Free Essays on The Importance Of Business Ethics

The Importance of Business Ethics Business Ethics is one of the most challenging issues facing the corporate world today, here in the United States and abroad. The corporate world has been involved in a number of ethical scandals which involves several activities, which includes tax evasion, racial discrimination, insider trading, employee drug and alcohol abuse, and many more. Business ethics has a huge impact on the survival of many organizations. " Ethical managers in the corporate world considers what is best in short term instances, but also by the long term effects a particular decision will have on its customers, suppliers, employees, the environment, and the community. The ethical decisions that managers' make is vital on his and the company’s reputation" (Prickett). In this paper I will discuss different examples of unethical business ethics that consumers should be aware of. â€Å"A definition of what constitutes good ethical behavior is sometimes difficult. This can be due to the fact that there are several underlying ethical theories,†( Hoffman 58). Therefore there is no precise definition of what constitutes good business ethics. Ethical conduct goes beyond just abiding by the law, because conduct that is legal can still be unethical. That is why it is imperative for businesses in the corporate world to constitute what is the best ethical method for them. Ethical behavior is good for business, which is shown in a study by the Ethics Resource Center in Washington, D.C. This study shows that companies that had a written commitment outperformed by nearly nine times as high as companies that had no written commitment. (Hoffman 9) So, what constitutes a deceptive advertisement or fraudulent practice in business? Section 5 of the Federal Trade Commission (FTC) Act of 1912 gave the FTC the power to attack unfair and deceptive acts of business practice. In order to be considered deceptive under the ... Free Essays on The Importance Of Business Ethics Free Essays on The Importance Of Business Ethics The Importance of Business Ethics Business Ethics is one of the most challenging issues facing the corporate world today, here in the United States and abroad. The corporate world has been involved in a number of ethical scandals which involves several activities, which includes tax evasion, racial discrimination, insider trading, employee drug and alcohol abuse, and many more. Business ethics has a huge impact on the survival of many organizations. " Ethical managers in the corporate world considers what is best in short term instances, but also by the long term effects a particular decision will have on its customers, suppliers, employees, the environment, and the community. The ethical decisions that managers' make is vital on his and the company’s reputation" (Prickett). In this paper I will discuss different examples of unethical business ethics that consumers should be aware of. â€Å"A definition of what constitutes good ethical behavior is sometimes difficult. This can be due to the fact that there are several underlying ethical theories,†( Hoffman 58). Therefore there is no precise definition of what constitutes good business ethics. Ethical conduct goes beyond just abiding by the law, because conduct that is legal can still be unethical. That is why it is imperative for businesses in the corporate world to constitute what is the best ethical method for them. Ethical behavior is good for business, which is shown in a study by the Ethics Resource Center in Washington, D.C. This study shows that companies that had a written commitment outperformed by nearly nine times as high as companies that had no written commitment. (Hoffman 9) So, what constitutes a deceptive advertisement or fraudulent practice in business? Section 5 of the Federal Trade Commission (FTC) Act of 1912 gave the FTC the power to attack unfair and deceptive acts of business practice. In order to be considered deceptive under the ...

Atomic Number 2 on the Periodic Table

Atomic Number 2 on the Periodic Table Helium is the element that is atomic number 2 on the periodic table. Each helium atom has 2 protons in its atomic nucleus. The atomic weight of the element is  4.0026. Fast Facts: Atomic Number 2 Element Name: HeliumElement Symbol: HeAtomic Number: 2Atomic Weight: 4.002Classification: Noble GasState of Matter: GasNamed For: Helios, the Greek Titan of the SunDiscovered By: Pierre Janssen, Norman Lockyer (1868) Interesting Atomic Number 2 Facts The element is named for the Greek god of the sun, Helios, because it was initially observed in a previously unidentified yellow spectral line during the 1868 solar eclipse. Two scientists observed the spectral line during this eclipse: Jules Janssen (France) and Norman Lockyer (Britain). The astronomers share credit for the element discovery.Direct observation of the element did not occur until 1895, when Swedish chemists Per Teodor Cleve and Nils Abraham Langlet identified helium emanations from cleveite, a type of uranium ore.A typical helium atom contains 2 protons, 2 neutrons, and 2 electrons. However, atomic number 2 can exist without any electrons, forming what is called an alpha particle. An alpha particle has an electrical charge of 2 and is emitted during alpha decay.The isotope containing 2 protons and 2 neutrons is called helium-4. There are nine isotopes of helium, but only helium-3 and helium-4 are stable. In the atmosphere, there is one atom of helium-3 for every milli on helium-4 atoms. Unlike most elements, the isotopic composition of helium greatly depends on its source. So, the average atomic weight may not really apply to a given sample. Most of the helium-3 found today was present at the time of the Earths formation. At ordinary temperature and pressure, helium is an extremely light, colorless gas.Helium is one of the noble gases or inert gases, which means it has a complete electron valence shell so its not reactive. Unlike gas of atomic number 1 (hydrogen), helium gas exists as monatomic particles. The two gases have comparable mass (H2 and He). Single helium atoms are so small they pass between many other molecules. This is why a filled helium balloon deflates over time the helium escapes through tiny pores in the material.Atomic number 2 is the second most abundant element in the universe, after hydrogen. However, the element is rare on Earth (5.2 ppm by volume in the atmosphere) because nonreactive helium is light enough that it can escape Earths gravity and be lost to space. Some types of natural gas, such as that from Texas and Kansas, contain helium. The primary source of the element on Earth is from liquefaction from natural gas. The largest supplier of the gas is the United States. The source of helium is a non-renewable resource, so there may come a time when we run out of a practical source for this element. Atomic number 2 is used for party balloons, but its primary use is in the cryogenic industry for cooling superconducting magnets. The principal commercial use of helium is for MRI scanners. The element is also used as a purge gas, to grow silicon wafers and other crystals, and as a protective gas for welding. Helium is used for research into superconductivity and the behavior of matter at a temperature approaching absolute zero.One distinctive property of atomic number 2 is that this element cannot be frozen into a solid form unless it is pressurized. Helium remains liquid down to absolute zero under normal pressure, forming a solid at temperatures between 1 K and 1.5 K and 2.5 MPa pressure. Solid helium has been observed to possess a crystalline structure. Sources Hampel, Clifford A. (1968).  The Encyclopedia of the Chemical Elements. New York: Van Nostrand Reinhold. pp.  256–268.Meija, J.; et al. (2016). Atomic weights of the elements 2013 (IUPAC Technical Report). Pure and Applied Chemistry. 88 (3): 265–91.Shuen-Chen Hwang, Robert D. Lein, Daniel A. Morgan (2005). Noble Gases.  Kirk Othmer Encyclopedia of Chemical Technology. Wiley. pp. 343–383.  Weast, Robert (1984).  CRC, Handbook of Chemistry and Physics. Boca Raton, Florida: Chemical Rubber Company Publishing. pp.  E110.

Can Religion Heal Racism Research Paper Example | Topics and Well Written Essays - 1250 words

Can Religion Heal Racism - Research Paper Example For the sake of argument, and since it is true in some cases, it will be said that religion can help to heal racism, but the other side will also be discussed within the content of this paper so the situation can be fairly analyzed by all readers attempting to take a stand. When discussing issues such as these, it is first important to understand the definitions of some key terms. First up is racism. According to the Anti-Defamation League (2010, pg. 1), â€Å"Racism is the belief that a particular race is superior or inferior to another, that a person’s social and moral traits are predetermined by his or her inborn biological characteristics. Racial separatism is the belief, most of the time based on racism, that different races should remain segregated and apart from one another. Racism has existed throughout human history. It may be defined as the hatred of one person by another -- or the belief that another person is less than human -- because of skin color, language, cus toms, and place of birth or any factor that supposedly reveals the basic nature of that person. It has influenced wars, slavery, the formation of nations, and legal codes.†" Next, it is important to understand the definition of religion. According to Princeton (2010, pg. 1), religion is "a strong belief in a supernatural power or powers that control human destiny; "he lost his faith but not his morality" or an institution to express belief in a divine power; "he was raised in the Baptist religion"; "a member of his own faith contradicted him." One thing all religions have in common is a guiding set of morals or principles that lead their followers to believe in a certain way. It is these beliefs that make some hopeful that religion can heal something as horrible as the concept of racism. There are many things that can cause racism, and religion is even one of them. It all depends upon what the followers of a certain religion consider to be right or wrong. Just looking at the plethora of wars that have broken out in the name of religion can show one that these rights and wrongs vary immensely from religion to religion. Racism of any form is condemned by the Church of England and the Catholic Church. Christians are raised to believe that racism is definitely wrong, but it still happens today. Middle Eastern and similar religions obviously have a problem with other people's religious beliefs, along with their races, or the heavy corruption that is there would not exist today. Many places in the Bible teach that racism is wrong and that God shows unconditional love towards his followers, no matter what race they are a part of. The Bible clearly outlines that God loves all people regardless of color or race. This shows that Christian teaching is not racist by any means. It is important to note, however, that Christians do not hate racists; they merely believe they have been misinformed. Racism can be challenged by Christians in a strong fashion. Even though these guidelines are taught to Christians, we have to think about what teachings are given to non-Christians. Certain religions even believe that if a person is of a different race, they are not worthy to be of their religion. Even though the Bible says that racism is wrong, that fact is going to mean nothing to a non-Christian. Those individuals are going to go with what their books and other teachings convey. Reading these passages, whether they comply with one's religion or not with common sense applied will allow them to be understood by virtually anyone with a conscience and a good heart, however. There is a quagmire that exists within the aforementioned concept, however. Christians may believe that God is not a racist, but to other religions, it does not carry

Essay on American Dream Example | Topics and Well Written Essays - 1000 words

On American Dream - Essay Example But it was not until the end of 20th century that this dream acquired its complete glory. Today America has developed into a prominent juggernaut with anchors deep rooted in the philosophy of American Dream. The autonomy of an individual in choosing the way of life has opened gates for many possibilities. They believe that they can become whatever they want to be, a trait which is obsolete in many other nations where many factors drives them in specific directions. An American can even dream to be a president of his country. The main driving force behind such state of mind is the suitable environment which makes it possible for them to fulfill any dream. They are provided with proper opportunities and guidance toward their goal. An achievement gives personal satisfaction and happiness which in turns gives a prosperous society. (Powers 2000). But that’s only one side of the coin. Although many cherish America’s strong economy others criticize the statistic that 13.7% pop ulation still lives under poverty level. Hence, a question can be asked here that why despite this economical boost and propagation of American dream about 36.5 million Americans are poor. For many this has been a topic of debate and the answer is still to come. (Chamberlain 1997). What is your dream? As it is impossible to contain a ripple of water, it is impossible to contain the horizon of your dreams. But in a nutshell, my dream is to have a prosperous life in a society where my potentials are fully recognized and appreciated where basic necessities of life such as infrastructure, healthcare, law and order are of highest standard. The more I think about American dream the more it fascinates me and incline me to be part of a system that influenced many nations around the world. My dream is to obtain higher studies in an American institute and become a successful medical physician. However, the key will be learning all the essential ingredients that make up this utopian society an d bringing the recipe back home. In this 21st century, world has become a global village and we all are inevitably linked to each other. So any amendment in one part will definitely have a positive impact on the whole. I believe it’s a responsibility of every individual to identify and embrace valuable factors and joins them with the fundamentals of their own society to make this world a better place. Is it accessible? Answer to this question can be quite subjective. There are two schools of thought on this; one believes that it can be achieved by certain group of people in the society while the other believes that it is within the reach of those who wish to follow the basic principles on which it stand. (Harris et al 2007). In my opinion it is a coalescence of both. It is difficult for a foreigner like me to get a job in the United States but it’s not impossible. In their present society a foreigner has to be more than excellent in his skills to obtain the same positi on that an American achieve even with average skills. So in this context it does seem like there is a partiality, but in reality it is just a way to make sure that society sustains itself. As I mentioned before it is vicious cycle, fulfilling the dream of an individual so that happiness prevails and it positive feedbacks in making a prosperous society. This is one way of looking at it. The other way is by simplifying the definition of American Dream. If

Marks ; Spencer Group Anaylsis Essay Example for Free

Marks ; Spencer Group Anaylsis Essay Marks and Spencer Group plc  © MarketLine Page 2 Marks and Spencer Group plc Company Overview COMPANY OVERVIEW Marks and Spencer Group (MS or the company) is one of the leading retailers of clothing, foods and homeware in the UK. The company operates in more than 40 countries across Europe, the Middle East, and Asia. It is headquar tered in London, the UK and employs 78,169 people. The company recorded revenues of ? 9,740. 3 million (approximately $15,158. 8 million) in the financial year ended April 2011 (FY2011)*, an increase of 2. 1% over FY2010. The operating profit of MS was ? 836. million (approximately $1,302. 5 million) in FY2011, a decrease of 1. 8% compared to FY2010. The net profit was ? 612 million (approximately $952. 5 million) in FY2011, an increase of 16. 3% over FY2010. *The financial year ended April 2, 2011 was a 52-week period whereas the financial year ended April 3, 2010 was a 53-week period. KEY FACTS Head Office Marks and Spencer Group plc Waterside House 35 Nor th Wharf Road London W2 1NW GBR Phone 44 20 7935 4422 Fax Web Address http://www. marksandspencer. com Revenue / turnover 9,740. 3 (GBP Mn) Financial Year End April Employees 78,169 London Ticker MKS Marks and Spencer Group plc  © MarketLine Page 3 Marks and Spencer Group plc Business Description BUSINESS DESCRIPTION MS is the holding company of the Marks Spencer Group of companies. The company is one of the UK’s leading retailers, with more than 21 million people visiting its stores each week. MS offers clothing and home products, as well as foods, sourced from about 2,000 suppliers globally. It operates through both wholly owned stores and franchise stores. As of FY2011, the company operated 703 stores in the UK. MS operates over 361 owned and franchised stores in over 42 territories. Though the company primarily repor ts its revenues in terms of geographic segments (UK and international), its operations can be categorized under two divisions: food and general merchandise. The food division concentrates on four main areas: fresh, natural, healthy food; special celebration products; authentic ready meal ranges; and exceptional ever yday food such as Oakham chicken. It operates a chain of 163 Simply Food owned stores and 202 Simply Food franchise stores in high streets, motorway service stations, railway stations and air por ts in the UK. The general merchandise division of the company is categorized into two segments: clothing and home. The clothing segment offers womens wear, mens wear, lingerie, childrens wear, and accessories and footwear. Some of the prominent brands offered by this segment include Autograph, Limited Collection, Collezione, Blue Harbour, Girls Boutique, Per Una, Ceriso, Adored, and Truly you. The home segment offers homeware and home accessories, kitchen and tableware, lighting, and furniture products. In addition to selling products through regular stores, the segment also offers catalogue services. M;S offers its products and services online as well as through flagship stores, high street stores, retail park stores, M;S outlets, Simply Food stores, and Simply Food franchised stores. Marks and Spencer Group plc  © MarketLine Page 4 Marks and Spencer Group plc History HISTORY M;S was founded in 1884 as a stall in an open market in Leeds, the UK. Then known as Marks Penny Bazaar, it was the household goods, haberdasher y, toy, and sheet-music business of Michael Marks, a Jewish refugee from Poland. In 1894, he took Thomas Spencer as a business par tner. In 1903, MS was registered as a private limited company. Although a clothing design depar tment had first been set up in 1938, it was not until after the Second World War that it became fully developed under a leading designer. In 1973, the company entered Canada, and bought Peoples Depar tment Stores and DAllairds, a national womens wear retailer, both of which it later sold. The company also had direct retailing investments in Canada. It tried to move south of the border in 1988 with the purchase of Brooks Brothers, but the US operation never took off as the company had hoped. Five franchised stores were closed down in Turkey in 1999 when the franchise par tner Turk Petrol Holding couldnt meet its bank obligations and collapsed. Later in the year, Marks and Spencer Canada, after 25 years of business, closed its 38 stores. The company sold its US clothing chain Brooks Brothers for $225 million in 2001. In 2003, MS announced the launch of its more credit card. Alongside this, Marks Spencer Financial Services was re-branded Marks Spencer Money. In 2004, MS completed the sale of Marks Spencer Retail Financial Services Holdings (MS Money) to HSBC. During the course of 2005, the company opened 31 Simply Food stores as well as closed the Lifestore project in the UK. MS expanded the Simply Food format with the acquisition of 28 stores on a leasehold basis from Iceland Foods for a consideration of ? 38 million (approximately $76. 3 million) in 2006. In the same year, MS sold Kings Super Markets, its only non-MS branded business to a US investor group consisting of Angelo, Gordon Co, MTN Capital Par tners and Mr. Bruce Weitz for $61. 5 million in cash. In 2007, MS and two of its long-term suppliers decided to star t the development of MS first eco-factories, pioneering innovative methods of sustainable manufacturing. One factor y in Sri Lanka would make lingerie and two factories in Nor th Wales would manufacture furniture upholster y. In the same year, the company launched its own branded LCD widescreen TVs. This range was in addition to the existing collection of Sony TVs currently available at M;S. Fur ther in the year, M;S launched school wear made from recycled plastic bottles. The companys first standalone home store in Lisburn, Nor thern Ireland was launched in 2007. In the same year, MS launched Big Tall, an exclusive online mens wear offering more than 450 items online ranging from tailoring to knitwear to casual shir ts and trousers. Also in 2007, M;S reduced saturated fat level as much as 82% in more than 500 companys products. The company reduced saturated fat levels in products including sandwiches, ready meals, crisps and savor y snacks. Marks and Spencer Group plc  © MarketLine Page 5 Marks and Spencer Group plc History Towards the end of 2007, a new Made to Measure shir ts ser vice was launched by MS, which allowed customers to design a tailor-made shir t within 21 days. The company added new products to its mens wear por tfolio in FY2008. M;S also launched climate control underwear featuring temperature regulating technology developed by NASA, expanded Collezione brand collection by introducing new shoes, wool and cashmere mix trousers. M;S reinvigorated its Blue Harbour brand to attract 35 to 44 year old men. Also in FY2008, the company star ted to freeze its ready meals for international sale and launched a range of 70 lines in eight countries. Later, the company also launched a 25-piece capsule collection called GD25 from Per Una. In 2008, M;S removed ar tificial colors and flavorings from its entire food and soft drinks range. In the same year, the company improved the quantity of space in a number of major out of towns and city centre stores through store extensions and also added 35 stores to its Simply Food por tfolio, including 25 BP franchised stores. A new flagship store in new Westfield Centre at White City, West London was opened at the end of 2008. To fur ther progress in Asian markets, the company opened its first 38,000 square feet store in Shanghai. M;S then entered into a par tnership with Scottish and Southern Energy, as per which M;S Energy would supply electricity and gas to domestic customers and reward them with M;S store vouchers for helping the environment by reducing their energy usage. M;S announced plans to close 10 of its Simply Food stores in 2009. The company opened Food to Go outlets in Hong Kong in the same year. Also in 2009, M;S announced plans to enter new categories in the Indian market, with the launch of luggage and footwear for men. The company introduced a Ramadan and Eid fashion collection in all the 13 stores throughout the Middle East in the UAE, Bahrain, Qatar, Kuwait and Oman in 2009. Fur ther in the year, M;S launched personalized greetings cards business online. The company also announced to open its second mainland store in Guangzhou, the capital of Guangdong province in southern China. M;S also launched a beer and cider range to complement its wine selection. M;S launched a revamped version of its website in 2009, the first major update since 2007. Fur thermore, in 2009, the company began to offer its online international deliver y service to 73 more countries as par t of a drive to grow annual sales of M;S Direct. The company began its offering within the homeware sector in 2009. M;S announced plans to open a store in Marbella, Spain by the end of 2009. In the same year, M;S and India-based Reliance Retail planned to open approximately 50 stores in India in the following five years under the banner of their joint venture company Marks ; Spencer Reliance India. Later in the year, the company outlined plans to cut costs by ? 50 million (about $150 million) by optimizing its supply chain and IT systems. M;S also announced plans to open a new store at the Swords Pavilions shopping center in the Dublin Airpor t, Ireland, in 2009. The company opened its new 22,000 square feet store at Morpeths Sanderson Arcade in the same year. MS decided to launch Simply Food in Western Europe. Fur ther in 2009, the company announced plans to sell a selected range of around 400 branded grocery and household products in all of its UK stores, following a 16-month trial in its stores in the Nor th East and South East of England. In 2010, MS launched a new Home Energy Service division that would offer customers a suite of energy efficiency products and services. Building on the success of MS Energy, which was servicing Marks and Spencer Group plc  © MarketLine Page 6 Marks and Spencer Group plc History over 125,000 homes, the company would roll-out a number of new products including bespoke energy advice, renewable energy solutions such as solar panels and heat pumps, and energy efficient heating solutions. In the same year, MS announced a program to be the worlds most sustainable retailer by 2015, launching 80 major new commitments under M;S eco and ethical plan, Plan A. The new commitments will mean that the company ensures all MS products become Plan A products with at least one sustainable quality. This program will also enable the companys 2,000 suppliers to adopt Plan A best practice and encourage M;S customers and employees to live greener lifestyles. Fur ther in 2010, M;S launched a new version of www. marksandspencer. om designed specifically for use on mobile phones and mobile devices—the first mobile site from a major UK high street retailer. Through this, the company aims to expand its multi-channel offering. During the same year, M;S launched England Football team suit exclusively in M;S stores, to take advantage of the football World cup spending. The company opened its new 1. 1 million square feet distribution centre at ProLogis Park Bradford in the UK in 2010. Thi s warehouse in the UK will serve all the companys stores with furniture products and store equipment. Later in 2010, MS launched a range of Solar PV and Solar Thermal water heating solutions. Fur thering the sustainability initiatives, the company also announced that it will use polyester made from recycled PET drinks bottles instead of virgin polymer to make more than 300 million clothing care labels a year. Towards the end of 2010, MS announced plans to move into rail distribution to reduce its carbon footprint. More than 300,000 general merchandise products per week would move from road to rail distribution. The company also opened a new shopping center in Vilnius, Lithuania at the end of year. In April 2011, MS opened its greenest ever store at Ecclesall Road in Sheffield. This is the first store of a number of new Sustainable Learning stores planned by the company as par t of its drive to become the worlds most sustainable major retailer by 2015. The company opened 20 stores in the UK during FY2011, including 17 Simply Foods. In international, M;S opened 49 new stores and closed 15 stores. During the same period, the company entered the Egyptian market with a 28,000 square feet store in the Dandy Mega Mall in Cairo. The company, in July 2011, launched a new iPad application for its investors. This application will provide investors with latest M;S financial news. In the following month, M;S signed a traceability deal with Historic Futures. As per the deal, Historic Futures will provide the company full traceability on ever y single clothing and home product it sells. M;S is the first major retailer to commit to full traceability for non-food products. In September 2011, M;S opened a new store at Westfield, Stratford City with the latest ‘Only at Your M;S innovations and customer experiences. In the following month, MS launched its new French website, http://www. marksandspencer. fr/, marking its first international transactional website. Marks and Spencer Group plc  © MarketLine Page 7 Marks and Spencer Group plc History The company, in November 2011, opened its new flagship store at 100 Avenue des Champs-elysees in Paris. MS, in February 2012, launched its outlet format on its website at www. marksandspencer. com/outlet. MS Outlet will permanently offer a selection of more than 1,300 quality MS clothing products with up to 40% off the regular high street and online prices. In the same month, the company recalled four products (Crispy Prawn Wonton, Crispy Vegetable Balls, Prawn Baguette Toast, and Prawn Siu Mai Selection) from its Chinese range due to mistake in ‘use by’ date. In March 2012, the company, announced plans to launch a new website for its Irish customers, http://www. marksandspencer. ie/. In April 2012, MS announced that it will accept secondhand clothes at UK outlets in order to recycle into other fabrics or reuse overseas by the Oxfam charity in an aim to cut waste. Marks and Spencer Group plc  © MarketLine Page 8 Marks and Spencer Group plc Key Employees KEY EMPLOYEES Name Job Title Board Marc Bolland Chief Executive Officer Executive Board 975000 GBP Alan Stewar t Chief Finance Officer Executive Board 550000 GBP Kate Bostock Executive Director, General Merchandise Executive Board 590000 GBP John Dixon Executive Director, Food Executive Board 540000 GBP Steven Sharp Executive Director, Marketing Executive Board 655000 GBP Laura Wade-Gery Executive Director, Multi-channel E-commerce Executive Board Amanda Mellor Group Secretar y and Head of Corporate Governance Executive Board Rober t Swannell Chairman of the Board Non Executive Board Vindi Banga Director Non Executive Board Miranda Cur tis Director Non Executive Board Jeremy Darroch Director Non Executive Board 85000 GBP Steven Holliday Director Non Executive Board 85000 GBP Mar tha Lane Fox Director Non Executive Board 70000 GBP Jan du Plessis Director Non Executive Board 70000 GBP Clem Constantine Director, Proper ty Senior Management Tanith Dodge Director, Human Resources Senior Management Dominic Fr y Director, Communications and Investor Relations Senior Management Jan Heere Director, International Senior Management Nayna McIntosh Director, Store Marketing and Design Senior Management Steve Rowe Director, Retail Senior Management Darrell Stein Director, Information Technology and Logistics Senior Management Marks and Spencer Group plc  © MarketLine Compensation 450000 GBP Page 9 Marks and Spencer Group plc Key Employee Biographies KEY EMPLOYEE BIOGRAPHIES Marc Bolland Board: Executive Board Job Title: Chief Executive Officer Since: 2010 Mr. Bolland has been the Chief Executive Officer at Marks and Spencer Group since 2010. Previously, he was the Chief Executive Officer at Morrisons Supermarkets from 2006 to 2010. Prior to this, Mr. Bolland worked at Heineken for 20 years in various management roles, including Executive Board member and Chief Operating Officer, and responsibility for operations and business development in the US, France, Italy, Spain, the Caribbean and Latin America. He also ser ves as a Director at Manpower. Alan Stewart Board: Executive Board Job Title: Chief Finance Officer Since: 2010 Mr. Stewar t has been the Chief Finance Officer at Marks and Spencer Group since 2010. Before joining the company, he was the Chief Financial Officer at AWAS, an aircraft leasing company. Mr. Stewar t spent 10 years at HSBC Investment Bank before joining Thomas Cook in 1996, where he held various senior roles, including Chief Executive at Thomas Cook UK. Mr. Stewar t joined WH Smith in 2005 as Group Finance Director. He also ser ved as a Non Executive Director at Games Workshop Group. Kate Bostock Board: Executive Board Job Title: Executive Director, General Merchandise Ms. Bostock is the Executive Director of General Merchandise at Marks and Spencer Group. She joined the company in 2004. Previously, Ms. Bostock was the Product Director for Childrenswear at Next from 1994. She also ser ved as the Product Director for the George brand covering all areas of clothing and footwear at Asda. John Dixon Board: Executive Board Job Title: Executive Director, Food Marks and Spencer Group plc  © MarketLine Page 10 Marks and Spencer Group plc Key Employee Biographies Since: 2009 Mr. Dixon has been the Executive Director of Food at Marks and Spencer Group since 2009. He joined the company as a Store Management Trainee. Mr. Dixon held various senior roles at the company for over 20 years, including Executive Assistant, Chief Executive, and Director of Home and MS Direct. Steven Sharp Board: Executive Board Job Title: Executive Director, Marketing Mr. Sharp is the Executive Director of Marketing at Marks and Spencer Group. He joined the company in 2004. Previously, Mr. Shar p served as the Marketing Director at Asda, the Bur ton Group, Booker, and Arcadia Group. Currently, he is a Non Executive Director at Adnams. Laura Wade-Gery Board: Executive Board Job Title: Executive Director, Multi-channel E-commerce Since: 2011 Ms. Wade-Gery has been the Executive Director of Multi-channel E-commerce at Marks and Spencer Group since 2011. Prior to this, she worked at Tesco and held a variety of senior roles, including Chief Executive Officer of Tesco. com and Tesco Direct. Ms. Wade-Ger y also held various roles at Gemini Consulting and Kleinwor t Benson. She has also been a Non Executive Director at Trinity Mirror since 2006. Amanda Mellor Board: Executive Board Job Title: Group Secretary and Head of Corporate Governance Ms. Mellor is the Group Secretary and Head of Cor porate Governance at Marks and Spencer Group. She joined the company in 2004 as the Head of Investor Relations. Ms. Mellor spent her early career in investment management at James Capel before becoming a Director within its Corporate Finance team. She then served at Rober t Fleming, Investment Banking prior to joining The Bur ton Group as the Director of Cor porate Relations and Investor Relations. Robert Swannell Board: Non Executive Board Job Title: Chairman of the Board Marks and Spencer Group plc  © MarketLine Page 11 Marks and Spencer Group plc Key Employee Biographies Since: 2011 Mr. Swannell has been the Chairman of the Board at Marks and Spencer Group since 2011. He joined the company in 2010 as a Non Executive Director. Prior to this, Mr. Swannell was a Senior Independent Director at The British Land Company, and 3i Group. He spent over 30 years in investment banking at Schroders/Citigroup. Mr. Swannell was previously the Vice Chairman at Citi Europe and Co-Chairman at Citis European Investment Bank. Vindi Banga Board: Non Executive Board Job Title: Director Since: 2011 Mr. Banga has been a Director at Marks and Spencer Group since 2011. He is currently a Par tner at Clayton Dubilier ; Rice, a private equity investment firm. Prior to this, Mr. Banga spent 33 years at Unilever, where he held several senior positions, including President of the Global Foods, Home and Personal Care businesses, and was a member of the Unilever Executive Board. He also serves as a Non Executive Director at Thomson Reuters and Maruti Suzuki India. Miranda Curtis Board: Non Executive Board Job Title: Director Since: 2012 Ms. Cur tis has been a Director at Marks and Spencer Group since February 2012. She is currently the Chairman at Waterstones, and a Non Executive Director at Liber ty Global. Ms. Cur tis has also been a Non Executive Director at National Express Group since 2008. She also serves on the Boards of the Institute for Government, the Royal Shakespeare Company, and Camfed (the leading African girls’ education charity). Jeremy Darroch Board: Non Executive Board Job Title: Director Since: 2006 Mr. Darroch has been a Director at Marks and Spencer Group since 2006. He also ser ves as the Chief Executive at British Sky Broadcasting. Previously, Mr. Darroch ser ved as the Chief Financial Officer at British Sky Broadcasting. Prior to this, he was the Group Finance Director and Retail Finance Director at Dixons Retail (formerly DSG International). Marks and Spencer Group plc MarketLine Page 12 Marks and Spencer Group plc Key Employee Biographies Steven Holliday Board: Non Executive Board Job Title: Director Since: 2004 Mr. Holliday has been a Director at Marks and Spencer Group since 2004. He is the Group Chief Executive Officer at National Grid. Prior to that, Mr. Holliday served as the Director of UK and Europe and was responsible for the UK Elect ricity and Gas businesses. He is also the Chairman of the UK Business Council for Sustainable Energy. Prior to joining National Grid, Mr. Holliday was an Executive Director at British Borneo Oil and Gas. Previously, he held several senior positions at Exxon Group. Martha Lane Fox Board: Non Executive Board Job Title: Director Since: 2007 Ms. Fox has been a Director at Marks and Spencer Group since 2007. She is the UK’s Digital Champion, the Chairman of Race Online 2012, and a Non Executive Director at Channel 4 Television. Ms. Fox is founder and Chairman of Lucky Voice, and of her own grant-giving foundation, Antigone. She was co-founder of lastminute. com. Jan du Plessis Board: Non Executive Board Job Title: Director Since: 2008 Mr. du Plessis has been a Director at Marks and Spencer Group since 2008. He is the Chairman at Rio Tinto. Previously, Mr. du Plessis was the Chairman at British American Tobacco and a Non Executive Director at Lloyds Banking Group. He also ser ved as the Chairman at RHM from 2005 to 2007. Mr. du Plessis was previously the Group Finance Director at Richemont, a position he held until 2004. Clem Constantine Board: Senior Management Job Title: Director, Proper ty Mr. Constantine is the Director, Proper ty at Marks and Spencer Group. He joined the company in 2006. Mr. Constantine was appointed the Group Proper ty and Retail Planning Director at Arcadia Group in 1999. He was appointed to his first finance directorship in 1993, for the IS brand at the Marks and Spencer Group plc  © MarketLine Page 13 Marks and Spencer Group plc Key Employee Biographies Bur ton Group, and moved through several other finance directorships with variable responsibilities including systems and retail. Mr. Constantine was trained as a Char tered Accountant at Stoy Hayward, and joined Debenhams in 1989 as a Financial Analyst. Tanith Dodge Board: Senior Management Job Title: Director, Human Resources Since: 2008 Ms. Dodge has been the Director, Human Resources at Marks and Spencer Group since 2008. She was formerly the Group Human Resources Director at WH Smith since 2003. At WH Smith, Ms. Dodge was also responsible for Public Relations, Communications and Post Office Operations. Prior to this, she was the Senior Vice President Human Resources for Europe, Middle East and Africa (EMEA) at InterContinental Hotels Group. Ms. Dodge also served as the Human Resources Director at Diageos two business divisions. She was also the International Human Resources Manager at Prudential Corporation. Dominic Fry Board: Senior Management Job Title: Director, Communications and Investor Relations Mr. Fry is the Director, Communications and Investor Relations at Marks and Spencer Group. He joined the company in 2009. Prior to this, Mr. Fr y ser ved at Tulchan Communications. In 1996, he was appointed the Communications Director at J Sainsbury and ser ved in the same role at ScottishPower from 2000 to 2005. In 1989, Mr. Fr y became the Communications Director at ATT in the UK before moving from there to head up communications at the Channel Tunnel in the mid 90s. He star ted his career in 1982 working in PR consultancy at Traverse-Healy ; Regester and then Charles Barker. Jan Heere Board: Senior Management Job Title: Director, International Since: 2011 Mr. Heere has been the Director, International at Marks and Spencer Group since 2011. He joined Inditex in 2002 where he held a several international roles, most recently as General Manager for Inditex Russia. During 2000–02, Mr. Heere held various senior management roles at Zara, Groupo Inmobiliario Lupaco, and Charanga. He began his career at Manpower in Spain in 1997. Nayna McIntosh Marks and Spencer Group plc  © MarketLine Page 14 Marks and Spencer Group plc Key Employee Biographies Board: Senior Management Job Title: Director, Store Marketing and Design Ms. McIntosh is the Director, Store Marketing and Design at Marks and Spencer Group. She joined the company in 2005. Prior to this, Ms. McIntosh was par t of the Management Team that set up the per una brand in 2001. Previously, she served as the Sales and Marketing Director for the George brand at Asda stores. Before joining George, Ms. McIntosh was at Next for four years as a Divisional Executive for the South of England. Steve Rowe Board: Senior Management Job Title: Director, Retail Since: 2008 Mr. Rowe has been the Director, Retail at Marks and Spencer Group since 2008. He joined the company in 1989 and held a variety of positions in store management, having previously worked at Topshop as a Store Manager. Mr. Rowe joined Head Office in 1992 as a Merchandiser for Menswear. In 1998, he was promoted to Category Manager in the Furniture Depar tment. In 2001, Mr. Rowe led the team developing the Home Growth Strategy, working with McKinsey Consultants, and became Head of Home categories in 2003. He was promoted to the Director of Home a year later in 2004. From 2004 to 2008, Mr. Rowe was also responsible for Beauty and New Business Development. Darrell Stein Board: Senior Management Job Title: Director, Information Technology and Logistics Mr. Stein is the Director, Information Technology and Logistics at Marks and Spencer Group. He has been working in IT for 17 years star ting his career at the company in 1990. Mr. Stein re-joined M;S in 2006 as the IT Director. From 2001 to 2006, he ser ved at Vodafone, becoming IT Director for Vodafone UK in 2004. Prior to this, Mr. Stein was Vodafones UK Network Director and Global IT Strategy and Architecture Director. From 1996 to 2001, he ser ved at Ernst Young, leading a number of major IT and Change Programmes in the financial services, retail and utility sectors. In 1994, Mr. Stein joined Mars as a Project Manager. Marks and Spencer Group plc  © MarketLine Page 15 Marks and Spencer Group plc Major Products and Services MAJOR PRODUCTS AND SERVICES MS is one of the leading retailers of clothing, foods and homeware in the UK. The companys key products and services include the following: Products: Womens wear Mens wear Lingerie Childrens wear Footwear Food and grocery items Homeware and home accessories Kitchen and tableware Lighting Furniture products Services: Credit cards Car, home, travel, and pet insurance Personal loans Brands: Autograph Limited Collection Collezione Blue Harbour Girls Boutique Per Una Ceriso Adored Truly you Marks and Spencer Group plc  © MarketLine Page 16 Marks and Spencer Group plc Revenue Analysis REVENUE ANALYSIS Overview The company recorded revenues of ? 9,740. 3 million (approximately $15,158. 8 million) in FY2011, an increase of 2. 1% over FY2010. For FY2011, the UK, the companys largest geographic market, accounted for 89. 7% of the total revenues. M;S generates revenues through two business divisions: food (51. 5%% of the total revenues in FY2011), and general merchandise (48. 5%). Revenues by division* During FY2011, the food division recorded revenues of ? 4,499. 4 million (approximately $7,002. 4 million), an increase of 1. 9% over FY2010. The general merchandise division recorded revenues of ? 4,233. 6 million (approximately $6,588. 8 million) in FY2011, an increase of 2% over FY2010. *The revenue breakdown by division is only for the revenues from the UK market. Revenues by geography The UK, M;S largest geographical market, accounted for 89. % of the total revenues in FY2011. Revenues from the UK reached ? 8,733 million (approximately $13,591. 2 million) in FY2011, an increase of 1. 9% over FY2010. International operations accounted for 10. 3% of the total revenues in FY2011. Revenues from international operations reached ? 1,007. 3 million (approximately $1,567. 7 million) in FY2011, an increase of 4% over FY2010. Marks and Spencer Group plc  © MarketLine Page 17 Marks and Spencer Group plc SWOT Analysis SWOT ANALYSIS MS is one of the leading retailers of clothing, foods and homeware in the UK. The company has expanded its food product offering significantly in the recent years. New products launches, focus on expanding healthy products, promotions, and competitive prices are all helping the company attract customers in a highly competitive market. However, surge in shoplifting could negatively impact the cost structure for MS. Strengths Weaknesses Expanding food offering Strong market position in the clothing segment Geographical expansion to increase the addressable market and reduce vulnerability to mature UK market MS etched a highly effective CSR strategy MS legacy stores and systems are a ompetitive disadvantage Declining general merchandise division sales due to inadequate stocking Opportunities Threats Online channel continues to boom and will enable MS to boost revenues Focus on China and India can lead to expansion in two of the fastest growing markets Surge in shoplifting losses costs the retailers and customers Weak consumer spending in the UK Rising labor cost in the UK Strengths Expanded food offering The company has expanded its food product offering significantly in the recent years. In 2009, MS consistently highlighted it is cheaper than Waitrose on a basket of 1,200 items by about 2%. The company, in 2009, decided to invest in its margins in order to provide its customers better value. As a result of this, MS saw improved perceptions of value by its customers. The company, in FY2011, launched around 1,800 new products in food and positioned itself as the UK’s leading high quality food retailer. The key product launches of the company include Taste Italia, and Made Without Wheat range of gluten-free bread and cakes, With the success of Made Without Wheat product range, the company launched gluten-free sandwiches, sausages, stuffing, and crisp bakes. As of FY2011, the company offered 125 gluten-free products. MS also became the UK’s second largest favorite health food brand with the launch of its Simply Fuller Longer range which encourages customers to manage their weight with a menu plan. The gross margin of food division increased by 20 basis points to Marks and Spencer Group plc  © MarketLine Page 18 Marks and Spencer Group plc SWOT Analysis 30. 8% in FY2011. This was mainly driven by better management of promotions and waste. Fur ther, in the four th quar ter of FY2012 ended March 2012, MS launched 500 new products in the food division. The sales in this quar ter increased by 3. 1%, The company’s promotions such as roast dinner for ? 5 ($7. 8), Dine In, etc offered its customers with great value solutions for special occasions. MS’ food division has been performing well in a ver y competitive market and against tough competitors. By launching innovative products and with an expanded food offering, the company has been able to attract the customers in a highly competitive market. Strong market position in the clothing segment MS has a strong market position in the clothing segment. With more than one in 10 clothing items bought from MS, the company ranks amongst the three largest clothing retailers in the UK. According to a repor t released by Verdict (Datamonitors retail arm) in May 2012, M;S is known for its product quality. The company was ranked first with a score of 49 for its product quality above the market average of 23. According to another repor t released by Verdict in April 2012, M;S enjoys highest conversion rate of 50. 7% and is very successful in conver ting visitors to loyal main users through its varied product offer, in-store service and garment quality. This indicates that M;S is a trustwor thy brand, which all main users would return to knowing that the quality, fit, and ser vice are reliable and consistent. The retailer has recognized that its core market of predominantly mature customers has been especially hard hit by rising core costs of living, falling interest on savings and worse prospects for pensions, and in reaction has lowered its entr y prices to compete more effectively with high street/value operators and supermarkets, helping to maintain the loyalty of its main users and prevent them from shopping elsewhere. Verdict, in its repor t in March 2012, ranked, M;S seventh in the global depar tment store market with a share of 3. 2%. This market leadership enabled M;S to excel throughout the economic downturn, while other mid-market retailers are pressured from the ever expanding value players. Leading market position indicates access to a large customer base and also popularity of M;S offering in the clothing segment. Going forward, this market position would enable the company to drive revenues as consumer spending recovers. Geographical expansion to increase the addressable market and reduce vulnerability to mature UK market With a por tfolio of over 361 owned and franchised stores in 42 territories MS continues to grow its international business. This mix of ownership models and countries enabled the company to perform well in FY2011, even when individual markets were weak. Fur ther, during FY2011, the company entered the Egyptian market with a 28,000 square feet store in the Dandy Mega Mall in Cairo. MS international business grew by 4% in FY2011 despite tough economic situation. As an established retailer in a mature market, it is going to be hard for M;S to continually deliver significant increases in UK sales. However, in the long run, its international business offers an oppor tunity for high growth. By generating much higher volumes, it can deliver margin benefits with suppliers. With production costs rising, this will be an advantage in the UK. International expansion will enable the company to access multiple sales points for most of the product ranges. This is especially relevant for clothing and homewares segments. Also, through expansion in the international markets M;S can reduce Marks and Spencer Group plc  © MarketLine Page 19 Marks and Spencer Group plc SWOT Analysis vulnerability to mature UK market. The company can also par ticipate effectively in some of highest growing markets such as China and India. All these factors would enable the company to reduce the overall business risk and facilitate increased revenues. M;S etched a highly effective CSR strategy M;S has to its credit an effective corporate social responsibility (CSR) strategy. CSR has been gaining prominence not just among the stake holders and governments but the consumers as well. The company has the highest propor tion of consumers believing it to be a responsible retailer and this can largely be attributed to the success of its Plan A, a ? 200 million (approximately $320. 3 million) 100-point plan launched in 2007 with five areas of focus: climate change, fair par tnership, health, sustainable raw materials, and waste. In FY2011, the company included two more areas in its Plan A: involving customers, and making Plan A how we do business. In the last few years, initiatives launched under the Plan A banner include launching the companys first eco-store, encouraging suppliers to set-up eco-factories, removing hydrogenated fats from its ready meals, increasing the propor tion of organic food, reducing the salt content of its produce, cer tifying a larger percentage of its fish as originating from sustainable populations, and beginning to sell recycling and composting bins. It is the high profile presence of Plan A in adver tising campaigns, product labeling and store signage that gives MS one of the best consumer perceptions of a retailer for social responsibility. The campaign works not just as a direct to consumer channel, but also because of the positive coverage it creates. Perhaps more impor tantly, it has publicized all of these initiatives extensively. In 2008, MS launched a TV adver tising campaign focusing on its ethical, environmental and health-conscious credentials, highlighting that it only uses free range eggs and that its products are now free from ar tificial colors and flavorings. Other, more innovative, ideas have included a joint venture with Oxfam to promote the recycling of old clothes. In addition, more controversially, the retailer introduced a 5p charge for carrier bags at all of its food depar tments in 2008. Though many consumers resented this charge, it has undoubtedly boosted MS reputation as an ethical retailer. Overall, sculpting its CSR strategy into such a high publicity campaign, divided into such clear action points and highly visible benefits, has seen the company move to the forefront of responsible retailing. In FY2011, the company launched Indigo Green, its first range of clothing made using more sustainable fabrics. In April 2012, the company announced to accept secondhand clothes at all the UK outlets except Simply Food stores, to recycle them into other fabrics or to reuse them in order to cut waste. Plan A has seen CSR become core to M;S principles in the eyes of the consumer and it has reaped the benefits of this, gaining shoppers as a result and repor tedly saving more than ? 70 million (approximately $108. 9 million) in efficiencies gained in FY2011 compared with ? 50 million (approximately $77. 8 million) in FY2010. In addition, MS improved energy efficiency in its stores by 23% and warehouses by 24% in FY2011 compared to FY2007. It also improved the fuel efficiency of its deliver y fleets by 20% and total carbon emissions have been reduced by 13%. The company now recycles 94% of all the waste it generates from its stores, offices and warehouses. The total waste is down by more than a third. MS also met its sustainable standards by sourcing 90% of wild fish in FY2011 (62% in FY2010) and 76% of wood in FY2011 (72% in FY2010). Marks and Spencer Group plc  © MarketLine Page 20 Marks and Spencer Group plc SWOT Analysis By actively promoting a products greener attributes (for example fewer, more recognizable and natural ingredients), retailers such as M;S have positioned products as improving ones personal environment while benefiting the global environment too. Many of their successes have come from emphasizing the former rather than the latter, especially as consumers often associate ethics with a sense of wellbeing. In terms of the issues that concern consumers, the sustainability of natural resources is a major fear, as are climate change and the fairness of sourcing arrangements. Consumers are also attracted to products with health benefits and there is a clear trend that consumers can be persuaded to par t with more money in return for products with a positive impact, not just to them personally, but also to wider society. Indeed, differentiating between products becomes harder and harder to achieve, Verdict expects consumers to turn to auxiliary considerations such as ethicality and sustainability to guide their choices. Consumers are no longer purely satisfied with how a product looks and functions; they want assurances over aspects such as nvironmental impact, hygiene, safety, and fairness. In light of the above mentioned trends where the customer choices are increasingly guided by the sustainability issues, MS will benefit due to its reputation of being a responsible retailer. Weaknesses MS legacy stores and systems are a competitive disadvantage MS suffers some competitive disadvantages compared to Tesco, which has been able to drive earnings before int erest and tax (EBIT) growth even in the mature UK market. Tesco benefits from supplier power and state-of-the-ar t IT, supply chain and systems compared with MS legacy systems. The supermarket retailer has been able to break up the demand cur ve with metro, express and big box store formats out of town and on the high street. Moreover, Tesco stores have been carefully designed with consistent store layouts in order to facilitate store navigation. Extra back room store space has also been allocated to allow for smooth execution of its picking and distribution model. Tesco sells both own label and branded goods (food and non-food) in a bid to drive up footfall and sales conversion. MS legacy stores are inconsistent in terms of layout. Store size tends to dictate product availability, while a lack of back room store space does not facilitate the same style supermarket pick and delivery model. The legacy systems and stores of MS are constraining effective servicing of customer demands on a consistent basis. This is placing the company at a clear competitive disadvantage compared to a formidable opponent, Tesco. Declining general merchandise division sales due to inadequate stocking The company’s general merchandise division sales declined in recent times, MS’ general merchandise division sales decreased by 2. % in the four th quar ter of FY2012 ended March 2012. This was mainly due to shor tage of stock in its stores, Due to this, the company was also not able to meet customer demand for 300,000 knitwear garments under the MS Woman label. It only sold Marks and Spencer Group plc  © MarketLine Page 21 Marks and Spencer Group plc SWOT Analysis 100,000 knitwear garments during this period. Fur ther, in times of high demand, inadequate stock could hamper the sales of the division and result in loss of sales to competitors. This not only affects the revenues of the company but could also result in shift of customers to its competitors. Opportunities Online channel continues to boom and will enable MS to boost revenues Online retail sales in the UK have grown significantly over a period of time. According to Office for National Statistics, non-seasonally adjusted average weekly value for internet retail sales in the UK was ? 414 million (approximately $644. 3 million) in Februar y 2010, this increased to ? 573. 6 million (approximately $892. 7 million) in February 2012, representing an increase of 18%. Internet sales accounted for only 8% of the total retail sales (excluding fuel) in Februar y 2010. This figure increased to 10. 7% in February 2012. The growing desire for convenience is seeing shoppers buy more online, especially in the category of food and grocery. Consumers have also become savvier, using the internet more to get the best deal they can. Voucher codes, and cashback sites have been instrumental in this. Additionally, improved deliver y and fulfillment options have been encouraging consumers to shop more online. The company operates in the internet channel through MS Direct where the products are offered through website and newly launched Shop Your Way facility, a new ordering service that has been rolled-out in 444 stores (including 151 in Simply Foods stores) during FY2011, allowing customers to place orders either in stores, online or over the phone, for deliver y to either a nominated address or free of charge to their nearest store. MS Direct’s sales increased from ? 413 million (approximately $642. 8 million) in FY2010 to ? 543 million (approximately $845. million) in FY2011, an increase of 31. 5%. Fur ther, in the first half of FY2012, MS Direct’s sales increased by 11. 7% with more than three million visitors per week. Thus, by leveraging its online presence, MS can cater to the requirements of a growing number of customers who are looking for convenience and better deals over the internet. Focus on China and India can lead to expansion in two of the fastest growing mar kets China and India are two economies which are recording highest growth rates which, in turn, are expected to aid the retail market growth in these two countries. Asias retail sales are estimated to increase with China driving the growth. According to the preliminary estimation, the gross domestic product (GDP) of China was CNY47,156. 4 billion ($7,285. 7 billion) in 2011, a year-on-year increase of 9. 2% at comparable prices. The fast pace economic development in China coupled with the rise of the middle class income group and their increasing disposable income have fur ther pushed up the demand for several consumer goods. According to National Bureau of Statistics of China, the total retail sales reached CNY18,391. 9 billion (approximately $2,841. billion) in 2011, representing a year-on-year nominal growth rate of 17. 1%. Fur ther, according to industr y estimates, the countr ys total retail sales are expected to increase from approximately CNY20 trillion ($3 trillion) in 2012 to approximately CNY26 trillion ($4 trillion) in 2016, representing an increase of about 30%. Strong Marks and Spencer Group plc  © MarketLine Page 22 Marks and Spe ncer Group plc SWOT Analysis underlying economic trends, population growth and the increasing wealth of individuals are key factors that contribute to the retail market expansion in China. The retail industry in India is large owing to a large population and is set to grow as several factors contribute. According to the industry sources, the retail sales in India are forecast to grow from around $411 billion in 2011 to $804 billion by 2015. The key factors behind the forecast growth include strong underlying economic growth, population expansion, increasing wealth of individuals and the rapid construction of organized retail infrastructure. Also, as middle and upper class consumer base expands, there will also be oppor tunities in Indias second and third-tier cities. The greater availability of personal credit and a growing vehicle population are to improve mobility which will also contribute to a trend towards retail sales growth. M;S is strengthening presence in India and China as par t of its geographic expansion and for some time to come, these countries would be the key contributors to the companys international expansion strategies. The company in with par tnership with Reliance Retail, an established retailer in India, can tap into this lucrative market while expansion in China also continues. Indian and Chinese markets would provide a huge potential revenue base for MS. Threats Surge in shoplifting losses costs the retailers and customers The UK retailers are exposed to increased costs of shoplifting. Shoplifting has assumed massive propor tions in recent times. According to industry estimates, retail crime costed UK stores ? 1. 4 billion ($2. 2 billion) in 2011. There are about two million thefts per year, which concludes to an average of more than one per minute. According to another industr y repor t, the thefts across the UK stores increased from ? 4. 2 million ($6. 5 million) in 2009 to ? 5. 1 million ($7. 9 million) in 2011, an increase of 20%. Long-term trends also show the figure is likely to continue rising. As a result, retailers have been increasing their surveillance spend. This is increasing the costs for retailers as well as for the end consumers. The shoplifting losses are adding to the costs for the retailers and the customers have also been bearing the brunt. The surge in shoplifting could negatively impact the cost structure for MS as well. Weak consumer spending in the UK The UK market is suffering from weak consumer spending. The European debt crisis added more downward pressure to the growth prospects of the UK. According to Eurostat, the UK economy grew by 0. 7% in 2011 and is expected to grow by 0. 5% in 2012. In addition, the UK has witnessed high unemployment rate. According to the Office of National Statistics, the unemployment rate for the three months period November 2011 to January 2012 was 8. 4% with 2. 67 million unemployed people in the UK. Increasing unemployment rate is expected to fur ther put pressure on the economy of the UK. High inflation, led by the increase in VAT to 20% and public spending cuts reduced disposable Marks and Spencer Group plc MarketLine Page 23 Marks and Spencer Group plc SWOT Analysis income, leading to a fall in consumer spending on discretionary items. Consumers have been cautious with their spending especially due to soaring petrol prices, tax increases and uncer tainty over jobs. The UK is the key market for MS. In FY2011, the UK accounted for 89. 7% of MS total revenues. Thus, the sluggish consumer spending and high unemployment rate in the UK could affect most of the non-food retailers and lead to reduced sales volume or shrinking profit margins. Rising labor cost in the UK Labor costs are rising in the UK. In recent times, tight labor markets, increased over time, government mandated increases in minimum wages and a higher propor tion of full-time employees are resulting in an increase in labor costs, which could materially impact the companys results of operation. The National Minimum Wage (NMW) Regulations came into force in 1999 and since then the NMW rates have been increased annually. The national minimum wage increased from ? 5. 93 per hour ($9. 23 per hour) in October 2010 to ? 6. 08 per hour ($9. 46 per hour) in October 2011. Fur ther, the national minimum wage is expected to increase to ? 6. 19 per hour (9. 63 per hour) from October 2012. In FY2011, MS employed 78,169 people. Increasing labor costs can adversely affect the companys operating costs as its wage bills would escalate. This, in turn, could impact its margins adversely. Marks and Spencer Group plc  © MarketLine Page 24 Marks and Spencer Group plc Top Competitors TOP COMPETITORS The following companies are the major competitors of Marks and Spencer Group plc ASDA Group Limited Debenhams plc H ; M Hennes ; Mauritz AB J Sainsbury plc NEXT plc Selfridges plc Tesco PLC Gap, Inc. , The French Connection Group Plc House of Fraser Group Plc John Lewis Par tnership plc Arcadia Group Limited Home Retail Group Plc Marks and Spencer Group plc  © MarketLine Page 25 Marks and Spencer Group plc Company View COMPANY VIEW A statement by Rober t Swannell, the Chairman of the Board at Marks and Spencer Group, is given below. The statement has been taken from the company’s Annual Repor t for FY2011. I feel ver y privileged to be Chairman of this unique company and at such an exciting time in our evolution. Since joining Marks ; Spencer in October and assuming the role of Chairman in Januar y, I have spent much of my time getting to know the business better – meeting our employees, shareholders, customers and suppliers. I first became deeply involved with M;S during the unsolicited takeover attempt in 2004, when I led the advisory team that helped put the M;S case to its shareholders. It was then I learned first hand about this unique company: about the extraordinarily strong relationship it has with its many stakeholders and about its very special ethos. This ethos is a reflection of the high standards our customers expect from M;S – trusting us not only to deliver great value, great quality products but also to do the right thing – socially, environmentally and ethically. We know that putting Plan A at the hear t of how we do business is not just the right thing to do; it is also fundamental to our long-term success. Performance In a challenging marketplace M;S has continued to grow, with underlying profits up 12. 9% on the year. We delivered this by staying true to our heritage of quality and innovation, reminding our customers what makes M;S special. This year Marc Bolland set out a clear medium-term plan for the business, after extensive discussions with colleagues and us, the Board. This is covered in detail in Marc’s review. From day one, I have been struck by the passion and commitment of our people. I am delighted that this year we are paying a bonus to all employees to thank them for their energy and enthusiasm in what has been a difficult trading environment. Dividend We are committed to delivering consistent returns for our shareholders. To this end we have adopted a progressive dividend policy, with dividends broadly covered twice by earnings. We intend to pay a final dividend of 10. 8p per share (last year 9. 5p) in respect of the 2010/11 financial year. Governance Marks and Spencer Group plc  © MarketLine Page 26 Marks and Spencer Group plc Company View This year we returned to the traditional governance structure of a separate Chairman and Chief Executive, providing clarity between Marc Bolland and me, with regard to our respective roles. Put simply, I run the Board and Marc runs the business. The Board has a wide range of responsibilities. There are three that I think are par ticularly impor tant for the success of the business: first, to debate and agree our strategy and hold the executive team accountable for its execution; second, to ensure that we have the most talented team to execute this strategy and that we plan effectively for succession; and third, to set the tone for governance, which is par ticularly impor tant at M;S where ‘doing the right thing’ is an integral par t of our ethos. My ob is to ensure the Board has the right mix of skills and talents and to ensure that it works effectively as a team towards shared goals with the right mix of enquir y and suppor t of the executive directors from the non-executive directors. During the year we commissioned a formal Board evaluation from an independent consultant, the findings of which are outlined in the Governance section. This process highligh ted the real enthusiasm of the directors in suppor ting a shared ambition: to guide M;S to the ver y best future. We know that you expect high standards from M;S; it’s our responsibility to learn how we can improve. This review was an impor tant par t of that journey. As stated in our 2009/10 Annual Repor t, we reviewed the senior remuneration structure this year. Following extensive shareholder consultation, we believe we now have a framework that is both relevant to today’s M;S and fully aligned with our strategy. The Board Over the last year the Board has been strengthened by a series of executive appointments. In May 2010 Marc Bolland joined the business as Chief Executive, assuming the day-to-day running of the business from Sir Stuar t Rose in July. In October Alan Stewar t joined as Chief Finance Officer and in February we announced the appointment of Laura Wade-Gery as Executive Director, Multi-channel E-commerce; she will join the Board in July. Whilst the Board features some new faces, these changes have taken place around a core of executive and non-executive directors that has remained stable over recent years. I would like to pay par ticular tribute to Sir Stuar t Rose. When he became Chief Executive in 2004, M;S was at a low ebb. He restored confidence in M;S, re-established its values and built a strong business. The solid platform from which Marc is now implementing his plan is a credit to Stuar t’s energy and tireless commitment to M;S over the last seven years. The smooth management transition – the meticulous handover to me and the suppor t of Marc – is also a credit to Stuar t. In that connection, I would also like to thank Sir David Michels, and the Nominations ; Governance Committee he led, for managing a change of leadership over the past year that was accomplished quietly and effectively. David has decided to step down from the Board at the end of his second term in February 2012, but I am delighted that he will continue his role as Deputy Chairman until then. Marks and Spencer Group plc  © MarketLine Page 27 Marks and Spencer Group plc Company View I must also thank Louise Patten for the significant contribution she has made over the last five years, playing an impor tant role in each of our Board Committees. As Louise reaches the end of her second three year term on the Board, she has decided not to seek re-election at the upcoming AGM. Looking ahead Our priorities for the year ahead are clear. We have a plan and it is now our collective job to make it happen. The Board will concentrate on delivering exemplary governance at the highest level to enable our executive team to drive this strategy forward. The economy still gives us reason to be cautious. Yet in difficult times, our core values of Quality, Value, Ser vice, Innovation and Trust matter more than ever to M;S customers. These values remain at the hear t of our strategy and I therefore look forward to the future with confidence. Marks and Spencer Group plc  © MarketLine Page 28 Marks and Spencer Group plc Locations and Subsidiaries LOCATIONS AND SUBSIDIARIES Head Office Marks and Spencer Group plc Waterside House 35 Nor th Wharf Road London W2 1NW GBR P:44 20 7935 4422 http://www. marksandspencer. com Other Locations and Subsidiaries Marks and Spencer International Holdings Limited Great Britain GBR Marks and Spencer (Nederland) BV NLD Marks and Spencer (Ireland) Limited IRL Marks and Spencer (Asia Pacific) Limited HKG Marks and Spencer Simply Foods Limited Great Britain GBR Marks and Spencer Marinopoulos Greece SA GRC Marks and Spencer SCM Limited

Sir Thomas More the Martyr Essay -- essays research papers

The definition of a martyr is a person who willingly suffers death rather than renounce his or her religion. When Sir Thomas More died in July of 1535, he became a martyr. In the play A Man for All Seasons, author Robert Bolt shows us his views on how More came to his death . In this play, Thomas Cromwell, Richard Rich, King Henry VIII, and Sir Thomas More himself are responsible for his death. Although it could be argued that many more people in Sir Thomas More’s life had a part in contributing to his death, these four characters had the greatest part in eventually bringing him to his death. Some people may say that Cromwell and Rich were just pawns in the King’s plot, however they can’t possibly argue that they weren’t in control of their actions. Cromwell and Rich are essentially responsible for the final prosecution of More. Together, they are guilty of letting their inner want and need for power cloud their consciences, which led them to bring down a good man of Thomas More. More, being a smart man, could beat them in a court of law. Rather than fighting More with the law, Rich and Cromwell decided to break it. Rich lied under oath sending More to his deathbed, and he responded, â€Å"I am sorrier for your perjury than my peril†(156). Cromwell, in his quest for power, saw a doorway of opportunity where he could bring down More and in the process benefit his own social and economic status. As More stated, â€Å"Silence gives consent† (152) and Cromwell’s silence during Rich’s illegitimate testimony makes him an access ory to the crime and therefore just as guilty as Rich. Together, Rich and Cromwell are partners in the crime, whether they are accomplices to King Henry or for their own reasons. Either way, they are still responsibl... ...and, â€Å"I don’t believe this had to happen†(144). At least twice Sir Thomas More made poor choices and put himself into bad situations in the play, which ultimately took him closer and closer to his death. Sir Thomas More never had to die. He was the only person that really understood the implications that complying with the King’s desires would cause and yet he still ended up in the most undesirable position one could imagine. Many people caused the death of Sir Thomas More in A Man for All Seasons, however those that are most guilty are King Henry, Thomas Cromwell, Richard Rich, and Sir Thomas More. Who of these is most guilty is a matter of opinion, but that these people are truly and completely guilty of ending Sir Thomas More’s life is a fact. From King to commoner each of these people played a vital role in the destruction of one man’s honest and righteous life.

Theodore Roosevelt And the Rise of America to World Power

Theodore Roosevelt And the Rise of America to World Power Howard K. Beale Theodore Roosevelt and the Rise of America to World Power was published by John Hopkins University Press in 1956. Beale's books emphasized and interpreted economic factors during the Reconstruction Era. His scholarly works gained the term â€Å"the Beale Thesis†, which was based upon Beale's theory that Reconstruction was the effort of big business to seek control over the federal government for their own gain by eliminating agrarian competition.Among having published several books, Beale also edited the diaries of Edward Bates and Gideon Welles, both of Lincoln's cabinet, nd edited a work of scholarly essays by leading historians. Beale was a professor of history at the University of Wisconsin. Beale's book, â€Å"Theodore Roosevelt and the Rise of America to World Power† covers the major developments, policies, and actions by which the â€Å"Imperialists† helped guide America into world p ower. It gives insight into the role Roosevelt played in the policies at the turn of the century.Beale gives detail into Roosevelt's personal diplomacy, his feelings for other nations, and why he believed it was appropriate that America tied itself with England as an â€Å"English- speaking† power. Beale also questions to what extent did Roosevelt and his fellow expansionists influence the course of America? Did the need for American imperialism eventually lead us into danger? During the last decade of the nineteenth century, national loyalties strengthened nations and a struggle for power would become the dominating ambition for industrialized nations.Competition had aroused nations â€Å"to expand their political and economic, perhaps too their cultural, control beyond their national boundaries as far as their energies and opportunities permitted. † (pg 31) This new imperialism was based on industrial rivalry and America ad to choose if she would follow suit. â€Å" The people of America never really consciously decided what they wanted to do. Yet as the obvious trend toward becoming an imperial power in real or potential conflict with other empires emerged, many Americans foresaw dangers and opposed steps that were leading us into imperialism. (pg 33) Theodore Roosevelt came into presidency with a firm belief that America needed to expand its power abroad and that we should stand ready to defend our interests. Even before he became president, Roosevelt and his fellow expansionists already had an influence in foreign policy. Roosevelt had an affinity for war history since he was a youth so it was only natural to him to believe a big part of America's power came from it's navy. In 1897, Roosevelt, with the help of his friends, became the Assistant Secretary of Navvy under President McKinley.He used his office to promote building a stronger, bigger naw fleet. Roosevelt was known to glorify war, as he â€Å"believed only in â€Å"Just wars†, but then any war America fought would be just. † (pg 40) Fearing the danger Spain posed to Cuba, Roosevelt supported America's involvement in war against Spain. Roosevelt tried to appeal war to McKinley, but ailed. â€Å"The best Roosevelt could do was prepare the Navvy for war. † (pg 68) One day while Secretary Long was out for a few hours, Roosevelt, standing in as secretary, ordered deliberate acts that he and his friends planned for months.Two months later the Spanish-American War began and Roosevelt abandoned his office to Join in the war. In the campaign of 1900, Roosevelt campaigned for vice president under McKinley. He promoted expansion and asserted the relevance of the Monroe Doctrine. He insisted during his speeches that expansion† was not the same as â€Å"imperialism† because the term turned people off. Roosevelt had convinced himself and others that his was the cause of righteousness. The Spanish-American War brought the U. S. he Philippine s and Roosevelt insisted that extending the rule over the Philippines would bring them civilization. To him this meant that the anti- imperialists who opposed expansion were also opposing civilization. â€Å"Roosevelt seems not to have foreseen the possibility that the spread of civilization through expansion of the rule of â€Å"superior† races over â€Å"backward† ones might someday arouse nationalist aspirations that would threaten that civilization itself. (pg 79) Roosevelt assumed presidency in 1901 after McKinley was assassinated and his first major step as president was establishing Britain as an ally.Roosevelt recognized that common language and way of life established a connection. By attainment of the Anglo- American understanding, â€Å"British and American imperialists were Joined together in an effort to dominate parts of the world they dubbed backwards. Second, Roosevelt and his friends had brought England and America together in an effort to preserve t hrough united action an unstable balance among the nations he considered ivilized. † (pg 157) The establishment of an alliance between America and Britain was also essential to balance the power of a rising Germany.In 1902, Roosevelt prepared to go to war with Germany to prevent any foothold in South America. He asserted use of the Monroe Doctrine. As it became evident that China needed allies, Roosevelt also recognized an economic motive. â€Å"He saw the possibility of America Joining Britain to enforce an open door policy in China. † (pg 163) Although economics was not particularly the main focus driving Roosevelt's vision of expansion, he understood the mportance of commercial interests in the Far East.If America had not attained the upper hand in China, China could have had a closed door policy and wouldn't have secured the benefits of open door. Roosevelt wanted China to have a policy similar to the Monroe Doctrine, and to let China develop on its own. Roosevelt b egan to feel an annoyance with Russia, fearing that the growing trade with China could be interrupted if the issues with Manchuria weren't solved. So in an effort to balance the power and open the doors to Manchuria, Roosevelt supported China in its struggle gainst Russia.As Britain's power began to decline, Russia's power began to rise and Roosevelt saw the imbalance. He knew he had to restore the stability. While Germany still posed a threat, Russia was thought to be the more immediate danger. â€Å"Russian expansion, which had once seemed desirable, no longer meant extending control of a superior over a backward race, but had become an obstacle to the push of another civilizing power. † (pg 231) When the Japanese attacked Russia, Roosevelt was proud. He admired the Japanese people and believed if he supported them they would serve American interests in Japan.While Roosevelt saw the danger in Japan becoming too powerful, the power of Russia in the present outweighed that fe ar. Roosevelt hoped that with a Japanese win, Japan would organize China and together they would become great civilized powers. Roosevelt held part in the negotiation treaty between the two nations. Roosevelt had foreseen the dangers Japan posed, in which ultimately defeated his goal to balance power in the Far East. Roosevelt's concern to balance power led to an interest in Europe. He had thought of the possibility of war if balance ere not maintained.In order to keep from war, Roosevelt tried to bring America and Europe closer together in hopes of removing distrust and threats of war. Roosevelt felt that â€Å"Japan, England, France, Russia, or Germany, his â€Å"civilized powers†, and even the United States, could be as serious threats to each other and to world peace as the backwards people. † (pg 305) In his efforts to prevent war, Roosevelt called the Portsmouth Conference, and in 1905 played a role in the Algeciras Conference. The dispute between Britain, France and Germany had no direct interest to the UnitedStates, but Roosevelt wanted to keep the peace. Roosevelt became an intermediary as to keep Morocco open to American trade, as well as to keep Germany from becoming the dominant power in Europe or to expand into South America. Although Roosevelt wanted to expand America and civilize the inferior races, he knew that â€Å"his countrys interests could be protected only if no power became powerful enough to threaten the rights of other powers. † (pg 382) Roosevelt saw the rivalries between nations and understood the threat too much power posed.Roosevelt was successful in most of is endeavors, Germany was kept out of South America and Japan influenced Korea and China. The open door remained. Roosevelt's uncommon approach to diplomacy gained him much respect among other rulers. The way he personally handled foreign relations with directness put people at ease. His keen sense in foreign policies and almost prophetic insights made The odore Roosevelt one of America's most influential men. As well, his extraordinary diplomatic skills made him one unforgettable man. If Roosevelt had made different choices in foreign policy would todays America be the same? We will never know.

Mangrove Case Study

Mangrove Case Study A mangrove ecosystem is a general word that covers trees that are able to live in the conditions of shallow water area. There are many different plat families and these plants are able to survive regular flooding as well as fresh and salt waters. The mangrove trees must withstand being submerged twice a day by saltwater tides. The soil in which these trees grow in maybe sand but it is mostly rich mud. This rich mud is high in nutrients but low in oxygen. Mangroves have these aerial and salt filtering roots and salt excreting leaves that help them occupy the fluctuating wetlands.Salinity, temperature and oxygen are all abiotic factors used to help with the growth of this ecosystem. Salinity is a measurement of the amount of salt in the water. To measure the amount of salinity you would use a salinity meter. Using a data logger you can measure the temperature of the water. You set the data logger to record the temperature at what interval is required. It can then be imputed into a computer which is downloaded to a program and then graphed. Oxygen is a measurement of the amount of oxygen in the water. You would measure the oxygen using an oxygen meter.Salinity meter data logger oxygen meter Mangroves can grow in both fresh and salty water, whichever one is available to them. They not only tolerate, but thrive under saline conditions. In order for the mangrove to do this they either prevent salt from entering the tissues in their roots or excrete excess salt that are taken in. Oxygen is an important abiotic factor in the ecosystem. Roots of the mangrove need the oxygen to carry out respiration. In order for the roots to get oxygen, they expose during low tide.They can also store extra oxygen in the roots for when it is high tide. Site| Temp ? C| Salinity | Dissolved O? | 1| 16| 24. 2| 61%| 2| 17| 3. 5. | 47%| 3| 15. 5| 0. 2| 75%| Producers, consumers and decomposers Producers| Consumers| Decomposers| Mangrove| Nipper| Bacteria| Seagrass Zosterea | Leather jacket| Fungus| Sargassum| Bream| | Phytoplankton| Whiting| | | Heron| | | Cormorant| | | Ibis| | | Oyster| | | Soldier crab| | | Zooplankton | | Sewage overflows. Since we are building houses close by to the mangrove ecosystem, the sewage from the house is flowing into the environment.The sewage releases extra nutrients into the environment and we are building roads and drains for the sewage to run out which then this could result in freshwater entering the system. Sewage causes pollution and what come with pollution are chemicals, acidic, dangerous chemicals. These chemicals damage the mangrove trees. The amount of sewage that flows down to the mangroves ecosystem takes away what little oxygen the trees already have to use to grow. The more pollution the goes into the environment the less species of mangroves we will have.

Free Essays on Decision Making Process

â€Å"Analysis of the Decision-Making Process† We are constantly making decisions. We make decisions that affect how and what we do in our homes and at work. Our decisions can bear consequences that carry throughout the day, throughout our careers, and throughout our lives. This paper will explore a few scenarios and outline several steps of the decision-making process, particularly as it relates to management. Suppose that you and some friends are hiking along some mountain cliffs. As you are hiking you hear a growing noise and then feel a tremor. Looking above, you notice a rockslide coming down quickly. You all sprint until the sound has passed. Behind you, a large boulder has pinned the leg of a companion. Despite all your efforts, the boulder cannot be lifted or moved. The cliff that you are on may or may not give way from added weight of the debris. Unfortunately, you are miles away from any rescue assistance, and it appears that you only have two options. You can leave your friend, to the chance that the cliff might give way, and go for help. Or you can somehow detach the leg, rendering him disabled indefinitely, but sparing his life. Situations like these underline the understated importance of effective decision-making between alternatives, and bring to mind a few questions like these:  · Who is affected by these decisions?  · What are the long-term effects of these decisions?  · Am I prepared to handle the consequences?  · Are there any alternatives I have not considered? It can, at times, seem that the decisions we make are unimportant and do not carry long-lasting benefits and/or consequences. The decisions that face some of our nations top business leaders are not thought of as a life and death matters, but could they be? Could the results be the life or death of our businesses? Everyone makes decisions every single day. From the choice to get up or hit ‘snooze’ we make the decision to wake up. Next, we generall... Free Essays on Decision Making Process Free Essays on Decision Making Process â€Å"Analysis of the Decision-Making Process† We are constantly making decisions. We make decisions that affect how and what we do in our homes and at work. Our decisions can bear consequences that carry throughout the day, throughout our careers, and throughout our lives. This paper will explore a few scenarios and outline several steps of the decision-making process, particularly as it relates to management. Suppose that you and some friends are hiking along some mountain cliffs. As you are hiking you hear a growing noise and then feel a tremor. Looking above, you notice a rockslide coming down quickly. You all sprint until the sound has passed. Behind you, a large boulder has pinned the leg of a companion. Despite all your efforts, the boulder cannot be lifted or moved. The cliff that you are on may or may not give way from added weight of the debris. Unfortunately, you are miles away from any rescue assistance, and it appears that you only have two options. You can leave your friend, to the chance that the cliff might give way, and go for help. Or you can somehow detach the leg, rendering him disabled indefinitely, but sparing his life. Situations like these underline the understated importance of effective decision-making between alternatives, and bring to mind a few questions like these:  · Who is affected by these decisions?  · What are the long-term effects of these decisions?  · Am I prepared to handle the consequences?  · Are there any alternatives I have not considered? It can, at times, seem that the decisions we make are unimportant and do not carry long-lasting benefits and/or consequences. The decisions that face some of our nations top business leaders are not thought of as a life and death matters, but could they be? Could the results be the life or death of our businesses? Everyone makes decisions every single day. From the choice to get up or hit ‘snooze’ we make the decision to wake up. Next, we generall...

Text of Abraham Lincolns Gettysburg Address

Text of Abraham Lincoln's Gettysburg Address In November 1863, President Abraham Lincoln was invited to deliver remarks at the dedication of a cemetery on the site of the Battle of Gettysburg, which had raged in the Pennsylvania countryside for three days during the previous July. Lincoln used the opportunity to write a brief yet thoughtful speech. With the Civil War in its third year the nation was enduring a staggering cost in human life, and Lincoln felt compelled to offer a moral justification for the war. He deftly connected the founding of the nation with the war to keep it united, called for a new birth of freedom, and ended by expressing his ideal vision for the American government. The Gettysburg Address was delivered by Lincoln on November 19, 1863. Text of Abraham Lincolns Gettysburg Address: Fourscore and seven years ago our fathers brought forth on this continent a new nation, conceived in liberty and dedicated to the proposition that all men are created equal.Now we are engaged in a great civil war, testing whether that nation, or any nation so conceived and so dedicated, can long endure. We are met on a great battle-field of that war. We have come to dedicate a portion of that field, as a final resting-place for those who here gave their lives that this nation might live. It is altogether fitting and proper that we should do this.But, in a larger sense, we can not dedicate - we can not consecrate - we can not hallow - this ground. The brave men, living and dead, who struggled here, have consecrated it, far above our poor power to add or detract. The world will little note, nor long remember, what we say here, but it can never forget what they did here. It is for us the living, rather, to be dedicated here to the unfinished work which they who fought here have thus far so nobly advanced. It is rather for us to be here dedicated to the great task remaining before us - that from these honored dead we take increased devotion to that cause for which they gave the last full measure of devotion - that we here highly resolve that these dead shall not have died in vain - that this nation, under God, shall have a new birth of freedom - and that government of the people, by the people, for the people, shall not perish from the earth.

Business Project Management 2 Essay Example | Topics and Well Written Essays - 2000 words

Business Project Management 2 - Essay Example The team of project managers handles the various activities of the project that involves competing demands for cost, time, quality and risk, managing the expectation of the shareholders and identifying the requirement. Many of the processes within the project management are iterative in nature. The reason is that there is necessity and existence of progressive embellishment during the life cycle of the project because the more one gets to know about the project the more he is able to manage the project (Young, 2013). The project life cycle is defined as a sequence of steps that forms different phases of the project. The project life cycles comprises of four steps project commencement, project preparation, project implementation and lastly project closure. Project commencement is the first step in which various opportunities and problems related to the business are identified and various solution options are prepared through development of business cases. Feasibility study is conducte d to analyse whether the solution provided will address the business problem and finally the solution is recommended. Once the solution is recommended it is approved and project is initiated. The next step is project planning. The project planning involves steps outlining the plan of the project, quality plan, financial plan, resource plan, risk plan, procurement plan, communication plan and acceptance plan. The third step is the project execution. In this phase the project gets executed according to the project plan and a series of management process are engaged in controlling and monitoring the output delivered by the project. The final step is project closure, which involves processes like delivering the final product to the customers, the project documentation is handed over to the business, the supplier’s agreement are terminated, project resources are realised and finally the closure of the project is communicated to the stakeholders (Westland, 2007; Schwalbe, 2010). Th e study aims to critically evaluate the relationship and usefulness of time, cost and quality behind the success of a project. Relationship between Time, Cost and Quality For deriving the relationship between the three factors one of the factors need to be held constant. In order to find the relation between time and cost, quality is held constant. A trade off relationship exists between the cost and the time required to complete the project. For some types of cost the relation is directly proportional while for some other cost a direct trade off is noticed. Due to these two categories of costs there is best possible project rapidity for nominal cost. By considering the relationship between the time and cost, the impact of change in scheduled time on the cost of the project can be better understood. There are two types of cost involved in a project, direct cost and indirect cost. Direct costs are those costs that are directly related to the activities of the project like equipments, material, salaries etc. If the pace at which the activity is running is increased then the cost increases, since in order to complete the project faster more resources will be allocated. Indirect cost is denoted as overhead cost; the cost that are not directly associated with the activities of the project like office space, taxes and administrative staff etc. During the project the