This document provides a framework for developing an effective brand positioning statement. It defines the key elements of a positioning statement, including target market, problem, frame of reference, point of difference, reasons to believe, distinguished from competition, and emotional end benefit. It also provides tests to assess if a positioning statement is clearly defined, appropriate, and aligned. The document uses examples to illustrate each element and provides guidance on developing a compelling, differentiated, and believable positioning strategy.
This document discusses various marketing strategies and concepts. It begins with an introduction to marketing strategies, covering concepts like SWOT analysis and product lifecycles. It then discusses developing new products through frameworks like PARTS and commercializing innovation through alliances. Several types of alliances for innovation are described, like functional acquisitions, marketing alliances, and R&D alliances. The document also covers developing marketing intelligence through metrics and analyzing situations. Overall policies around products, pricing, marketing plans, and channels are outlined.
This document discusses conducting a competitive analysis of other businesses in the same industry. It recommends calling competitors to ask questions as a potential customer and request their marketing materials. It also suggests calling competitors in other areas to get unbiased advice. Additionally, the document outlines conducting field analysis by asking potential customers about familiar competitors to identify opportunities. The overall goal is to understand competitors' strengths, weaknesses, costs and public image to help strategize your own business approach.
This document provides an outline for a business plan covering key sections such as an executive summary, company description, products/services, marketing plan, operational plan, management team, financial plan, and appendices. The executive summary introduces the business and should be 2 pages or less. The company description provides details on ownership, history, strengths, challenges, and long-term goals. The marketing plan analyzes the target market, competition, and promotional strategies. The operational plan outlines daily operations, production, inventory, suppliers, personnel, and legal considerations. The financial plan includes profit/loss projections and cash flow statements.
The document provides guidance to vendors on building a strategic relationship with Gartner to drive growth. It outlines how Gartner can help with sales effectiveness, brand awareness, product development, channel partners, and other areas. Gartner recommends strategically involving them early to improve critical decisions, support long-term growth, and mitigate risks. Specific support examples include reviewing marketing activities, validating technology and messaging, providing competitive insights, and advising on product launches, pricing, and other initiatives.
The first step is to analyze business goals, objectives, market trends, and customers to define the total addressable market. A SWOT analysis then evaluates strengths, weaknesses, opportunities, and threats. Sales territories are determined and documented based on geographic, industry, revenue, and other boundaries. An action plan is devised for each territory outlining quotas, pipeline goals, account strategies, and funnel building. Territory performance is then regularly tracked using metrics like gross sales, profits, unit sales, conversion rates, and repeat customers to ensure the plan is achieving its objectives and adapted as needed.
The document discusses the importance of strategic marketing for small and mid-sized businesses. It notes that many businesses copy their competitors' marketing approaches without understanding why those approaches are effective. The author recommends that businesses conduct market research to understand customer needs and how to position themselves competitively. This includes analyzing industry trends, target markets, competitors' strategies, and determining the optimal marketing activities and resources required given the research findings. By taking a strategic rather than reactionary approach and investing in initial market research, businesses can ensure their limited marketing funds are spent in the most effective manner possible.
This document provides a framework for developing an effective brand positioning statement. It defines the key elements of a positioning statement, including target market, problem, frame of reference, point of difference, reasons to believe, distinguished from competition, and emotional end benefit. It also provides tests to assess if a positioning statement is clearly defined, appropriate, and aligned. The document uses examples to illustrate each element and provides guidance on developing a compelling, differentiated, and believable positioning strategy.
This document discusses various marketing strategies and concepts. It begins with an introduction to marketing strategies, covering concepts like SWOT analysis and product lifecycles. It then discusses developing new products through frameworks like PARTS and commercializing innovation through alliances. Several types of alliances for innovation are described, like functional acquisitions, marketing alliances, and R&D alliances. The document also covers developing marketing intelligence through metrics and analyzing situations. Overall policies around products, pricing, marketing plans, and channels are outlined.
This document discusses conducting a competitive analysis of other businesses in the same industry. It recommends calling competitors to ask questions as a potential customer and request their marketing materials. It also suggests calling competitors in other areas to get unbiased advice. Additionally, the document outlines conducting field analysis by asking potential customers about familiar competitors to identify opportunities. The overall goal is to understand competitors' strengths, weaknesses, costs and public image to help strategize your own business approach.
This document provides an outline for a business plan covering key sections such as an executive summary, company description, products/services, marketing plan, operational plan, management team, financial plan, and appendices. The executive summary introduces the business and should be 2 pages or less. The company description provides details on ownership, history, strengths, challenges, and long-term goals. The marketing plan analyzes the target market, competition, and promotional strategies. The operational plan outlines daily operations, production, inventory, suppliers, personnel, and legal considerations. The financial plan includes profit/loss projections and cash flow statements.
The document provides guidance to vendors on building a strategic relationship with Gartner to drive growth. It outlines how Gartner can help with sales effectiveness, brand awareness, product development, channel partners, and other areas. Gartner recommends strategically involving them early to improve critical decisions, support long-term growth, and mitigate risks. Specific support examples include reviewing marketing activities, validating technology and messaging, providing competitive insights, and advising on product launches, pricing, and other initiatives.
The first step is to analyze business goals, objectives, market trends, and customers to define the total addressable market. A SWOT analysis then evaluates strengths, weaknesses, opportunities, and threats. Sales territories are determined and documented based on geographic, industry, revenue, and other boundaries. An action plan is devised for each territory outlining quotas, pipeline goals, account strategies, and funnel building. Territory performance is then regularly tracked using metrics like gross sales, profits, unit sales, conversion rates, and repeat customers to ensure the plan is achieving its objectives and adapted as needed.
The document discusses the importance of strategic marketing for small and mid-sized businesses. It notes that many businesses copy their competitors' marketing approaches without understanding why those approaches are effective. The author recommends that businesses conduct market research to understand customer needs and how to position themselves competitively. This includes analyzing industry trends, target markets, competitors' strategies, and determining the optimal marketing activities and resources required given the research findings. By taking a strategic rather than reactionary approach and investing in initial market research, businesses can ensure their limited marketing funds are spent in the most effective manner possible.
82 Harvard Business Review April 2008 hbr.orgCAN.docxsleeperharwell
82 Harvard Business Review | April 2008 | hbr.org
CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or
less? If so, would your colleagues put it the same way?
It is our experience that very few executives can honestly an-
swer these simple questions in the affi rmative. And the compa-
nies that those executives work for are often the most successful
in their industry. One is Edward Jones, a St. Louis–based bro-
kerage fi rm with which one of us has been involved for more
than 10 years. The fourth-largest brokerage in the United States,
Jones has quadrupled its market share during the past two de-
cades, has consistently outperformed its rivals in terms of ROI
through bull and bear markets, and has been a fi xture on Fortune’s
list of the top companies to work for. It’s a safe bet that just
by David J. Collis and Michael G. Rukstad
G
e
tt
y
Im
ag
e
s
an
d
I
P
N
st
o
ck
Can You Say
What
Your
Strategy Is?
1084 Collis.indd 821084 Collis.indd 82 3/4/08 10:14:03 PM3/4/08 10:14:03 PM
It’s a dirty little secret:
Most executives
cannot articulate the
objective, scope, and
advantage of their
business in a simple
statement. If they
can’t, neither can
anyone else.
1084 Collis.indd 831084 Collis.indd 83 3/4/08 10:14:09 PM3/4/08 10:14:09 PM
84 Harvard Business Review | April 2008 | hbr.org
about every one of its 37,000 employees could express the
company’s succinct strategy statement: Jones aims to “grow
to 17,000 fi nancial advisers by 2012 [from about 10,000 to-
day] by offering trusted and convenient face-to-face fi nan-
cial advice to conservative individual investors who delegate
their fi nancial decisions, through a national network of one-
fi nancial-adviser offi ces.”
Conversely, companies that don’t have a simple and clear
statement of strategy are likely to fall into the sorry category
of those that have failed to execute their strategy or, worse,
those that never even had one. In an astonishing number of
organizations, executives, frontline employees, and all those
in between are frustrated because no clear strategy exists for
the company or its lines of business. The kinds of complaints
that abound in such fi rms include:
“I try for months to get an initiative off the ground, and
then it is shut down because ‘it doesn’t fi t the strategy.’
Why didn’t anyone tell me that at the beginning?”
“I don’t know whether I should be pursuing this market
opportunity. I get mixed signals from the powers that be.”
“Why are we bidding on this customer’s business again?
We lost it last year, and I thought we agreed then not to
waste our time chasing the contract!”
“Should I cut the price for this customer? I don’t know if
we would be better off winning the deal at a lower price
or just losing the business.”
Leaders of fi rms are mystifi ed when what they thought
was a beautifully crafted strategy is never implemented.
They assume tha.
82 Harvard Business Review April 2008 hbr.orgCAN.docxfredharris32
82 Harvard Business Review | April 2008 | hbr.org
CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or
less? If so, would your colleagues put it the same way?
It is our experience that very few executives can honestly an-
swer these simple questions in the affi rmative. And the compa-
nies that those executives work for are often the most successful
in their industry. One is Edward Jones, a St. Louis–based bro-
kerage fi rm with which one of us has been involved for more
than 10 years. The fourth-largest brokerage in the United States,
Jones has quadrupled its market share during the past two de-
cades, has consistently outperformed its rivals in terms of ROI
through bull and bear markets, and has been a fi xture on Fortune’s
list of the top companies to work for. It’s a safe bet that just
by David J. Collis and Michael G. Rukstad
G
e
tt
y
Im
ag
e
s
an
d
I
P
N
st
o
ck
Can You Say
What
Your
Strategy Is?
1084 Collis.indd 821084 Collis.indd 82 3/4/08 10:14:03 PM3/4/08 10:14:03 PM
It’s a dirty little secret:
Most executives
cannot articulate the
objective, scope, and
advantage of their
business in a simple
statement. If they
can’t, neither can
anyone else.
1084 Collis.indd 831084 Collis.indd 83 3/4/08 10:14:09 PM3/4/08 10:14:09 PM
84 Harvard Business Review | April 2008 | hbr.org
about every one of its 37,000 employees could express the
company’s succinct strategy statement: Jones aims to “grow
to 17,000 fi nancial advisers by 2012 [from about 10,000 to-
day] by offering trusted and convenient face-to-face fi nan-
cial advice to conservative individual investors who delegate
their fi nancial decisions, through a national network of one-
fi nancial-adviser offi ces.”
Conversely, companies that don’t have a simple and clear
statement of strategy are likely to fall into the sorry category
of those that have failed to execute their strategy or, worse,
those that never even had one. In an astonishing number of
organizations, executives, frontline employees, and all those
in between are frustrated because no clear strategy exists for
the company or its lines of business. The kinds of complaints
that abound in such fi rms include:
“I try for months to get an initiative off the ground, and
then it is shut down because ‘it doesn’t fi t the strategy.’
Why didn’t anyone tell me that at the beginning?”
“I don’t know whether I should be pursuing this market
opportunity. I get mixed signals from the powers that be.”
“Why are we bidding on this customer’s business again?
We lost it last year, and I thought we agreed then not to
waste our time chasing the contract!”
“Should I cut the price for this customer? I don’t know if
we would be better off winning the deal at a lower price
or just losing the business.”
Leaders of fi rms are mystifi ed when what they thought
was a beautifully crafted strategy is never implemented.
They assume tha.
82 Harvard Business Review April 2008 hbr.orgCANromeliadoan
82 Harvard Business Review | April 2008 | hbr.org
CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or
less? If so, would your colleagues put it the same way?
It is our experience that very few executives can honestly an-
swer these simple questions in the affi rmative. And the compa-
nies that those executives work for are often the most successful
in their industry. One is Edward Jones, a St. Louis–based bro-
kerage fi rm with which one of us has been involved for more
than 10 years. The fourth-largest brokerage in the United States,
Jones has quadrupled its market share during the past two de-
cades, has consistently outperformed its rivals in terms of ROI
through bull and bear markets, and has been a fi xture on Fortune’s
list of the top companies to work for. It’s a safe bet that just
by David J. Collis and Michael G. Rukstad
G
e
tt
y
Im
ag
e
s
an
d
I
P
N
st
o
ck
Can You Say
What
Your
Strategy Is?
1084 Collis.indd 821084 Collis.indd 82 3/4/08 10:14:03 PM3/4/08 10:14:03 PM
It’s a dirty little secret:
Most executives
cannot articulate the
objective, scope, and
advantage of their
business in a simple
statement. If they
can’t, neither can
anyone else.
1084 Collis.indd 831084 Collis.indd 83 3/4/08 10:14:09 PM3/4/08 10:14:09 PM
84 Harvard Business Review | April 2008 | hbr.org
about every one of its 37,000 employees could express the
company’s succinct strategy statement: Jones aims to “grow
to 17,000 fi nancial advisers by 2012 [from about 10,000 to-
day] by offering trusted and convenient face-to-face fi nan-
cial advice to conservative individual investors who delegate
their fi nancial decisions, through a national network of one-
fi nancial-adviser offi ces.”
Conversely, companies that don’t have a simple and clear
statement of strategy are likely to fall into the sorry category
of those that have failed to execute their strategy or, worse,
those that never even had one. In an astonishing number of
organizations, executives, frontline employees, and all those
in between are frustrated because no clear strategy exists for
the company or its lines of business. The kinds of complaints
that abound in such fi rms include:
“I try for months to get an initiative off the ground, and
then it is shut down because ‘it doesn’t fi t the strategy.’
Why didn’t anyone tell me that at the beginning?”
“I don’t know whether I should be pursuing this market
opportunity. I get mixed signals from the powers that be.”
“Why are we bidding on this customer’s business again?
We lost it last year, and I thought we agreed then not to
waste our time chasing the contract!”
“Should I cut the price for this customer? I don’t know if
we would be better off winning the deal at a lower price
or just losing the business.”
Leaders of fi rms are mystifi ed when what they thought
was a beautifully crafted strategy is never implemented.
They assume tha ...
The document provides an overview of the fictitious Markstrat world which participants will manage marketing departments in. It describes the two product types, Sonite and potential future Vodite. Sonite products are differentiated based on 5 characteristics: processing power, display size, design, battery life, and features. Vodites would satisfy different needs and be differentiated by resolution, energy efficiency, carbon footprint, connectivity, and apps. Brand names follow a convention of starting with the company letter and using O for Sonites and E for Vodites. Sonite customers are segmented into 5 groups with different interests like explorers demanding high performance.
The document provides guidance on writing an effective marketing plan, including defining key sections and their purpose. It recommends that the executive summary briefly summarize the plan's highlights, objectives, target market, and marketing tactics. It also outlines the importance of conducting environmental, SWOT, and competitive analyses to understand the current situation and opportunities.
The document provides guidance on writing an effective marketing plan, including defining key sections and their purpose. It recommends that the executive summary briefly summarize the plan's highlights, objectives, target market, and marketing tactics. It also outlines the importance of conducting environmental, SWOT, and competitive analyses to understand the current situation and opportunities.
This document provides an example of a SWOT analysis for a small management consultancy firm specializing in human resource management. It begins with an introduction to SWOT analysis, defining the four components of strengths, weaknesses, opportunities, and threats. It then provides examples of factors to consider when analyzing the strengths, weaknesses, opportunities, and threats for the consultancy firm. The document also includes examples of SWOT analyses for other companies like Nirma chemicals and Samsung and Nokia mobile phones. It emphasizes that SWOT analysis is a useful tool for evaluating internal/external factors and developing strategic plans.
This document provides an example of a SWOT analysis conducted by a group of students on a small management consultancy firm specialized in human resource management. It begins with an introduction to SWOT analysis, defining the four elements - Strengths, Weaknesses, Opportunities, and Threats. The document then analyzes the Strengths, Weaknesses, Opportunities, and Threats of the consultancy firm. It also provides two examples of SWOT analyses conducted on Samsung and Nokia, highlighting the key Strengths, Weaknesses, Opportunities, and Threats for each company.
The document outlines questions to help define a competitive strategy. It discusses determining an organization's purpose, core competencies, goals, competitive advantages, and growth focus. Answering questions about mission, skills, market standing, barriers, and strategic approach can help create a comprehensive and focused competitive strategy. Consistency across responses is important to develop an effective strategy to overcome barriers and achieve goals.
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
The Brand Audit Toolkit: Organizing Data for Insights Spring 2019Carol Phillips
The first step in developing a brand strategy is to assess where the brand stands today. This presentation explains the most relevant frameworks for organizing information to reveal the insights needed to create an effective brand strategy.
· The 4 to 5-page limit refers to your analysis. The page limit do.docxalinainglis
· The 4 to 5-page limit refers to your analysis. The page limit does not include the reference page, the 5-forces diagram, nor a title page. If you prepare any supporting analysis that can be shown in an appendix page. So, you have 4 to 5 pages available for your written analysis.
· Introducing and describing the company (what it does, key products, markets, distribution) and the industry (key competitors, market size) should be succinct, no more than a half a page. Dedicate approximately 1/2 page introducing the company and it's industry. Beyond that don't spend much time or space describing basic info about the company. For example, providing the history of the company is not relevant to the model.
· The bulk of your writing should be specific to the model as it applies to your company, evaluating each of the five forces thoroughly. Assume the reader is a business person who has a basic knowledge of the company/industry.
· Your analysis should inform the reader of those aspects of the business and industry relevant to each of the five forces. For example, if sales figures are needed to establish the company's position in their industry, use that information in the industry competitors (rivalry) force.
· Use outside references. Key analysis points are to be referenced. As master’s-level business students it is expected that you will utilize sources beyond the company website, the Porter article itself, and sites like yahoo finance. You can use these sites but are strongly advised to not limit yourself to them.
· Thoroughly analyze each of the five forces. The Porter article gives you criteria and examples for each force that can be investigated as you prepare your analysis. Pick two or three for each force and use these to guide your paper.
· The 1-page model should be prepared after you complete your paper. It is nothing more than a visual, concise representation of your analysis. It does not have to be fancy. It does have to be clear and represent your analysis. Use exhibit 2.7 or the model in the Porter paper as your guide. Label each force as high or low, based on your analysis. Insert three to four (max) key bullet points related to each force into the five boxes in the model.
· Proofread your paper. Spelling, grammar, and APA.
BBA 4951, Business Policy and Strategy 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Analyze external and internal audit processes.
9. Assess the strategy evaluation process.
Reading Assignment
Chapter 3: The External Assessment
Chapter 4: The Internal Assessment
Unit Lesson
External Assessments
During this unit, we will explore the factors that impact an internal and external assessment. Let us begin with
the external assessment. To effectively develop a successful strategic plan, the organization must be aware
and adapt to the external environments. These environments include identifying and incorporating .
The document provides a worksheet to help businesses define their brand and marketing strategy through a discovery process. It includes questions to help outline the company, goals, target audience, brand perception, competitive positioning, strengths/weaknesses/opportunities, and a communication strategy. Completing the worksheet will provide a framework to improve the business model and guide marketing requirements and initiatives.
This document provides an overview of key concepts for developing an effective marketing strategy and conducting market analysis for a technology-based business. It discusses analyzing the target audience, developing a marketing plan, conducting secondary market research to understand the market size and competitive landscape, defining a company's unique value propositions for different market segments, and analyzing competitors. The goal is to help businesses properly research the market, differentiate their offerings, identify target customers, and develop a strategic marketing approach.
This document is a business plan for Example Corporation owned by three individuals. It includes sections on executive summary, company description, products/services, marketing plan, operations, management, and financial plan. The marketing plan section describes the company's target market, competitors, pricing, promotion strategy, and sales forecast. The operations section addresses production, location, legal/regulatory issues, personnel, and suppliers.
The document discusses key questions and dimensions that must be considered when developing a business strategy. It identifies the five essential questions as: 1) what is the organization's winning aspiration, 2) where will it play, 3) how will it win, 4) what capabilities are required, and 5) what management systems are needed. It also outlines four dimensions to analyze when choosing where to play and how to win: industry, customer value, relative position, and competitors. An example strategy for the Olay brand is provided that addresses these elements.
This document outlines 10 best practice principles for achieving market leadership. It discusses the benefits of being a market leader such as better profit margins and barriers to competition. However, many companies fail to focus and try to serve too many markets, diluting their effectiveness. The 10 principles are: 1) select and segment a target market; 2) narrow focus to your unique value; 3) align business activities to support your strategy; 4) claim the alpha position in your market; 5) integrate internal and external communications; 6) leverage the online environment; 7) lock in strategic partners; 8) grow your market segment; 9) exploit your leadership to drive market share; and 10) attack synergistic market segments. Committing to these
This is a review by Andre Mazerolle and Michelle Class of former BDO marketing and sales director, Tamera Loerzel, now, a senior consultant with ConvergenceConsulting, LLC who spoke at an Association of Accounting Marketing event in 2006
1 Evidence-Based Practices to Guide ClinicaSilvaGraf83
1
Evidence-Based Practices to Guide Clinical Practices
Marilaura Mieres
Miami Regional University
Dr.Mercedes
03/28/2021
Evidence-Based Practices to Guide Clinical Practices
2
Introduction
Evidence best practices is an approach that translates excellent scientific research
evidence to enhanced practical decisions aiming at improving health. EBP involves using
research findings obtained from systematic data collection that is achieved through observations
and analyzed experiments. The connection of research, theory, and EBP are interlinked in that
the delivery of one results in another aspect's discovery. Through research findings, a theory is
discovered, and through various experiments and observations, evidence-based practices are
identified.
Interrelationship Between the Theory, Research, and EBP.
According to Cannon & Boswell (2016), health professionals require standards to analyze
behavioral treatments in the behavioral sciences. Through complete incorporation and
implementation processes, health professionals must value EBP processes, health theories, and
research. Through experience, health practitioners must learn to integrate research results to
determine the best treatment plans suitable for patients. Through this research results,
experiments, and evidence, health practitioners with academicians ally to discover a theory. The
treatments are offered according to patients' values, interests, and preferences (Cannon &
Boswell 2016). The values increase practitioners' skills and knowledge to analyze research
outcomes effectively. Nurses are expected to think critically after being taught and encouraged,
which corresponds with evidence-based practices. Nurses' critical thinking skills require a
foundation on which proven research and tested data can be based. The proven research,
evidence-based practices, and a good foundation all connect to form a theory that research can
rely on and nurses can use to prove their practices.
3
Additionally, health professionals at all levels must identify challenges and arising
questions to address patients' needs and offer quality practices to discover appropriate
interventions suitable for every challenge. Health professionals are directly involved in research
projects that allow them to understand the best methods to publish for evidence-based practices.
Through different researches and publications, health professionals like advanced practice nurses
use research to solve health dilemmas. Nurses find platforms centered on tested clarifications
through nursing practices and methodical examinations from research to build a base for
procedures and care.
Moreover, research is a scientific procedure that anticipates outcomes through the use of
fundamental expertise. Research processes enhance the capacity of discipline through clarity and
visualized aspects. The discipline's ability to put i ...
1 Green Book Film Analysis Sugiarto MuljSilvaGraf83
1
Green Book Film Analysis
Sugiarto Muljadi
CSUN
COMS 321
Prof. Darla Anderson
12th May 2021
2
Green Book Analysis
Social stratification exists in almost every place that human’s dwell. Nonetheless, race
remains one of the most controversial elements of social stratification. The film Green Book
wants the audience to learn that there are no differences between humans regardless of their
race. While watching it, I was concerned that the script might have glossed over Shirley and
other African-Americans face. The newfound abundance of clean, inexpensive cars in the
1930s was more than a matter of convenience for middle-class Americans (IMDb, 2020). It
opened up new opportunities, giving them the freedom to fly across the world at their own
pace without having to rely on anyone. Also, in a constitutionally segregated world in some
areas and functionally segregated almost everywhere else, this was so for African Americans
(Lemire, 2018). However, while white travelers could travel with relative ease, stopping at
restaurants, bars, entertainment venues, and places to stay as they wished, African Americans
faced greater challenges. Staying in the wrong hotel or attempting to eat at the wrong
restaurant could result in you being ejected or worse.
The Negro Motorist Green Book was not the only travel guide for African-Americans,
but it was the most popular. Victor Hugo Green, an African-American mail carrier from
Harlem who served in Hackensack, New Jersey, designed it. Green worked on the effort for
almost three decades, from 1936 to 1966, soon after the Civil Rights Act was signed into law,
including a four-year pause during WWII (Diamond, 2018). The Green Book quickly
established itself as the most important document for black travelers in America, outlining
where they could eat, drink, and sleep without being abused or worse. Green Book depicts
various discriminatory prejudices that permeated American life in the early and mid-
twentieth centuries, ranging from snide remarks and racial epithets to outright hatred.
3
References
Diamond, A. (2018, November 20). The true story of the 'Green book' movie. Smithsonian
Magazine. https://www.smithsonianmag.com/arts-culture/true-story-green-book-
movie-180970728/
IMDb. (2020). Green book (2018). https://www.imdb.com/title/tt6966692/plotsummary
Lemire, C. (2018). Green book movie review & film summary (2018). Movie Reviews and
Ratings by Film Critic Roger Ebert | Roger Ebert.
https://www.rogerebert.com/reviews/green-book-2018
Week # 3 Case Study: Late and Later Documentation
Case Study: Late and Later Documentation
Based on the case study, critique the documentation presented by the healthcare provider and provide examples of whether the nurse follows or did not follow documentation requisites.
State what errors you found in the documentation and if you think the nurse followed the appropriate procedure ...
82 Harvard Business Review April 2008 hbr.orgCAN.docxsleeperharwell
82 Harvard Business Review | April 2008 | hbr.org
CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or
less? If so, would your colleagues put it the same way?
It is our experience that very few executives can honestly an-
swer these simple questions in the affi rmative. And the compa-
nies that those executives work for are often the most successful
in their industry. One is Edward Jones, a St. Louis–based bro-
kerage fi rm with which one of us has been involved for more
than 10 years. The fourth-largest brokerage in the United States,
Jones has quadrupled its market share during the past two de-
cades, has consistently outperformed its rivals in terms of ROI
through bull and bear markets, and has been a fi xture on Fortune’s
list of the top companies to work for. It’s a safe bet that just
by David J. Collis and Michael G. Rukstad
G
e
tt
y
Im
ag
e
s
an
d
I
P
N
st
o
ck
Can You Say
What
Your
Strategy Is?
1084 Collis.indd 821084 Collis.indd 82 3/4/08 10:14:03 PM3/4/08 10:14:03 PM
It’s a dirty little secret:
Most executives
cannot articulate the
objective, scope, and
advantage of their
business in a simple
statement. If they
can’t, neither can
anyone else.
1084 Collis.indd 831084 Collis.indd 83 3/4/08 10:14:09 PM3/4/08 10:14:09 PM
84 Harvard Business Review | April 2008 | hbr.org
about every one of its 37,000 employees could express the
company’s succinct strategy statement: Jones aims to “grow
to 17,000 fi nancial advisers by 2012 [from about 10,000 to-
day] by offering trusted and convenient face-to-face fi nan-
cial advice to conservative individual investors who delegate
their fi nancial decisions, through a national network of one-
fi nancial-adviser offi ces.”
Conversely, companies that don’t have a simple and clear
statement of strategy are likely to fall into the sorry category
of those that have failed to execute their strategy or, worse,
those that never even had one. In an astonishing number of
organizations, executives, frontline employees, and all those
in between are frustrated because no clear strategy exists for
the company or its lines of business. The kinds of complaints
that abound in such fi rms include:
“I try for months to get an initiative off the ground, and
then it is shut down because ‘it doesn’t fi t the strategy.’
Why didn’t anyone tell me that at the beginning?”
“I don’t know whether I should be pursuing this market
opportunity. I get mixed signals from the powers that be.”
“Why are we bidding on this customer’s business again?
We lost it last year, and I thought we agreed then not to
waste our time chasing the contract!”
“Should I cut the price for this customer? I don’t know if
we would be better off winning the deal at a lower price
or just losing the business.”
Leaders of fi rms are mystifi ed when what they thought
was a beautifully crafted strategy is never implemented.
They assume tha.
82 Harvard Business Review April 2008 hbr.orgCAN.docxfredharris32
82 Harvard Business Review | April 2008 | hbr.org
CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or
less? If so, would your colleagues put it the same way?
It is our experience that very few executives can honestly an-
swer these simple questions in the affi rmative. And the compa-
nies that those executives work for are often the most successful
in their industry. One is Edward Jones, a St. Louis–based bro-
kerage fi rm with which one of us has been involved for more
than 10 years. The fourth-largest brokerage in the United States,
Jones has quadrupled its market share during the past two de-
cades, has consistently outperformed its rivals in terms of ROI
through bull and bear markets, and has been a fi xture on Fortune’s
list of the top companies to work for. It’s a safe bet that just
by David J. Collis and Michael G. Rukstad
G
e
tt
y
Im
ag
e
s
an
d
I
P
N
st
o
ck
Can You Say
What
Your
Strategy Is?
1084 Collis.indd 821084 Collis.indd 82 3/4/08 10:14:03 PM3/4/08 10:14:03 PM
It’s a dirty little secret:
Most executives
cannot articulate the
objective, scope, and
advantage of their
business in a simple
statement. If they
can’t, neither can
anyone else.
1084 Collis.indd 831084 Collis.indd 83 3/4/08 10:14:09 PM3/4/08 10:14:09 PM
84 Harvard Business Review | April 2008 | hbr.org
about every one of its 37,000 employees could express the
company’s succinct strategy statement: Jones aims to “grow
to 17,000 fi nancial advisers by 2012 [from about 10,000 to-
day] by offering trusted and convenient face-to-face fi nan-
cial advice to conservative individual investors who delegate
their fi nancial decisions, through a national network of one-
fi nancial-adviser offi ces.”
Conversely, companies that don’t have a simple and clear
statement of strategy are likely to fall into the sorry category
of those that have failed to execute their strategy or, worse,
those that never even had one. In an astonishing number of
organizations, executives, frontline employees, and all those
in between are frustrated because no clear strategy exists for
the company or its lines of business. The kinds of complaints
that abound in such fi rms include:
“I try for months to get an initiative off the ground, and
then it is shut down because ‘it doesn’t fi t the strategy.’
Why didn’t anyone tell me that at the beginning?”
“I don’t know whether I should be pursuing this market
opportunity. I get mixed signals from the powers that be.”
“Why are we bidding on this customer’s business again?
We lost it last year, and I thought we agreed then not to
waste our time chasing the contract!”
“Should I cut the price for this customer? I don’t know if
we would be better off winning the deal at a lower price
or just losing the business.”
Leaders of fi rms are mystifi ed when what they thought
was a beautifully crafted strategy is never implemented.
They assume tha.
82 Harvard Business Review April 2008 hbr.orgCANromeliadoan
82 Harvard Business Review | April 2008 | hbr.org
CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or
less? If so, would your colleagues put it the same way?
It is our experience that very few executives can honestly an-
swer these simple questions in the affi rmative. And the compa-
nies that those executives work for are often the most successful
in their industry. One is Edward Jones, a St. Louis–based bro-
kerage fi rm with which one of us has been involved for more
than 10 years. The fourth-largest brokerage in the United States,
Jones has quadrupled its market share during the past two de-
cades, has consistently outperformed its rivals in terms of ROI
through bull and bear markets, and has been a fi xture on Fortune’s
list of the top companies to work for. It’s a safe bet that just
by David J. Collis and Michael G. Rukstad
G
e
tt
y
Im
ag
e
s
an
d
I
P
N
st
o
ck
Can You Say
What
Your
Strategy Is?
1084 Collis.indd 821084 Collis.indd 82 3/4/08 10:14:03 PM3/4/08 10:14:03 PM
It’s a dirty little secret:
Most executives
cannot articulate the
objective, scope, and
advantage of their
business in a simple
statement. If they
can’t, neither can
anyone else.
1084 Collis.indd 831084 Collis.indd 83 3/4/08 10:14:09 PM3/4/08 10:14:09 PM
84 Harvard Business Review | April 2008 | hbr.org
about every one of its 37,000 employees could express the
company’s succinct strategy statement: Jones aims to “grow
to 17,000 fi nancial advisers by 2012 [from about 10,000 to-
day] by offering trusted and convenient face-to-face fi nan-
cial advice to conservative individual investors who delegate
their fi nancial decisions, through a national network of one-
fi nancial-adviser offi ces.”
Conversely, companies that don’t have a simple and clear
statement of strategy are likely to fall into the sorry category
of those that have failed to execute their strategy or, worse,
those that never even had one. In an astonishing number of
organizations, executives, frontline employees, and all those
in between are frustrated because no clear strategy exists for
the company or its lines of business. The kinds of complaints
that abound in such fi rms include:
“I try for months to get an initiative off the ground, and
then it is shut down because ‘it doesn’t fi t the strategy.’
Why didn’t anyone tell me that at the beginning?”
“I don’t know whether I should be pursuing this market
opportunity. I get mixed signals from the powers that be.”
“Why are we bidding on this customer’s business again?
We lost it last year, and I thought we agreed then not to
waste our time chasing the contract!”
“Should I cut the price for this customer? I don’t know if
we would be better off winning the deal at a lower price
or just losing the business.”
Leaders of fi rms are mystifi ed when what they thought
was a beautifully crafted strategy is never implemented.
They assume tha ...
The document provides an overview of the fictitious Markstrat world which participants will manage marketing departments in. It describes the two product types, Sonite and potential future Vodite. Sonite products are differentiated based on 5 characteristics: processing power, display size, design, battery life, and features. Vodites would satisfy different needs and be differentiated by resolution, energy efficiency, carbon footprint, connectivity, and apps. Brand names follow a convention of starting with the company letter and using O for Sonites and E for Vodites. Sonite customers are segmented into 5 groups with different interests like explorers demanding high performance.
The document provides guidance on writing an effective marketing plan, including defining key sections and their purpose. It recommends that the executive summary briefly summarize the plan's highlights, objectives, target market, and marketing tactics. It also outlines the importance of conducting environmental, SWOT, and competitive analyses to understand the current situation and opportunities.
The document provides guidance on writing an effective marketing plan, including defining key sections and their purpose. It recommends that the executive summary briefly summarize the plan's highlights, objectives, target market, and marketing tactics. It also outlines the importance of conducting environmental, SWOT, and competitive analyses to understand the current situation and opportunities.
This document provides an example of a SWOT analysis for a small management consultancy firm specializing in human resource management. It begins with an introduction to SWOT analysis, defining the four components of strengths, weaknesses, opportunities, and threats. It then provides examples of factors to consider when analyzing the strengths, weaknesses, opportunities, and threats for the consultancy firm. The document also includes examples of SWOT analyses for other companies like Nirma chemicals and Samsung and Nokia mobile phones. It emphasizes that SWOT analysis is a useful tool for evaluating internal/external factors and developing strategic plans.
This document provides an example of a SWOT analysis conducted by a group of students on a small management consultancy firm specialized in human resource management. It begins with an introduction to SWOT analysis, defining the four elements - Strengths, Weaknesses, Opportunities, and Threats. The document then analyzes the Strengths, Weaknesses, Opportunities, and Threats of the consultancy firm. It also provides two examples of SWOT analyses conducted on Samsung and Nokia, highlighting the key Strengths, Weaknesses, Opportunities, and Threats for each company.
The document outlines questions to help define a competitive strategy. It discusses determining an organization's purpose, core competencies, goals, competitive advantages, and growth focus. Answering questions about mission, skills, market standing, barriers, and strategic approach can help create a comprehensive and focused competitive strategy. Consistency across responses is important to develop an effective strategy to overcome barriers and achieve goals.
The document provides guidance on developing effective strategies for organizations and individuals. It discusses conducting a diagnostic of operations to identify potential savings and growth opportunities. Key aspects of strategy include analyzing the operating environment, identifying strategic options, and selecting the best options. The document outlines a 5-step process for strategy development: 1) defining a vision, 2) establishing a mission, 3) setting objectives, 4) developing strategies, and 5) implementing tactics. Alignment is important from the top-level vision down to tactical actions. Conducting an analysis of strengths, weaknesses, opportunities, and threats can help in strategic planning at both the organizational and individual level.
The Brand Audit Toolkit: Organizing Data for Insights Spring 2019Carol Phillips
The first step in developing a brand strategy is to assess where the brand stands today. This presentation explains the most relevant frameworks for organizing information to reveal the insights needed to create an effective brand strategy.
· The 4 to 5-page limit refers to your analysis. The page limit do.docxalinainglis
· The 4 to 5-page limit refers to your analysis. The page limit does not include the reference page, the 5-forces diagram, nor a title page. If you prepare any supporting analysis that can be shown in an appendix page. So, you have 4 to 5 pages available for your written analysis.
· Introducing and describing the company (what it does, key products, markets, distribution) and the industry (key competitors, market size) should be succinct, no more than a half a page. Dedicate approximately 1/2 page introducing the company and it's industry. Beyond that don't spend much time or space describing basic info about the company. For example, providing the history of the company is not relevant to the model.
· The bulk of your writing should be specific to the model as it applies to your company, evaluating each of the five forces thoroughly. Assume the reader is a business person who has a basic knowledge of the company/industry.
· Your analysis should inform the reader of those aspects of the business and industry relevant to each of the five forces. For example, if sales figures are needed to establish the company's position in their industry, use that information in the industry competitors (rivalry) force.
· Use outside references. Key analysis points are to be referenced. As master’s-level business students it is expected that you will utilize sources beyond the company website, the Porter article itself, and sites like yahoo finance. You can use these sites but are strongly advised to not limit yourself to them.
· Thoroughly analyze each of the five forces. The Porter article gives you criteria and examples for each force that can be investigated as you prepare your analysis. Pick two or three for each force and use these to guide your paper.
· The 1-page model should be prepared after you complete your paper. It is nothing more than a visual, concise representation of your analysis. It does not have to be fancy. It does have to be clear and represent your analysis. Use exhibit 2.7 or the model in the Porter paper as your guide. Label each force as high or low, based on your analysis. Insert three to four (max) key bullet points related to each force into the five boxes in the model.
· Proofread your paper. Spelling, grammar, and APA.
BBA 4951, Business Policy and Strategy 1
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Analyze external and internal audit processes.
9. Assess the strategy evaluation process.
Reading Assignment
Chapter 3: The External Assessment
Chapter 4: The Internal Assessment
Unit Lesson
External Assessments
During this unit, we will explore the factors that impact an internal and external assessment. Let us begin with
the external assessment. To effectively develop a successful strategic plan, the organization must be aware
and adapt to the external environments. These environments include identifying and incorporating .
The document provides a worksheet to help businesses define their brand and marketing strategy through a discovery process. It includes questions to help outline the company, goals, target audience, brand perception, competitive positioning, strengths/weaknesses/opportunities, and a communication strategy. Completing the worksheet will provide a framework to improve the business model and guide marketing requirements and initiatives.
This document provides an overview of key concepts for developing an effective marketing strategy and conducting market analysis for a technology-based business. It discusses analyzing the target audience, developing a marketing plan, conducting secondary market research to understand the market size and competitive landscape, defining a company's unique value propositions for different market segments, and analyzing competitors. The goal is to help businesses properly research the market, differentiate their offerings, identify target customers, and develop a strategic marketing approach.
This document is a business plan for Example Corporation owned by three individuals. It includes sections on executive summary, company description, products/services, marketing plan, operations, management, and financial plan. The marketing plan section describes the company's target market, competitors, pricing, promotion strategy, and sales forecast. The operations section addresses production, location, legal/regulatory issues, personnel, and suppliers.
The document discusses key questions and dimensions that must be considered when developing a business strategy. It identifies the five essential questions as: 1) what is the organization's winning aspiration, 2) where will it play, 3) how will it win, 4) what capabilities are required, and 5) what management systems are needed. It also outlines four dimensions to analyze when choosing where to play and how to win: industry, customer value, relative position, and competitors. An example strategy for the Olay brand is provided that addresses these elements.
This document outlines 10 best practice principles for achieving market leadership. It discusses the benefits of being a market leader such as better profit margins and barriers to competition. However, many companies fail to focus and try to serve too many markets, diluting their effectiveness. The 10 principles are: 1) select and segment a target market; 2) narrow focus to your unique value; 3) align business activities to support your strategy; 4) claim the alpha position in your market; 5) integrate internal and external communications; 6) leverage the online environment; 7) lock in strategic partners; 8) grow your market segment; 9) exploit your leadership to drive market share; and 10) attack synergistic market segments. Committing to these
This is a review by Andre Mazerolle and Michelle Class of former BDO marketing and sales director, Tamera Loerzel, now, a senior consultant with ConvergenceConsulting, LLC who spoke at an Association of Accounting Marketing event in 2006
1 Evidence-Based Practices to Guide ClinicaSilvaGraf83
1
Evidence-Based Practices to Guide Clinical Practices
Marilaura Mieres
Miami Regional University
Dr.Mercedes
03/28/2021
Evidence-Based Practices to Guide Clinical Practices
2
Introduction
Evidence best practices is an approach that translates excellent scientific research
evidence to enhanced practical decisions aiming at improving health. EBP involves using
research findings obtained from systematic data collection that is achieved through observations
and analyzed experiments. The connection of research, theory, and EBP are interlinked in that
the delivery of one results in another aspect's discovery. Through research findings, a theory is
discovered, and through various experiments and observations, evidence-based practices are
identified.
Interrelationship Between the Theory, Research, and EBP.
According to Cannon & Boswell (2016), health professionals require standards to analyze
behavioral treatments in the behavioral sciences. Through complete incorporation and
implementation processes, health professionals must value EBP processes, health theories, and
research. Through experience, health practitioners must learn to integrate research results to
determine the best treatment plans suitable for patients. Through this research results,
experiments, and evidence, health practitioners with academicians ally to discover a theory. The
treatments are offered according to patients' values, interests, and preferences (Cannon &
Boswell 2016). The values increase practitioners' skills and knowledge to analyze research
outcomes effectively. Nurses are expected to think critically after being taught and encouraged,
which corresponds with evidence-based practices. Nurses' critical thinking skills require a
foundation on which proven research and tested data can be based. The proven research,
evidence-based practices, and a good foundation all connect to form a theory that research can
rely on and nurses can use to prove their practices.
3
Additionally, health professionals at all levels must identify challenges and arising
questions to address patients' needs and offer quality practices to discover appropriate
interventions suitable for every challenge. Health professionals are directly involved in research
projects that allow them to understand the best methods to publish for evidence-based practices.
Through different researches and publications, health professionals like advanced practice nurses
use research to solve health dilemmas. Nurses find platforms centered on tested clarifications
through nursing practices and methodical examinations from research to build a base for
procedures and care.
Moreover, research is a scientific procedure that anticipates outcomes through the use of
fundamental expertise. Research processes enhance the capacity of discipline through clarity and
visualized aspects. The discipline's ability to put i ...
1 Green Book Film Analysis Sugiarto MuljSilvaGraf83
1
Green Book Film Analysis
Sugiarto Muljadi
CSUN
COMS 321
Prof. Darla Anderson
12th May 2021
2
Green Book Analysis
Social stratification exists in almost every place that human’s dwell. Nonetheless, race
remains one of the most controversial elements of social stratification. The film Green Book
wants the audience to learn that there are no differences between humans regardless of their
race. While watching it, I was concerned that the script might have glossed over Shirley and
other African-Americans face. The newfound abundance of clean, inexpensive cars in the
1930s was more than a matter of convenience for middle-class Americans (IMDb, 2020). It
opened up new opportunities, giving them the freedom to fly across the world at their own
pace without having to rely on anyone. Also, in a constitutionally segregated world in some
areas and functionally segregated almost everywhere else, this was so for African Americans
(Lemire, 2018). However, while white travelers could travel with relative ease, stopping at
restaurants, bars, entertainment venues, and places to stay as they wished, African Americans
faced greater challenges. Staying in the wrong hotel or attempting to eat at the wrong
restaurant could result in you being ejected or worse.
The Negro Motorist Green Book was not the only travel guide for African-Americans,
but it was the most popular. Victor Hugo Green, an African-American mail carrier from
Harlem who served in Hackensack, New Jersey, designed it. Green worked on the effort for
almost three decades, from 1936 to 1966, soon after the Civil Rights Act was signed into law,
including a four-year pause during WWII (Diamond, 2018). The Green Book quickly
established itself as the most important document for black travelers in America, outlining
where they could eat, drink, and sleep without being abused or worse. Green Book depicts
various discriminatory prejudices that permeated American life in the early and mid-
twentieth centuries, ranging from snide remarks and racial epithets to outright hatred.
3
References
Diamond, A. (2018, November 20). The true story of the 'Green book' movie. Smithsonian
Magazine. https://www.smithsonianmag.com/arts-culture/true-story-green-book-
movie-180970728/
IMDb. (2020). Green book (2018). https://www.imdb.com/title/tt6966692/plotsummary
Lemire, C. (2018). Green book movie review & film summary (2018). Movie Reviews and
Ratings by Film Critic Roger Ebert | Roger Ebert.
https://www.rogerebert.com/reviews/green-book-2018
Week # 3 Case Study: Late and Later Documentation
Case Study: Late and Later Documentation
Based on the case study, critique the documentation presented by the healthcare provider and provide examples of whether the nurse follows or did not follow documentation requisites.
State what errors you found in the documentation and if you think the nurse followed the appropriate procedure ...
1
Film Essay 1
Film from 1940-1970
Garrett Lollis
ARTH 334
Professor Tom Fallows
April 04, 2021
2
Part 1
The film I chose was Ben-Hur (1959), which is an adventure/historical film by director
William Wyler. The film is a work of fiction based on the 1880 book Ben-Hur: A Tale of the
Christ by author Lee Wallace and is the third film adaption of multiple films based upon the
story of the fictional character Ben-Hur (Brayson, 2016). I personally enjoyed this 3 hour and
42-minute film due to the directors’ masterful work even though the film was made in 1959.
William Wyler utilized different cinematography and editing tools such as D.W.
Griffiths intercutting, panning, close-up, and dissolve techniques throughout the film to depict
each scene and enhance the quality of the film (Gutmann, 2010). With the use of D.W. Griffiths
cinematography/editing techniques, William Wyler managed to show different angles of a scene
better and pan for more use of the space because of newer technology unlike the straight on view
that had to be used in George Melies’s A Trip To The Moon (1902) due to the technology at
that time. Sound syncing really came a long way from the early 1900’s and this film perfectly
synced the sounds with what was happening in each scene (The History of Sound at the Movies,
2014). There is a scene about an ancient Roman naval battle taking place and I believe all parts
from sound, to editing, and cinematography come together during this battle scene. Before the
battle takes place the Admiral of the ship tests the boat rowers which were slaves by having them
run through different battle speeds of the ship. There is a drummer that helps keep the rowers in
sync, so as the Admiral yelled out “attack speed” the drummer started drumming and you can
hear the multitude of sounds from the music intensifying, the drummer drumming faster to the
changing ship speeds, to the exhaustion of the men as they row throughout this particular scene.
Once the battle begins, the battle music intensifies, and the director used cross-cutting to go
between the battle taking place outside the ship and back to the men under the deck rowing the
3
boat as the battle draws on. The director also used close-up shots to show the different
expressions on a few characters faces during the battle and finishes with the dissolve effect after
the battle is over to transition to Ben-Hur and the Admiral being stranded in the ocean. William
Wyler used the dissolve feature multiple time throughout the film to transition between locations
and nighttime and daytime, I really enjoy this feature because it makes the scenes flow smoothly
instead of just abruptly cutting off. Another interesting thing added into the film is an
intermission because the length of the film, this gives time to get a drink or more popcorn and
something I have only seen down in very few films. The dir ...
1 FIN 2063 INSURANCE FINANCIAL PLANNING Case AsSilvaGraf83
1
FIN 2063
INSURANCE FINANCIAL PLANNING
Case Assignment
Due Dates: Part I - Week 10 Part II - Week 12
Value: Part 1 – 10% Part II – 10% Total - 20% of final grade
1. This assignment represents a real client scenario. Create a report.
a. Read the case, the requirements and the marking rubric.
2. Your report must be typed, double-spaced in Times New Roman 12 or Arial/Calibri 11.
On the title page, include your name and student number.
3. As this is project is very similar in nature to a real life insurance planning scenario, present
your report just as you feel you would present a real life insurance planning
recommendation to a real life client.
4. The requirements at the end of the case indicate the expectations for your report, as does
the marking rubric.
Marks will be lost if your recommendations do not adequately meet or are not clearly
aligned with the clients’ goals. If due to lack of clarity or insufficient information you feel it
necessary to make an assumption, state the assumption in your report. That said, do not
assume the case away.
5. Although you may discuss this with other individual in the class, your report must be
unique. Any copying will result in a grade of zero.
2
Client Situation
You are a financial planner with a specialty in risk management. You’ve completed the LLQP and
are licensed to sell insurance products. You love your career and have built a successful practice
based mainly on referrals from your satisfied clients.
Jack, age 49, and Jill, age 48, are one of those referrals. Jack is Vice-President of Marketing at a
mid-sized systems firm. His salary is $190,000 + bonus. Last year his bonus was $40,000. Jill is
an accountant in private practice. She works from home and typically bills $150,000 a year
(roughly $100,000 after expenses). They feel pretty comfortable financially but have asked you to
flag any gaps that you can see in their risk management strategy. They also have specific questions
that they’d like you to address.
Jack and Jill are married with two children who live at home: Tracey, age 22 and Travis, age 17.
Jill’s mother, Lauren age 75, is widowed. Although she is financially independent, she moved in
with Jill and her family after the recent death of her husband. She contributes to the family’s
expenses and is especially devoted to her granddaughter, Tracey.
Tracey, a happy and outgoing woman, was born with Down Syndrome, a common genetic
disorder. Otherwise, Tracey is in good health and could easily live to age 60. Jack and Jill would
like to keep Tracey at home as long as possible but they are concerned about her ability to adapt if
one or both of them dies unexpectedly. As a result, they’re considering moving her into a group
home in their city. The group home provides full support to residents. The fee for this year is
$58,250. Tracey has seen the place and likes it, in no small part b ...
1 Faculty of Science, Engineering and ComputiSilvaGraf83
1
Faculty of Science, Engineering and Computing
CE7011 Management of Project, Risk, Quality and Safety
Reassessment Pack
April 2021
Content
Page No
Teaching Team 2
Assessment Summary 2
Health and Safety and Quality On line Test 3
Project Risk Management (PRM) Coursework 6
Assessment Submission and Feedback Form 12
Group Coursework Grade and Feedback Form 13
Individual Coursework Grade and Feedback Form 14
2
Faculty of Science, Engineering and Computing
Module Assessment Pack 2019/20
CE7011 Management of Project, Risk, Quality and Safety
Teaching Team
Staff Name Room Extension Contact: Email/Office hours
Module
Leader
Lecturer
Behrouz Zafari (BZ)
Diyana Binti Abd Razak (DR)
Illona Kusuma (IK)
Cliff Dansoh (CD)
Hasan Haroglu (HH)
PRMB1044
PRMB1057
PRMB1026
RV MB 212
PRMB1045
64820
[email protected]
Term-time office hours:
Tuesday: 16:00 – 17:30
Thursday: 16:00 – 17:30
[email protected]
[email protected][email protected][email protected]
Assessment Summary
Type Weight Set date Due date
Mark
by
Mark/work
return date
In-course
assessment
Examination
On-line test
(In-class)
30% 19 April
21
19 April
21
BZ 20 working
days after
submission
Written
assignment
70% 9 April 21
26 April
21
BZ 20 working
days after
submission
Examination No examination
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
3
Faculty of Science, Engineering & Computing
School of Natural and Built Environments
Department of Civil Engineering
CE7011 Management of Project, Risk, Quality and Safety
Assessments
Health and Safety and Quality On line Test
The online H&S and Quality test – will be available on Study Space under
assessments.
Date and Time of Test: Monday 19 April 2021, 9.00 am
Learning outcomes covered:
• Understand and contract toe roles of various parties in the successful
collaborative management of health and safety during both design and
construction phases of construction.
• Evaluate likelihood and impact of risk occurrence and procedures to manage
those risks, including health and safety risk.
• Appraise quality management techniques.
Instructions for taking the online test
The test is to be taken individually on-line, as per the timetable in the module
assessment pack. It will be available via Canvas/VLE. Once started, the test has to
be finished at one sitting. The maximum duration of the test is 80 minutes.
The test will be an open book test i.e. you can refer to notes books etc.
If your access to the University computer system is blocked or suspended for any
reason (e.g. financial) during the test tim ...
1
EARLY CHILDHOOD AND
CHILD DEVELOPMENT
Lesson Plan Handbook
Developed by Kristina Bodamer and Jennifer Zaur
September 2014
2
TABLE OF CONTENTS
About This Handbook 3
Lesson Plan Template 4
Goals 5
Objectives 6
Standards 7
Materials 11
Introduction 12
Lesson Development 14
Differentiation 16
Assessment 18
Closing 20
Sample Academic Lesson 21
Sample Developmental Lesson 23
Lesson Planning Resources 25
References 27
3
ABOUT THIS HANDBOOK
Purpose of the Handbook
This handbook was developed to provide Ashford University Early Childhood Education and
Child Development students with a resource to utilize when creating effective lesson plans.
Educators must be able to create an effective lesson plan so they can successfully teach
children the developmental and academic skills they need to grow, develop, and learn. As
Kostelnik, Rupiper, Soderman, & Whiren (2014) explain, “Planning is a mental process, and a
lesson plan is the written record of that process” (p. 81).
Design of the Handbook
“A lesson plan is the instructor’s road map of what students need to learn and how it will be
done effectively” (Milkova, 2014, para. 1). This handbook is your “road map” to creating
effective lesson plans. Each section of the handbook will serve as a different stop along your
journey. With each stop you make, you will gain important information about a component
of a lesson plan: what it is, its purpose, how to effectively develop each section of the lesson
plan, and concrete examples that model the individual sections. By the end of your trip, you
will be able to create effective lesson plans that will allow your students to learn the
developmental and academic skills they need to master. So, pack your bags and come along
for a fun and informative ride.
4
LESSON PLAN TEMPLATE
Content Area or Developmental Focus:
Age/Grade of Children:
Length of Lesson:
Goal
Objective
Standards Included
Materials
Introduction
Lesson Development
Differentiation
Assessment
(Practice/Check for
Understanding)
Closing
5
GOALS
What is a lesson goal?
A lesson goal guides the direction of the lesson. “Goals come from an outside source [such
as] a text, program goals, or state standards”(Kostelnik et al., 2014, p. 85 ). The goal is a
broad, general statement that tells you what you want your students to do when the lesson
is complete. Think of the goal of the lesson as a target that you are trying to reach. The goal
of the lesson should provide the framework for you to create a more detailed and
measurable learning objective.
Why are lesson goals important?
Lesson goals are important for s ...
1 Case Grading Procedure Your grade from each case SilvaGraf83
1
Case Grading Procedure
Your grade from each case analysis is determined using the following assessment rubrics:
Ethical Decision-Making Rubric - EDR
School of Business Writing Assessment Rubric – WAR
Review each of the rubrics below to see what is expected of you.
Your grade will be calculated as follows:
𝑃𝑒𝑟𝑐𝑒𝑛𝑡 𝐺𝑟𝑎𝑑𝑒 = 0.85 (
𝑃𝑜𝑖𝑛𝑡𝑠 𝑒𝑎𝑟𝑛𝑒𝑑 𝑜𝑛 𝑡ℎ𝑒 𝐸𝐷𝑅
50
) + 0.15 (
𝑃𝑜𝑖𝑛𝑡𝑠 𝑒𝑎𝑟𝑛𝑒𝑑 𝑜𝑛 𝑡ℎ𝑒 𝑊𝐴𝑅
70
)
The total case grade will be out of 50 points.
𝑇𝑜𝑡𝑎𝑙 𝑃𝑜𝑖𝑛𝑡𝑠 𝑜𝑛 𝐴𝑠𝑠𝑖𝑔𝑛𝑚𝑒𝑛𝑡 = 𝑃𝑒𝑟𝑐𝑒𝑛𝑡 𝐺𝑟𝑎𝑑𝑒 × 50
2
Ethical Decision-Making Rubric
Evaluators are encouraged to assign a zero to any work sample or collection of work that does not meet minimum performance levels.
Case Analysis Steps Standards Points
Ethical Issues:
Issue Identification All ethical issues are
properly identified (4
points)
Most ethical issues are
properly identified (3
points)
Some ethical issues are
properly identified (2 – 1
points)
No ethical issue is
properly identified (0
points)
Issue Definitions/Descriptions
and Factual Support
Of those ethical issues
identified, all are
adequately defined/
described and supported
by case facts (6 points)
Of those ethical issues
identified, most issues
identified are adequately
defined/ described and
supported by case facts (5
– 4 points)
Of those ethical issues
identified, some issues
identified are adequately
defined/ described and
supported by case facts (3
– 1 points)
No issue identified is
adequately
defined/described and
supported by case facts (0
points)
Stakeholder Analysis:
Stakeholder Identification All key stakeholders are
properly identified (6
points)
Most key stakeholders are
properly identified (5 – 4
points)
Some key stakeholders are
properly identified (3 – 1
points)
No key stakeholder is
properly identified (0
points)
Identification of Stakes Of those stakeholders
identified, all important
stakes are properly listed
(4 points)
Of those stakeholders
identified, most important
stakes are properly listed
(3 points)
Of those stakeholders
identified, some important
stakes are properly listed
(2 – 1 points)
Of those stakeholders
identified, no important
stakes are properly listed
(0 point)
Ethical Decisions
All short- and long-term
ethical issues are resolved
through the use of ethical
decisions (10 points)
Most short- and/or long-
term ethical issues are
resolved through the use
of ethical decisions (9 – 6
points)
Some short- and/or long-
term ethical issues are
resolved through the use
of ethical decisions (5 – 1
points)
Alternate decisions or
unethical decisions are
used to attempt to resolve
the ethical issues
identified (0 points)
Nonconsequentialist Analysis:
Subcharacteristic Identification
and Definition
Four of t
1 Kilimanjaro is a snow-covered mountain 19,710 feet hiSilvaGraf83
1
Kilimanjaro is a snow-covered mountain 19,710 feet high, and is said to be the highest mountain in Africa.
Its western summit is called the Masai "Ngaje Ngai," the House of God. Close to the western summit there
is the dried and frozen carcass of a leopard. No one has explained what the leopard was seeking at that
altitude.
The Snows of Kilimanjaro
By Ernest Hemingway, 1938
THE MARVELLOUS THING IS THAT IT S painless," he said. "Tha 's ho o kno
when it starts."
"Is it really?"
"Absolutely. I'm awfully sorry about the odor though. That must bother you."
"Don't! Please don't."
"Look at them," he said. "Now is it sight or is it scent that brings them like that?"
The cot the man lay on was in the wide shade of a mimosa tree and as he looked out past
the shade onto the glare of the plain there were three of the big birds squatted obscenely,
while in the sky a dozen more sailed, making quick-moving shadows as they passed.
"They've been there since the day the truck broke down," he said. "Today's the first time
any have lit on the ground. I watched the way they sailed very carefully at first in case I
ever wanted to use them in a story. That's funny now.""I wish you wouldn't," she said.
"I'm only talking," he said. "It's much easier if I talk. But I don't want to bother you."
"You know it doesn't bother me," she said. "It's that I've gotten so very nervous not being
able to do anything. I think we might make it as easy as we can until the plane comes."
"Or until the plane doesn't come."
"Please tell me what I can do. There must be something I can do.
"You can take the leg off and that might stop it, though I doubt it. Or you can shoot me.
You're a good shot now. I taught you to shoot, didn't I?"
"Please don't talk that way. Couldn't I read to you?"
2
"Read what?"
"Anything in the book that we haven't read."
"I can't listen to it," he said." Talking is the easiest. We quarrel and that makes the time
pass."
"I don't quarrel. I never want to quarrel. Let's not quarrel any more. No matter how
nervous we get. Maybe they will be back with another truck today. Maybe the plane will
come."
"I don't want to move," the man said. "There is no sense in moving now except to make it
easier for you."
"That's cowardly."
"Can't you let a man die as comfortably as he can without calling him names? What's the
use of clanging me?"
"You're not going to die."
"Don't be silly. I'm dying now. Ask those bastards." He looked over to where the huge,
filthy birds sat, their naked heads sunk in the hunched feathers. A fourth planed down, to
run quick-legged and then waddle slowly toward the others.
"They are around every camp. You never notice them. You can't die if you don't give up."
"Where did you read that? You're such a bloody fool."
"You might think about some one else."
"For Christ's sake," he said, "that's been my trade."
He lay then and was quiet for a while and looked across the ...
1
Assignment 2 Winter 2022
Problem 1
Assume you have the option to buy one of three bonds. All have the same degree of default risk
and mature in 15 years. The first is a zero-coupon bond that pays $1,000 at maturity. The
second has a 7 percent coupon rate and pays the $70 coupon once per year. The third has a 9
percent coupon rate and pays the $90 coupon once per year.
a. If all three bonds are now priced to yield 8 percent to maturity, what are their prices?
b. If you expect their yields to maturity to be 8 percent at the beginning of next year, what will
their prices be then? What is your before-tax holding period return on each bond? If your tax
bracket is 30 percent on ordinary income and 20 percent on capital gains income, what will
your after-tax rate of return be on each? Assume you do not sell the bonds.
c. Recalculate your answer to (b) under the assumption that you expect the yields to maturity on
each bond to be 7 percent at the beginning of next year.
d. Re-do the calculations in parts b and c above, assuming you will sell the bonds at the end of the
year.
Problem 2
A University endowment fund has sought your advice on its fixed-income portfolio strategy.
The characteristics of the portfolios current holdings are listed below:
Market
Credit Maturity Coupon Modified Value of
Bond Rating (yrs.) Rate (%) Duration Convexity Position
A Cnd. Govt. 3 0 2.727 9.9 $30,000
B A1 10 8 6.404 56.1 $30,000
C Aa2 5 12 3.704 18.7 $30,000
D Agency 7 10 4.868 32.1 $30,000
E Aa3 12 0 10.909 128.9 $30,000
$150,000
a) Calculate the modified duration for this portfolio.
b) Suppose you learn that the modified duration of the endowment’s liabilities is 6.5 years.
Identify whether the bond portfolio is: i) immunized against interest rate risk, ii) exposed to net
price risk, or iii) exposed to net re-investment risk. Briefly explain what will happen to the net
position of the endowment fund if in the future there is a significant parallel upward shift in the
yield curve.
c) Your current active view for the fixed income market over the coming months is that Treasury
yields will decline and corporate credit spreads will also decrease. Briefly discuss how you
could restructure the existing portfolio to take advantage of this view.
2
Problem 3
A 20-year maturity bond with a 10% coupon rate (paid annually) currently sells at a yield to
maturity of 9%. A portfolio manager with a 2-year horizon needs to forecast the total return on
the bond over the coming 2 years. In 2 years, the bond will have an 18-year maturity. The analyst
forecasts that 2 years from now, 18-year bonds will sell at yield to maturity of 8%, and that
coupon payments can be reinvested in short-term securities over the coming 2 years at a rate of
7%.
a) What is the 2-year return on the bond
b) What will be the rate of return the manager forecasts that in 2 years the yiel ...
1
COU 680 Adult Psychosocial Assessment Sabrina
Date of appointment: Today Time of appointment: 5:00 pm
Client Name: Sabrina Hinajosa Age: 29 DOB: 3/23/89
Gender: Male Female Transgender Preferred Name/Nickname: N/A
Ethnicity: Hispanic Non‐Hispanic Race: Caucasian
Current Marital/Relationship Status: Single Married Divorced Widowed Domestic Partnership
Name of Person completing form: Sabrina Relationship to client: Self
PRESENTING PROBLEM (Briefly describe the issues/problems which led to your decision to seek therapy services):
I recently lost my mother-in-law to a sudden heart attack immediately prior to the recent hurricane. Within a matter
of a single day I lost the mother figure in my life, was evacuated from my home, and had a hurricane destroy parts
of my house. I’m completely overwhelmed, sad, and angry at the world.
How severe, on a scale of 1‐10 (with 1 being the most severe), do you rate your presenting problems?
MOST SEVERE 1 2 3 4 5 6 7 8 9 10 LEAST SEVERE
PRESENTING PROBLEM CATEGORIZATION: (Please check all the apply and circle the description of symptom)
Symptoms causing concern, distress or impairment:
Change in sleep patterns (please circle): sleeping more sleeping less difficulty falling asleep
difficulty staying asleep difficulty waking up difficulty staying awake
Concentration: Decreased concentration Increased or excessive concentration
Change in appetite: Increased appetite Decreased appetite
Increased Anxiety (describe): I have a lot of fear of the unknown. Everything feels out of my control.
Mood Swings (describe): I’m irritable all of the time. I go back and forth between extreme bouts of sadness
and complete anger and rage at the situation. The only place I feel calm is with my kids
and only because I really focus on making sure they are ok.
Behavioral Problems/Changes (describe): I struggle to stay focused on anything other than taking care of
my kids. I feel aimless and purposeless and have stopped putting forth much effort at work or in our home.
Everything just seems both overwhelming and pointless.
Victimization (please circle): Physical abuse Sexual abuse Elder abuse Adult molested as child
Robbery victim Assault victim Dating violence Domestic Violence
Human trafficking DUI/DWI crash Survivors of homicide victims
Other:
2
Other (Please describe other concerns):
How long has this problem been causing you distress? (please circle)
One week One month 1 – 6 Months 6 Months – 1 Year Longer than one year
How do you rate your current level of coping on a scale of 1 – 10 (with 1 being unable to cope)?
UNABLE TO COPE 1 2 3 4 5 6 7 8 9 10 ABLE TO COPE
EMPLOYMENT:
Currently Employed? Yes No If employed, what is your occupation? Bank teller
Where are you working? XYZ Bank
How long? 3 Days/Months/Years
Do you enjoy your current job? Yes No What do you like/ ...
1 Literature Review on How Biofilm Affect theSilvaGraf83
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Literature Review on How Biofilm Affect the Patient Recovery at the Hospital
Student’s Name
Professor’s Name
Course Name
Date
2
Introduction
Regulating biofilms for injury and insertion can have a variety of adverse effects on
patient well-being, including delayed recovery and implant evacuation. Biofilm drugs currently
do not completely destroy or prevent microbial colonization, indicating the need for further
research. The final review of drugs for biofilms focuses on components of nanotechnology-based
drug delivery, combination therapy, and coupling repair. Ultrasonic cleaning and hydrogels, as
well as recent improvements in incorporation, have great potential for use in discrete trauma and
medicine applications. This study reviews various literatures on the development of
microorganisms in biofilms and how it affects patient recovery at the hospital.
Patients with biofilms wounds excrete various microbes from their own skin and current
state, and if they receive hospitalization for treatment, they are likely to receive MRE and HAI
from surfaces, patients, staff, and emergency department equipment (Wu et al., 2018). This
literature states that such patients have high levels of biofilm contamination for biofilm reduction
applications in consuming patients include silver and various metals. Other elements indicating
this condition include disinfectants, hydrogels, light and sonic treatments to initiate atomic
sensitization to deliver dynamic oxygen (Wu et al., 2018). Small particles of these contaminants
allow penetration into the dividing layer of cells, glycans, lactobacilli and treatment with phages.
Other scholars such as Muhammad et al. (2020) and Barzegari et al. (2020) assert that the
accumulation of microorganisms can be immobile and live and attached to the surface. The
regimen of this group of people is not the same as that of planktonic development, where
microorganisms are isolated and flexible in environment (Muhammad et al., 2020). Cecillus cells
differ from planktonic cells in their morphology, physiology and qualitative articulation. The
ability to adhere to and thrive on surfaces such as biofilms is a gradual survival process that
3
allows microorganisms to colonize the zone (Muhammad et al., 2020). Microbes are constantly
changing from planktonic aggregates to sedentary ones. This variety of conditions is key for cells
as they allow rapid changes in their natural state.
Wound swelling can be characterized as the ability of microorganisms to thrive when
antimicrobial compounds are present in the climate. The obstructive component is hereditary and
prevents the antitoxin from working for its purpose (Barzegari et al., 2020). This literature
indicates that the term resistance should be used for microbes that may be caused by high-class
antibiotics but whose development is delayed. This element, which explicitly describes the life ...
1
Canterbury Tales
(c. 12th century)
What do I need to read?
“The Canterbury Tales General Prologue”
“The Miller’s Prologue and Tale”
“The Wife of Bath’s Prologue and Tale”
“The Pardoner’s Prologue and Tale”
Who is the author?
Geoffrey Chaucer (1343 – 1400). Called the Father of the English Language as well
as the Morning Star of Song, Geoffrey Chaucer, after six centuries, has retained
his status as one of the three or four greatest English poets. He was first to
commit to lines of universal and enduring appeal a vivid interest in nature, books,
and people.
As many-sided as Shakespeare, he did for English narrative what Shakespeare did
for drama. If he lacks the profundity of Shakespeare, he excels in playfulness of
2
mood and simplicity of expression. Though his language often seems quaint, he was
essentially modern. Familiarity with the language and with the literature of his
contemporaries persuades the most skeptical that he is nearer to the present than
many writers born long after he died.
---Courtesy of Compton’s Learning Company
Background Lecture
Chaucer’s father, an influential wine merchant, was able to secure Geoffrey a
position as a page in a household connected to King Edward III. Chaucer’s duties as
a page were humble, but they allowed him the opportunity to view the ruling
aristocracy, thus broadening his knowledge of the various classes of society. While
serving in the English army, Chaucer was captured and held prisoner in France.
After his release, he held a number of government positions.
While in his twenties, Chaucer began writing poetry, and he continued to write
throughout his life. Over the years, his writing showed increasing sophistication
and depth, and it is recognized as presenting penetrating insights into human
character. In The Canterbury Tales, critics say that the author shows an absolute
mastery of the art of storytelling.
The Canterbury Tales are also said to present “a cavalcade of fourteenth-century
English life” because on this pilgrimage to Canterbury the reader gets to meet a
cross-section of the people from Chaucer’s time.
Canterbury, located about fifty miles southeast of London, was a favorite
destination for pilgrims. In fact, Chaucer himself made a pilgrimage there. While
he did not set out on the pilgrimage looking for material to use in his writing, he
was so impressed by the mix of company that he had met at the Tabard Inn that
he was inspired to write what was to become his masterpiece.
3
Selected Canterbury Tales Terms and Definitions
Allegory - a story that represents abstract ideas or moral qualities. As such, an
allegory has both a literal level and a symbolic level of meaning. Example: Gulliver’s
Travels.
Allusion - a reference to a person, place, poem, book, or movie outside of the story
that the author expects the reader will recognize.
Fable - ...
1 Math 140 Exam 2 COC Spring 2022 150 Points SilvaGraf83
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Math 140 Exam 2
COC Spring 2022
150 Points
Question 1 (30 points)
Match the following vocabulary words in the table below with the corresponding definitions.
Confidence Interval Hypothesis Test Standard Error Alternative Hypothesis
Randomized Simulation Random Sample Random Assignment Random Chance
Population Sampling Variability Significance Level Type II Error
One-Population Mean
T-Test Statistic
Quantitative Data One-Population
Proportion Z-Test
Statistic
Categorical Data
Critical Value Statistic Parameter Census
Type I Error Bootstrap Distribution Margin of Error Beta Level
Bootstrapping Null Hypothesis P-value Point Estimate
a. A number we compare our test statistic to in order to determine significance. In a sampling
distribution or a theoretical distribution approximating the sampling distribution, the critical
value shows us where the tail or tails are. The test statistic must fall in the tail to be significant.
b. Also called the Alpha Level. If the P-value is lower than this number, then the sample data
significantly disagrees with the null hypothesis and is unlikely to have happened by random
chance. This is also the probability of making a type 1 error.
c. A statement about the population that does not involve equality. It is often a statement about a
“significant difference”, “significant change”, “relationship” or “effect”.
d. The collection of all people or objects you want to study.
e. A number calculated from sample data in order to understand the characteristics of the data.
f. When biased sample data leads you to support the alternative hypothesis when the alternative
hypothesis is actually wrong in the population.
g. Another word for sampling variability. The principle that random samples from the same
population will usually be different and give very different statistics.
h. Data in the form of numbers that measure or count something. They usually have units and
taking an average makes sense.
i. Taking many random samples values from one original real random sample with replacement.
j. Collecting data from everyone in a population.
2
k. Collecting data from a population in such a way that every person in the population has an
approximately equal chance of being chosen. This technique tends to give us data with less
sampling bias.
l. The probability of getting the sample data or more extreme because of sampling variability (by
random chance) if the null hypothesis is true.
m. The sample proportion is this many standard errors above or below the population proportion in
the null hypothesis.
n. Take a group of people or objects and randomly put them into two or more groups. This is a
technique used in experiments to create similar groups. Similar groups help to control
confounding variables so that the scientist can prove cause and effect.
o. Data in the form of labels that tell us something about the people ...
1 Lessons from the past How the deadly second waveSilvaGraf83
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Lessons from the past: How the deadly
second wave of the 1918 ‘Spanish flu’
caught Dallas and the U.S. by surprise
Health concerns about the 2020 coronavirus pandemic are rooted in the
catastrophic second wave of the 1918 pandemic, which hit between
September and November of that year.
By David Tarrant
9:00 AM on Jul 3, 2020
https://www.dallasnews.com/news/2020/07/03/lessons-from-the-past-how-the-deadly-second-
wave-of-the-1918-spanish-flu-caught-dallas-and-the-us-by-surprise/
Illustration by staff artist Michael Hogue.(Michael Hogue / Michael Hogue illustration)
As August gave way to September of 1918, few people were thinking about the
influenza that would soon sweep across Texas and the rest of the country with the speed and
deadly ferocity of a firestorm.
There had been a relatively mild version of the virus in the spring of that year, mostly
affecting troops mobilizing to go off to World War I over in Europe. But by summer the disease
known at the time as the Spanish flu had been largely forgotten.
The front pages of The Dallas Morning News were dominated by news of American troops
pouring into Europe for what would come to be known as World War I.
But that would quickly change. By the end of September, a second wave of the flu, far
deadlier, would sweep across the country, hitting Dallas and other large cities hard.
When health experts worry about the course of the 2020 coronavirus pandemic, they
often look back at the second wave of the 1918 pandemic, between September and November,
https://www.dallasnews.com/author/david-tarrant
2
when influenza cases overwhelmed hospitals and medical staffs across the country and the dead
piled up faster than they could be buried.
In Dallas that year, the city’s chief health officer, A.W. Carnes, waved off the fast-
approaching pandemic as not much more than the common cold. In a major blunder, he permitted
a patriotic parade in late September that attracted a cheering crowd of thousands jammed
together downtown.
Cases of influenza promptly spiked.
The second wave would produce most of the deaths of the pandemic, which experts now
estimate at 50 million to 100 million worldwide. In the United States, 675,000 people died from
the virus.
The Dallas Morning News on Sept. 27, 1918, reported the rapid spread of the Spanish flu. Despite the worsening
conditions, Dallas medical officials hesitated to impose restrictions on public gatherings for more than two weeks.
As it did then, the world is struggling with a virus for which there is no vaccine. COVID-19,
the sickness caused by the new coronavirus, has advanced unabated around the world since it first
appeared in China late last year. By the end of June, the number of deaths worldwide exceeded
500,000.
Like the Spanish flu in 1918, the new coronavirus isn’t showing signs of fading away
anytime soon. Texas ended June with alarm lights flashing as new COVID-19 cases set records
daily ...
1 Lockheed Martin Corporation Abdussamet Akca SilvaGraf83
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Lockheed Martin Corporation
Abdussamet Akca
Lockheed Martin Corporation
To: Jack Harris
From: vice president governmental affairs
Date:15 February 2021
Sub: under Lockheed Martin Corporation (overview)
2
I am here to state that this is the overview of Lockheed Martin Corporation and Jack
Harris is the CEO of the consulting firm consulted by the CEO of Lockheed Martin Corporation,
crisis consulting.
Business profile
In the contemporary world, there are many challenges facing companies in different
industries in both developed countries and undeveloped countries. There is a great need to
understand the potential risks that may face the business to take care of the shareholder interests,
meet the legitimate consistency, and secure the required resources such as human resources
scholarly and reputational resources. Customers are helped with data by the shareholder value-
added. It also helps in another backup and preparation so that people in the organization are
ready to distinguish risk and so that they can quickly react to crisis consulting (Dove et al.,
2018). The SVAs problem consulting can work with customer administration to identify the
potential turmoil that Lockheed martin corporation is likely to face. The understanding of using
fitting systems and methodologies and the advancement of the same make it possible to oversee
and relieve emergencies through computerized systems. It is possible to utilize and outline
recreations by testing setups and arrangements. Through the operational reviews and the
preparation of potential crises in the Lockheed Martin Corporation, one’s status is also protected.
If the problem exceeds, then the SVAs group can react to the expansive scope of the crisis to
develop the best action to solve these crises.
Crisis consulting international has supplied security and crisis administration to different
organizations such as the Christian evangelist. The concern consulting international has been
helping these groups evaluate risk, improve policy creations, site overviews, and arrange training
staff, crisis administration group, meetings management of occasions, among others. Other
3
activities include risk assessment, prioritization of risks, evaluation, and comprehension of
corporate risk profile. Crisis consulting international uses scientific procedures to prepare
customers in perceiving and measuring risks to understand the effect of these risks so that they
can use the available methodologies to oversee risk and avoid it (Davies, 2019). SVA is used in
the business impact assessment process to break down the business with the end goal in mind.
That builds up top to bottom comprehension of recognizing the primary regions primarily
dependent on the company. This audit aims to establish more extensive deterrent ways of risk
arrangements and prepare programs. SVA can also be incorporated with working wit ...
1 Lab 9 Comparison of Two Field Methods in a ScienSilvaGraf83
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Lab 9: Comparison of Two Field Methods in a
Scientific Report/Paper Format
Minimum Content of the Scientific Report
Title
The title should be a brief summary statement about your paper. Your title will be what
is most commonly cited and will be the “target” of topical searches via the internet.
Choose your words carefully. As short and as concise a title as possible is best.
Each student will come up with the title! You might consider waiting until after
completing the report to finalize the title.
Abstract
Think of the abstract as a short summary of your paper that could stand-alone as a
publication. The abstract should include, in order: a summary of the introduction,
methods, results, and discussion. However, you may include only key results and key
discussion points in the abstract. Do not include reference to figures and tables, and
don’t use abbreviations. Don’t include references in the abstract. This is the hardest
section of the paper to write, and should be written after you complete the other
sections.
Minimum of 200 and maximum of 300 words in a single-paragraph format.
Introduction
The introduction should include a detailed explanation about why you are doing the
study, i.e., the basis for your study.
This section should include observations or results from previous studies that support
the basis for your study, but not the results or discussion or conclusions drawn from the
results of your project.
Follow these observations or results from previous studies with the questions or
hypotheses of your study.
The introduction should end with a brief paragraph that summarizes the setting, scope,
and justification or importance of the study. This is a lead-in paragraph to the rest of the
paper.
Minimum of 1/2 page of text in length with one or more paragraphs.
2
Methods
Write the methods in the past tense.
This should be a detailed, step-by-step, description of how you did the study.
Include details on the equipment and materials used (see list below).
Include the approach to data analysis and cite any statistical or other applications used
to input, manage, graph, or analyze the data.
Include citations for any standard or previously published methods used.
Write this section with enough detail that someone else could duplicate your study or
conduct a similar study with only your methods section available.
Include a map showing the location, sampling area, and plot and belt transect in the
sampling area.
Minimum of one page of text in length with multiple paragraphs.
Results
This the “what you got” section.
Write the results in the past tense.
This sections includes any data or results tables and graphs you have.
This is a summary of your key results from data, graphs, and/or results of statistical
analyses.
You are not required to include a statistical analysis(-es).
You ar ...
1 LAB MODULE 5 GLOBAL TEMPERATURE PATTERNS Note PSilvaGraf83
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LAB MODULE 5: GLOBAL TEMPERATURE PATTERNS
Note: Please refer to the GETTING STARTED lab module to learn how to maneuver
through and answer the lab questions using the Google Earth ( ) component.
KEY TERMS
You should know and understand the following terms:
Air temperature Heat index Temperature anomalies
Altitude Kelvin (K) Temperature averages
Ambient temperature Latitude Thermopause
Axial Tilt Maritime effect Thermosphere
Celsius (C) Mesopause Tropopause
Continentality, or
Continental effect
Mesosphere Troposphere
Stratopause Urban heat island
Environmental Lapse Rate Stratosphere Urban heat island effect
Exosphere Structure of the atmosphere Wind chill
Fahrenheit (F) Surface temperature
LAB MODULE LEARNING OBJECTIVES
After successfully completing this module, you should be able to the following
tasks:
Describe the differences between air and surface temperature
Explain heat index and wind chill
Explain the urban heat island effect
Describe the structure of the atmosphere
Describe large scale factors influencing temperature
Describe local factors influencing temperature
2
INTRODUCTION
This lab module explores the global surface and air temperatures of Earth and
Earth’s atmosphere. Topics include the structure of the atmosphere, local and
global factors influencing temperature, and temperature anomalies. The modules
start with four opening topics, or vignettes, which are found in the accompanying
Google Earth file. These vignettes introduce basic concepts of the internal structure
of the Earth. Some of the vignettes have animations, videos, or short articles that
will provide another perspective or visual explanation for the topic at hand. After
reading the vignette and associated links, answer the following questions. Please
note that some links might take a while to download based on your Internet speed.
Expand the INTRODUCTION folder.
Read Topic 1: Surface and Air Temperature
Question 1: How do the surface temperatures of the countries in the
northern latitudes (for example, Canada, Iceland, Norway, and Russia)
compare to those of northern Africa (for example, Algeria, Egypt, Libya,
Morocco, and Sudan)?
A. The temperatures are higher in the northern latitudes during summer
months when net radiation is higher.
B. The temperatures are lower in north Africa during the summer months
when net radiation is higher in northern latitudes.
C. Temperatures are lower in northern latitudes year-round.
D. Temperatures are only lower in the northern latitudes during winter
months.
Read Topic 2: Measuring Temperature
Question 2: Considering water freezes (or alternatively, melts) at 0˚C,
determine from the map which countries or landmasses have an annual
mean temperature around 0˚C.
A. Canada and Norway
B. The United States and the United Kingdom
C. Greenland and Antarctica
D. Russia and Antarctica
3
...
1 Instructions for Coming of Age in Mississippi SilvaGraf83
1
Instructions for Coming of
Age in Mississippi
Due Sunday, April 25th, 2021
Late papers will be penalized. Failure to turn in this assignment will result in
the automatic failure of the class.
Anne Moody’s Coming of Age in Mississippi is an autobiographical presentation of
her life and experiences in the segregationist South during the middle third of the
20th Century. Although Moody was intensively involved in the civil rights
movement of the 1950’s and 1960’s, the real value of her autobiography is that she
describes what it was like to grow up in Mississippi long before she became a civil
rights activist.
Your book essay for Coming of Age in Mississippi should explore and discuss the
following topics and questions:
1. Begin with a brief overview of the book: in general, what is it about, who wrote
it, etc.
2. Moody’s decision to become engaged in the political activism central to the
Civil Rights Movement was a result of her experiences at both work and play
growing up in Mississippi. What kinds of incidents from her life led Moody to
become politically active in the movement? For example, what does she notice
about how she is treated as a black person in Southern white society?
3. Women played an important role in Moody’s life. Using examples from her
autobiography, discuss what Moody learned about race, class and sexual
orientation from the women around her. Who were the most important women in
her life? Discuss each and explain why that person was so important.
4. Moody was a participant and observer of some of the most important historical
events of the 1950’s and 1960’s. How did she view and describe these events – for
example, the murder of Emmitt Till, the sit-in protests, the voter registration drive
in Mississippi, Ku Klux Klan activities and the assassination of Medgar Evars and
2
others? In general, what do her descriptions tell you about the struggle for civil
rights?
5. What did you think of this book? Did you like it/ not like it? Explain why.
Writing Instructions:
1. Use the above questions/topics as your paper outline and answer them in the
order they are presented.
2. Use some common sense in how much you write on each topic. The general
overview of the book, for example, can be covered in one relatively brief
paragraph. Other topics may require more extensive coverage. The main body of
your paper should focus on topics 2-4. You should explore those thoroughly and
back up any general comments with specific details that illustrate and support
them. Topics 1 and 5 should be about a paragraph in length.
3. Although I don’t grade in terms of the length of the paper, under most
circumstances I would expect a paper somewhere within the range of 4-5 pages.
As a general rule, it’s better to write more than less.
4. The paper must be typed using a standard word processing program, double-
spaced using norm ...
1
Institutional Assessment Report
2012-13
The primary purpose for assessment is the assurance and improvement of student learning and
development; results are intended to inform decisions about course and program content, delivery,
and pedagogy. The Institutional Assessment Report summarizes annual assessment processes,
results and success indicators at the program, co-curricular, core and institutional levels.
I. Program assessment
A total of 117 degree and certificate programs and 13 co-curricular units assessed student learning
in 2012-13. Assessment reports reside in the Assessment Reporting Management System (ARMS).
Most programs measured multiple learning outcomes and used multiple measures. Direct measures
examine or observe student knowledge, skills, attitudes or behaviors. The most frequently used
direct measures in undergraduate programs are written assignments and locally developed exams,
tests or quizzes. Commonly used direct measures in graduate programs include oral presentations
or exhibition, research papers/projects, and locally-developed exams, tests or quizzes (Table 1).
Table 1: Percent of Academic Programs Reporting Direct Measures in ARMS
Undergraduate Graduate
N = 52 N = 65 (3 certificate)
Standardized instruments 29% 14%
Locally-developed
exam/test/quiz
40% 40%
Essay question on exam 29% 17%
Pre- and post-measures 10% 3%
Written assignment 42% 32%
Portfolio 4% 12%
In-class discussions 10% 11%
Oral presentation or
exhibition
23% 51%
Thesis / Dissertation 32%
Simulations 4% 2%
Formal evaluation of practical
skills
12% 22%
Research paper/project 25% 40%
Final Project 29% 14%
Other 17% 14%
2
Indirect measures evaluate perceived learning, and may be used to supplement direct measures.
Surveys are commonly used indirect measures; in graduate education, student self-assessments are
most frequently used (Table 2).
Table 2: Percent of Academic Programs Reporting Indirect Measures in ARMS
Undergraduate Graduate
Surveys 17% 11%
Interviews or focus groups 2% 2%
Data indicators (job
placement, admission to
graduate education)
4% 9%
Comparisons with peers 4% 3%
Student Self-Assessment 2% 15%
Other 4% 8%
Co-curricular programs, especially those in the Division of Student Affairs, are more likely to
assess student learning and development through self-report (surveys and student self-assessments)
than through direct measures (Tables 3 and 4).
Table 3: Percent of Co-curricular Units1 Reporting Direct Measures in ARMS
(N = 13)
Reflection 15%
Academic written assignment/Research
questions
23%
Exam 8%
Oral presentation 8%
Observations 23%
Supervisor ratings 15%
Performance reviews 8%
Other 31%
Table 4: Percent of Co-curricular Units1 Reporting Indirect Measures in ARMS
Surveys 69%
Student Self-Assessment 62%
Data Indicators 8%
Benchmarks/Compa ...
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
2. JWI 540 – Lecture Notes (1214) Page 2 of 10
DEFINING THE PLAYING FIELD
What It Means
Jack defined strategy as making “clear-cut choices on how to
compete.” To develop a winning strategy,
you must first identify the boundaries that define your market
and identify the forces at work within that
market. Understanding your competitive environment – your
playing field – is crucial to your
organization's success.
Why It Matters
• Defining the playing field is the first step in the strategy
development process. If you do not
decide on what is and is not within the scope of your business,
you will severely compromise your
ability to make effective strategic choices.
• Setting an appropriate industry scope allows you to better
3. assess future opportunities for growth.
• Clearly mapping out your current and potential competitors
will enable you to better consider
“what if?” questions.
“You can’t be detailed enough about
knowing the playing field…
too often, people like to call themselves
the market leader, so they end up
limiting
the scope of their playing field to make
that happen.”
Jack Welch
5. 3. If not, in what ways might the lack of a clear understanding
of the scope of the playing field
impede your ability to develop a competitive strategy?
4. When was the last time you conducted a thorough review of
market conditions and other
players in the field?
5. Is the market growing or shrinking, and which sectors or
products in the marketplace are
experiencing the most dynamic changes?
6. Where are your core products or services on the adoption
curve? In other words, do you have
a highly innovative product/service or is it an offering that is
part of a mature market segment?
7. cast your net wider because as you broaden
the vision of your market, your opportunities for growth expand
as well.
Jack would advise us to consider a powerful example of how the
competitive playing field could be
defined. Shifting your perception of the market dramatically
changes your perception of the overall size,
number, and type of competitors. Imagine you are in a typical
meeting room, sitting in a typical office chair
with armrests and wheels. Imagine that you are the
manufacturer of that chair. Is your target market only
business chairs? If you broaden your vision, your market may
be any type of chair. Change perspective
again, and your market could be all business furniture.
As you define your playing field, there are three areas you will
want to focus on:
1. The characteristics of the market, segment, products, and/or
services
2. The most important customers
3. Your competition
8. Let’s start with a focus on the playing field characteristics.
Consider the following questions:
• What are the characteristics? For example, is it a commodity
market, a high-end specialized
market, or something in between?
• Does it have a long selling cycle or a short one?
• What are the growth characteristics in this particular market?
• What drives the market?
• What are the drivers of profitability?
• What are the specific characteristics of your products and/or
services?
• What are the geographic boundaries in which you currently
compete or plan to compete? For
example, are you focused on U.S. companies or global players?
• Are you competing with manufacturers, distributors, or both?
• Are you competing within a certain price point?
10. perspective.
If your industry is part of a commodity market, make sure that
your approach either addresses it as such
or creates a plan to change the game and differentiate. Often,
sales and marketing organizations deny
that they play in a commodity business. There is little incentive
in believing you play in a highly
differentiated industry if your customers are not willing to pay a
premium for what you can deliver.
Conversely, if there are certain minimum requirements for any
product or service being sold, then there
may be very little opportunity to deliver a suboptimal solution
and try to come to the market at a lower
price point. By clarifying these factors for your business, you
will have a better perspective on the macro
drivers of your industry. You can then start zooming in on your
customers and competitors. To do that,
look at your customer base and ask yourself:
• Who are the key customers? Are they the ones that you have
and the ones that you want?
• What are the typical characteristics of these customers? What
do they value?
11. • How dependent are customers on the products you and your
competitors provide?
• What has been the growth rate and evolution of your customer
base?
• How do buyers perceive your product, service, and
organization?
Your customers will ultimately determine if your new direction
succeeds or not; “best-in-class”
organizations remain focused on the underlying customer needs
and how to better serve them.
UNDERSTANDING THE PLAYERS AND THE GAME
All games, like industries, have players and rules. They have
boundaries establishing the nature or field
of play. The players score points or gain field position by
employing tactics designed to give them an
advantage over their rivals.
PARTS is an acronym for one framework that can help you
understand the game already underway in
your competitive arena. It can also help to define potentially
game-changing levers that may be
13. JWI 540 – Lecture Notes (1214) Page 6 of 10
booksellers. A rising player by the name of Amazon had been in
the game for only a few years.
Look at your industry. Do players team up to collaborate, or is
it every man for himself? Can the number
of players change – can a company join or leave the game? In
the bookselling business, should an
established player have asked Amazon to partner with it in the
early days? Such a move would have
changed the way that game developed.
ADDED VALUE
The next element of the PARTS framework is a way to keep
score in your industry. Say you are a
distributor. Storing, shipping, and tracking the items that your
customer manufactures, and performing
these activities in a reliable, timely, and cost-effective way,
adds value to the manufactured goods. The
degree to which these activities meet the needs of your
customer, or the manufacturer, determines your
score.
14. RULES
In the book business, Amazon challenged the added value of the
old-style booksellers head-on. Until
then, adding value meant offering a diverse assortment of titles
in convenient brick-and-mortar locations.
With an inventory that included virtually every book, and the
convenience of browsing on the Internet,
Amazon shifted the game. All the players had to adapt to a new
definition of added value.
The third element, rules, defines what can and cannot be done in
a strategic game. In the most literal
sense, regulators or legal entities set the rules. A bookseller
must not reproduce copyrighted books
without the proper authority and payments, for example. Some
of the most important rules in an industry,
however, are not of the legal kind.
Throughout the 1990s, book retailers ordered books to stock
their shelves based on their market research
and marketing plans. Their inventory decisions were a major
part of their strategies. The books that did
not sell might be marked down to lower prices. If they still
15. failed to sell, they were returned to the
publishers to be destroyed without being paid for. There was no
rule that legally required this unusual
form of inventory management, which dates back to the
Depression, as a strategy to take the risk out of
the extremely common problem of unsold books. Regardless, it
was the industry standard.
Think about the unwritten rules your business has with its
customers, employees, and others. You may
find existing rules you would like to break or new rules you
want to put in place. Often, you need to adapt
to the current rules of the game. Even within these limits,
however, you might be able to gain the
equivalent of a home-court advantage or even put your rivals on
the defensive with a full-court press. And
merely thinking about who makes the rules and what it would
take for your company to set them can
generate new ways of thinking about, and playing in, your
industry.
TACTICS
The fourth component of the framework is the methods that
companies use to gain a better position on
17. The last PARTS framework element, scope, refers to the
boundaries of the game in your industry. Is this
a stand-alone game, or is it linked to other games? Could you
gain an advantage if you provided that
link? For example, for a long time, Borders and Barnes & Noble
competed against each other
simultaneously in a game of location, to gain prime retail
locations in malls, and in a game of
merchandising, to get customers who were strolling past their
stores to make impulse purchases.
Amazon, with its Internet retail business model, linked these
two games, creating a single location in
which people could browse without having to wander the aisles.
Leonard Sherman, in his book, If You’re in a Dogfight, Become
a Cat! suggested that, although the
playbook can be simple and straightforward, “business strategy
is inherently dynamic and context
sensitive. No one universal framework or management
prescription fits all business circumstances” (2017,
p. ix). Knowing what elements that should in your playbook is
critical for winning at strategy. As we
proceed through the course, you will review various strategic
tools, techniques, and frameworks. Make
19. Challenge yourself to look beyond the current scope of your
business. Ask questions about how
you could grow the business if you were to define your playing
field differently. Gather key
leaders in the organization to brainstorm ideas about the playing
field.
o Do we have a clear definition of our playing field? Is it up to
date?
o Is the current definition wide enough? Does it provide
opportunity for growth?
o Have we identified our key customers and our key
competitors?
o Do we know what it takes to win in our industry?
• Explore the use of Jack’s first slide to help assess market
share and opportunity
Many business leaders are so focused on the day-to-day
operations that they never step back
and think about what they could do to better understand what
their customers really want and
what they could do to expand on that customer base. Gather
20. your team to discuss the following:
o Who are our main customers?
Are you able to identify sub-groups within those buyers? If so,
what are those sub-
groups and what percentage of your total business can be
attributed to each of them?
o What characteristics are shared among customer groups?
For example, a large corporation may have global customers,
regional customers and
distributors.
o How do our customers buy our products?
Discuss whether customers typically buy directly from you or
through a third party. Do
they leverage the Internet to research and buy products? How
much comparison
shopping do they do? Do you expect these patterns to change
over time?
o Ask the group what additional products or services customers
would be willing to
buy, but you don’t currently provide.
22. o How do our competitors serve their customers?
Do they cater to customers differently than your own
organization? If so, why have they
adopted a different service model? Has it worked well for them?
What additional
products or services do your competitors offer?
• Evaluate potential strategic initiatives against the mission and
values of the organization
As you begin the process of reviewing existing strategic plans
and looking for opportunities to
reevaluate and grow, it’s a great opportunity to review the
mission and values of the
organization. Why do we exist? What do we believe in? Are we
fulfilling our mission? Could we
do more? Gather your team and have a “Mission Meeting” to
share ideas.
25. This Mini Research Paper involves writing an in‐ depth study,
survey, and/or evaluation of one or more topics .
A research paper examines the use of specific evidence in one
or more application areas. A research paper must relate to one
or more of the topics discussed in class (or in this case, a
video), but must not be simply a summary of the material
covered in the video. The goal of such a "research project" is to
go beyond class material, video, etc.; examining the topics in a
much more in‐ depth
manner. Students are required to select any FOUR lectures
(excluding Episode # 1 and 2) and
links for videos
Episode #3
https://www.youtube.com/watch?v=Qw4l1w0rkjs&ab_channel=
HarvardUniversity
Episode
#4https://www.youtube.com/watch?v=MGyygiXMzRk&ab_chan
nel=HarvardUniversity
Episode
#5https://www.youtube.com/watch?v=8yT4RZy1t3s&ab_channe
l=HarvardUniversity
Episode #6https://www.youtube.com/watch?v=8rv-
4aUbZxQ&ab_channel=HarvardUniversity
include:
Pages 2-3: YOU ARE A NEWSPAPER
REPORTER/AUTHOR/JOURNALIST: write a well-constructed
essay (minimum 100 words) of the student’s understanding by
writing the essential theme of the Episode (Lecture); by
extracting (summarizing) elements, lecture/students’
conversations, and integrating into a well thought out essay.
26. These pages’ submission is the student’s own writing without
reliance on outside sources.
Following pages (2-3):
1. Research the philosophical position(s) discussed in the video
and briefly discuss them;
2. What is your personal opinion? Why? What are your
arguments and basis for your position? Cite all research, e.g.,
books, journals, that led you to this opinion.
Footnotes/Endnotes are required. The paper must contain at
least three (3) sources per EPISODE (LECTURE).
3. Do you believe that factors such as gender, age, religion,
birthplace, community will generate differing positions; or
regardless of variables, there will a majority of people that will
agree with your opinion.
4. Does a decision have to always be YES/NO, TRUE/FALSE?
Can there be an effective compromise that everyone will be
more comfortable with?
Thus: each video is approximately 4-6 pages; total amount for
all FOUR VIDEOS is 16-24 pages.
The evaluation of the papers will be based on thoroughness
(including adequate coverage of relevant issues/techniques as
well as references to the related work), soundness (including
justification for any claims made, illustrative example, correct
and adequate analysis of connections or relationships among
concepts or techniques), clarity/organization, and significance
(defined by the degree to which the paper covers new material,
and the extent of the original work by the author in drawing
conclusions;
and synthesizing scholarly work in this area). Note that the
paper must not simply be a concatenation of material from
several other papers, but must include some original analysis of
that work in the context of the paper topic.
• The suggested length for this mini research paper is 15-20 for
the entire 4 videos; single‐ spaced pages; font size of 11.
• Please follow the APA Writing Style for your research paper.
28. moat and fend off competition for years to come.
To help achieve this, you will have an opportunity to complete a
Strategy Development Project. The project is
organized around Jack’s 5-Slide Strategy Model and is
submitted in three separate assignments as outlined
below and on the assignment detail pages that follow.
Selecting the Company for your Project
In order to support your learning experience and make this
course as meaningful as possible to your career, you
are free to select any organization you like as the focus for your
project. However, there is some data required
and thus we strongly recommend that you adhere to the
following guidelines to help you succeed in the project:
• Select a publicly traded company. You will have the benefit of
access to annual financial reports and
shareholder letters. Since most publically traded companies
have competitors that are also public, you
will have access to that data as well. Further, you will be able
to find a number of 3rd - party articles and
analyses from banks, news media and investment advisors.
Ideally, the company you work for is
publicly traded and thus eligible for your project. If not,
consider analyzing a publicly traded competitor,
a key customer, a supplier, a company you might like to work
for, or a company you’d like to better
understand.
• If your company has diverse business units, select a specific
product category/segment/business unit.
Large businesses (like General Motors, GE or Procter &
Gamble) have dozens of different products and
businesses. Attempting to develop a winning move for a large
and complex entity will likely result in an
29. analysis and recommendation that is superficial. After all, what
specific strategic choice would you
make at GE that would be game-winning for each of Aviation,
Healthcare, Power, Renewable Energy,
etc.? Analyzing a company like Apple is equally challenging as
the Playing Field and competitors in
Music (Spotify, Pandora, etc.) are very different from iPhone
(Samsung, Google, etc). Instead, focus on
one product line or business that is of particular interest to you
and you will have a much more
manageable and rewarding experience.
• NOTE: While the project requirements do not prohibit you
from selecting a non-public organization, you
are strongly encouraged to avoid this due to difficulties in
obtaining the data needed to complete the
assignments. If you do select a private organization for your
project, you are responsible for ensuring
that you can obtain all data necessary.