union? If you did, do you think union membership benefited you?
If you've never belonged to a union, do you think it would have benefited you in your current or past employment? Why or why not?
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This issue includes the following articles: 1) Top Risks Facing Businesses in 2017 2) 5 Methods Contractors Might Use to Overbill Insurance Costs 3) New York proposes Cybersecurity Regulations for Financial Services Companies
Controlling Workers’ Compensation Costs by as Much as 20% - 50%Richard Swartzbaugh
What is Workers’ Compensation?
Who Benefits from Workers’ Compensation Cost Control? Everyone!!!
Worker’s Comp costs can be one of your Company’s greatest “out of control” costs, or, YOU can but in a proven 19-step system to reduce Workers’ Comp costs by as much as 20% - 50%, and utilize critical metrics to address:
- Why workers’ compensation metrics are important
- The formulas for how to calculate 5 critical metrics
- How to leverage these metrics to make an impact at your organization
Following the step-by-step instructions in 19-Step system for the calculation and application of critical metrics will address:
- Workers’ comp viewed as a cost of doing business
- Getting management to understand value of return to work
- Convincing policy holders to embrace a worker recovery program
- Lack of informed and effective employer involvement in WC claims issues
- Stakeholder apathy
- Managers and supervisors not taking seriously their duty to protect workers
Avoiding Workers’ Comp mistakes & loopholes will help drive three major points:
- Drivers of human behavior
- Disincentives to “Return to Work”
- Most common employer mistakes
Finally:
- Evidence-based medicine will create better Workers’ Comp claim outcomes.
- In organized environments, executing successful return to work programs with Unions (and members) is essential.
- As part of a comprehensive workers compensation program, employers should maintain close communications with injured employees to ensure they recover quickly, do not drop out of the workforce and return to work rapidly. Get Well Cards are part of a positive, proactive communication strategy.
November 2017 Reprint - Actively Manage Your Risk with a Captive Insurance Co...CBIZ, Inc.
Captive insurance companies are increasingly being considered as part of insurance and risk management practices. They hold benefits for companies across a range of industries, and may be of particular interest to the Commercial Real Estate sector.
Commercial general liability (CGL) insurance operates as a crucial line of defense for businesses, safeguarding them from financial loss that could occur due to property damage, personal injury, and advertising injury for which their services, operations, or employees may be responsible.
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This CBIZ Whitepaper explores reasons why life insurance has evolved into a piece of investment diversification – that is, a product worthy of being described as a “Separate Investment Class.”
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Issues Identify at least seven issues you see in the case1..docxbagotjesusa
Issues: Identify at least seven issues you see in the case
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
What is the Key issue you see in the case: __________________________
What facts pertain to the case: Identify at least three important facts that pertain to the case
1.
2.
3.
4.
5.
What assumptions do you plan to make in your analysis: None is an acceptable answer
1.
2.
3
What people and organizations may have an impact on the case: There should be at least five.
1.
2.
3.
4.
5.
6.
7.
8.
9.
You are writing the case from the perspective of which person or organization:______________
What tools of Analysis would you use in this case: You only need to identify them and explain what information each will give you that you feel is important.
Based upon the above information – provide three alternatives
Alternative 1 is the Status Quo or to do nothing different that the current situation.
Identify at least three arguments in favor and three against this approach
Pros
1.
2.
3.
4.
5.
Cons
1.
2.
3.
4.
5.
Alternative 2 ____________________________________________________
Identify at least three arguments in favor and three against this approach
Pros
1.
2.
3.
4.
5.
Cons
1.
2.
3.
4.
5.
Alternative 3 ______________________________________________
Identify at least three arguments in favor and three against this approach
Pros
1.
2.
3.
4.
5.
Cons
1.
2.
3.
4.
5.
Given the information above select your recommended alternative and explain why you feel it is the best alternative: This should take three to five paragraphs and be based upon the information presented in your case.
.
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Issues and disagreements between management and employees lead to formation of labor unions. Over the decades, the role of labor unions has been interpreted in various ways by employees across the globe.
What are some of the reasons employees join labor unions?
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If you've never belonged to a union, do you think it would have benefited you in your current or past employment? Why or why not?
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ISSA Journal September 2008Article Title Article Author.docxbagotjesusa
ISSA Journal | September 2008Article Title | Article Author
1�1�
ISSA The Global Voice of Information Security
Extending the McCumber Cube
to Model Network Defense
By Sean M. Price – ISSA member Northern Virginia, USA chapter
This article proposes an extension to the McCumber
Cube information security model to determine the best
countermeasures to achieve a desired security goal.
Confidentiality, integrity, and availability are the se-curity services of a system. In other words they are the security goals of system defense, intangible at-
tributes� providing assurances for the information protected.
Each service is realized when the appropriate countermea-
sures for a given information state are in place. But, it is not
enough to select countermeasures ad hoc. Countermeasures
should be selected to defend a system and its information
against specific types of attacks. When attacks against partic-
ular information states are considered, the necessary coun-
termeasures can be selected to achieve the desired security
service or goal. This article proposes an extension to the Mc-
Cumber Cube information security model as a way for the
security practitioner to consider the best countermeasures to
achieve the desired security goal.
Security models
Models are useful tools to help understand complex topics. A
well-developed model can often be represented graphically,
allowing a deeper understanding of the relationships of the
components that make the whole. A formal security model
is broadly applicable and rigorously developed using formal
methods.2 In contrast, an informal model is considered lack-
ing one or both of these qualities. There are a variety of in-
formal models in the information security world which are
regularly used by security practitioners to understand basic
information and concepts.
� Security goals often lack explicit definitions and are difficult to quantify. They are
usually based on policies with broad interpretations and tend to be qualitative. It is
true that security goals emerge from the confluence of information states and coun-
termeasures which have measurable attributes. But, the subjective nature of security
goals combined with informal modeling characterizes their attributes as intangible.
2 P. T. Devanbu and S. Stubblebine, “Software Engineering for Security: A Roadmap,”
Proceedings of the Conference on The Future of Software Engineering (2000), 227-239.
One such informal model is the generally accepted risk as-
sessment framework. This model is used to assess risk by
estimating asset values, vulnerabilities, threats with their
likelihood of exploiting a vulnerability, and losses. Figure �
illustrates this model. Note that this commonly used model
requires a substantial amount of estimating on the part of
the risk assessment participants. This is problematic when
reliable estimates cannot be obtained. Another problem with
this model is that it does not guide th.
ISOL 536Security Architecture and DesignThreat Modeling.docxbagotjesusa
ISOL 536
Security Architecture and Design
Threat Modeling
Session 6a
“Processing Threats”
Agenda
• When to find threats
• Playing chess
• How to approach software
• Tracking threats and assumptions
• Customer/vendor
• The API threat model
• Reading: Chapter 7
When to Find Threats
• Start at the beginning of your project
– Create a model of what you’re building
– Do a first pass for threats
• Dig deep as you work through features
– Think about how threats apply to your mitigations
• Check your design & model matches as you
get close to shipping
Attackers Respond to Your Defenses
Playing Chess
• The ideal attacker will follow the road you
defend
– Ideal attackers are like spherical cows — they’re a
useful model for some things
• Real attackers will go around your defenses
• Your defenses need to be broad and deep
“Orders of Mitigation”
Order Threat Mitigation
1st Window smashing Reinforced glass
2nd Window smashing Alarm
3rd Cut alarm wire Heartbeat signal
4th Fake heartbeat Cryptographic signal integrity
By Example:
• Thus window smashing is a first order threat, cutting
alarm wire, a third-order threat
• Easy to get stuck arguing about orders
• Are both stronger glass & alarms 1st order
mitigations? (Who cares?!)
• Focus on the concept of interplay between
mitigations & further attacks
How to Approach Software
• Depth first
– The most fun and “instinctual”
– Keep following threats to see where they go
– Can be useful skill development, promoting “flow”
• Breadth first
– The most conservative use of time
• Best when time is limited
– Most likely to result in good coverage
Tracking Threats and Assumptions
• There are an infinite number of ways to
structure this
• Use the one that works reliably for you
• (Hope doesn’t work reliably)
Example Threat Tracking Tables
Diagram Element Threat Type Threat Bug ID
Data flow #4, web
server to business
logic
Tampering Add orders without
payment checks
4553 “Need
integrity controls on
channel”
Info disclosure Payment
instruments sent in
clear
4554 “need crypto”
#PCI
Threat Type Diagram Element(s) Threat Bug ID
Tampering Web browser Attacker modifies
our JavaScript order
checking
4556 “Add order-
checking logic to
server”
Data flow #2 from
browser to server
Failure to
authenticate
4557 “Add enforce
HTTPS everywhere”
Both are fine, help you iterate over diagrams in different ways
Example Assumption Tracking
Assumption Impact if it’s
wrong
Who to talk
to
Who’s
following up
Follow-up
by date
Bug #
It’s ok to
ignore
denial of
service
within the
data center
Availability
will be
below spec
Alice Bob April 15 4555
• Impact is sometimes so obvious it’s not worth filling out
• Who to talk to is not always obvious, it’s ok to start out blank
• Tracking assumptions in bugs helps you not lose track
• Treat the assumption as a bug – you need to resolve it
The Customer/Vendor Boundary
• There is always.
ISOL 533 Project Part 1OverviewWrite paper in sections.docxbagotjesusa
ISOL 533 Project Part 1
Overview
Write paper in sections
Understand the company
Find similar situations
Research and apply possible solutions
Research and find other issues
Health network inc
You are an Information Technology (IT) intern
Health Network Inc.
Headquartered in Minneapolis, Minnesota
Two other locations
Portland Oregon
Arlington Virginia
Over 600 employees
$500 million USD annual revenue
Data centers
Each location is near a data center
Managed by a third-party vendor
Production centers located at the data centers
Health network’s Three products
HNetExchange
Handles secure electronic medical messages between
Large customers such as hospitals and
Small customers such as clinics
HNetPay
Web Portal to support secure payments
Accepts various payment methods
HNetConnect
Allows customers to find Doctors
Contains profiles of doctors, clinics and patients
Health networks IT network
Three corporate data centers
Over 1000 data severs
650 corporate laptops
Other mobile devices
Management request
Current risk assessment outdated
Your assignment is to create a new one
Additional threats may be found during re-evaluation
No budget has been set on the project
Threats identified
Loss of company data due to hardware being removed from production systems
Loss of company information on lost or stolen company-owned assets, such as mobile devices and laptops
Loss of customers due to production outages caused by various events, such as natural disasters, change management, unstable software, and so on
Internet threats due to company products being accessible on the Internet
Insider threats
Changes in regulatory landscape that may impact operations
Part 1 project assignment
Conduct a risk assessment based on the information from this presentation
Write a 5-page paper properly APA formatted
Your paper should include
The Scope of the risk assessment i.e. assets, people, processes, and technologies
Tools used to conduct the risk assessment
Risk assessment findings
Business Impact Analysis
.
Is the United States of America a democracyDetailed Outline.docxbagotjesusa
Is the United States of America a democracy?
Detailed Outline:
-Introduction (2-3 Paragraphs):
Define and discuss the criteria for democracy.
What does a country need to be democratic?
-Thesis Statement (1 Paragraph):
Clearly state whether or not you think America is a democracy. Briefly preview the three pieces of evidence you are going to use. Your thesis statement is your argument. It must be clear and strongly stated so I know what you are arguing.
-Supporting Evidence 1 (1-3 Paragraphs)
Using Freedom House’s 2021 (2020 if 21 is not available)analysis of the U.S., support your argument regarding democracy in the U.S analysis of the U.S., support your argument regarding democracy in the U.S.
Supporting Evidence 2 (1-3 Paragraphs)
Choose a news article and explain the event covered in the article and how it
supports your argument.
Supporting Evidence 3 (1-3 Paragraphs)
Choose another news article
-Conclusion (1-2 Paragraphs)
Summarize your supporting evidence and how it supports your overall argument. This should include a brief discussion about how the other argument could be right
Citations: You will need outside sources for this paper. All sources must be properly cited. This means that the sources need to be parenthetically cited in the text of the paper and need to be included in a bibliography page. You are not allowed to use any user edit web sites (Wikipedia, Yahoo Answers, Ask.com, etc.) or social media as sources
4-5 papers
.
Islamic Profession of Faith (There is no God but God and Muhammad is.docxbagotjesusa
Islamic Profession of Faith (There is no God but God and Muhammad is his prophet.)
1. [contextualize] How are they a reflection of the time and culture which produced them?
2. [evaluate] What were the implications of these beliefs and values during the Middle Ages?
3. [compare] How do the beliefs and values of these cultures compare to your own?
.
IS-365 Writing Rubric Last updated January 15, 2018 .docxbagotjesusa
IS-365 Writing Rubric
Last updated: January 15, 2018
Student:
Score (out of 50):
General Comments:
Other comments are embedded in the document.
Criterion <- Higher - Quality - Lower ->
Persuasiveness The reader is
compelled by solid
critical reasoning,
appropriate usage of
sources, and
consideration of
alternative
viewpoints.
The document is
logical and coherent
enough that the
reader can accept its
points and
conclusions
Gaps in logic and
uncritical review of
sources cause the
reader to have some
doubts about the
points made by the
document, or
whether they’re
relevant to the
question asked.
The reader is unsure
of what the document
is trying to
communicate, or is
wholly unconvinced
by its arguments
Not
applicable
Evidence and support Exceptional use of
authoritative and
relevant sources,
properly cited,
providing strong
support of the
document’s points
Sufficient relevant
and authoritative
sources give
confidence that the
document is based
on adequate
research
Sources are
insufficient in
number, not
authoritative, not
relevant, or
improperly cited
No sources are used,
undermining the
document’s
foundations
Not
applicable
Writing Word choices, flow
of logic, and
sentence and
paragraph structure
engage the reader,
making for a
pleasurable
experience
Writing is clear and
adequately fulfills
the document’s
purpose
Some issues with
word choice and
sentence and
paragraph structure
interfere with the
conveyance of the
document’s ideas
Frequent questionable
choices in writing
make it difficult to
read and understand
Not
applicable
Language Essentially free of
language errors
Minor errors in
grammar,
punctuation, or
spelling
Noticeable language
errors that detract
from the readability
of the document
Significant language
errors that call the
credibility of the
document into
question
Not
applicable
Formatting (heading
styles, fonts, margins,
white space, tables
and graphics)
Professional and
consistent formatting
that enhances
readability.
Appropriate use of
tables and graphics.
Generally acceptable
formatting choices.
Some missed
opportunities for
displaying data via
tables or graphics.
Inconsistent or
questionable
formatting choices
that detract from the
document’s
readability
Critical formatting
issues that make the
document
unprofessional-
looking
Not
applicable
Page 1
Page 1
Page 2
(Name deleted)
IS-365
Art Fifer
2/17/2017
Technical Documents for Varying Audiences
In this paper, I’ll be exploring the differences in presenting technical communications to audiences of varying knowledge. The topic of these two general summaries will be the manner in which computers connect to each other, including summaries of several communication protocols, how information traverses the network, and how it arrives at its destination and is read by th.
ISAS 600 – Database Project Phase III RubricAs the final ste.docxbagotjesusa
ISAS 600 – Database Project Phase III Rubric
As the final step to your proposed database, you submitted your Project Plan. This document should communicate how you intend to complete the project. Include timelines and resources required.
Area
Does not meet expectations
Meets expectations
Exceeds expectations
A. Analysis - how will you determine the needs of the database
Did not identify appropriate plan for analysis phase
Identified appropriate plan for analysis phase
Identified appropriate plan for analysis phase and included additional content
Design - what process will you use to design the database (tables, forms, queries, reports)
Did not sufficiently identify detail on the appropriate process for design phase
Identified appropriate process for design phase
Identified appropriate process for design phase and included additional detail
Prototype/End user feedback - Will you show users a prototype before building the system?
Did not sufficiently identify method for feedback and prototypes during building of the system
Identified method for feedback and prototypes during building of the system
Identified method for feedback and prototypes during building of the system and provided additional detail
Coding - what process will you use to build the database?
Did not sufficiently identify appropriate process for coding the database
Identified appropriate process for coding the database
Identified appropriate process for coding the database and provided additional detail.
Testing - How will you test it?
to build the database?
Did not sufficiently identify appropriate process for testing the database
Identified appropriate process for testing the database
Identified appropriate process for testing the database and provided additional detail.
User Acceptance - describe the final step of determining if you met the user's needs?
Did not sufficiently identify an appropriate process for User Acceptance phase - How to determine if the database meets user’s needs.
Identified appropriate process for User Acceptance phase - How to determine if the database meets user’s needs.
Identified appropriate process for User Acceptance phase - How to determine if the database meets user’s needs. Answer provided additional detail
Training - what is the plan for training end users?
Did not identify appropriate detail for training plan
Identified appropriate detail for training plan
Identified appropriate detail for a training plan and provided additional detail.
Project close out - what steps will you take to finalize the project?
Did not sufficiently identify appropriate steps for closing out the project
Identified appropriate steps for closing out the project
Identified appropriate steps for closing out the project and provided additional detail.
Entity Relationship Diagram1
ERD:
Normalization:
1NF:
For the 1st NF we will have to check the tables’ attributes, like there must not be any multivalued attribute, if there is any multivalued at.
Is teenage pregnancy a social problem How does this topic reflect.docxbagotjesusa
Is teenage pregnancy a social problem? How does this topic reflect the social construction of problems? How does social location impact if you view this as a social problem?
Explain why media representation of social problems is an important issue using the example of teenage pregnancy. What is an example of a problematic representation? Does this vary across race, ethnicity, religion, socioeconomic status and gender?
.
Is Texas so conservative- (at least for the time being)- as many pun.docxbagotjesusa
Is Texas so conservative- (at least for the time being)- as many pundits and observers claim? Or is that just an opinion not supported by analysis and facts? Not only does Texas vote Republican in many elections but has done so for many years. It is also the birthplace of the so-called Tea Party movement and of Ron Paul's campaigns for president. Texas also appears to espouse conservative approaches to government and to issues. You will need to define in a concrete and operational way what conservative means as conservative is more than voting behavior or party affiliation.
Texas is the 2nd largest state in population compared to California and.like California made up of many differing migrant and immigrant groups. Texas like California was also part of Northern Mexico. but Texas is very, very different from California in voting behavior and positions on social issues. Why? Texas and California are good comparisons or are they? Provide explanations of the differences and similarities in this ideological context
Texas was once "Democratic" but even that was not really the case in terms of either past or current Democratic ideals and goals but a historic reaction to the consequences of the civil war and the fact that Texas was on the losing side in that war and of the attempt to defend agrarian interests in the form of slavery.. Being Democratic from post civil war to the middle of the 20th century in part meant for decades being in favor of inequality for minorities and defenders in spirit, if not in fact, of slavery.net
So Texas was never "Democratic" and never a more liberal interpretation of reality but a reflection of conservative thought and a particular view of individualistic man.
Is Texas conservative and why? ( you will need a social, cultural, historical and economic analysis here
with supporting evidence)?
? Need much more than opinions here.
.
Irreplaceable Personal Objects and Cultural IdentityThink of .docxbagotjesusa
Irreplaceable: Personal Objects and Cultural Identity
Think of a
personal object
that is
irreplaceable
to you.
Please answer the following:
1. Describe the item and tell a brief story, memory, or ritual related to the item.
2. How does this possession influence your identity?
3. How does this item represent your cultural identity?
4. How is your selection of this item influenced by your identity and culture?
Instructions:
please answer all 4 questions accordingly. Each answer should have the question re-typed following the answer. A minimum of 500 words in all excluding the re-typed questions. No reference is needed.
.
IRB is an important step in research. State the required components .docxbagotjesusa
IRB is an important step in research. State the required components one should look for in a project to determine if IRB submission is needed. Discuss an example of a research study found in one of your literature review articles that needed IRB approval. Specifically, describe why IRB approval was needed in this instance.
.
IoT References:
https://www.techrepublic.com/article/how-to-secure-your-iot-devices-from-botnets-and-other-threats/
https://www.peerbits.com/blog/biggest-iot-security-challenges.html
https://www.bankinfosecurity.asia/securing-iot-devices-challenges-a-11138
https://www.sumologic.com/blog/iot-security/
https://news.ihsmarkit.com/press-release/number-connected-iot-devices-will-surge-125-billion-2030-ihs-markit-says
https://cdn.ihs.com/www/pdf/IoT_ebook.pdf
https://go.armis.com/hubfs/Buyers%E2%80%99%20Guide%20to%20IoT%20Security%20-Final.pdf
https://www.techrepublic.com/article/smart-farming-how-iot-robotics-and-ai-are-tackling-one-of-the-biggest-problems-of-the-century/
Video Resources:What is the Internet of Things (IoT) and how can we secure it?
https://www.youtube.com/watch?v=H_X6IP1-NDc
What is the problem with IoT security? - Gary explains
https://www.youtube.com/watch?v=D3yrk4TaIQQ
Classmate 1
The Rise of the Republican Party
The Republican Party was formed due to a split in the Whig Party. The anti-slavery
“Conscience Whigs” split from the pro-slavery “Cotton Whigs”. Some anti-slavery Whigs joined
the American “Know-Nothing” Party, while the remainder joined with independent Democrats
and Free-Soilers to form a new party, the Republicans. The initial members stood for one
principle: the exclusion of slavery from the western territories (Shi, p. 462). Knowing the
Republicans ideology, we will look at how the events leading up to the Kansas-Nebraska Act led
to greater political division that eventually caused the formation of the Republican Party and it’s
rise to the presidency in 1860.
In the 1850’s, America was becoming increasingly divided between those for and against
slavery. The Compromise of 1850 had temporarily appeased both sides by admitting California
as a free state, allowing no slavery restrictions in New Mexico and Utah, paying Texas,
abolishing slave trade but no slavery in the District of Columbia, establishing the Fugitive Slave
Act, and denying congress authority to interfere with interstate slave trade (Shi, p. 457). This
Fugitive Slave Act was highly contested, although very few slaves were returned to the south
under this Act. In fact, it ended up uniting anti-slavery people, more than aiding the South. It was
during this time that Uncle Tom’s Cabin was written, selling more than a million copies
worldwide and detailing the harsh brutality of slavery (Shi, p. 460-461).
In the mid-1850’s, the Kansas-Nebraska Act was passed. The main reason for it was to the
settle the vast territory west of Missouri and Iowa, and to create a transcontinental railroad to
capitalize on Asian markets and goods. New territories brought up questions of whether slavery
would be allowed, with many supporting “popular sovereignty” where voters chose whether they
would have slavery or not. The issue here was that the 1820 Missouri Compromise had said there
would be no new slaver.
In two paragraphs, respond to the prompt below. Journal entries .docxbagotjesusa
In two paragraphs, respond to the prompt below. Journal entries must contain proper grammar, spelling and capitalization.
Consider the communication pattern within your family of origin. How does your family's conversation orientation (how open your family is to discuss a range of topics) and conformity orientation (how strongly your family reinforces the uniformity of attitudes, values and beliefs) affect your interactions with your partner? If you don't think there is any effect, explain your reasoning.
.
Investigative Statement AnalysisInitial statement given by Ted K.docxbagotjesusa
Investigative Statement Analysis
Initial statement given by Ted Kennedy in reference to the accident that occurred on July 18, 1969 in Chappaquiddick, Massachusetts.
Date:
October 30, 2007
Analyst Comments:
Narrative Balance: The Prologue begins with sentence #1 and ends with sentence #3. The Central Issue begins with sentence #4 and ends with sentence #9. The Epilogue begins with sentence #10 and ends with sentence #14. Thus the breakdown is:
Prologue = 3 sentences
Central Issue = 6 sentences
Epilogue = 5 sentences
The narrative is somewhat unbalanced due to the short Prologue and thus can be considered to be possibly deceptive on its face. It is not unbalanced enough to say this conclusively.
Mean Length of Unit:
The narrative has 14 sentences and 237 words, thus giving a MLU of 16.9 rounded to 17. Thus any sentences 23 words or longer and any sentences 11 words or less can be considered deceptive on their face.
Structure of Analysis:
The actual sentences from the narrative are in bold italicized type. After each sentence are the number of words in the sentence, whether or not it is deceptive on its face, and the analyst’s comments. All of these will be in normal type.
1.
On July 18th, 1969, at approximately 11:15 P.M. in Chappaquiddick, Martha’s Vineyard, Massachusetts, I was driving my car on Main Street on my way to get the ferry back to Edgartown.
30 words – Deceptive on its face. There is no mention of the passenger in this sentence. All of the pronouns are singular. It is “my car” “on my way”, etc. When the passenger is mentioned later, it is almost an afterthought. The deception in this sentence may be the last part of the sentence where he relates why he was driving the car. He very well may have been driving for some reason other than to get the ferry. This would be an area to be further explored in an interview.
2.
I was unfamiliar with the road and turned right onto Dike Road, instead of bearing hard left on Main Street.
20 words. “I was unfamiliar with the road” is an explanatory phrase telling us why he ended up on Dike Road. The phrase “instead of bearing hard left on Main Street” is a strange way of phrasing. Most people would say something like “instead of staying on Main Street.”
3.
After proceeding for approximately one-half mile on Dike Road I descended a hill and came upon a narrow bridge.
20 words. There is nothing particularly deceptive about this sentence. The phrasing of the sentence is very formal. The phrasing is almost like a police type report or a legal/lawyer way of phrasing. It also appears that the phrase “came upon a narrow bridge” is almost a passive way of phrasing that indicates he was taken by surprise and had no control over what he was doing.
4.
The car went off the side of the bridge.
9 words – This sentence is deceptive on its face. This is the very first sentence of the Central Issue. It is interesting to note that four of the six s.
Investigating Happiness at College SNAPSHOT T.docxbagotjesusa
Investigating Happiness at College
SNAPSHOT:
TOPIC Either a specific group related to college or a factor within
college life that possibly affects a specified group of college
students or students in general.
PITCH Present your topic and your research question to the class—
shark tank! Sound too scary? How about guppy tank ?).
Tentative due date: 2/5 & 2/7
ESSAY 1 The prospectus and the annotated bibliography.
Tentative due date: 2/21
ESSAY 2 Change in your topic or conducting your own study
Tentative due date: 3/16
ESSAY 3 Argument about a specific controversy within your topic
Tentative due date: 4/6
ESSAY 4 Answers and argues your refined research question about the
importance of your topic.
Tentative due date: 4/24
♥ Rough drafts with reflections about what is working and not working and
WHY will be required for the prospectus and essays 2 and 3. The work
on the rough draft and the reflections will count toward your essay grade.
♥ Final reflections submitted the class period after you submit your final
draft for essays 2-4 will also count as part of your essay grade.
♥ You will upload your drafts on Moodle. You will be asked to identify the
portions of the sources you used and submit hard copies of your sources
in a folder or files of your sources online.
Investigating Happiness at College:
Some questions that will help you form your own research
questions:
● Is happiness a necessity or a perk in college life?
● What do the expectations of happiness and the pursuit of
happiness reveal about a specific college group, college
students in general, or another college-related group?
● Considering both on-campus factors and off-campus factors
(at least at first), what most influences your group’s
happiness (or unhappiness)?
● Is there one major factor (on campus or off campus) you
would want to investigate that affects students’ happiness?
● How do the expectations about happiness that society has in
general or a certain specific segment of society (for
instance, parents) has, relate to college or college students?
● How much do preconceived notions and expectations about
college life affect student happiness?
● Hard work is hard to enjoy. So how do students balance that
hard work with the .
Investigate Development Case Death with Dignity Physician-Assiste.docxbagotjesusa
Investigate Development Case: Death with Dignity / Physician-Assisted Suicide
MAKE A DECISION: Is Ben's decision making being affected by his depression?
Yes
No
Why? Give reasons for why you chose the way you did. Consider the following factors in your reasons:
The effects of depression on decision making
Other stresses in Ben's life contributing to his state of mind
Ben's current quality of life
The family's values and beliefs
Your own values and beliefs
Please see attachment
.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
CLASS 11 CBSE B.St Project AIDS TO TRADE - INSURANCE
irem.orgjpm jpm® 47AND REWARDRISK .docx
1. irem.org/jpm | jpm® | 47
AND
REWARD
RISK
>>
BY KRISTIN GUNDERSON HUNT
THE FIGHT TO FILL VACANT COMMERCIAL REAL
ESTATE SPACE IN RECENT YEARS
HAS FORCED REAL ESTATE OWNERS AND MANAGERS
TO CONSIDER NEW USES
FOR THEIR PROPERTIES—EVEN IF THEY REQUIRE
TAKING ADDITIONAL RISKS.
especially vacancies,” said Janice
Ochenkowski, managing director
for Jones Lang LaSalle and the com-
mercial real estate firm’s director of
global risk management in Chicago.
“But property owners and manag-
ers have been very creative in how
to use their existing facilities.”
Traditional retail stores have been
transformed into everything from
medical office space and churches
to fitness centers and breweries. In
2. addition, special events and pop-
up stores are more commonplace;
traditional office spaces have been
converted to daycare centers; in-
dustrial warehouses are being used
as practice facilities for youth base-
ball teams; and the list goes on.
“From a risk management per-
spective, these new uses can bring
new challenges,” Ochenkowski said.
“However, it is the primary goal
of the risk manager to support the
business, which means we need to
be more creative in the way we deal
with these risks.”
DOESN’T MEAN YOU HAVE TO WALK AWAY.”–JANICE
OCHENKOWSKI, JONES
LANG LASAL
LE
DO THE ASSESSMENT HONESTLY. JUST BECAUSE THERE
IS A HI
GHER RISK
“DON’T BE AFRAID TO THINK ABOUT WHAT THE RISKS
ARE.
the tough economy has resulted in a lot of challenges—“
DUE DILIGENCE
3. The risks associated with new-use tenants are as varied as the
tenants them-
selves.
First and foremost, certain tenants could present additional life
safety
risks, said Jeffrey Shearman, a Pittsburgh-based senior risk
engineering con-
sultant and real estate industry practice leader for commercial
insurance
provider, Zurich.
For example, restaurant tenants create increased exposure to
fire; church
and/or educational institutions might spur egress concerns
because they en-
courage large gatherings in spaces formerly used for different
occupancy;
and hazardous waste can be a risk with some medical tenants.
“You have to recognize that certain types of work are going to
create cer-
tain types of hazards,” Shearman said.
Beyond life safety risks, certain tenants might be more
susceptible than
previous tenants to codes and regulations imposed by state or
federal laws,
such as licensing regulations for daycares or American
Disabilities Act re-
quirements for medical tenants, said Pat Pollan, CPM, principal
at Pollan
Hausman Real Estate Services in Houston.
New-use tenant risks don’t stop there: financial risks also exist.
Replac-
4. ing a unique tenant with a similar occupant after the lease
expires can be
difficult—a particular concern if a lot of money was spent
customizing the
space for an alternative use.
“It’s not just the risk of liability, it’s the risk of the tenant
going out of busi-
ness and losing any money you put into the tenant, or its space,
and not be-
ing able to recoup that,” Pollan said.
Flight of other tenants from the property—disgruntled either by
the type
irem.org/jpm | jpm® | 49
DOESN’T MEAN YOU HAVE TO WALK AWAY.”–JANICE
OCHENKOWSKI, JONES
LANG LASAL
LE
DO THE ASSESSMENT HONESTLY. JUST BECAUSE THERE
IS A HI
GHER RISK
“DON’T BE AFRAID TO THINK ABOUT WHAT THE RISKS
ARE.
of new-use tenant or the adverse effects on their business
5. because of the new
tenant—can also cause financial strain if landlords struggle to
renew leases,
said Beau Beery, CPM, CFO of Coldwell Banker M.M. Parrish
and president
of its commercial division in Gainesville, Fla.
“If you bring in one tenant that doesn’t play nice or isn’t what
[the tenant]
promised to be, you could lose other tenants,” Beery said.
To realize a potential tenant’s risks, owners and managers must
firmly
grasp the tenant’s business, its operations and its customer base,
said Bob
Smith, global property risk consulting practice leader for Marsh
Risk Con-
sulting, a unit of Marsh Inc.
“As the owner [or manager] of a building, it is prudent to
understand the
business you’re moving in and whether it increases or reduces
the risk to
your assets and other tenants already in the space,” Smith said.
“If owners
don’t do their due diligence, they could be held accountable in
the event
something goes wrong.”
Due diligence involves acquiring information about the
equipment and
materials tenants use, understanding operations needs, like
water usage or
ventilation requirements, noting storage needs, obtaining
references from
8. “assembly,” which meant stricter fire code standards.
Beery added additional fire alarms, another means of
egress, and other safety mechanisms.
While owners and managers should be aware of
such regulations and enforce them, they should also
transfer the risks relating to such regulations to the
tenant, Pollan said.
“Put the onus back on tenants to provide you with
the information to make sure they are meeting regula-
tions,” he said.
Transferring such risk, as well as mitigating the ad-
ditional risks that come with a new-
use tenant, can often be achieved
with a solid lease.
“Find out what the tenant’s oper-
ation is all about and any additional
hazards it may present, and address
them in the lease language,” said
Alex Glickman, area vice chairman,
managing director and practice
leader for Gallagher Real Estate and
Hospitality Services in Glendale,
Calif.
Shearman said lease language
should be explicit. The responsibil-
ity of each party—on issues rang-
ing from financial obligations and
waste removal, to building access
and security, to insurance require-
ments and “use” clauses—should be
9. identified.
When Beery moved a dentist into
a multi-tenant retail center several
years ago, he had the foresight to
negotiate that the tenant improve-
ment costs be amortized over the
initial lease term—not the initial
term plus renewal options.
This helped ensure that when
the dentist moved out, Beery wasn’t
stuck with a customized medical
office in a retail center along with
hefty tenant improvement costs and
no other potential dental tenants in
sight.
“The best way to protect yourself
is to have a clear-cut delineation of
what tenants can and can’t do in the
lease,” Shearman said.
COVER YOUR ASSETS
Although risks and leases may
change substantially with a new-use
tenant, a property owner’s actual
insurance coverage may not change
at all, both real estate and insurance
experts said.
Regarding insurance, they said
TRADITIONAL OFFICE SPACES HAVE BEEN
CONVERTED TO DAYCARE CENTERS;
10. INDUSTRIAL WAREHOUSES ARE BEING
USED AS PRACTICE FACILITIES FOR
YOUTH BASEBALL TEAMS...
AND THE LIST GOES ON.
SPECIAL EVENTS A
ND POP-UP STORE
S
ARE MORE COMMO
NPLACE;
52 | jpm® | Jan.Feb 2012
the most important aspect is to ensure the tenant has a valid
certificate of
insurance with a proper endorsement to the policy, defining the
landlord as
an additional insured party.
Beyond verifying certificates of insurance, property owners and
manag-
ers must decide on a case-by-case basis whether they should
tweak their
insurance programs or require tenants to buy additional
coverage on top of
standard general liability policies.
“It’s up to the landlord to understand what the exposures are,”
Glickman
said. “They need to make sure insurance is adequate and
appropriate.”
11. Environmental, professional liability and special event
insurance are the
main categories owners and managers might explore depending
on the new-
use tenant’s risks, said Kevin Madden, national real estate
practice leader for
Aon Risk
Solution
s in New York.
Environmental insurance can offer protection for tenants who
might gen-
erate pollution, like nail salons and dry cleaners creating odors,
or medical
tenants generating hazardous waste.
Professional liability insurance should come into play if the
tenant is pro-
viding a special service whereby the landlord could be
vicariously liable.
Daycare centers, fitness centers and medical tenants are ideal
candidates for
professional liability insurance.
12. Special events insurance elicits short-term policies, written
specifically for
high-hazard exposures, like a fireworks display or a temporary
amusement
park in the parking lot.
For temporary stores or kiosks that might be run by small or
family-
owned entities not typically carrying insurance, a landlord can
invest in a
group program for a nominal fee and the tenants can pay into it
cheaply.
“Make sure that for the risk being taken, the proper insurance,
coverage
and deductibles are being secured,” Madden said.
IN THE LOOP
Making such assurances about risk
and insurance, though, can be dif-
ficult—especially for smaller com-
mercial real estate firms lacking a
formal risk manager. In such in-
stances, Madden said brokers or
13. insurance agents can be outsourced
risk managers.
“Don’t use insurance brokers or
agents just to place insurance, but
rely on them as risk managers—to
identify, manage and transfer risks,”
he said. “Risks continue to change
and it can be difficult to keep up.
Brokers and agents are aware of
what is current, what their [clients’]
peers are getting and what industry
standards are.”
Ochenkowski said it’s always
wise to keep insurance companies
and brokers informed of changes in
use because they will likely be able
to provide insight into the standard
risks and responsibilities of such a
tenant, which can then be used to
develop solid leases and risk man-
agement practices.
Beery said keeping the insurance
14. team in the loop is another way to
mitigate risk.
“It’s in our best interest to be
open with all of our vendors, espe-
cially our insurance guys, on any
change of use,” Beery said. “In the
event of something happening, we
want our stream of income to con-
tinue, and if the insurance is there,
we’re protected.”
KRISTIN GUNDERSON HUNT IS A
CONTRIBUTING WRITER FOR JPM®.
IF YOU HAVE QUESTIONS REGARDING
THIS ARTICLE OR YOU ARE AN IREM
MEMBER INTERESTED IN WRITING
FOR JPM®, PLEASE E-MAIL MARIANA
TOSCAS AT [email protected]
“DON’T LOOK AT THE VARIOUS
AUTHORITIES AS
ENEMIES, BUT AS
PARTNERS.
GETTING THEM INVOLVED EARLY
IN THE GAME CAN BE HELPFUL.”
15. -JEFFREY SHEARMAN, SENIOR RISK ENGINEERING
CONSULTANT, ZURICH
Reproduced with permission of the copyright owner. Further
reproduction prohibited without permission.
Malcolm McDonald on Marketing Planning: Understanding
Marketing Plans and Strategy, 2nd
Edition
by Malcolm McDonald
Kogan Page. (c) 2017. Copying Prohibited.
Reprinted for Personal Account, American Public University
System
[email protected]
16. Reprinted with permission as a subscription benefit of Skillport,
All rights reserved. Reproduction and/or distribution in whole
or in part in electronic,paper or other forms without written
permission is
prohibited.
Chapter 5: Market Segmentation - Crucial to Understanding
your Market and How It Works
An important note from the author
I promise you, dear reader, that this is the only difficult chapter
in the book. I have tried to make it as simple and practical as
possible. Can I please ask you
at least to read it, because market segmentation really is the key
to commercial success.
If it is not possible to implement these core factors from the
first few pages, I strongly recommend trying the 'Quick Market
Segmentation Exercise' set out in
Figures 16–20 at the end of this chapter. Thank you and good
luck.
17. Introduction
We can now proceed to put together the first part of your
strategic plan. Firstly, however, let me set out what the contents
of your strategic plan should be.
This chapter deals with the Market Overview section.
The contents of a Strategic Marketing Plan (T+3, fewer than 20
pages)
Financial Summary
Market Overview
– how the market works
– key segments and their needs
SWOT Analyses of Segments
Portfolio Summary of SWOTS
Assumptions
18. Objectives and Strategies
Budget for Three Years
It is markets, the customers in these markets and their needs
that must be focused on initially.
The first point to make is that it is a strategic plan covering a
three-year period. The importance of strategy before tactics was
spelled out in Chapter 2.
Three years is the most frequent planning horizon for SMEs.
The second point to make is that the total document should be
fewer than 20 pages when completed. If it can be reduced to
around 10 pages, well and good,
but it is important to note that if you can't spell out who you are
selling to, their needs and why they should buy what you are
offering rather than someone
else's offer, together with the financial consequences in the
strategy document, you are unlikely to achieve your objectives.
As I said in Chapter 1, whilst your products/services are
important, it is customers and their needs that must be focused
on initially and this is what this
chapter is about. Please note, however, that whilst I am going to
19. focus on markets and customers in this chapter, the first heading
in the plan says: 'Financial
Summary'. Clearly, this is the last thing you do after completing
the plan, but it must be the very first thing that anyone reads
(that is, people such as your
investors, your board, your financial colleagues, etc). The
reason is simple to understand.
Anyone will want to read on if they can instantly see what the
plan is about. Just look at Figure 5.1.
Figure 5.1: Financial Summary
The following words, as an example, will entice anyone to want
to read on:
'This plan shows revenue growing from £5 million to £10
million over the next three years and the profit growing from
£500,000 to £1 million. The
purpose of this strategic plan is to spell out how this will be
achieved.'
These are, indeed, exciting words, as long, of course, as the
subsequent plan actually does spell out clearly and simply how
20. these results will be achieved.
The financial summary, which should be done last is the first
thing executives will read. It should be clear and simple and
inspire them to want to
read on.
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Market overview
This is in four parts:
what the market is;
how it works;
21. who the key decision makers are;
how they are segmented, as they are not all the same.
A market is the total of all products and services which
customers perceive as being capable of satisfying the same
need.
What the market is
Whilst I am determined not to be overly 'academic', it is
nonetheless necessary to dispel some very basic misconceptions
about markets. In Chapter 1, I
spelled out some of the disasters that resulted from companies
thinking of their markets in terms of products (IBM –
mainframes, Gestetner – duplicators,
Kodak – cameras and film, Nokia – phones, etc). My personal
definition of a market is: 'the aggregation of all the alternative
products or services which
customers regard as being capable of satisfying that same need'.
Table 5.1 is an example of the financial services market. Take a
product like pensions.
This fits clearly into the 'retirement income' market. But there
are lots of other products that satisfy the same need, so it is
essential to understand what these
22. other products are.
Another example is the market for books on marketing.
Redefining the market for books totally changed the board's
approach to its markets.
Table 5.1: Some key market definitions (personal market)
Market Need
Emergency Cash ('Rainy Day') Cash to cover an undesired and
unexpected event (often the loss of/damage to property)
Future Event Planning Schemes to protect and grow money that
are for anticipated and unanticipated cash-calling events (eg car
replacement/repairs, education, weddings, funerals, healthcare)
Asset Purchase Cash to buy assets they require (eg car purchase,
house purchase, once-in-a-lifetime holiday)
Welfare Contingency The ability to maintain a desired standard
of living (for self and/or dependants) in times of unplanned
cessation of salary
23. Retirement Income The ability to maintain a desired standard of
living (for self and/or dependants) once the salary cheques have
ceased
Wealthcare and Building The care and growth of assets (with
various risk levels and liquidity levels)
Day-to-day Money Management Ability to store and readily
access cash for day-to-day requirements
Personal Financial Protection and Security from
Motor Vehicle Incidents
Currently known as car insurance
I spent a day with the board of a book publisher and we took
marketing books as an example. Figure 5.2 shows their first
effort at a market map. Figure 5.3,
however, shows a much broader market definition – in this case
'the promulgation of knowledge about marketing'. It can be seen
that the broader definition
encapsulated many different ways of promulgating marketing
knowledge. This completely changed the board's approach to its
markets. Whilst books were
still an important part of this, many other profitable avenues
24. opened up for them. More importantly, they discovered why the
market for marketing books was
shrinking and were able to take advantage of new opportunities.
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Figure 5.2: Market map for marketing books
Figure 5.3: Market map for marketing knowledge promulgation
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Figure 5.4: Radiator market map
All right, if you don't want to go down this route, I don't mind,
but please be careful that you don't fall into the common
'product' trap. You will, of course, still
depend on your products or services for making money, so you
now need to try to understand how the market works for these
specifically.
How the market works: market mapping
In any market, 100 per cent of goods/services are 'made',
distributed and bought, and it is essential to know what is
happening out there in that particular
market.
Let me give you an example of a market map for radiators.
Figure 5.4 is the very first attempt this comparatively small
company made to quantify its market.
26. From this – in summary – it can be seen that 5.4 million
radiators were either made here or were imported, 5.4 million
radiators were distributed, 5.4 million
radiators were specified and 5.4 million radiators ended up on a
wall somewhere. In other words, it balanced!
The only problem was that, whilst it told them a lot about
distributors and the like, there was a big black hole in the
penultimate column (which shows that only
the decision makers for 3.4 million radiators had been
identified). Subsequent research showed that architects were
key specifiers of which radiators should
be installed, but up to this point, they weren't considered to be
'customers'; because architects didn't buy radiators. From then
on, however, since they
accounted for about 35 per cent of the market, they became a
primary focus of this radiator manufacturer. Fifteen years later,
this particular company is the
market leader!
In reality, market maps don't have to be all that complicated and
as long as you know approximately how it works, this should be
sufficient.
27. A market map, like a balance sheet, should 'balance' what is
sold with what is bought throughout the value chain.
Figure 5.5 illustrates a much simpler form of market mapping.
At the end of this chapter is a format for you to complete your
own, simple market map.
Guidelines on how to draw a market map are also given later in
this chapter in Figure 5.22.
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SOURCE: Extract from McDonald and Dunbar (2012) Market
Segmentation: How to do it, how to profit from it, Wiley
Figure 5.5: Identifying the decision makers
Market segmentation is the bedrock of successful commercial
28. enterprises.
Who the key decision makers are
The easiest junction to start the market map is the final user's
junction, noting at each junction the volume/value (or
percentage of the total market) decided
there. Guesstimate these figures if they are not known. Figure
5.5 shows a market in which 30 per cent annual sales are
decided at junctions other than at
the final user junction, and it is at each of these important
junctions that market segmentation should take place.
Referring back to Figure 5.4 and the architects example,
although about 35 per cent of radiators are specified by
architects, it must be pointed out that there
is no such thing as an 'average' architect. They all behave
differently and are unique in their own way, so some method
has to be found of grouping them in
such a way that it becomes possible to communicate with them
effectively, that is, segmenting them.
There is no such thing as an average customer. They are all
different, so some way has to be found of grouping like-minded
customers together –
29. this is called 'segmentation'.
Segmentation
If you have lost a bit of focus reading this chapter so far, don't
despair, as in some cases, market mapping isn't essential.
Market segmentation, however, is essential, as it is the very
cornerstone of successful business enterprise and this next
section should be read very
carefully and acted upon.
Over the years, scholars and consultants have sought to discover
the secret of success and 137 separate pieces of research have
identified the following as
the cornerstone of success (references supplied on request).
More than 40 years of research into the link between long-run
financial success and excellent
marketing strategies reveal the following:
Characteristics of successful marketing strategies
Excellent strategies Weak strategies
Understand markets in depth.
30. Target needs-based segments.
Make a specific offer to each segment.
Have clear differentiation, positioning and branding.
Leverage their strengths and minimize their weaknesses.
Anticipate the future.
Always talk about products.
Target product categories.
Make similar offers to all segments.
Have no differentiation and poor positioning and branding.
Have little understanding of their strengths and weaknesses.
Plan using historical data.
Here, however, is the major problem, for most organizations do
not understand segmentation and get it hopelessly wrong.
31. Indeed, a recent Harvard Business
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Review article claimed that 85 per cent of new product launches
in the United States failed simply because of poor market
segmentation.
Most books incorrectly state that there are several bases for
market segmentation, such as socio-economics, demographics,
geodemographics and the like.
But this misses the point totally. Boy George and the
Archbishop of Canterbury are both socio-economic group A, but
apart from wearing dresses and singing
a lot, they don't behave the same! Nor do all 18–24-year-old
females behave the same (demographics). Nor does everyone in
my street (geodemographics)
32. behave the same!
Market segmentation is NOT socio-economics, demographics or
geodemographics.
All goods and services in a sector are made, distributed, bought
and used, and all the purchase combinations make up an actual
market, so the task is to
understand what these different purchase combinations – or
segments – are.
Before explaining how to do this, let me examine the factors
that cause markets to break into smaller groups by describing
briefly how products/services get
adopted in markets. Figure 5.6 illustrates what looks like a
normal distribution curve.
SOURCE: Adapted from Everett Rogers
Figure 5.6: Non-cumulative diffusion pattern
When something new is invented such as television, computers,
microwave ovens, the internet and the like, not everyone adopts
them at the same time.
Many years ago, a US researcher, called Everett Rogers, studied
33. how new products are diffused across markets over time.
Imagine that television has just
been invented. Let us take any market, Germany will do, and let
us imagine that there are only 100 households in Germany. Let
us further imagine that there
is a law limiting each household in Germany to only one
television. Clearly, the potential market for televisions in
Germany is 100, but not everyone buys one
at the same time. Someone has to be the first to adopt new
products. Normally, about 2.5 per cent of any population will be
the first to adopt new products.
These people are known as 'Innovators'. They are unusual
people who enjoy being different.
Not everyone adopts new products and services at the same
time. Understanding why this is so can be quite useful for
business people.
These people are followed by another group, known as 'Opinion
Leaders' (called early adopters in Figure 5.6 – about 13.5 per
cent of the market). These
people tend to be affluent, are well-educated, very privileged,
and they are independent thinkers, who do not care much what
other people think of them.
They are, however, crucial in getting any new product or
34. service adopted. We can think of them as the Joneses, in the
sense of the expression: 'Keeping up
with the Joneses'.
This group is followed by a much larger group known as the
'Early Majority'. These people admire the opinion leaders and
can be thought of as the Smiths, in
the sense of the expression: 'The Smiths try to keep up with the
Joneses'. When these people start to enter a market, there is a
rapid growth in sales. (They
represent about 34 per cent of the market).
By now, approximately 50 per cent of all those who could adopt
the new product, have done so, and it is now that the 'Late
Majority' begin to enter the market.
Generally, these people are less privileged, less affluent, and
less well-educated, and price often becomes important at this
stage in the market.
Finally, the remaining 16 per cent of the population adopt the
new technology. Rogers, (the originator of this research in
1976) referred to these people as
'Laggards'. By now, everyone who could have one has got one.
For example, in the United Kingdom, everyone has a mobile
phone, they are very cheap, and
35. the market can now be considered to be a replacement market,
in which growth will be dependent on population size,
demographics and the like. Clearly, in
mature markets, getting growth will be much more difficult.
Although this is not the purpose of this chapter, it is useful to
note, before I leave Roger's diffusion of innovation curve, that
when launching a new product or
service, it is advantageous to know who the opinion leaders are
in a market, as these people should be targeted first by the sales
force, and by other
promotional media, as they will be the most likely to respond.
For example, certain doctors will be more open-minded about
new drugs, whereas other doctors
will not risk prescribing a new drug until it has been on the
market for a number of years.
When launching a new product, it is useful to know who the
'opinion leaders' are, as these people will be more likely to buy.
The diffusion of innovation curve also explains the phenomenon
known as the product life cycle, and why, after the 50 per cent
point on the diffusion of
innovation curve is reached, the market continues to grow, but
the rate of growth begins to decline until maturity is reached.
36. See Figure 5.7, which shows how
the two curves relate to each other.
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Figure 5.7: Generalized cumulative and non-cumulative
diffusion patterns
All this has been explained in order to introduce the key
concept of market segmentation and why it happens. Clearly, in
the early days, markets will tend to
be homogeneous. But, as demand grows rapidly with the entry
of the early majority, it is common for new entrants to offer
variations on the early models, as I
have just explained and consumers now have a choice. In order
to explain this more clearly, let me illustrate the approximate
37. shape of markets. If we were to
plot the car market in terms of speed and price, we would see
very small, inexpensive cars in the bottom left-hand corner (see
Figure 5.8). In the top right, we
would see very fast, expensive cars. Most cars, however, would
cluster in the middle, what we might call: 'The Mr and Mrs
Average' market.
The biggest part of most markets is the 'Mr and Mrs Average' in
the middle.
Figure 5.8: Representation of the car market
Similarly, the lawn mower market would look very similar (see
Figure 5.9). With lawn size on the vertical axis and price on the
horizontal axis, at the bottom left
would be small, inexpensive, hand-pushed mowers, with
expensive sit-on machines for large estates in the right-hand
corner. That leaves the mass of the
market with average size lawns, and average size lawn mowers,
which is where the mass market is.
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Figure 5.9: Representation of the lawn mower market
We can now redraw this to represent the shape of any market,
particularly at the early growth stage (the shape on the left in
Figure 5.10). But when rapid
growth begins, new entrants join the market and offer variations
on standard products in order to attract sales, and it is at this
stage that markets begin to
break into smaller groups, whilst still growing overall. (This is
represented by the shape in the middle.) Eventually, when
markets mature, and there is more
supply than demand, any market growth tends to come in the
lower price end of the market, whilst the top end of the market
tends to be immune. (This is
represented by the shape on the right.) It is usually the middle
market that suffers at this stage, with many competitors vying
39. with each other on price. This,
however, is the whole point of market segmentation, for
competing only on price is to assume that this is the main
requirement of customers, whereas the
truth is that this is rarely the case. It is just that a general lack
of understanding about market segmentation on the part of
suppliers about the real needs of
customers in mature markets, forces them to trade on price, so
encouraging the market to become a commodity market.
It is when markets become mature that suppliers who do not
understand segmentation have to drop their prices.
Figure 5.10: The development of market shape from birth to
maturity
A fertilizer company that had grown and prospered during the
1970s and 1980s, because of the superior nature of its products,
reached its farmer consumers
via merchants (wholesalers). However, as other companies
copied the technology, the merchants began to stock
competitive products and drove prices and
margins down. Had the fertilizer company paid more attention
to the needs of its different farmer groups and developed
40. products especially for them, based
on farmer segmentation, it would have continued to create
demand pull-through differentiation.
Competitors can copy products, but they can't copy your
relationship with customers.
The segmentation study revealed that there were seven distinct
types of farmer, each with a different set of needs. To give just
three examples of these
segments, see Figure 5.11. Firstly, there was a segment we
called Arthur (the character in the top middle), a television
character known for his deals. He
bought on price alone but represented only 10 per cent of the
market, not the 100 per cent put about by everyone in the
industry, especially the sales force.
Another type of farmer we called Oliver (the character in the
bottom right of the figure). Oliver would drive around his fields
on his tractor with an aerial linked
to a satellite and an on-board computer. He did this in order to
analyse the soil type and would then mix P, N and K, which are
the principal ingredients of
fertilizer, in order to get the maximum yield out of his farm. In
other words, Oliver was a scientific farmer, but the supply
industry believed he was buying on
41. price because he bought his own ingredients as cheaply as
possible. He did this, however, only because none of the
suppliers bothered to understand his
needs. Another type of farmer we called David (the character in
the bottom left). David was a show-off farmer and liked his
crops to look nice and healthy. He
also liked his cows to have nice, healthy skins. Clearly, if a
sales representative had talked in a technical way to David, he
would quickly switch off. Equally, to
talk about the appearance of crops and livestock would have
switched Oliver off, but this is the whole point. Every single
supplier in the industry totally
ignored the real needs of these farmers, and the only thing
anyone ever talked about was price. The result: A market driven
by price discounts, accompanied
by substantial losses to the suppliers. This company, however,
armed with this new found information, launched new products
and new promotional
approaches aimed at these different farmer types, and got
immediate results, becoming the most profitable subsidiary of
the parent company and the only
profitable fertilizer company in Europe.
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Figure 5.11: Personalizing segments
The whole industry ignored the real needs of farmers and
consequently talked only about price.
One more example should convince you of the crucial
importance of market segmentation. Table 5.2 shows on the
right what an IT company used to put in its
brochures, which was essentially the same as all suppliers.
Figure 5.12, however, shows nine segments of IT buyers, all
clearly different. Armed with this
knowledge, this company surged ahead of all its competitors
and became the market leader and very profitable.
Table 5.2: Listen to how customers talk about category
need
43. Customer View Supplier View
Advice Fast PAD family
Cutting costs Multimedia FRADs
Future technology direction PIX firewall
Help
Design and configuration