Rich World Poor World

Debt is made when one party owes party money (Sofas, 2005). Just like people, governments of both developed and developing nations borrow money in order to function well and to maintain their economies (George, 1994). Debt is the economic mode that promotes economic activity in the global market (Lombard, 2004). The acquisition of debt comes through loans, grants and aid that are provided to developed and developing nations by multilateral creditors and bilateral lenders George, 1994).These creditors are international institutions such as the International Monetary Fund (MIFF), the World Bank (WEB) and other banking institutions (Millet & Toasting, 2004). The international community with their neo-liberal approach and capitalist notions of eradicating poverty was through, economic growth and development (Schaeffer, 2009). Due to increased profits (petrol-dollars) made off increased oil prices developing countries were encouraged and some even coerced to borrow money from developed na tions in the sass's and sass (George, 1994).Although their profits were invested in Western banks it did not yield impressive returns thus encouraging the global South to acquire debt (George, 1994). The global South grasped the opportunity and borrowed money to advance their infrastructure (roads and dams) and also fund industrial projects in their countries Airman, 2006). Some countries even borrowed more money what they needed. So keen the developed nations were to borrow money that they disregarded any moral and ethical standards they might have had, and granted loans knowingly, to corrupt governments and military regimes (George, 1994).Unfortunately like everything else this spending spree did not last and came to a sudden halt in the sass's, which even left the United States economy in a recession (Study Guide, 2012). Developing countries had borrowed so much money that domestic currency and macro- economies collapsed, paralyzing everything Airman, 2006). This created the firs t international debt crisis of the inalienable era (George, 1994). When Mexico announced their inability to make debt repayments in 1982, it shocked the financial community (Ambition, 2004).The impact of the debt crisis affected the entire global racket, causing interests to rise, commodity prices to fall, and income earnings to fall (Lombard, 2004). All this eventually made it difficult for developing nations to make debt repayments. The Western nations acted quickly and gained control of their economy and for them the debt crisis was soon over (George, 1994). Unfortunately the debt crisis and the nightmare for the poor developing countries were far from being.In fact it had only Just begun when they found themselves faced with much bigger debt than they initially acquired this despite having made repayments since the sass's (George, 1994). Even though Mexico was the first to default on their debt panic (Lombard, 2004). Growing concerns for the financial stability of the lending in stitutions, major creditors, and international financial institutions, sought new strategies to address the lending criteria in order to bring debt relief (Millet ; Toasting, 2004).This resulted in the implementation of the Highly Indebted Poor Countries Initiatives (HIP), and the Multilateral Debt Relief Initiatives, under the supervision of the World Bank and the International Monetary fund (Sofas, 2005). According to the MIFF and the World Bank these organizations were the answer to the bet crisis (Sofas, 2005). The notion that the debt crisis is over, is purely a myth and we will see. This essay will reveal the causes and impacts that resulted from these debt relief organizations, and incinerate the myth of the debt crisis having been addressed.The debt crisis affected the lives and dreams of many people living in developing countries Airman, 2006). Debt is nothing new but as the debt crisis grew the gap between the rich and poor widened Airman, 2006). A country debt is not just measured by the size of their particular debt, but also clearly how it impacts or effects that nation's economy Airman, 2006). A country GAP (gross domestic product) per capita is also a clear indication of a countries capacity to not only service their debt, but to also ensure that the health and well-being of their citizens are met (George, 1994).If this does not happen then clearly there is a problem, not Just a financial one but a humanitarian one (George, 1994). This was the result for many poor developing countries that led to the debt crisis Airman, 2006). But it was not only developing nations that had debt, United States is the world's biggest debtor tit $6 trillion being owed at 2002 Airman, 2006). The total debt owed by developing nations in the world came to 2. 5 trillion dollars in 1999 Airman, 2006). In Nicaragua (Latin America) their debt repayments in 2004 consumed 43% of their total earnings Airman, 2006).Many commentators argued that the debt crisis was also due t o irresponsible lending by the Western Nations (Millet ; Toasting, 2004). Like the Bhutan nuclear power station in the Philippines, that was built on a volcano in 1974 Airman, 2006). A clear indication where misleading advice caused poor developing overspent to make wrong decisions Airman, 2006). A nuclear power plant that had never ever been used, but a debt that was incurred with interest are expected to still be repaid Airman, 2006). What exploitation of the poor!The Jubilee 2000 (social justice group) lobby's that debt crisis be recognized and that unjust debt like the Philippines be cancelled Airman, 2006). They argued that poor countries cannot afford to make repayments without meeting the basic needs (education, food, healthcare) of their citizens (Cheer, 2002). They maintain that debt was conducted on unfair terms and contracted illegally (Cheer, 2002). Jubilee argues that all debts be forgiven because it perpetuates a balance of power Voluble Debt Campaign, 2007).The soluti on for the debt crisis was restructuring the debt of developing and developed countries (Millet & Toasting, 2004). The International Monetary Fund and the World Bank formed Structural Adjustments Programmed (SAPS), to provide debt relief and bring it to sustainable levels in order to maintain repayments (Millet & Toasting, 2004). SAP's were conditionality's set up specifically for poor developing countries to meet their debt repayment obligations (Cheer, 2002).They squired that poor developing countries raise interest rates, cut government barriers on trade, increase their export production and even cancelled subsides on local food production and healthcare (Cheer, 2002). This was met with criticism and caused outrage in the world. Critics argued that the West used controlling measures to control the economic policies in the poor developing counters Voluble, 2000). When Jamaica signed up with the MIFF and SAP conditionality's, they experienced catastrophic impacts Airman, 2006).Soci al service spending dropped 50% between 1980 and 1986, unemployment rose, living conditions deteriorated, infant illumination, poverty levels increased and even school pass rate dropped by 50% Airman, 20060) Not only poor developing countries had conditionality's imposed but even developed nations like New Zealand experienced the wrath of the Miff's Airman, 2006) SAP's were abandoned and the MIFF and World Bank launched the Highly Indebted Poor countries Initiative (HIP) in 1996 (Cheer, 2002).The HIP was implemented to act as an international relief mechanism, in order to reduce bilateral, multilateral and commercial debt to a â€Å"sustainable level† in poor developing counties (Cannot & Mammogram, 2009). The principle objective was to reduce debt burdens and to ensure that no poor country through restructuring was compromised, that would cause them to default on their debt repayments (Cannot & Mammogram, 2009). In other words, their mission was to assist to a certain point and then ensure that the creditors and lenders still got their money!Just like the SAP's, the Hip's initiative came with conditionality's (Cohen, 2000). The eligibility criteria required that a country be very poor, have no unsustainable debt burden and have a reformed policies track record, all under the guidance of the MIFF and the World Bank, of course (Cohen, 2000). This eligibility process was further imposed with more conditionality's until a country came to the â€Å"completion point† (George, 1994). The HIP was met with criticism because only 30 countries benefited under the HIP intuitive, and that the eligibility process took too long causing further danger to poor developing countries (Cohen, 2000).The â€Å"one size fits all† notion was unfortunately not working, because they failed to address the real issues of the inability of countries being able to provide for the basic needs of their citizens Airman, 2006). Jubilee activists pressured the MIFF and the W orld Bank with a petition at the 68, with the mission to write off all debt completely (Cohen, 2000). The enhanced HIP initiative was then launched and implemented. The enhanced HIP initiative was to provide stronger, faster, deeper and broader debt relief (Cohen, 2000). The 67 and bilateral creditors promised 100% debt relief for highly indebted poor countries (Cohen, 2000).This was unfortunately empty promises. Further protests and pressure to â€Å"drop the debt† led to Millennium Development Goals (MEG) being launched in 2000, as a benchmark for measuring the reduction of poverty (Sofas, 005). Meg's were goals set to eradicate extreme hunger and poverty, to achieve universal education, promote gender equality and empower women, reduce child mortality, improve material health, combat HIVE/AIDS, malaria and other diseases, ensure environmental sustainability and develop a global partnership for development (Sofas, 2005).In conjunction to this the Multilateral Debt Relief In itiative (MIDI) was launched in 2005 at the â€Å"Make Poverty History campaign in the UK (Sofas, 2005). MIDI was about granting debt relief and their requirement was Although many countries benefited from debt relief, only 23 countries reached implosion point and 10 reached the decision point. The HIP initially promised to cancel $63. 4 billion, but only $45. 4 billion delivered in April 2008 Airman, 2006). In April 2008 MIDI promised $50 billion cancellation, but cancellation delivered only $42. Billion Airman, 2006). All this structures and organizations that were set in place only looked to help poor developing countries on a superficial level (Cheer, 2002). The impacts of the debt crisis led to devaluation of local county currencies as inflation increased. Import costs rose, debts increased proportionally and there were he rise in export (Cheer, 2002). Employment opportunities were not enough to offset these losses. Poor developing countries made loans on the notion that their export taxes would be able to repay or maintain their loans (Cheer, 2002).Government's commitment to pay their debt came with conditionality's that exhausted their economies, unemployment increased due to income and living standards declined. When health care and food subsidies were cancelled by international creditors it forced food prices to soar causing families not able to feed themselves. This led to malnutrition and poor health. According to Jubilee Campaign (2000) Just like debt, Aids is a ‘killer† and although sickness and diseases adversely affected men, it hurt both women and children (Cheer, 2002).The burden of meeting their debt repayments caused some to compromise on the health status of their citizens (Cheer, 2002). South Africa has the largest HIVE/Lads infected population 4. 2 million) more than 12% of its people and this affects their employment market (Cheer, 2002). A health crisis that caused the health of lawyers, doctors, ordinary workers and teache rs unable to be active in their Job market, further affecting the countries social economy (Cheer, 2002). Teachers that had HIVE/AIDS are unable to work, then unable to buy medication which ultimately leads to ill-health and even death (Cheer, 2002).Disease, epidemics and pandemics places a huge burden on a countries health sector (Cheer, 2002). Children from these families suffered too because when one parent was affected some were kept home so the other could go work. If both suffered from Hides it often left children orphaned (Cheer, 2002). Girls in unemployed families were often kept home, while boys were sent to school because the cost of education was too dear. This increases the gender inequality in developing countries (Cheer, 2002).Due to unemployment, rise in prices and taxes most people in developing countries were living well below the poverty line (Thrall, 2008). According to Thrall (2008), the economic and social development of the world's poorest countries is perhaps the greatest challenge facing society at the present moment (Thrall, 2008). Over 1 billion of the 6 billion populations live in absolute poverty and suffering malnutrition (Cheer, 2002). The MIFF and the World Bank entrapped highly indebted poor countries with foreign debt that far exceeded heir entire national yearly income (Cheer, 2002).In 2000, the debt repayments of sub-Sahara African countries were about 38% of their individual country budgets (Cheer, 2002). This is unreal and even immoral, that a country earnings through import and export, is overshadowed by an unbearable burden of debt repayments (Cheer, 2002). When debt repayments affects the basic needs of any country, and a country is unable to maintain their social obligations of providing health, education by the window society survival is really slim. Hughes (1999) argues that debts hooked not be forgiven because the debt crisis is the developing nations own fault.Corrupt governments caused their countries to be in this situations and conditionality's are they only way to maintain control (Hughes, 1999). There are too many flaws in the so called economic model, and we have created a society where material gain supersedes moral and ethical commitments and standards. I believe an erosion of trust erupted, because of the exploitation of the poor by the rich colonists. The fallacy of promoting poverty reduction and debt relief had surfaced, ND exposed that the Western strategies was built on greed and power.So has the debt crisis been addressed, unfortunately not? If the international community is serious about the Hip and the MIDI initiatives then their design needs to be improved in favor of developing countries. The focus should be less on filling the coffers of the West but, instead maximize burden sharing. Have a heart and share in the burden of the developing nations by ensuring that projections are more realistic. The HIP and the MIDI could maybe become responsible for ensuring that the interna tional community commit to reducing poverty and reach their millennium goals.The mission to transform societies, improve the lives of the poor, eradicate poverty, encourage and enforce the right to healthcare, education and economic growth, is what true development is all about. By completely writing off, deleting all foreign debt gives all countries an opportunity to start afresh. This then could be the start of bridging the gap between the wealthy West and the poor South. The creation of a new world order where there is no suffering and the right to live is not questioned, but encouraged, the way it should be.

Generic devolopment proces

The work undertaken so far has proven that the development of a process map is gaining momentum within the construction industry as a whole. The Lethal inspired CRISP (Construction Research and Innovation Strategy Panel) community has in principle adopted the Process Protocol as a basis for its activities in terms of promoting process thinking in the construction industry. 2. Introduction The need for improvement to the conventional design and construction process in the construction industry is well reported. Emerson (1962), Bankable (1964), and Lethal (1994) have all commented upon the need for change, and each highlight similar problem areas.Fundamentally, the need for improvement is related to the poor performance commonly associated with building projects. Typically, this performance is measured in terms of cost, time and/or quality. Unfortunately, it is the UK Construction Industry response to the need for change that has perpetuated and even perhaps fostered this problem. For example, Franks (1990) and Master (1992) presented the evolution of the range of procurement systems currently on offer to potential construction project clients as driven ultimately by the ‘product' view, and the need to optimism cost, time and quality. Yet, whilst many of the more recent approaches to construction procurement (I. E.Design and Build, Construction Management) apparently attempt to address ‘process issues', such as communication, in reality they fundamentally fail. In a survey conducted by Hubbard & Disbarred (1996), a sample of 64 respondents (representing both clients and consultants) demonstrated that contract time performance was a factor considered to be relatively insignificant, when compared to there problems commonly associated with construction projects as shown in table 2. 1. Furthermore, Mortgaged & Shari (1996) reported that from a total of 21 5 projects surveyed, 136 (63%) were delivered later than expected â€Å"†¦ In terms of the date s fixed by the contract or the dates given to the client for completion. † No. 4 5 6 7 8 9 10 11 Variables Changing requirements Design team Communication Cost control Identification of responsibility Supply of information Quality Design faults Contract time performance Other factors Type of contract Percentage 25 18 6. 3 4. 7 3. 1 1. 6 Table 2. : Ranking of problems with current procurement methods (Hubbard & Disbarred, 1996) Mortgaged & Shari (1996) go on to suggest that it is the ‘expectation' rather than the delivery which is at fault. The conventional process of generating an ‘expected' delivery date is considered the reason for this: â€Å"In some cases commercial, economic or political considerations can be a driver towards setting these unrealistic goals which become expectations and contract dates for lack of informed and unbiased advice.Consequently, construction performance falls short of expectations which were largely unachievable when they ere establ ished. † A number of lessons can be learned from the manufacturing sector with regards to the implementation and practical use of a ‘process view within the construction industry. The area within the manufacturing sector that relates closely to construction and building works is called new product development (NYPD). It concentrates in the development of an idea, need or client requirement to the final commercialism's of the product e. G. A building or a car. A number of similarities can be found between the two industries with regards to the activities used for developing new products.For example they include: ; The start of a project can be initiated internally or by direct and/or indirect contact with the customers ; The development of the product requires the participation of a number of specialists and functions such as: designers, surveyors, marketing, stress analysts etc. ; The successful construction or manufacture of a building or product can only be achieved if all external (suppliers and consultants) and internal resources are utilizes and co- ordinate effectively ; The building or product is handed over to the customer/client and provisions are made for future support. However there are a number of distinct differences, the most important of which is that in the manufacturing industry all NYPD activities are co-ordinate, managed and controlled using a common framework which is the NYPD process.The construction industry mainly, uses ad-hoc methods for achieving the latter and therefore reducing repeatability of process execution, resulting in the same mistakes occurring time after time. This shift into the establishment of a consistent process for the construction industry requires a new way of thinking entailing a change of culture and working practices. Furthermore, it requires: ; a good understanding of current practices and future trends ; effective communication mechanisms of such processes, such as modeling ; agreement of participa ting parties Technology can then be used to enhance integration and sharing of information. In conjunction with a process map, an IT map should enable the effective use and co- ordination of technology based on a predetermined process framework.This paper proposes a process map which consists of a high level process and sub-processes (Activity Zones), which support the various phases of a construction project and the appropriate information technologies. 3. Methodology During the development of the Protocol a number of research methods have been used: 1. 4. 5. Retrospective and prospective case study analysis; Review and analysis of contemporary construction processes and practices; Review and analysis of concepts and practices applied within the manufacturing industries; Process modeling including various modeling tools and techniques; Iterative development using feedback from several industrial partners via interviews and workshop sessions and scenario building; The results to dat e of some of this work will be described in subsequent sectionsPrinciples As a result of the initial review of the literature, and the identification of the industry requirements through additional interviews with practitioners, six key principles are considered to provide the basis for an improved process. They are drawn heavily from the manufacturing sector where process thinking and continuous improvement has been focused upon for some 30 years. In addition, many of the principles relate to recognized problem areas in construction, where significant improvements have been called for (interracial Bankable, 1964; Lethal, 1994). The six principles are as follows: Whole Project View In the construction industry the definition of a project has traditionally being synonymous to actual construction works.As such the pre-construction and post- construction activities have been sidelined and often accelerated to reach the construction stage or to move on to the ‘new Job'. This has r esulted in poor client requirements identification and delayed the exposure of any potential solutions to the need to any internal and external specialists. Any contemporary attempt to define or create a ‘design and construction process' will have to cover the whole ‘life' of a project from recognition of a need to the operation f the finished facility. This approach ensures that all issues are considered from both a business and a technical point of view. Furthermore this approach recognizes and emphasizes the inter-dependency of activities throughout the duration of a project.It also focuses at the front-end' activities whereby attention is paid to the identification, definition and evaluation of client requirements in order to identify suitable solutions. A Consistent Process During the review of existing models and descriptions of the design and construction process, it was quickly established that little consistency existed. In such an environment, the problems enco untered by temporary multi-organizations (TOM) working can be compounded. Luck & Newcomer (1996) support this view, describing the ‘role ambiguity commonly associated with construction projects. Development of this generic Process Protocol provides the potential to establish its consistent application. Through consistency of use the scope for ambiguity should reduce.This, together with the adoption of a standard approach to performance measurement, evaluation and control, should facilitate a process of continual improvement in design and construction. Progressive Design Fixity The ‘stage-gate' approach found in manufacturing processes (Cooper, 1994; ref. Fig. L) applies a consistent planning and review procedure throughout the Process. Phase Reviews are conducted at the end of each Phase with the aim of reviewing the work executed in the Phase, approving progress to the next Phase, and planning the resounding and execution of the next Phase. Cooper, in his third generati on process, saw the need for ‘conditional-go' decisions at phase gates, to accommodate aspects of concurrency. This philosophy is translated in the development of the Protocol's phase gates.Phase gates are classed as either soft or hard, with the ‘soft gates' allowing the potential for concurrency in the process, whilst ensuring that the key decision points in the process are respected. Fig. 4. 1 Cooper's comparison of stage-gate processes (Cooper, 1994) The potential benefit of this approach is fundamentally the progressive fixing and/or approval of information throughout the Process. As Cooper(1994) states, the discipline of the Phase Review activity improved the conventional chaotic, ad-hoc approach of manufacturing to which the Construction Industry of today could be compared. Co-ordination Co-ordination is one area in which construction traditionally is perceived to perform poorly.This perception is supported by Bankable (1964) and Lethal (1994), in addition to many other reviews of the Industry. The need for improved co-ordination was also highlighted by the interviews with senior managers undertaken during the research project. It is therefore proposed that co-ordination of the Process Protocol is undertaken, principally, by the Process and Change Management Activity Zones. (see section 7) Appointed by the Client, the Process Manager will be delegated authority to plan and o-ordinate the participants and activities of each Phase, throughout the Process. The actions of the Process Manager are supported by the Change Manager, through which all information related to the project is passed.In this role, the Change Manager acts as the official interface between both the Activity Zones in the Process, and ultimately the Legacy Archive. Stakeholder Involvement & Teamwork It has been recognized in the manufacturing industries that multi-function teams, established in a development process, reduces the likelihood of costly changes and production diff iculties later on in the process by enabling design and manufacturing sections earlier in the process. Conventionally, many building projects comprise a team of participants assembled specifically to facilitate the development of that single. Consequently, a complete project team rarely works together on more than one project, and, as Somerville & Stocks (1996) argue, this can negatively affect the assembled â€Å"team's† performance.In addition, many key contributors are identified and included too late in the process. Project success relies upon the right people having the right information at the right time. Proactive resounding of Phases through the adoption of a ‘stakeholder' view would ensure that appropriate participants (from each of the key functions) are consulted earlier in the Process than is traditionally the case. This, in itself, will not eliminate the problems associated with TOM working. However, the active involvement of all participants, especially in the early phases of a project, may subsequently help foster a team environment and encourage appropriate and timely communication and decision making.Feedback In addition to the direct teamwork problems associated with Tom's, the ability to learn from experience is also hampered by the continual formation and break-up of project teams. Both success and failure can offer important lessons for the future, yet the fragmented and competitive nature of the Construction industry prevents the benefits of shared best practice being utilizes. The Phase Review Process facilitates a means by which project experiences can be recorded, throughout the Process, thereby informing later Phases and future projects. Competitive advantage will come from how such experiences are acted upon. (shared knowledge may not automatically reduce the competitiveness of companies working in construction.This Process Protocol therefore proposes the creation, maintenance and use of a Legacy Archive acts as a centra l repository, or information-spine (Sheath et. Al. , 1996), for the information generated through each of the phases of the process. The subsequent increase in awareness, project to project, has the potential for reducing risk and improving performance which over time may ultimately meet Lathe's expectations. Process Development Given the apparent lack of commonality in the contemporary understanding of the design and construction process, an attempt was made to produce a model of the process which could be debated and subsequently refined towards a generic representation.The initial model was developed based upon existing descriptions of the design and construction process (inter alai Walker, 1989; Hughes, 1991), some case study data, and reviews of other published models (inter alai RIBS, 1980; Assassin, 1994; BAA, 1995) The DEFIED-O (Integration Definition language O for Function Modeling) process modeling technique was adopted, initially, as the most appropriate means of represe nting this process. The DEFIED-O technique essentially represents a process as a sequence of activities, described by a verb followed by a noun. Each activity has associated inputs, outputs, controls and mechanisms. It is this technique that has been used successfully to represent processes such as Assassin's (1995) Integrated Building Process Model In developing a process model using the DEFIED-O technique, an initial step is the establishment of the activities that will comprise the model. In preliminary interviews and workshop sessions with the project's industrial partners these activities were presented for discussion in the form of an Activity Hierarchy.However, initial reactions to this were poor, principally because such an approach did not facilitate communication of the process, either quickly or clearly. Moreover, it was found that the industrial partners to the project, at this stage, also preferred to concentrate on the general principles of the process, in preference t o the detail of the activities involved. This preference for principles was found to have a certain congruence with other models of manufacturing processes. Cooper's discussion of the evolution of the ‘stage-gate' models in manufacturing (Cooper, 1994), and other (inter alai GAP (1990), Fissions) industrial models, demonstrate this. In such models the graphical representation of the process conveys it's inherent reminisces.As Rousseau (1996) notes, such process models are â€Å"an effective way to show how a process works†. In their definition; â€Å"A process map consists of an X and a Y axis, which show process sequence (or time) and process participants, respectively. The horizontal X axis illustrates time in process and the individual process activities or gates. The Y axis shows the departments or functions participating in the process†¦ † (p. 444) Beyond this convention, there appears to be little formality in the method used to represent a process. Fu rthermore, it could be argued that the elated informality of the modeling process enhanced the contributions of the project's partner representatives.Through several workshop sessions, the model was revised and deliberated by the partner representatives. As Rousseau (1996) argues, this â€Å"participative† approach to design makes any new process easier to accept and use. In an industry with a ‘need for change' such an approach must be considered appropriate. Thus, through a process of gradual refinement, progress was made towards an agreed version, the Process Protocol, which this paper presents. 6. The Process Protocol The draft Process Protocol Model is presented in Fig. . 1 . Essentially, the model breaks down the design and construction process into 10 distinct phases. These 10 phases are grouped into 4 broad stages, namely Pre-pro]etc, Pre-Construction, Construction and Post-construction.Pre-project Stage The Pre-project Phases relate to the strategic business con siderations of any potential project which aims to address a client's need. Throughout the Pre-project Phases the client's need is progressively defined and assessed with the aim of: 1. Determining the need for a construction project solution, and 2. Securing outline financial authority to proceed to the Pre-Construction Phases. In currently acknowledged models of the design and construction process (inter alai RIBS, 1980; British Property Federation, 1983; – Hughes, 1991 provides a comprehensive review), and recently published client-focused guides (CIRRI, 1995), this stage of a project is given scant consideration, when compared to the latter stages.However, the models assume that when approaching the Construction Industry, clients have already established the need'. Whilst there is little evidence to suggest this is not the case, it would seem reasonable to assume that the knowledge possessed by speculative alluding developers and consultants could assist any client in the se early stages of a project. The problems associated with the translation of this need through the conventional briefing stage of design (Reilly, 1987) have the potential for substantial elimination via such an approach. Pre-Construction Stage With outline financial approval obtained, the Process progresses through to the Pre- Construction Phases where the defined client's need is developed into an appropriate design solution.Like many conventional models of the design process, the Pre- Construction Phases develop the design through a logical sequence, with the aim of levering approved production information. The Phase Review Process, however, adds the potential for the progressive fixing of the design, together with it's concurrent development, within a formal, co-ordinate framework. Progressive fixity should not be confused with ‘design freeze', although to some this may be a desired aspect of the process. The major benefit of the fixity of design is the potential for impro ved communication and co-ordination between the project's participants as they pass through each Phase. Given the dynamic market conditions which influence any construction client's decisions, the need for flexibility must be addressed by the industry.At the end of the Pre-Construction Phases, the aim is to secure full financial authority to proceed. Only upon such authority will the Construction Phase commence, and this decision will be easier to make where the extent of the works, and it's associated risks can be readily understood. Construction Stage The Construction Phase is solely concerned with the production of the project solution. It is here that the full benefits of the co-ordination and communication earlier in the Process may be fully realized. Potentially, any changes in the client's requirements will be minimal, as the increased cost of change as the design progresses should be fully understood by the time on-site construction work begins.The ‘hard gate' that div ides the Pre-Construction and Construction Phases should not prevent a Workplace' approach to construction, and the associated delivery time benefits this brings. As with all activities in the process, where concurrency is possible, it can be accommodated. The hard and soft gates that signify Phase Reviews merely require that before such an activity is carried out, approval is ranted. Post-construction Stage Upon completion of the Construction Phase, the Process Protocol continues into the Post-construction Phases which aim to continually monitor and manage the maintenance needs of the constructed facility. Again, the full involvement of facilities management specialists at the earlier stages of the process should make the enactment of such activities less problematic.The need for surveys of the completed property, for example, should be avoided as all records of the development of the facility should have been recorded by the project's Legacy Archive. Figure 6. 1 . The Generic Desi gn and Construction Process Protocol Model 7. The Sub-processes: ‘Activity Zones' The earlier involvement of the project's participants, throughout the process is a significant development of the conventional approach to building. Traditionally, a construction project's participants are referred to by their professional or expert status. Ball (1988) demonstrates how this may be attributed to the inherent class relations associated with each of the professions and expert groups. As with all class distinctions, the effect that this basis for organizational structure in design and instruction has is division.A consequence of this traditional approach, by which even the more recent forms of contract procurement (design and build, management contracting, etc. ) are included, is the poor communication and coordination commonly associated with construction projects. The participants in the Process Protocol are referred to in terms of their primary responsibilities, and are represente d on the Y-axis of the Process Model. It is recognized that traditionally, project to project, organizational roles and responsibilities change, resulting in ambiguity and confusion (Luck & Newcomer, 1996). By basing the enactment of the process upon the primary responsibility required, the scope for confusion is potentially reduced, and the potential for effective communication and co-ordination increased.The Process Protocol groups the participants in any project into ‘Activity Zones'. These zones are not functional but rather they are multi-functional and they represent structured sets of tasks and processes which guide and support work towards a common objective (for example to create an appropriate design solution). A single person or firm can carry out an activity zone in small-projects but in large ND complex projects, an activity zone may consist of a complex network of people and between relevant functions and/or organizations. Since they are multi-functional, members hip of the ‘zones' is determined by the specific project task and/or process.For example Design Management often has important input in the Production Management and Facilities Management activity zones, amongst others and vice- versa. Of the activity zones associated with the model, not all will be discussed here. Most of the ‘zones' are self-explanatory. However, the role of the Process/Change Management and Development Management activity zones will be described, as they present a significant departure from the conventional view of the design and construction process. Development Management The Development Management activity zone is fundamentally the client/customer for the potential project. In the Protocol scenario, it is ultimately responsible for the success or failure of the project.Representing the major stakeholder in the process, it has an important role. It is via the brief prepared by the Development Management that the client/customer's needs are presented and ultimately interpreted. The Development Management is the only constant ‘player' in the process. All other activity zones potentially consist of a dynamic membership, as the needs of the project develop throughout the process. The extent to which the other participants in the process, particularly the Process Management, have authority to proceed is delegated by the Development Management. It is they who will ultimately review the work of the project's participants and sanction progress or cessation.Development Management is responsible for creating and maintaining business focus throughout he project, which satisfies both relevant organizational and stakeholder objectives and constraints. For example, a proposed speculative office development needs to satisfy the developers objectives (say, return on capital) and constraints (say, available finance), as well as fulfilling other stakeholder considerations (say, compliance with prevailing planning concerns). Process / Chan ge Management The Process and Change Management activity zones are essentially the interface between the Development Management and the other project participants. Process Management has a role independent of all other activity zones.A distinction must be dad between this conventional view of a project manager and the Process Management role. Process Management, as the title suggests, is concerned with the enactment of the process, rather than the project. Key to the success of each Phase in the process is the production of project deliverables (reports and documentation associated with each Phase). In this respect the Process Management is responsible for facilitating and co-ordination the participants required to produce the necessary deliverables. Acting as the Development Management's ‘agent', it will ensure the enactment of each Phase as planned, culminating with the presentation of the

Consistent Philosophy of Life Essay

Abstract This paper focuses John Allison’s management style, what he finds to be the essential characteristics of a leader, and how he employs ethics and principles in this everyday life, in business, and as an educational leader. He is the former CEO of BB&T and current leader of the CATO Institute. There is little distinction between Allison’s â€Å"leadership style† and his philosophy. His philosophy can be directly applied to any situation, challenge, or circumstance. Allison is purpose driven and mission oriented, and he applies a set of ten principles to achieve his mission. This paper will also look at how Allison defines a vision, mission, values and principles. Each of the ten principles are examined, and finally, the paper will look at some of the detractors of Allison’s philosophy. John Allison, Consistent Philosophy of Life, Effective Manager of Business, and Important Contributor to Society. John Allison lives by a clear philosophy that permeates every aspect of his life. He built a multi-billion dollar bank (BB&T) on it, and managed to stay away from toxic investments that led to the downfall of many banks because of it. He is now taking this highly moral, completely integrated, and fully comprehensive philosophy to the rest of society by donating time and money to universities by explaining the morality of capitalism and rational thought. Most recently, he was appointed to lead the Cato Institute, a Libertarian think-tank. An effective manager instills purpose in themselves and their employees and lives by a set of values or principles that manifests purpose into reality. The purpose needs to be clear and the principles must be interconnected and consistent. Failure on one principle is failure on all principles; and thus, the vision, mission, and goals of an organization are jeopardized. This concept is consistent with six competencies detailed in Hellriegel, Jacosn, and Slocum’s text book, Managing, A Competency-Based Approach. For example, an organization determines that it must outsource a piece of their production (Strategic Action). Therefore, executive management must effectively work with operations professionals (Teamwork), who must develop and action plan (Planning & Administration) and Communicate that plan to line managers. It is imperative that executive management carefully considered the cultural drivers of the country that they are entering (Multi-Cultural). Finally, whether this strategy is effective hinges upon whether all levels of employees have good Self-Management skills. Failure on any part of these competencies will lead to failure on the whole. Hellreigel’s six competencies pass John Allison’s integration test; however, John’s principles remove the organizational lens of the six competencies to make them more basic and universal. This paper looks at John Allison’s management style and how it is driven by his vision, mission, and principles. Success with these principles will lead to the success of the six competencies. Finally, this paper will spend some time with the detractors and misunderstandings of John’s philosophy. John Allison’s Management Style It is impossible to explain John Allison’s management style without getting into the details of his basic philosophy first. The Richard Craver of the Winston-Salem Journal interviewed Allison in July 2010, and he noted that, â€Å"the key lesson of Allison’s success is that if you get the basics right, the details will follow, and you will run your business right. If you get the basics wrong, you’ll eventually make a fatal mistake in the details† (Craver 2011). Allison’s basics are a purpose driven life and organization that is achieved through principles. This philosophy is detailed in a 30 page employee handbook that all employees are expected to understand and has remained consistent at BB&T for over 20 years. As a result, â€Å"[BB&T] attracts employees who agree, and repels employees who disagree. After a quarter century, they have established a culture of great coherency, and in business, that is a great power† (Craver 2011). From a big ger picture perspective, John Allison’s management style is utilitarian in its approach; however, this implies that BB&T’s goal is to simply be profitable. However, profitability is a means to the overall vision of BB&T, which is to make the world a better place to live in (Allison 2011). Allison explained in a lecture at Wake Forrest University that money is not the end game; instead profits are the means of the overall goal (Allison 2011). The utilitarian methodical approach may be considered amoral, at best; however, it becomes highly moral in the context of a moral vision and purpose. At the individual level, BB&T does not simply manage employees, instead, they develop leaders. Allison explained that â€Å"Most business failures are due to leadership failures; most of those are the result of personal leadership failures† (Allison 2011). Therefore, each employee is not just given a handbook of BB&T’s vision, mission and values, but they also attend a presentation given by Allison himself. In this presentation, Allison explains that there are two fundamental aspects to leadership. First, leaders must create a sense of purpose in themselves and their employees. Purpose creates passion. Second, leaders must live principles that turn purpose into reality (Allison 2011). Living these principles motivates average performers to perform at an above average level and prevents the Great from becoming average. Allison’s Clear philosophy: Allison’s philosophy can be summarized by a general vision that is manifested by a mission statement. The vision is â€Å"To make the world a place that you want to live in† (Allison 2011). The mission is to apply principles that improve the odds of staying alive, becoming successful, and ultimately being happy. The ten principles are further defined herein and are universally applied to individual and organizational missions. Allison’s personal vision and mission parallels BB&T’s vision and mission statement, which is â€Å"To make the world a better place by: Helping our clients achieve economic success and financial security; creating a place where our employees can learn, grow and be fulfilled; making the communities in which we work better places to be; and thereby, optimizing the long-term return to our shareholders, while providing a safe and sound investment† (Handbook 5). With the Vision and Mission clearly defined, Allison’s ten pri nciples are: Principle 1 – Reality The reality principle is an Aristotelian concept that A=A. In an interview with New York Times, Allison said that, â€Å"Wishing something is so does not make it so† (Martin 2009). Although this concept seems very simple, there are plenty of examples in history where individuals, governments and businesses evaded reality. Allison projected that, â€Å"I guarantee that long before the rest of us knew, those geniuses at Lehman Brothers, knew that something was wrong, but they evaded it† (Martin 2009). Reality is independent of authority. For example, the ratings agencies had a level of authority in the market place; however, the ratings agencies evaded the reality that subprime lending was unsustainable. BB&T avoided the subprime market by not evading reality and being responsible for evaluating authority and determining what was true (Allison 2011). Reality is also independent of popularity. For example Galileo bucked the popular idea that the earth revolved around the s un. Principle 2 – Reason / Objectivity Allison contends that mankind’s competitive advantage is that humans have the ability to think and develop concept formation. Allison avoids religion; however, this concept is not in conflict with a Christian’s perspective with some distinction. God created man in the image of God. Therefore, to reason is to approach God and to fulfill His intention for mankind. Allison applies Aristotle’s model of thought. First, base premises on facts; second, use inductive and deductive reasoning; third, integrate conclusions that are not contradictory; and forth, use conclusion to reach a higher level of thought (start the cycle again). Deductive reasoning is the concrete application of a general principle. Inductive reasoning is the taking a general principle and applying it to a specific application. BB&T has been a highly strategic organization, which requires objective thought and facing reality. In the late 1980’s, laws were about to change that would allow banks to enter other states. Realizing that North Carolina would soon be flooded with competition from larger banks, he began a series of intra-state acquisitions prior to the changing of the laws. This allowed them a head start on the out-of-state competition while giving BB&T the experience to perfect the merger process well before the larger consolidation of the industry. Allison recognized the reality, used inductive and deductive reasoning to conclude that they would need to get bigger, be purchased, or struggle as a result of the changes in the law, and then was able to move on with a new premise of how to become bigger. Despite the popular opinion that BB&T was paying too much for some of its acquisitions, the strategy paid off. BB&T defended its role as â€Å"acquirer of choice,† and stressed the strategic nature of its acquisitions. It had developed a reputation as one of the most successful integrators of acquired banks in the industry. â€Å"Darn few have been able to get away with a consolidation strategy, but one of the best is BB&T,† an SNL Securities analyst told the Business Journal Serving Charlotte and the Metropolitan Area (BB&T.com). Allison also uses reason to implement a method of philanthropic activities in order to be more effective based on BB&T’s core strengths. Allison explained in Philanthropic Magazine that, â€Å"The money that was being spent wasn’t going to promote the well-being of our company or our country. We needed to focus our contributions on something that will matter, and we think that presenting the concepts that undergird capitalism is essential for both BB&T’s well-being and the well-being of the society in which we live† (Sparks 2011). Principle 3 – Individual Allison contends that all thought happens at the individual level. â€Å"Our brains are not physically connected† (Allison 2011). Teamwork is important principle, but new ideas are generated by the individual. A team can improve the idea or even give some the inspiration to develop a new idea, but the thought came from one’s mind. This principle also means that the individual is responsible for themself. â€Å"A manager cannot be responsible for their employees,† Allison explained in his lecture. A manager, parent, or leader can only guide people, but the individual must make choices and affix attitudes for herself/himself. Understanding this concept is very liberating not only for the individual employee, but also for the organization. At the employee level, ownership of their own role gives them a sense of importance. At the organizational level, businesses benefit by having limitless ideas that bubble up to management. In Craver’s interview with Allison, he noted that, â€Å"The decision not to write mortgage loans of the type that are now called â€Å"toxic† was made by a fairly low-level executive without even consulting Allison† (Craver 2011). Allison continues the concept of liberating the individual by saying, â€Å"Man has rational capacity, and a capitalist system allows him the greatest individual freedom to exercise that capacity for creativity and innovation—and to be rewarded accordingly. It is, in a very deep sense, a just system† (Sparks 2011). Principle 4 – Productivity Productivity is a measurable at the organizational level though output and profitability. A profitable business is a good thing. More fundamentally, productivity is the â€Å"gut-level commitment to get the job done† (Allison 2011). From a Christian’s perspective, production and productivity is a very spiritual concept; the idea that something tangible was formed from the intangible. This is especially spiritual when the idea was inspired through prayer and worship. There is a parallel between with the most miraculous event in history, when the spirit became flesh, and when someone’s idea becomes reality. The root word for sacrifice is â€Å"to approach† (Wigoder 873); therefore, when a person creates, she is performing a kind of sacrifice; not in the sense that something is given up, but instead, both the tangible world and the spiritual world are in agreement; â€Å"On earth as it is in heaven.† Allison’s professional trajectory certainly is one of productivity. He started at BB&T, once known as the Branch Banking and Trust Company, in 1971 and became chief executive in 1989, when the bank had $4.7 billion in assets. By the time he retired as C.E.O. in December, he had overseen 60 bank and savings-institution acquisitions and turned BB&T into the 11th-largest bank in the nation, with $152 billion in assets, according to the bank (Martin 2009). Allison commented on BB&T’s Sterling Award winners (internal awards based on productivity). He noted that the same people won 25% of these awards, and that they all shared a commonality. All of them discussed what they were doing, and were not stuck on the obstacles. There is a basic belief in their ability to achieve (Allison 2011). Principle 5 – Honesty Without honesty, nothing else works, whether that is capitalism, a church, a business, or a government. Marilyn Fedak is a retired Investment Manager that works with John Allison on making the case for the free market at the university level. In a joint conference with Allison, she refers to the importance of honesty, At its best, the free market produces a â€Å"virtuous cycle,† but it has to be rooted in trust and the rule of law. Trust and predictability are everything. Capitalism is based upon the idea that, implicitly or explicitly, you’re making contracts with people all day long, and if you can’t trust that the laws in place will prevail and that the other person is going to fulfill their side of the bargain, well, then no transactions are going to take place. (Sparks 2011) Allison explains that being honest 100% of the time is a true test of integrity. For example, â€Å"You can be wrong and be honest. We are not omniscient.† Therefore, â€Å"We must mean what we say and know what we mean† (Allison 2011). This phrase encompasses two concepts. One, cumulative white lies lead to a black lie. For example, some managers are less than honest on performance reviews by sugarcoating or enabling underperformance. Then, the manager reaches a breaking point, or the poor performance leads to major mistake. The employee never gets the chance to correct their actions due to their manager not being honest. On the other hand, the manager may be wrong in his/her premise that the employee is the problem. The real problem may be a poorly designed system, which could have been addressed during the performance review. The concept of cumulative white lies is also evident in personal relationships. Allison gives an example of a married couple, â€Å"the husband gets mad at the wife for not hearing what he didn’t say† (Allison 2011). Two, it is up to the individual to take responsibility for their claim to knowledge. â€Å"Sometimes the best answer is, ‘I don’t know’† (Allison 2011). Principle 6 – Integrity Integrity is defined as the consistent application of moral principles. David Leoper is the CEO of Wealthcare Capital Management. He also subscribes to Allison’s objectivist philosophy. Leoper references Ayn Rand’s description of morality as the, â€Å"Judgment to distinguish right and wrong, vision to see the truth, courage to act upon it, dedication to that which is good, and integrity to stand by it at any price† (Geracoiti 2011). By this definition, integrity is akin to faith. One may not immediately understand the consequences of breaking a moral principle, but she or has faith that such actions will have an eventual consequence. A key example of Allison’s integrity was after the Supreme Court’s infamous Kelo decision. BB&T was the only major bank not to provide financing for projects that used land seized through eminent domain for private purposes. â€Å"We thought that was a violation of a principle that is necessary for a free society,† Allison says. The bank’s decision, â€Å"turned out to be great economics, which doesn’t surprise me at all† (Sparks 2011). Later in 2011, Don Luskin moderated a conference with John Mackey of Wholefoods and John Allison. Mackey was highly criticized for his public stance against Obamacare and was nearly thrown out of his own organization. Mackey’s conclusion was that he will think again before making political comments. Allison, however, disagreed and explained, I’m a person that believes very strongly in my principles, and I can’t sacrifice them in my business, regardless of the consequences in the short-term. We took a strong position on eminent domain, after the Kelo decision. I couldn’t tell my customers and employees that we have principles, but in this case we’d turn a blind eye to people’s property being expropriated to be given to other private people. In our case, it was successful. We got thousands of people moving their accounts to BB&T because of our position on eminent domain, because we acted on principle. That’s the same reason we refused to write loans to people who couldn’t afford them. I did it because I never want to have to tell someone that I did something that I thought was morally wrong. (Vegter 2011) Allison took a visible stance against the federal government once again in 2008 when he submitted a 14-point letter to Congress in which he objected to the bailout of the financial-services industry out of concern that it will hurt, â€Å"well-run financial institutions such as BB&T (Craver 2011). His integrity was questioned when BB&T accepted TARP monies shortly after the closed-door session with the nation’s political leaders. Shortly thereafter, Allison stepped down as the CEO so that he could start his education campaign. His work at the university level and at the CATO Institute is an effort to stop governmental force being exerted against independent businesses again. Principle 7 – Justice / Fairness According to Allison, â€Å"The good news is that we are all unique individuals† (Allison 2011). Managers that make the average above average and to keep the great from becoming average instill justice in the workplace. Allison believes that, â€Å"Egalitarianism is one of the most destructive ideas in our society† (Allison 2011). Managing equal outcomes not unequal input is truly unjust. Since individuals are not the same in their talents and abilities, a manager’s key function is to evaluate and judge others. This is a difficult function; therefore, Allison prescribes a three point method for judging others in order to stay fair. The person needs to be judged (1) as an individual, based on (2) the personal merits and based on (3) what matters in that specific circumstance. Therefore, â€Å"We reject collectivism and how they judge, which is based on their memberships groups, such as race, sex, nationalism, etc. [Collectivists] are always wrong because they are making an individual decision based on a group observation. An Individual cannot be a group† (Allison 2011). Principle 8 – Pride Aristotle described pride as the ultimate virtue because in order to have pride, all other virtues (justice, honesty, integrity, and rational independent thought) needed to be mastered. The pride described here is not arrogance or hubris, but instead, it is the reward to do good deeds and the reward for having done good deeds. Allison describes this as the â€Å"psychological rewards;† However, the rewards for Christianity are much more profound. The apostle Paul speaks of a healthy pride that one should have in oneself and others (2 Cor 5:12; 7:4; 8:24; Gal 6:4). Christianthinktank.com quoted the Greek-English lexicon of the New Testament that â€Å"Even Lexicons based on semantic domains have entries for ‘pride (legitimate)† (Chistianthinktank.com 2012). Allison equates pride with strong ethics. In a defiance allusion to Warren Buffet’s quote about ethics, Allison says, â€Å"The next time you face an ethical decision, ask yourself if you would be willing to tell the people that you love, care about, and judge to be of high-esteem the decision you made, not the newspaper.† Principle 9 – Self-Esteem / Self-Motivation Allison believes that this principle is the foundation of happiness. In his lecture, he states that, â€Å"You must believe at a very deep level that you are capable of being good and that you have the moral right to be happy.† He explained that this is, â€Å"The most important and controversial thought that I have to share with you today† (Allison 2011). On several occasions, Allison has made reference to the â€Å"sandbox example.† It is a story about a boy named Johnny that is playing with his toy truck in the sandbox. Fred then comes and takes Johnny’s toy truck because he wants to play with it. A fight then ensues, and Johnny’s mother comes over and says, â€Å"Johnny, be a good boy and share with Fred.† Allison asks, â€Å"What message does that give to Fred? More importantly, what message does that give to Johnny?† (Allison 2011). The heart of self-esteem is that a person can only control his or herself, not others. Therefore, the individual can only be in charge of their attitudes and their work; and thus, must be focused on them. Egalitarians are focused on others, and as a result, are adverse to others for being great. This is envy, which is the ultimate immoral pastime. Allison explains that, â€Å"you may be able to fool your boss, but you will never fool you. Do your best, and self-esteem increases. Do less than your best and self-esteem decreases† (Allison 2011). The trader principle fits with any of the other ten principles, but it particularly fits with self-esteem and self-motivation. The trader principle simply means that because people are self-interested, only win-win relationships are sustainable over the long term. All other relationships are either a lose-lose or eventually a lose-lose. Free-market capitalism is a highly moral system because it incentivizes good behavior and provides for a system for people to interact with others in search for win-win relationships. Allison explains this concept as the new leader of the CATO Institute: One of the things that I really want to do is make this a moral fight instead of a fight around the technical aspects of economics. The libertarian vision is a moral vision and we own the moral high ground. A free society is the only society in which people can think for themselves and pursue their rational self-interest. Freedom creates the ability, through creativity and incentive, to raise the quality of life for everyone. When I was CEO of BB&T we saw the opportunity, on many occasions, to create products and services that would improve the quality of life of our clients but some government regulation prevented us from doing it. Unfortunately most business leaders are not really capitalists. They are crony capitalists looking for some way to use the government to give them a special advantage. Cato is a defender of real capitalism, real free markets (Benko 2012). Principle 10 – Teamwork In a philosophy that is built on the individual and self-motivation, teamwork may be overlooked as a key principle. However, teamwork is essential in an organization and a society. Teamwork allows much more to be produced. Craver noted in his interview with Allison that, â€Å"What makes Allison unusual among leaders is that his philosophy is one of realism — not phony idealism. It’s all about excellent individuals making personal contributions to a joint effort — for the purpose of making profits, not saving the whales. Allison candidly says, in effect, a team is made up of people, each of whom is an ‘I’. We insist that you be an individual, and that if you want to be on the team, you have to voluntarily buy into the mission we have all chosen to share (Craver 2011). Detractors of Objectivism Forbes dubbed John Allison as the â€Å"Philosopher King;† however his philosophy is not easily accepted by many. The first and most relevant critique is that God is absent from this philosophy. This paper has included some allusions to how objectivist principles can mesh with Christian ideals; however, the architects of this philosophy, namely Ayn Rand, were atheists. The incongruities of this philosophy and Christianity largely lie in the concept of natural order (mother-nature) and the belief in God that is not visible (faith). As explained above, Christians cross this intellectual divide by substituting â€Å"natural order† or â€Å"mother nature† with God. There are also some differences in the idea of selfishness and self-sacrifice. More research is needed to find intellectual bridges; however, some of these conflicts are semantic in nature. Nonetheless, there is a logical case for God, and Christians knows that God reveals rational thought, purpose, creati vity, motivation, and reason through prayer. There is some confusion between being selfishness and self-destructive. Detractors of objectivism and capitalism contend this it is a â€Å"dog-eat-dog† system that takes advantage of others. Allison argues that taking advantage of others is truly self-destructive, not selfish. If a business takes advantage of a customer, then the customer will alert the market-place; and thus, the business will be harmed. Businesses take advantage of others through the political process, but that is not capitalism, and as Allison said, is not congruent with his philosophy. Finally, detractors find Allison’s philosophy lacks emotion. Allison disagrees and says that emotions can be a good thing. â€Å"Passion is an emotion, and you need passion in life† (Allison 2011). Allison believes that emotions are learned, not magical. This certainly seems to be true with some emotions, such as phobias; however, to the Christian, emotions can be divine inspiration. Allison warns leaders to check their premises when their emotions are at odds with reason. He further advises to always go with reason over emotion. Christians would disagree, at least in part. A Christian may always go with reason over emotion, but only after prayer and meditation and when reason and emotion are in-line. Certainly, a Christian should go to God in prayer to check their premises and motives. Life becomes easier to live, organizations are easier to lead, and employees are easier to manage if one has a clear philosophy and set of principles. With this in mind, BB&T’s senior management style is written in its literature as being as â€Å"participatory, team oriented, fact-based, and rational† (BB&T History 111). They define management concepts as, â€Å"obtaining and retaining excellent people, training employees well, give employees the appropriate level of authority and responsibility, expect a high level of achievement, and reward performance accordingly† (BB&T History 112). All of these definitions and concepts line-up with Allison’s core philosophy. BB&T’s website explained that, â€Å"Allison’s management style stressed decentralization, striving for a community banking feel at the branch level† (BB&T.com). The individual, self-esteem, productivity, and teamwork principles are the driving principles for this decision. Moral Clarity leads to better decision making, longevity, success, and happiness. This is good for all the stakeholders involved in the organization. This paper will conclude with scripture that encapsulates the role between managers and employees and consistent with most of Allison’s principles. Ephesians 6:5-9 says: Ephesians 6:5-9 Slaves, obey your earthly masters with respect and fear, and with sincerity of heart, just as you would obey Christ. Obey them not only to win their favor when their eye is on you, but as slaves of Christ, doing the will of God from your heart. Serve wholeheartedly, as if you were serving the Lord, not people, because you know that the Lord will reward each one for whatever good they do, whether they are slave or free. And masters, treat your slaves in the same way. Do not threaten them, since you know that he who is both their Master and yours is in heaven, and there is no favoritism with him. References Allison, John (7/21/11), â€Å"Principled Leadership† Lecture at Wake Forest University Schools of Business. http://vimeo.com/27183721 BB&T (1998), â€Å"The BB&T Philosophy† Mission and Values guidebook. BB&T (2012), Our Account, History of BB&T 10th edition 2012. Benko, Ralph (7/2/12), â€Å"Who Is John†¦Allison? A Randian, Libertarian Business Icon Takes Over the Cato Instituteâ€Å" http://www.forbes.com/sites/ralphbenko/2012/07/02/who-is-john-allison-a-randian-libertarian-business-icon-takes-over-the-cato-institute Craver, Richard (7/10/11), â€Å"My Interview on John Allison – Today’s John Galt,† Winston-Salem Journal http://www.iamjohngalt.com/2011/07/my-interview-on-john-allison-todays.html Geracioti, David (Apr. 12, 2011), â€Å"Cold Call: Wealth Manager Operates Firm on Rand’s Objectivism† Wealthmanagement.com, http://wealthmanagement.com/institutions/cold-call-wealth-manager-operates-firm-rand-s-objectivism Greek-English lexicon of the New Testament : Based on semantic domains (electronic ed. of the 2nd edition.) (Vol. 1, Page 310). New York: United Bible societies.] Hellriegel, D, S. E. Jackson and J. W. Slocum, Jr. Management: a Competency-Based Approach. (2008). Cincinnati: Cengage. ISBN 0 32 4421400 Martin, Andrew (8/1/09), â€Å"Give BB&T Liberty, but Not a Bailout,† New York Times, http://www.nytimes.com/2009/08/02/business/02bbt.html?_r=0 Perman, Matt (4/29/30), â€Å"A Christian View of Management in Ephesians 6:5-9.† What’s Best Next http://www.whatsbestnext.com/2011/04/a-christian-view-of-management-in-ephesians-65-9/ Sparks, Evan (2011), â€Å"Intellectual Capital†, Philanthropy Magazine, http://www.philanthropyroundtable.org/topic/excellence_in_philanthropy/intellectual_capital The Holy Bible. NIV forwards Charles F. Stanley and Andy Stanley Side by side bible NIV & KJV. 2011 Biblica, Inc. Wigoder, Geoffrey; Paul, Shalom M.; Viviano, O.P., Benedict T. & Stern, Ephraim (1986) Illustrated Dictionary & Concordance of the Bible. G.G. The Jerusalem Publisying House ltd. Zigarelli, Michael (2003), â€Å"The Priorities and Practices of Christian Leaders,† Regent Business Review, http://www.cbn.com/finance/rbrchristianleaders.aspx

Shipping Sector and Second-hand LNG Ships Essay

Shipping Sector and Second-hand LNG Ships - Essay Example The modern technology may also be applied to operate as â€Å"floating storage and regasification units â€Å"(FSRU) especially in receiving terminals situated in offshore. In US, UK, Brazil and in Argentina, LNG carriers are operating with onboard regasification facilities. FSRU offers many advantages over traditional on-shore liquefaction. It is most effective as contrasted to on-shore liquefaction. Further, a considerable amount of time and money spent on onshore/onsite construction and shipyard construction can be avoided. FSRU technology also addresses â€Å"NIMBY† issues, and it is less exposure to terrorism and conflict. Owners can achieve greater flexibility through the redeployment process. Further, FSRU offers shorter phase to markets than compared to on-shore regasification plants.All LNG carriers shall have double hulls. LNG is carried in near the atmospheric pressure in specifically built insulated tanks, which is being referred as the â€Å"cargo containment s ystem† located inside the inner hull. International codes stipulate the design and assembling of LNG ships. Additional and extra international safety guidelines are set out in the codes which differ with the type of cargo that carrier will carry. All commercial LNG vessels have to be registered with at least in one country known as â€Å"Flag State†.LNG Carriers must adhere to all specific international and local regulatory needs including those of Internationals Gas Carriers Code (IGC), the International Maritime Organisation (IMO) and US Coast Guard (USCG).All flag states implement the International Maritime Organisation Rules as regards to the International Safety Management Code(ISM), the IGC, and the global Convention on Standards of Training the certification and Watching. Further, a flag state in which LNG carrier is registered may impose further requirements in addition to the international codes. In the shipping industry, there exists a classification society w hich is a non-governmental organization (NGO) which acts as an integral part of the industry and is always cited as â€Å"Class†.

Comprehensive Project Coursework Example | Topics and Well Written Essays - 1500 words

Comprehensive Project - Coursework Example This provides a backup measure to cover the holes in the federal statutory codes when resolving a dispute. In the UAE, courts do not keep an accounting of cases gone to trial or decisions from those cases for building on previous case law. Building on case law benefits the person seeking relief from the courts as there is at least one other person who in a similar situation received a ruling in their favor. Case law would then support the argument made in the new case and provide a standard of proof necessary to make the original argument. In the UAE, this does not happen so every case must present with sufficient evidence and on its own merits before a judge. Judges have no expectation to render a decision based on previous decisions, meaning there is no precedent set outside of relying on the civil codes. Simply put, a judge can base his decision solely on the facts of the case in front of him and make a decision that is contrary to other decisions he or other judges have made in s imilar situations. For a contractor seeking relief in the UAE, understanding the civil codes and the federal laws is the best manner of protecting oneself. In the UAE Civil Law no. 2 of 1987 (the â€Å"civil code†) articles 870 to 896 specifically, provides the legal framework for the construction industry (Beamish, 2). The codes explain the expectations of both parties and the manner to find resolution without relying solely on a decision from the courts. In commercial transactions involving a contract, it is necessary for all parties to understand the significance this document has in their business dealings including the limitations of their agreement (Coburn). More importantly, both parties must understand what course of action is valid for them to undertake to ensure fulfillment of the contract including when one party will not pay for services rendered or materials provided. The UAE Commercial Transaction Law no. 18 of 1993 (the â€Å"CTL†), articles 6 and 11spel l out the criteria required to become a party to a construction claim (Al Tammi & Company, 1). By familiarizing oneself with the statutes is the best manner to understand the elements a contract should contain and what course of action to take, such as arbitration and a mechanics lien when the other party refuses to pay for services and materials (Al Tammi & Company, 1). The Civil Procedure Law of 1992 (the â€Å"CPL†) articles 203-219 specifically discusses the use of arbitration and the manner in which the arbitral awards are authenticated (Al Tammi & Company, 1). The amount of unpaid contractors in the UAE has increased in recent years costing â€Å"hundreds of millions of dirhams to hundreds of millions of US dollars† (Delmar-Morgan). These cases had been clogging up the court systems when arbitration of these cases became popular. Now, the arbitration cases have increased to a point where it is difficult to tend to the client’s needs in a timely manner. The se are not cases of a couple hundred or thousands of dollars or dirhams but millions. One case involving British consultants and engineers who were never paid equaled $636 million (Delmare-Morgan). WS Atkins, a company that designed Burj Al Arab waited for payment of $39.7 million (Delmar-Morgan). Through the arbitration process, WS Atkins expected payment by the first quarter of the next year, yet WS Atkins continued to wait for

Channeling Students into Special Services Essay Example | Topics and Well Written Essays - 500 words

Channeling Students into Special Services - Essay Example An appropriate individual intervention program be developed considering Jeffrey’s developmental needs and challenges, learning styles, the nature of services needed to support his education and the environment for social support. The support services can be formed and maintained through a collective effort of the parents, teachers, the society and the school community. Such services involve training the parents, giving special care, medical intervention, counseling and managing aggressive and self-injurious behaviors (Wayne, 2005).There are various approaches to plan for provision of Jeffrey’s special needs. An appropriate way to begin planning for Jeffrey is to consider his developmental levels which would guide in programming for social relationships and affective behaviors. This would involve the teacher to apply principles of applied behavior analysis which emphasizes on structured and sequential teaching strategies with systematic data based evaluation methods(Middlemiss,2002).The purpose of the analysis is to vary a specific behavior, either increasing or decreasing it depending on the objective. There are various strategies employed in the analysis without alteration of the curriculum. Prompting- Inducing the student to perform by utilizing, gestures, verbally, demonstration or by expectant waiting (Middlemiss, 2002).This would encourage the student to participate in the learning process. Chaining- A teaching approach in which the teacher links the content in a chain manner, by may be beginning with the backward and proceeding in reverse(Middlemiss,2002).This develops the child’s mind to follow through all the steps and be able to perform the same tasks alone. Another target point of planning in catering for Jeffrey’s condition in learning is considering the working environment. The learning surrounding should be

Women history Essay Example | Topics and Well Written Essays - 500 words

Women history - Essay Example On the other hand, Ruth Milkman focuses on the issue of gender at work. In this case, the author focuses on the aspect of sexual division during labor. In doing this, Ruth Milkman focuses on the World War II. Milkman indicates that refashioning gender roles remained enormous during World War II. There were expectations in terms of gender roles during this period. Additionally, men and women both played different roles. The fact that both authors focus on women, it means that women remain important in the society. By focusing on women, both authors reflect on the post war period. In fact, the sentiments shared are happenings from the World War II. In writing the quotes, both authors take a critical approach on how certain aspects were conducted during the postwar period. Ruth Milkman and Rickie Solinger conduct an extensive research regarding issues facing women in the past. Additionally, both authors support their thoughts using several quotes. Despite the differences in ideas, both quotes reveal the position of women in the past societies. This means that both authors share similar sentiments regarding women. From Ruth Milkman and Rickie Solinger readings, it is evident that both quotes meet on similar ground. That is, women and aspects surrounding them. In the first quote, Rickie Solinger indicates that women are simply uterus in as much as various organisms support them. Here, the author remains clear regarding women and their personality. In the second quote, Ruth Milkman indicates that women can fill positions meant for men satisfactorily but subject to physical requirements and strengths. Almost similar to Solinger sentiments, Milkman is clear on issues surrounding women. Both authors are clear about roles of women in previous societies. In as much as both authors focus on issues that happened during postwar period, most issues indicated in the readings still happen in modern societies. In fact, the politics surrounding abortion remain

Using Effective Promotions Essay Example | Topics and Well Written Essays - 500 words

Using Effective Promotions - Essay Example It was also a good advert as it alerted consumers that Nike offered free shipping on some orders. Therefore, it encouraged consumers who could not visit a Nike outlet, due to varying reasons, and are not members, to order the products online. Consequent to this, the advertiser has to communicate the intended message, which informed consumers of the possibility of online purchasing. Online purchases contribute to the increase of the sales of the company, which makes the advert significant to the company. Informing people about the free returns for members also made this a good advert, because, it motivated online purchasers to order for the goods they needed without worrying that the goods may be in bad condition. Therefore, the advertiser has to communicate about the free return service offered to members of the community, if the delivered products fell short of their expectations. The advert was also good as it drew more customers to join the Nike community, and it promoted the loya lty of consumers to the organization. Such offers also help in shifting the attention of the consumers from the price of the products to the services offered, which gives Nike an opportunity to create good relations with its customers. Conclusively, the discussed advertisements allowed the advertiser to achieve increased sales of the products. The seller gets to advertise to the consumers at a personal level, through the social media, which reached a wider group of people. This boosted the competitiveness of the company.

Use of Electron Microscopy for Investigating Teeth Erosion Essay

Use of Electron Microscopy for Investigating Teeth Erosion - Essay Example Theoretically, a light microscope’s magnification power is infinite, while its resolving power is limited to 200 nm because of the fixed wavelength of photons in visible light (Carter & Shieh 2009, 135). Due to this limitation, the magnification of extremely minute objects at the microscale and nanoscale by a light microscope is not possible. On the other hand, electron microscopy uses electrons rather than photons. As electrons have very short wavelengths compared to photons, electron microscopes achieve a much higher resolution than what is achievable by a light microscope. In fact, the resolving power of an electron microscope is 1000 times that of a light microscope (Carter & Shieh 2009, 135). Electron microscopy is of two major types – Transmission electron microscopy (TEM) and Scanning electron microscopy (SEM). While both types employ electrons for magnification, they vary in their design and application. Proprieties and Uses of TEM and SEM Transmission Electron Microscope (TEM) The design of TEM is similar to that of a light microscope. Electrons in the electron beam that is focused on the sample are accelerated up to 200 kV before hitting the specimen (Klein, Buhr and Frase 2012, 300). The specimen is of a very thin section. Electromagnetic lenses are used to condense, focus and guide the electron beam onto the specimen. The specimen is treated chemically for increasing the contrast in the magnified image of the specimen (Carter & Shieh 2009, 136). Heavy metals are usually used for staining. Once the electrons hit the specimen, they pass through it and are then collected and projected via electron optics onto a screen (Klein, Buhr and Frase 2012, 300). A magnified image of the object appears on the screen. The image can also be recorded digitally and viewed on a computer when a scintillator converts the hitting electrons into pulses of light that can be detected using a charge-coupled device (Klein, Buhr and Frase 2012, 300). Two-dimensio nal images are created according to variations in the intensity of electrons hitting the detector (Carter & Shieh 2009, 136). TEM has a large number of applications in innumerable fields ranging from life sciences to material science. TEM has proved to be a priceless tool for studying the ultrastructure of metals (Egerton 2005, 14). In life sciences, it is used for studying bacteria, viruses, and tissues of plants and animals (Egerton 2005, 14). TEM has great applicability in examining the ultrastructure of cell organelles and membranes. Scanning Electron Microscope (SEM) One of the limitations of TEM is that the specimen to be examined has to be made very thin as thicker specimens absorb electrons instead of transmitting them (Egerton 2005, 17). SEM, on the other hand, can be used for bulky specimens. It is used for a detailed study of the surface of the specimen (Carter & Shieh 2009, 136). In a SEM, the electron beam is scanned over the surface of the specimen that is coated with platinum or gold. As the electrons interact with the specimen surface, different types of signals are emitted based on the surface topography. The sample’s surface reflects secondary electrons of low energy and high-energy backscattered electrons are released from below the surface (Carter & Shieh 2009, 137). The signals are collected and the image is processed. A three-dimensional image of the specimen is obtained pixel by pixel.  

History Research paper- Primary source analysis comprasion Paper

History - Primary source analysis comprasion - Research Paper Example the witnesses who made John Adams to be successful in deposing most of them, and eventually defending the soldiers successfully (www.gilderlehrman.org, 2012). By early 1770, Boston had about 15’000 a person with about 4000 British soldiers and the tension was rising. On the evening of March 5th, crowds pelted stones at British soldiers which resulted to the firing at the crowds by the soldiers, killing five inhabitants of the city. The historic engraving by John Revere â€Å"The Bloody Massacre in King-Street,† was produced. This was one of the war propaganda tools at the time. It is however not an accurate representation of the events that actually happened. The engraving shows the soldiers lined up shooting into the crowd and a poem Revere may have actually written. Revere is said to have based his engraving on the actual work of Henry Pelham. The following is observed from the engraving. The British soldiers have lined up with one of them giving the orders to shoot. This suggested the British soldiers were the aggressors. The crowd is seen reacting to the aggression when in fact they are the one who had started the attack. The expression of the soldiers on their faces is sharp while that of the colonists is innocent. These made the British look mean and as if they were enjoying the violence. In another feature of the engraving is that the laborers were dressed decently elevating their stature and how they were perceived by the general population. This clearly shows the biasness of the engraving by leaning on the side of the colonists themselves and portraying the British soldiers in bad light. This bias is also represented by the illustration of the sky which seems to shed light on the atrocities being committed by the soldiers. The unreliability of the engraving is also seen in the Illustration of Crispus Attucks who was an African American but is seen as otherwise not African American. Painting further depiction of the weather conditions at the time of

Budge and Financing Essay Example | Topics and Well Written Essays - 750 words

Budge and Financing - Essay Example mains that by giving up control of the city’s water and sewer network to such an entity, a level of community sovereignty is given away for an indeterminate amount of time. Furthermore, the complexities of contract length and term also further complicate the issue. Additionally, the citizens are likely to question our overall commitment to this community if we are willing to sell our infrastructure to a foreign owned provider. Furthermore, the loss in shareholder trust will likely have a profound effect on the coming election and may even lead to certain elements within the community calling for the dismissal of the city manager. In this way, I believe the needs of the community can be better served by seeking domestic solutions to the price constraints and needs that our current budget grapples with. The main differences between visions of the budget process between chief executives, operating agencies, and legislatures can be described as a function of what each entity desires to obtain from the process. Starting with the operating agencies, the main concern is to ensure that the operating expenses for the coming fiscal year are met. Additionally, any pertinent policy needs/changes and/or expansions must also be raised. Similarly, the legislature has a vested interest in the process as they are trying to appease special interests that exist within their constituents as well as within certain operating agencies with which their particular political stance or platform has forged a special commitment to support (Kostyaev 5). Likewise, other entities within the legislature will be most concerned with denying funding in the most substantial way to reduce the overall budget to appease their own party/platform or constituents (Hale 368). Lastly, the chief executive is responsible for approving the budget, making any necessary amendments or suggestions and finally signing the budget into law. Most of the action with regards to this process occurs from

Marx Communist Manifesto Summary Essay Example for Free

Marx Communist Manifesto Summary Essay All throughout history, there has always been a sense of hierarchy in society such as the elites over the peasants, aristocrats over plebeians, etc. Although there was much societal change in the time of revolution, this subordination of classes did not. Sprouted from feudal society, bourgeois continues the division of societal classes: Bourgeoisie and Proletariat. The work of the Proletariats was to simply find jobs and work. They’d continue working so long as it increased the capital. However, Proletariats did not need any â€Å"individual character† to be working. They were simply an â€Å"appendage† to the machines in the factories. Not much skill or education was needed to work these machines, therefore, the cost of producing the materials was very limited. As work increased, their wages would decrease. As industry increased, so did the Proletariat. Factories were quickly becoming packed with more laborers. Conditions of living for them began to equalize, however their wages seemed to fluctuate in response to the competition between other factories. Technologically, the machines weren’t advancing due to their reliance on the workers to expedite production anyway. This began to tear down the Proletariats vivacious livelihood, so they began to create groups against the Bourgeoisie. Their banding together helped them keep better track on the stability of the wages and were more powerful in their occasional revolts. At times, they would be successful in these revolts. However, their real success stemmed from their lies. The contin ual oppressed behavior of the Proletariat was no longer compatible with society.

Situation Analysis For 42below Feijoa Vodka Marketing Essay

Situation Analysis For 42below Feijoa Vodka Marketing Essay 42 Below Vodka which is the worlds most awarded vodka according to its website is one of New Zealands most recognized alcohol exports to the world. 42 BELOW Limited, is a drinks manufacturing company based in downtown  Auckland,  New Zealand. Their foremost product is the  vodka  42 BELOW, the  gin  South Gin, as well as  420 spring water  (which is sparkling mineral water) and the cheaper brand  of Stil Vodka (Wikipedia, 2012).   42 Below is made from  genetic engineering-free wheat. The name also refers to the southern latitude where the product is manufactured just north of  Wellington  on New Zealands 42nd parallel and it is also a reference to the 42% alcohol content of the beverage. The specific product that will be the focus of this assignment is the 42 Below Feijoa Vodka which is made with the feijoa, a native  New Zealand  fruit, and has 42% alcohol content. It also has the hint of guavas and pineapple as well and is a relatively new product for the company. Vodkas are considered to be spirits that are principally neutral that is, without distinctive character, aroma, taste or colour (MediaWiki, 2012). Nevertheless, buyers do distinguish between them according to taste, alcohol content, and most notably, price. The target market for this product: 42 Below Feijoa (referred to in this report as Feijoa) will be the youth and this product will especially be marketed with a kiwi-culture concept to those with a patriotic streak. A price of around $37.99- $42.99 puts this vodka in the mid-price range which will also be a plus. 42 Below undertook a preliminary public tender of shares and warrants in 2003. On 27 September 2006 the firm received a takeover offer of $0.77/share from  Bacardi Ltd  , which expanded the value of the business to NZ$138 million. Bacardi looked at 42Below as a fledgling company but with much long-term growth potential in the international market. The takeover was victorious and 42 BELOW Limited is now completely owned by the Bacardi group. Market of interest, trends and size Market of interest: The New Zealand vodka market is currently saturated with a variety of products but 42 Below Vodka is a brand that has immense local brand awareness. In the language of Kiwidom, 42 Below is world famous in New Zealand. To capture market allocation, 42 Below Vodka has had to establish and cultivate a strong brand-name. This report discusses the introduction of Feijoa to Kiwis (here and abroad) and the best ways to achieve profitable sales. Feijoa is out to recapture Kiwis who are patriotic and always crave for a taste of New Zealand beginning with those who are in the country and continuing abroad. Trends and size of the market: Statistics New Zealand records that the volume of spirits (containing more than 23 percent alcohol) increased 217,000 litres (1.7percent) to 13 million litres in 2011 and according to them vodka sales were up 9% in popularity. This shows that the market size for Vodka in New Zealand is substantial and that the trend of the spirit market, especially that of vodka, is that it has continually increased in size. This also reiterates that the demand for vodka and vodka based products is going from strength to strength in New Zealand. External environment impacts Analyzing the environmental aspects is advantageous for comprehending how the present trends and developments could influence the promotional plan of our product. It is very important to keep up with the trends in the market to gain a competitive edge over our rival companies. Some of the current trends in the external environment and how these could affect out marketing plan are listed below. Social Networking One of the key trends in society today is the use of social networking. It is vital for our company to create and manage a Twitter Account as well as a Facebook page, which will permit current and potential consumers of our products to keep in touch with the company, ask questions and keep up-to-date on all our company and product promotions. A campaign that uses promotions, contests and other creative ideas on Facebook will allow Feijoa to have a higher level of input from and better communication with the consumer. These channels can also be used to maintain a high standard of our product with the consumers. Online Websites Online Websites are also great place for buyers to gather information regarding products on sale. It is therefore essential that our company has a technologically advanced and informational website about our products and the company. Consumers should be able to query about our product, locate information and buy said items using our website. We will look at upgrading our current website to this level: http://www.42below.com/ Corporate Social Responsibility Corporate Social Responsibility (CSR) is the responsibility of an organization for the impacts of its decisions and activities on society, the environment and its own prosperity. (MPI, 2012) it is seen as trendy for alcohol-based companies to integrate CSR into its advertising. At present, companies try to communicate messages like: Drink responsibly and You dont want to spoil a great party. A company sees it as its responsibility to inform consumers about responsible alcohol consumption. (ECMAM, 2009). Feijoa has plans to incorporate CSR into our promotions activity because it is important for any alcohol selling company to notify customers that it is fundamental to drink responsibly. Green Image The idea of going green is very popular in todays society. The buzz today is to try and protect our planet and her resources. Integrating the idea of being green in our marketing can be very advantageous in getting customers to buy our product. For our company to exploit this trend, we will advertise about the green aspects of our manufacturing and bottling process. Our company can also donate funds to green causes for every bottle of Feijoa bought. Competition Analysis An analysis of the current competition for 42 Below Feijoa Vodka, centered on the 3 most popular vodkas sold in New Zealand today, is presented. Using SWOT analyses, the identifiable weaknesses and strengths of Feijoa in the light of this competition has been examined. Key threats and key opportunities have also been identified. Current Situation 42 Below Vodka is a well known brand in New Zealand. It is, as they say, world famous in New Zealand. Made in the Wellington using the pure softness of New Zealand sparkling water, 42 Below Vodka has fashioned itself as a popular brand of vodka in New Zealand and abroad. 42 Below Vodkas current goal is to expand its vodka range and offering customers first-rate feijoa based vodka at an affordable price. Feijoa plans to target the higher class youth market consisting of high-end nightclubs, hotels, and restaurants plus the demographic that frequents these enterprises: youthful professionals, younger professional people, and others with an prosperous standard of living. Problem Identification The fundamental problem that Feijoa faces is entering into an already overcrowded New Zealand market with absolutely no taste awareness for a feijoa based alcoholic beverage. A strategic plan for acquiring considerable market share is crucial. Opportunity Because 42 Below Feijoa is entering an entirely innovative niche in the market, it has the prospect of building everything from square one including: image, a name for the product, and strategies to market the product. The first thing we need to do is create a brand image for Feijoa whereby it will begin to establish a connection with its target audience. The branding aim is to position Feijoa foremost in the minds of its target consumers whenever they think of buying highest quality pure vodka for their businesses, special events, parties and getaways. Feijoa will also need to develop an exceptional and continuing image of this vodka for targeted consumers. For example, another vodka distributed in New Zealand, Absolut Vodka, has a website that can attract and grip the attention of even a teetotaler, because the imagery and list of possibilities on their website are so compelling. Feijoa needs to develop an image that will boost our products status value and impression and enthralls its target market. Feijoa will have to implement clever marketing strategies in order to activate and propagate such a mesmerizing image for its product, Situation Analysis 42 Below Feijoa Vodka is entering into a completely new market segment under flavored vodkas where the targeted consumers already have preferences when it comes to buying vodka. Thus, it is necessary to carry out a SWOT analysis of both 42 Below Feijoa and the competition so that the company can obtain a lucid view of this new environment. An industry analysis will help Feijoa to create the precise brand awareness for its own vodka and to understand the nature of its competing products. There are currently many brands of flavoured vodka in New Zealand liquor stores. Its popularity can be attributed mainly to its neutral flavour and adaptability as a mixer. Many vodkas are reasonably priced and are intended to be mixed with other drinks like orange juice or apple cider or mixed in Bloody Marys, martinis and other cocktails. Other brands of vodka are dearer and drunk ice-cold, either straight-up (neat) or on-the-rocks (on ice). Flavoured vodkas are well liked. 42 Below Feijoa Vodka has impending competition from a wide range of pre-existing flavoured vodka products in its selected environment. Feijoa will understand how to best penetrate its new market after carrying out a full examination of its competitors. Competitor Analysis Vodka is usually distilled from rye and wheat grains or from beets or potatoes. After distillation, charcoal is usually used to filter the vodka. The more one distils and filters vodka, the clearer and purer its taste becomes. Therefore, the expensive vodkas are usually those that have been distilled and filtered numerous times. Vodka needs to be diluted before it is packaged as it has a very high percentage of ethanol, usually 95-96% (Wikipedia, 2012). Vodkas are considered to be spirits that are principally neutral that is, without distinctive character, aroma, taste or colour (MediaWiki, 2012). Nevertheless, buyers do distinguish between them according to taste, alcohol content, and most notably, price. There are three broad categories of flavoured vodka in relation to cost and it is useful to 42 Below Vodka to see where its product is positioned. Feijoa has completed an environmental scan of three price ranges of flavoured vodka in Auckland lower range, mid range and premium priced. To best understand the competitive environment, three of the most popular flavoured vodkas from different price categories have been identified for SWOT analysis. Lower cost range: Vodka Cruiser Mid cost range: Absolut Premium cost range: Grey Goose The subsequent discussion and charts discuss the results of this analysis for Cruiser, Absolut and Grey Goose. Internal environment impacts Financial Analysis In 2003 42 Below vodka was being distilled in a garage in Wellington. Now the spirits firm is New Zealands most exponentially growing listed company and has just been taken over by U.S. alcoholic beverage giants, Bacardi who paid NZ$138m (US$91m) for it. Just as impressive as the growth in revenue, which increased by 2,116% over the last two years, is where 42 Below vodka is being sold. The companys markets are the US, the UK, Australia, and New Zealand in that order. (iStart, 2007). Internal Organisation and Structure Bacardi Limited is the company that has bought out 42 Below in 2006 and has made 42 Below its irreverent completely out there vodka for those who want to do things differently. The board of Bacardi Limited consists of 14 members of the Bacardi kin and four autonomous directors. Bacardi Limited runs its empire with the presence of an International Leadership Team that looks after the main decisions of all its brands, 42 Below being one of these. The Leadership team is made up of the chief executives based all over the world: The Chairman of the Board of Bacardi Limited since 2005 is Facundo L. Bacardi who is also the great-great grandson of Company founder Don Facundo Bacardà ­ Massà ³ and a fifth generation family member. President and Chief Executive Officer of the company is Ed Shirley who was elected a Director by the Board in March 2012. Ron Anderson is the Senior Vice President and Chief Commercial Officer and is responsible for commercial capabilities of the internationally known portfolio of premium spirits with focus on enhancing sales force capabilities, commercial effectiveness and implementing robust go-to-market programs (Bacardi, 2012). Scott M Northcutt is Senior Vice President of Human Resources of Bacardi Limited and is responsible for all everything to do with employee career improvement, employee pay schemes, progression planning, as well as management and organisation advancement. Silvia Lagnado, Jacques Croisetià ¨re, Stefan Bomhard, Caroline Basyn, Robert Furniss-Roe, Jon Grey, Paolo Perego, Eduardo Sà ¡nchez, Siddik Tetà ­k and Atul Vora make up the rest of the members of Bacardis Leadership Team. 42 Below has acquired its own Managing Director, Paul Dibbayawan, who was headhunted by Bacardi to manage 42 Below and joined this iconic NZ brand last year. Manufacturing Processes 42 Below Feijoa Vodka is made from genetic engineering-free wheat from the Canterbury Plains and pure New Zealand still and sparkling mineral water. And, because 42Below is truly obsessed with creating great vodka, it uses a high saturation distillation process with the vodka distilled 4 times and filtered through 35 separate filters (Bacardi, 2012). The result is distilled twice, prior to being rinsed in spring water, achieving a saturation point that brings a high level of purity and freshness to the vodka. 42 Below then faces distillation a third time. It is then charged with charcoal to eliminate any final contaminations before being filtered. It is then diluted with local sparkling spring water (DrinkSupermarket, 2012). 42 Below is diluted with water from the mineral springs from deep underneath the volcanic highland in the heart of New Zealands North Island. This spring has been graded AA by World Health Organisation indicating water of supreme cleanliness and purity (DrinkSupermarket, 2012). Human Resources The person in-charge of Bacardi Limiteds HR activities is Scott M Northcutt but 42 Below is a Kiwi company with its own Managing Director Paul Dibbayawan. When Bacardi Limited took over 42 Below, the entire staff was retained and the production remained in New Zealand to keep the identity of this iconic Kiwi brand. 42 Below has a very relaxed HR management style. The companys headquarters has been famous for announcing (on their walls) that they cull their staff once every six weeks so that their vodka secrets do not leak out. Management As discussed above Bacardi Limited has its own Leadership Team that functions as its International Management system as well but 42Below is also a Kiwi company with its own Managing Director Paul Dibbayawan who is now settled in Takapuna. 42Below is run like a publicly listed company. Whilst we are not a publicly listed company, the Bacardi CEO is really setting the direction for us to be governed in the same way. We are putting a lot of the systems in place as if we were. It just makes perfect sense. The regulations and transparency are there for a reason so it is only sensible to follow that best practice. Stated Dibbayawan in an interview (The Director, 2008). Research and Development 42 Below has hired the vodka professor and his job involves going around the world running sessions called vodka university (The Director, 2008). They mix and match all vodkas and mixers from all over the world with bar-people and this process is what they classify as research. Marketing Function When it comes to 42Below, they dont sell a product; they sell an idea, an experience even. 42Below doesnt have sales reps, it has ambassadors. Nobody has titles, except for kind of nickname titles. The creator and boss of 42Below had the title of Chief Vodka Bloke. The marketing and promotions output from 42Below is distributed under the title of propaganda (42Below, 2012). When one goes through each of the propaganda material, youd notice that none of the twelve current marketing posters sell 42Below as a product; they all sell the experience of purity, kiwiness, uniqueness, perfection, irreverence, everything that 42Below is famous for. An innovative orientation for the intuitive sensing of what the market needs involves an entrepreneur who can come up with a new idea first and then think about how and where he will sell the product (Stokes, 2000). This opportunity-focused posture was adopted by 42Below and allowed strategies to emerge over time (Rahoi-Gilchrest, 2007). Instead of selling vodka, they sold stories and experiences that are unique from branding to production; a positioning that gave them an exceptional competitive advantage (Morrish  HYPERLINK #idb19et al.HYPERLINK #idb19, 2010). Location 42 Below vodka is headquartered in the Britomart area where a large poster announces that We have to kill all our staff every six weeks.   The company recently had to move into bigger premises from its Penrose location, and has taken over a building in the Britomart complex in the Auckland CBD. External Relationships As a company that believes in marketing dreams, visions and experiences in contrast to products, 42Below has created and nurtured many external relationships to help it achieve its aims. 42Below has long supported Hollywood by supporting our own Wellywood greats like Peter Jackson and hopefuls like Mark Albiston and Louis Sutherland. The Lord of the Rings Oscar party included goody bags to the VIPs that included 42Below products amongst other things. Albiston and Sutherlands participation and win at the Aspen Shortfest was made possible by 42BELOWs sponsorship. 42BELOW has also been one of the principal sponsors at the New York Film Societys event honouring Michael Douglas in 2010. 42BELOW has also supported NZ Music Month. 42 At The Zoo was seen as a celebration of New Zealand Music Months success for a decade. 42BELOW also hosts a  Cocktail World Cup in New Zealand every year since 2004. Vodka cocktail making or mixology, as 42Below calls it has become a world renowned skill for bar managers everywhere. 42Below flies in the proven mixology team from all over the world to New Zealand annually to participate in this competition. 42Below has also co-sponsored events like Hilarity For Charity 2012 in support of the Alzeimers Association in Los Angeles in January this year. 42Below has many other external relationships that helps it market dreams, visions and experiences. High Quality Competitive Positioning Perceptual Map High Price Low Price Low Quality Ethical standing For Paul Dibbayawan the four elements of social responsibility for drinking is a very important factor when it comes to marketing the drink. He has strict guidelines that stop the company from participating in any marketing propaganda that could involve minors, drink driving, binge drinking or being sexually liberal. We dont want to be appealing to minors we dont want minors to drink. We dont want drink driving thats a big problem in New Zealand. We dont want excessive binge drinking. And we dont want people to think that if they drink the brand, theyll immediately be sexually successful. (The Director, 2008) Another important thing about the socially responsible marketing strategies of 42Below is that they do not participate in mass marketing like billboards, newspapers or magazines as these according to Dibbayawan do not actually reach the target audience and may lead to minors buying the product instead. Other (A Culture of Excellence) 42Below has a culture of excellence when it comes to its products and this is illustrated by the list of awards that the different flavours and the original vodka have won over the years. The original vodka has won gold for 7 years straight and silver the year it was introduced to the world competitions. 42Below currently has the reputation of winning more vodka awards than any other brand in the world. This culture of excellence is a huge marketing advantage for 42Below especially when launching a new product like Feijoa Vodka since this excellence can be used to catapult Feijoa above its competitors. Situational Analysis Summary 42Below Feijoa Vodkas environmental scan has determined that Feijoa has a number of competitive advantages over brands in the NZ flavoured vodka market. As a quality brand, it surpasses vodka in the lower and mid price ranges. Its major competition in the mid price category is Absolut but Feijoa has a unique filtering process with distinctive and pure NZ ingredients and it has 2% more alcohol content than Absolut. Based on the SWOT analysis (please refer to diagram) of other well-known vodka brands in NZ plus 42Below, we are able to create a perceptual/positioning map (please refer to diagram) that indicates the market positions of assorted vodka competitors and how competitive Feijoa can be. Moreover, this analysis will give me leeway to suitably adapt the brand and its marketing campaign. According to the positioning map, Feijoa holds a spot at the top end of high quality however is positioned with an unexpectedly reasonable price that does not correspond with its excellent quality. In other words, compared to its competition, 42Below Feijoa Vodka is a high quality product at a relatively low price.