Bohr and the Periodic table :: essays research papers

Bohr's Model   Ã‚  Ã‚  Ã‚  Ã‚  There are three main parts of an atom the electrons, protons and the neutrons. Each part has charge. It is rather positive, negative, or neutral. An electron always has a negative charge. Protons always have negative charges. Then finally the neutron is a neutral charge or a charge of zero. If the charge of the whole atom it zero that means there are an equal number of positive and negative pieces. An electron can be found anywhere around the nucleus, and the protons and neutrons are in the nucleus. You can not pin point were the electrons are but the area that it can be in is called a shell. Periodic Table   Ã‚  Ã‚  Ã‚  Ã‚  On the periodic table the horizontal rows are called periods, and the Vertical columns are called groups. Elements that are in the same row have something in common. Elements in the same period have the same number of atomic shells. Every element in the top row has one shell for its electrons. The second row has two shells for their electrons. Now, the most shells for one element is seven. Less specific groups are called families. Families are grouped by their chemical properties and how the elements react with the outside world. The columns in the periodic table are mostly used to make families. A family of elements can be found in many different ways. An isotope is an atom that is missing or that has an extra neutron. Ionic Bonds   Ã‚  Ã‚  Ã‚  Ã‚  Ions are atoms with an extra electron or a missing electron. But a normal atom would be neutral because it has the same number of electrons as the atomic number. If you are an atom and you are missing one electron, it does not mean that you are another atom, but you are not a complete atom either. You are something new, an ion. The goal of an atom is to be happy. If you have filled shells you are called stable. When you give up the extra electron you are attractive and other atoms want to bond with you. The two main types of bonding are covaent and electrovalent. Ionic bonds are really groups of charged ions held together by electric forces. Covailent Bonds   Ã‚  Ã‚  Ã‚  Ã‚  Covailent compounds happen when the electrons are shared by the atoms.

Officer Fatigue Essay -- Police Departments, Moonlighting

Officer fatigue Officer fatigue can be a quite serious problem for police departments. Excess fatigue will generally reduce alertness, decrease performance and worsen mood. These symptoms can reduce officer's performance and safety with potentially life-threatening effects. Patrol officers are expected to remain alert and able to resolve complex, emotional, and potentially dangerous situations. They are expected to be able to multi-task, as well as stay alert during periods of inaction. These activities can be quite difficult for a fatigued officer to complete (Vila 1996). Community oriented policing efforts can be seriously compromised by officer fatigue with excess officer fatigue harming community-police relations (Vila & Taiji 1999). In several cases, the result of officer fatigue has been fatal both for the officer and for civilians involved in fatigue related incidents (Vila & Kenney 2002). There is not standardised or regulated method of controlling the time officers spend working as there is for pilots and truck drivers. As such, limited only be department policies, many officers will work enormous amounts of extra hours in overtime or moonlighting. There have been reports of officers in both Florida and Massachusetts working up 3,000 additional hours per year (Vila & Kenney 2002). In a study of the Jacksonville, Florida police department, the majority of officers were found to be moonlighting. Most of these officers moonlighted for ten hour or less per week. A number though worked over sixty additional hours per week, leading to average work weeks exceeding 100 hours. At the time, the department did not any polices restricting moonlighting hours. The then recently elected sheriff, reported planning to change this polic... ...ict of interest. While less likely to occur, a police officer moonlighting in certain medical fields or in some religious roles could conceivable create similar conflicts. Moonlighting officers will generally only respond to activity within their employer’s property. Many police state that they would intervene in some crimes such as robberies even if occurred outside their employed area, but said that they would leave most crimes to on-duty officers (Stewart 1985). This creates a situation that is both theoretically problematic and potentially harmful to the agency’s image. To the public, there is no reason why an apparently working officer in uniform should not be responding to ongoing criminal activity. The public sees only an officer not responding to a crime, the fact that they are actually moonlighting at the time and are not on-duty is lost on most people.

New England Patriarca Mafia Essay -- essays research papers fc

Organized crime in the United States keeps the FBI and other law enforcement agencies in a never-ending investigation of criminals suspected of the infiltration of legitimate businesses. A notorious twentieth century organized group was the New England Patriarca Mafia, or N.E.P.M.. Originating in 1915, the N.E.P.M. evolved over the early twentieth century decades, until 1954 when Raymond Loredo Salvatore Patriarca was donned as boss* and promptly began to expand its power. Due to mafia-related language that will be present throughout the paper, a page of definitions is supplied at the end of the paper. Defined words throughout the paper will be noted with an asterisk, â€Å" * †.   Ã‚  Ã‚  Ã‚  Ã‚  To gain a basic knowledge for what organized crime really is and how the N.E.P.M. falls into this category, a short summary of legal characteristics is required. As defined by the President’s Commission on Law Enforcement and Administration of Justice, organized crime is, â€Å"A society that seeks to operate outside the control of the American people and their governments. It involves thousands of criminals*, working within structures as complex as those of any large cooperation, subject to laws more rigidly enforced than those of legitimate governments. Its actions are not impulsive but rather the result of intricate conspiracies, carried on over many years and aimed at gaining control over whole fields of activity in order to amass huge profits† (P.C.C., 1970). Organized crime is a collective result of the commitment, knowledge, and actions of three components: (1) Criminal groups, who are core persons tied by racial, linguistic, ethnic or other bonds; (2) Protectors, who are persons who protect the group’s interests; and (3) Specialist support, which are persons who knowingly render services on an side-job basis to enhance the group’s interests. In order to thrive, an organized crime group needs many different elements. First, it needs an ensured continuity of members, clients, supporters, funds, etc. Additionally, it needs structure, criminality, violence, memberships based on common grounds, and a willingness to corrupt a power and profit goal. Generally, mafia organized crime groups disguise themselves behind the ownership of a legitimate business to avoid questioning from the Internal Revenue Service (I.R.S.) regarding any financial sources. The ille... ...il 2005 Connelly, Richard J. and Jim Calogero. â€Å"Raymond Patriarca Dies at 76: Reputedly Ruled N.E. Organized Crime.† Boston Globe 11 July 1984. 6 April 2005 Internal Revenue Service. Report of Income Unreported on Individual Income Tax   Ã‚  Ã‚  Ã‚  Ã‚  Returns. Report No. 1104. Washington, D.C.: Government Printing Office, 1979. Lawrence, J.M. â€Å"Judge Ok’s Suites vs. Crooked Feds.† Boston Herald 18 Sept. 2004. 6 April 2005 Machi, Mario. New-England - Boston, MA. 1997. PLR International. 5 April 2005 Organized Crime/Drug Branch, Criminal Investigation Division. An Introduction to Organized Crime in the United State. Washington, D.C.: Government Printing Office, 1993. Pace, Denny F. and Jimmie C. Styles. Organized Crime: Concepts and Controls. Englewood Cliffs, N.J., Prentice Hall: 1975. Pennsylvania Crime Commission. Report on Organized Crime. Harrisburg: 1970. Reuter, Peter. The Organization of Illegal Markets: An Economic Analysis. Washington, D.C.: Government Printing Office, 1985. U.S. President’s Commission on Organized Crime. The Impact: Organized Crime Today: Report to the President and the Attorney General. Washington, D.C.: Government Printing Office, 1986.

Desert Flower Essay

As they say, everyone has one story to write about – their own. But when you have a story like that of Waris Dirie, it will make a book truly worth reading. Last weekend while I was browsing at the local bookstore, I picked up Desert Flower. Waris Dirie grew up as a nomad in Somalia, until she ran way from home at the age of 14. With no language skills, no formal education and not much of external support, the lady goes on to become a model and then a UN Ambassador. She has been subjected to so many horrors, which would have definitely crushed a lesser human being. How does anyone not feel bitter after being subjected to genital mutilation at the age of five and then having had to survive a few rape attempts? At every step of the way, she is faced with so many hardships and you often find yourself wondering how in the world would she get out of this one? You find yourself wishing that somehow, she would. And then miraculously, she does. If it were fiction, I would have scoffed at it saying its too far-fetched. But that this is someoneà ¢Ã¢â€š ¬Ã¢â€ž ¢s real life makes it truly exceptional. For many parts of the book, I felt that I was part of a surreal world. After a long time, I felt like this was a book that stretched the boundaries of my imagined world – life in an African desert had definitely been a black box to me. The book is well written. I loved the simple way in which the story is told. It is in stark contrast to the twists and turns that happens in the story matter. And that the book treats some of the unfortunate, shocking I should say, incidents so matter of factly leaves it to the reader to fill up the emotions – which is such a better way of writing, than to try and direct our feelings. Despite all the differences that most readers would have with the author, the book has a universal appeal. At the core, it is a story of human determination and grit. A young woman who, with her confidence and perseverance, overcomes the many prejudices, myriad difficulties and outright injustices to find a place of her own in this world and to then strive towards making this world a better place for the rest of us to live in. Now isnà ¢Ã¢â€š ¬Ã¢â€ž ¢t that who we all really wish we were – whether we are born a Somali nomad or not? All in a all, a book not to be missed.

Conscription During World War One Essay

There were more deaths than there were volunteers and the soldiers should not have to die in vain; therefore, conscription was the right course of action for Canada during World War 1. In the beginning of World War 1, people were excited and more than willing to volunteer to fight as soldiers in the war but as the war progressed, people realized that the war was really extremely antagonizing and muderous. Once people stopped voluteering to be in the war, there were not enough people to replace the dead on the battlefield. In law of conscription had to be enforced. Without the introduction of conscription, Canada would have run out of men much quicker. With the lack of men on the battlefield, Canadian soldiers would not have been able to hold off the German attacks so they would have lost the war. Canada owes it’s victory to conscription. Some people say that conscription was taking away people’s free will, and for that reason, it was a mistake for Canada. If conscription was not introduced, than all the hard work, effort and money that the soldiers put into the war would have gone to waste. Canada sent over 500 000 soldiers to fight in the war and spent approximately $1 665 576 000 in food, supplies, weapons and equipment. It would be dishonourable toward the soldiers if they had died for nothing. Concription was the right course of action for Canada due to the fact that there were more deaths than there were volunteers and the soldiers should not have to die in vain during World War 1.

Under Armour

AU has been able o increase its North American brand awareness by showing the advantages of its differentiated product which has improved athletes' comfort and performance. In order to compete in the global markets against Nikkei and Ideas LILA should consider the following four alternatives: mergers or acquisitions, establishment of foreign subsidiaries, joint ventures, or a continuation of the North American strategy to be used in the international markets.The decision criteria used in evaluating each option looked primarily at how to increase CIA brand awareness and market share, the financial strain on ALGA sources, protection of CIA patents and intellectual property, and the level of control maintained by CIA It is recommended that AU pursue appropriate mergers or acquisitions that will increase its resources and competencies internationally and enable AU to more quickly build its market presence. Aqua's big competitors have been selling their performance apparel internationally for several years, with the added advantage of already having international brand recognition.Since CIA won't have the first-to-market advantage they had in the US Market they need to carefully find complementary companies that can assist in both brand cognition and in core understanding of the global markets. Significant resources will be required initially, but it is expected that this investment will be paid back within 3 to 4 years. If this alternative proves unsuccessful AU should consider a joint venture or alliance which shifts some of the risk on to those other participants.For the full recommendation and action plan please refer to pages 12 to 13. Table of Contents Executive Summary 2 Identification 4 Backgrounds Problem Statement (Scope of Report) 4 Current Strategy 4 Analysis and Evaluation 5 External Analysis Macro-Environments Five Forces Analysis 6 Strategic Group Map 7 Key Success Factors Internal Analysis 9 SOTTO If uncial 9 Alternatives 10 1. Merger and Acquisition s 10 2. Foreign Subsidiaries (Greenfield Venture) 10 3. Joint Ventures and Alliances 11 4.Status Quo – Utilize the IIS Strategy Internationally 11 Decision Criteria 12 Recommendation 12 Action Plan 13 Contingency Plan 13 Appendix A 14 Appendix B 15 Bibliography 16 Identification Background Under Armor (AU), formerly known as KIP Sports, was founded in 1 996 by former University of Maryland football player Kevin Plank. KIP Sports was the originator Of performance apparel engineered with supreme moisture management to keep athletes cool, dry, and light throughout the course of a game, practice, or workout. The company's operations started out of the basement of Kevin Plank's grandmother's house.Shortly after founding KIP Sports, Kevin recruited one of his acquaintances from Maryland University to join the company as a partner. Kip Bulks, the gentlemen brought on as partner utilized his excellent credit rating to open 17 different credit card accounts to fund the cash flow requi rements of KIP Sports. By 1 998 the company's revenues had Increased efficiently enough for KIP Sports to acquire a $250,000 small business loan. The company was ever growing with a broader product line and consumer segments and from time to time it would take out additional loans needed to fund their working capital requirements.It was not until 1999 that Kevin recruited another acquaintance, a gentleman by the name of Ryan Wood from high school, to join the company as Vice President of Sales. In 2005, KIP Sports changed their name to under Armor and went public. This initial offering generated net proceeds of approximately $114. 9 million, from the 9. Million Class A Common stock issued. Problem Statement (Scope of Report) Although AU has done well in the present US market, carving out a sizeable market share, it is unknown how their current strategy will be able to compete with fierce rivals like Nikkei and Ideas on a global frontier.Their big competitors have been able to start selling their performance apparel internationally for several years, with the added advantage of already having international brand recognition, so CIA will no longer have the first-to-market advantage that they had in the US Market. If AU hopes to be successful in the lobar market, they will need to analyze their current strategy while exploring other possibilities to make an informed decision on how best to proceed.Current Strategy The company's principal business activities in 2012 were the development, marketing and distribution of branded performance apparel, footwear, and accessories for men, women, and youths. 90% of its sales were from North American, though international sales were growing. AU uses a broad differentiation strategy as its corporate strategy. It has developed its own patented fabrics to create a differentiated product that its customers are ailing to pay a premium for.Its growth strategy includes broadening its product lines, targeting additional consumer seg ments, increasing distribution, expanding internationally, and growing brand awareness. Aqua's business strategies include how it will compete in each of its product line offerings of apparel, footwear, and accessories for men, women, and youths. Its strategy is to offer a variety of styles and price levels for its customers that will improve comfort, performance, and mobility no matter what weather condition exists. For its apparel it has designed three lines of gear designed o work in various temperatures (Heather, Coolidge, and Legionnaires).Its footwear is designed to be light, breathable, and high performing. Its line of accessories (such as gloves, header and bags) has similar differentiated performance features as Aqua's other products. Aqua's main functional strategies include its marketing brand management and promotion strategies as well as its product design and development strategies. CIA has an extremely large marketing budget (close to 1 68 million in 2011 ) which incl udes athlete endorsements, sponsorship of sporting events and advertising costs.It utilizes an in-house promotion and marketing department whose focus is to increase demand and build brand awareness. Aqua's main retail marketing strategy is to obtain as much CIA exclusive floor space as possible in each Of its major retail stores. Aqua's product design and development strategy is to continually upgrade its products and to use â€Å"visible technology†Ã¢â‚¬Ëœ (Thompson, p C-51) to market the benefits of Aqua's products. There is a high degree of collaboration between the sales, product development, and sports marketing teams in identifying opportunities and markets.Aqua's key operating strategies include its distribution strategies and its sourcing, manufacturing and quality control strategies. Its distribution strategies included wholesale distribution (70%), direct-to-consumer sales (27%), and product licensing (3%). AU has two distribution facilities in Maryland, though it expects to add another facility overseas in the future. Many of Aqua's technically advanced fabrics were developed by third parties. These fabrics are available from a small number of sources. In 2011 CIA had 23 main manufacturers which operated in 16 countries.All manufacturers ad to follow stringent quality control processes and had to adhere to a code of conduct with respect to quality, working conditions and social concerns. Analysis and Evaluation External Analysis Macro-Environment The macro-environment is positive for the sports apparel industry without many restrictive influences in the political or regulatory realm. The most strategically relevant factors of the PESTLE analysis (political factors, economic conditions, socio-cultural forces, technological factors, environment forces, and legal/regulatory Factors) include the socio-cultural forces and technological factors as noted below:Socio-cultural Forces Recreational and professional sports are both very popular in North America and throughout the world. With an emphasis on active and healthy living in addition to the â€Å"life skills† learned in playing on sports teams schools and athletic associations offer many sports opportunities for all ages. Professional sports are a multi-billion dollar industry with athletes and coaches making very large salaries. Although there may be aging demographics in some areas of the world enthusiasm for sports remains high.Technological Factors Technology has only continued to improve as sports apparel companies onetime to refine and develop the relatively newly available â€Å"technologically advanced fabrics and specialized manufacturing techniques† (Thompson, p C-43) in an effort to create a more comfortable, drier experience for the athlete. Great strides continue to be made with these products. Five Forces Analysis Competition from Rival Sellers (Strong): Competition among rival sellers is intense. There are approximately 25 brand-name competit ors in the market for sports apparel, athletic footwear and related accessories in which (AU competes.Aqua's major competitors in its sports performance apparel and athletic footwear include Nikkei, Inc. ND the Ideas Group, both highly successful brand-name global companies. AU competes with other top name brands, such as Columbia, Spryer, and North Face in its performance Skewer products. Nikkei is the clear market leader with approximately 17% of the footwear market share and 4. 4% of the sports apparel market share. Customer Bargaining Power (Strong): Since approximately 70% of AU sales are from retailers, the retailers do have Strong bargaining power. 5% of all retail sales are to large retail chains who also sell Aqua's competitor products. They have the discretion as to whether to allocate a certain level of floor space exclusively to CIA or not. Although there is some differentiation in products between competitors many of the products are fairly standardized, increasing cust omer bargaining power. The cost of switching to competitor brands is likely fairly low as all competitors will be fighting for key retail space. Supplier Bargaining Power (Moderate): CIA specialty fabrics and other raw materials come from a relatively small number of sources.In 2011 , a little more than half of the fabrics used came from six suppliers in several different countries. With only six suppliers for such a large volume the suppliers do have some leverage in increasing their prices. It seems that it may be difficult for LILA to find alternative suppliers, though these suppliers must also depend on the revenues from CIA As such, they will not want to price themselves out of the market and they will want to see CIA succeed. Competition from Potential New Entrants (Weak): Given the strength and number of large brand name competitors already in the industry the threat of new entrants is relatively weak.The Ideas Group has several well-known brands within its company, such as R ebook, Rocket, ND Ideas. Nikkei and CIA are also well-known brands. All of these companies participate heavily in sponsoring sporting events and invest significantly in athlete endorsements. As a result, there are high degrees of customer loyalty, making it difficult for new entrants. These large companies also have well-established networks of distributors. All of these things as well as the capital investment requirements limit the potential of new entrants to the industry.Competition from Producers of Substitute Products (Weak): Although it is unlikely that there are significant substitute products in existence, CIA and its success shows that it is possible for a creative company to enter the industry with some sort of product which would be more appealing. Additionally, both Nikkei and Ideas spend significant amounts of money on research and development. It is possible that one of these competitors will be able to develop a next generation substitute product. Us Mary Overall, th e industry competitive forces are moderate to strong.The competition among rival sellers is quite intense and the retail buyers have significant power in working with all of these sellers. Brand image and loyalty re important in this industry. Nikkei is a well-established company and the clear market leader, but the Ideas Group is also a global leader. CIA has done very well at establishing a solid market share in its sports apparel and training/fitness clothing. Strong profitability is evident in this industry as can be seen in the net profit margins among Nikkei, the Ideas Group, and Under Armor.Strategic Group Map Key Success Factors Performance and Reliability – To remain competitive in this industry, CIA products must meet or exceed customer expectations for high performance and reliability. CIA was founded on creating clothing that was cooler, drier, and more comfortable for its athletes. AU must continue producing high quality items which can be counted on. This includ es utilizing high quality standards. New Product Development -? In this competitive environment it is important that AU invest sufficient funds into research and development so that it can gain improvements in its fabrics and its products.Additionally, CIA must keep a sufficient number and styles of products available to be able to meet various consumer segments, such as it has done with Heather, Coolidge, and Legionnaires. CIA will need to re-examine its product line and its inventory management systems to ensure it is able to better meet customer needs without high levels of excess inventory. Pricing – Due to the number of brand name competitors in the industry with similar products an appropriate pricing strategy is crucial to Aqua's success. CIA will have to remain vigilant in watching competitor prices and discounts given.Brand and Product Image – Each competitor in this industry will need to continually work on communicating and maintaining its overall brand imag e that is consistent with its mission and vision. Additionally, certain key products should have high visibility in terms of the image they represent. Loyalty from customers will be driven in part by these branding images. Customer Support and Services – In part a company is only as strong as it is perceived to be by its customers. Aqua's retailers and its direct sale customers must be treated fairly and be given adequate support when purchasing AU products.Retailers (representing 70% of sales in 2011) will be driven to work with La's competitors if customer support and service is lacking. If Under Armor is able to successfully manage each of these key success actors which matter to its customers it should have continued competitive success for the long-term. Conclusion The external environment is conducive to successful results and profitability for the current competitors in the sports apparel industry. Although CIA is competing against some large global rivals it has been able to gain substantial market share from 0. 6 percent in 2003 to almost 2. 8 percent in 2011.This is compared with 7. 0% market share for Nikkei and 5. 4% market share for Ideas. AU should be able to remain competitive and earn reasonable profits as long s management remains attentive and pro-active With any changes in the environment. Internal Analysis SOOT under Armor has a variety of strengths which allows them to compete in the highly competitive sports apparel industry. Over the years, the business has focused on building an authentic brand with high quality apparel that has allowed them to gain significant market share from their competitors. Below you will find an analysis of their internal and external environments.Strengths Built an incredibly powerful and authentic brand in a relatively short time Became the official footwear supplier of major league baseball Uses superior scenically advanced fabrics Weaknesses International presence is very low Limited number of distrib utors to ship their products Insufficient tools in place to manage inventory efficiently and accurately Opportunities Ability to broaden Aqua's product offerings for wear in a variety of recreational activities and sports Athletic wear, a category historically dominated by men, is seeing significant growth with females Gender equality continues to grow in other parts of the world The reads Highly competitive market Competitors have a well established footprint in international markets Materials used in AU products are petroleum-based synthesis and therefore subject to crude oil price fluctuation If uncial Under Armor financial shows both positive and negatives (see Appendix A for the full financial details). The profitability ratios are in good standing and are relatively stable over the 5 year period 2006-201 1.The gross profit ratio indicates that CIA has enough revenues to cover operating expenses and leave the company with a profit. The net profit margin shows that their after t ax profits per dollar of sale decreased from 9. 05% in 2006 to 6. 58% in 2011. That is a drop of 2. 47%. The return on total assets and return on shareholder's equity have both decreased from 2006-201 1. A return of 12-15% range is average and Under Armor is at 15. 23% as of 201 1 which is within the range. Liquidity analysis shows that the working capital has improved over the years. As of 2011, the company has $506,056 of internal funds to cover its current liabilities. That is $332,667 more that in 2006 showing a big improvement The leverage ratios show the negative side of Under Armor.The debt to asset ratio has been increasing from 2% in 2006 to 8% in 201 1. This means hat 8% of borrowed funds have been used to finance assets. Also the debt to equity ratio has increased from 3% to 12%. This signifies lower creditworthiness, potential excessive debt and a weaker balance sheet. On the other hand, in order for a business to continue growing and compete with the industry taking on additional loans is a requirement. Even though it appears that CIA has the capability to pay off the debts these ratios should be watched carefully to ensure that covenants are not broken. The activity ratios show that AU inventory management efficiency has decreased over the years. Under Armour AU has been able o increase its North American brand awareness by showing the advantages of its differentiated product which has improved athletes' comfort and performance. In order to compete in the global markets against Nikkei and Ideas LILA should consider the following four alternatives: mergers or acquisitions, establishment of foreign subsidiaries, joint ventures, or a continuation of the North American strategy to be used in the international markets.The decision criteria used in evaluating each option looked primarily at how to increase CIA brand awareness and market share, the financial strain on ALGA sources, protection of CIA patents and intellectual property, and the level of control maintained by CIA It is recommended that AU pursue appropriate mergers or acquisitions that will increase its resources and competencies internationally and enable AU to more quickly build its market presence. Aqua's big competitors have been selling their performance apparel internationally for several years, with the added advantage of already having international brand recognition.Since CIA won't have the first-to-market advantage they had in the US Market they need to carefully find complementary companies that can assist in both brand cognition and in core understanding of the global markets. Significant resources will be required initially, but it is expected that this investment will be paid back within 3 to 4 years. If this alternative proves unsuccessful AU should consider a joint venture or alliance which shifts some of the risk on to those other participants.For the full recommendation and action plan please refer to pages 12 to 13. Table of Contents Executive Summary 2 Identification 4 Backgrounds Problem Statement (Scope of Report) 4 Current Strategy 4 Analysis and Evaluation 5 External Analysis Macro-Environments Five Forces Analysis 6 Strategic Group Map 7 Key Success Factors Internal Analysis 9 SOTTO If uncial 9 Alternatives 10 1. Merger and Acquisition s 10 2. Foreign Subsidiaries (Greenfield Venture) 10 3. Joint Ventures and Alliances 11 4.Status Quo – Utilize the IIS Strategy Internationally 11 Decision Criteria 12 Recommendation 12 Action Plan 13 Contingency Plan 13 Appendix A 14 Appendix B 15 Bibliography 16 Identification Background Under Armor (AU), formerly known as KIP Sports, was founded in 1 996 by former University of Maryland football player Kevin Plank. KIP Sports was the originator Of performance apparel engineered with supreme moisture management to keep athletes cool, dry, and light throughout the course of a game, practice, or workout. The company's operations started out of the basement of Kevin Plank's grandmother's house.Shortly after founding KIP Sports, Kevin recruited one of his acquaintances from Maryland University to join the company as a partner. Kip Bulks, the gentlemen brought on as partner utilized his excellent credit rating to open 17 different credit card accounts to fund the cash flow requi rements of KIP Sports. By 1 998 the company's revenues had Increased efficiently enough for KIP Sports to acquire a $250,000 small business loan. The company was ever growing with a broader product line and consumer segments and from time to time it would take out additional loans needed to fund their working capital requirements.It was not until 1999 that Kevin recruited another acquaintance, a gentleman by the name of Ryan Wood from high school, to join the company as Vice President of Sales. In 2005, KIP Sports changed their name to under Armor and went public. This initial offering generated net proceeds of approximately $114. 9 million, from the 9. Million Class A Common stock issued. Problem Statement (Scope of Report) Although AU has done well in the present US market, carving out a sizeable market share, it is unknown how their current strategy will be able to compete with fierce rivals like Nikkei and Ideas on a global frontier.Their big competitors have been able to start selling their performance apparel internationally for several years, with the added advantage of already having international brand recognition, so CIA will no longer have the first-to-market advantage that they had in the US Market. If AU hopes to be successful in the lobar market, they will need to analyze their current strategy while exploring other possibilities to make an informed decision on how best to proceed.Current Strategy The company's principal business activities in 2012 were the development, marketing and distribution of branded performance apparel, footwear, and accessories for men, women, and youths. 90% of its sales were from North American, though international sales were growing. AU uses a broad differentiation strategy as its corporate strategy. It has developed its own patented fabrics to create a differentiated product that its customers are ailing to pay a premium for.Its growth strategy includes broadening its product lines, targeting additional consumer seg ments, increasing distribution, expanding internationally, and growing brand awareness. Aqua's business strategies include how it will compete in each of its product line offerings of apparel, footwear, and accessories for men, women, and youths. Its strategy is to offer a variety of styles and price levels for its customers that will improve comfort, performance, and mobility no matter what weather condition exists. For its apparel it has designed three lines of gear designed o work in various temperatures (Heather, Coolidge, and Legionnaires).Its footwear is designed to be light, breathable, and high performing. Its line of accessories (such as gloves, header and bags) has similar differentiated performance features as Aqua's other products. Aqua's main functional strategies include its marketing brand management and promotion strategies as well as its product design and development strategies. CIA has an extremely large marketing budget (close to 1 68 million in 2011 ) which incl udes athlete endorsements, sponsorship of sporting events and advertising costs.It utilizes an in-house promotion and marketing department whose focus is to increase demand and build brand awareness. Aqua's main retail marketing strategy is to obtain as much CIA exclusive floor space as possible in each Of its major retail stores. Aqua's product design and development strategy is to continually upgrade its products and to use â€Å"visible technology†Ã¢â‚¬Ëœ (Thompson, p C-51) to market the benefits of Aqua's products. There is a high degree of collaboration between the sales, product development, and sports marketing teams in identifying opportunities and markets.Aqua's key operating strategies include its distribution strategies and its sourcing, manufacturing and quality control strategies. Its distribution strategies included wholesale distribution (70%), direct-to-consumer sales (27%), and product licensing (3%). AU has two distribution facilities in Maryland, though it expects to add another facility overseas in the future. Many of Aqua's technically advanced fabrics were developed by third parties. These fabrics are available from a small number of sources. In 2011 CIA had 23 main manufacturers which operated in 16 countries.All manufacturers ad to follow stringent quality control processes and had to adhere to a code of conduct with respect to quality, working conditions and social concerns. Analysis and Evaluation External Analysis Macro-Environment The macro-environment is positive for the sports apparel industry without many restrictive influences in the political or regulatory realm. The most strategically relevant factors of the PESTLE analysis (political factors, economic conditions, socio-cultural forces, technological factors, environment forces, and legal/regulatory Factors) include the socio-cultural forces and technological factors as noted below:Socio-cultural Forces Recreational and professional sports are both very popular in North America and throughout the world. With an emphasis on active and healthy living in addition to the â€Å"life skills† learned in playing on sports teams schools and athletic associations offer many sports opportunities for all ages. Professional sports are a multi-billion dollar industry with athletes and coaches making very large salaries. Although there may be aging demographics in some areas of the world enthusiasm for sports remains high.Technological Factors Technology has only continued to improve as sports apparel companies onetime to refine and develop the relatively newly available â€Å"technologically advanced fabrics and specialized manufacturing techniques† (Thompson, p C-43) in an effort to create a more comfortable, drier experience for the athlete. Great strides continue to be made with these products. Five Forces Analysis Competition from Rival Sellers (Strong): Competition among rival sellers is intense. There are approximately 25 brand-name competit ors in the market for sports apparel, athletic footwear and related accessories in which (AU competes.Aqua's major competitors in its sports performance apparel and athletic footwear include Nikkei, Inc. ND the Ideas Group, both highly successful brand-name global companies. AU competes with other top name brands, such as Columbia, Spryer, and North Face in its performance Skewer products. Nikkei is the clear market leader with approximately 17% of the footwear market share and 4. 4% of the sports apparel market share. Customer Bargaining Power (Strong): Since approximately 70% of AU sales are from retailers, the retailers do have Strong bargaining power. 5% of all retail sales are to large retail chains who also sell Aqua's competitor products. They have the discretion as to whether to allocate a certain level of floor space exclusively to CIA or not. Although there is some differentiation in products between competitors many of the products are fairly standardized, increasing cust omer bargaining power. The cost of switching to competitor brands is likely fairly low as all competitors will be fighting for key retail space. Supplier Bargaining Power (Moderate): CIA specialty fabrics and other raw materials come from a relatively small number of sources.In 2011 , a little more than half of the fabrics used came from six suppliers in several different countries. With only six suppliers for such a large volume the suppliers do have some leverage in increasing their prices. It seems that it may be difficult for LILA to find alternative suppliers, though these suppliers must also depend on the revenues from CIA As such, they will not want to price themselves out of the market and they will want to see CIA succeed. Competition from Potential New Entrants (Weak): Given the strength and number of large brand name competitors already in the industry the threat of new entrants is relatively weak.The Ideas Group has several well-known brands within its company, such as R ebook, Rocket, ND Ideas. Nikkei and CIA are also well-known brands. All of these companies participate heavily in sponsoring sporting events and invest significantly in athlete endorsements. As a result, there are high degrees of customer loyalty, making it difficult for new entrants. These large companies also have well-established networks of distributors. All of these things as well as the capital investment requirements limit the potential of new entrants to the industry.Competition from Producers of Substitute Products (Weak): Although it is unlikely that there are significant substitute products in existence, CIA and its success shows that it is possible for a creative company to enter the industry with some sort of product which would be more appealing. Additionally, both Nikkei and Ideas spend significant amounts of money on research and development. It is possible that one of these competitors will be able to develop a next generation substitute product. Us Mary Overall, th e industry competitive forces are moderate to strong.The competition among rival sellers is quite intense and the retail buyers have significant power in working with all of these sellers. Brand image and loyalty re important in this industry. Nikkei is a well-established company and the clear market leader, but the Ideas Group is also a global leader. CIA has done very well at establishing a solid market share in its sports apparel and training/fitness clothing. Strong profitability is evident in this industry as can be seen in the net profit margins among Nikkei, the Ideas Group, and Under Armor.Strategic Group Map Key Success Factors Performance and Reliability – To remain competitive in this industry, CIA products must meet or exceed customer expectations for high performance and reliability. CIA was founded on creating clothing that was cooler, drier, and more comfortable for its athletes. AU must continue producing high quality items which can be counted on. This includ es utilizing high quality standards. New Product Development -? In this competitive environment it is important that AU invest sufficient funds into research and development so that it can gain improvements in its fabrics and its products.Additionally, CIA must keep a sufficient number and styles of products available to be able to meet various consumer segments, such as it has done with Heather, Coolidge, and Legionnaires. CIA will need to re-examine its product line and its inventory management systems to ensure it is able to better meet customer needs without high levels of excess inventory. Pricing – Due to the number of brand name competitors in the industry with similar products an appropriate pricing strategy is crucial to Aqua's success. CIA will have to remain vigilant in watching competitor prices and discounts given.Brand and Product Image – Each competitor in this industry will need to continually work on communicating and maintaining its overall brand imag e that is consistent with its mission and vision. Additionally, certain key products should have high visibility in terms of the image they represent. Loyalty from customers will be driven in part by these branding images. Customer Support and Services – In part a company is only as strong as it is perceived to be by its customers. Aqua's retailers and its direct sale customers must be treated fairly and be given adequate support when purchasing AU products.Retailers (representing 70% of sales in 2011) will be driven to work with La's competitors if customer support and service is lacking. If Under Armor is able to successfully manage each of these key success actors which matter to its customers it should have continued competitive success for the long-term. Conclusion The external environment is conducive to successful results and profitability for the current competitors in the sports apparel industry. Although CIA is competing against some large global rivals it has been able to gain substantial market share from 0. 6 percent in 2003 to almost 2. 8 percent in 2011.This is compared with 7. 0% market share for Nikkei and 5. 4% market share for Ideas. AU should be able to remain competitive and earn reasonable profits as long s management remains attentive and pro-active With any changes in the environment. Internal Analysis SOOT under Armor has a variety of strengths which allows them to compete in the highly competitive sports apparel industry. Over the years, the business has focused on building an authentic brand with high quality apparel that has allowed them to gain significant market share from their competitors. Below you will find an analysis of their internal and external environments.Strengths Built an incredibly powerful and authentic brand in a relatively short time Became the official footwear supplier of major league baseball Uses superior scenically advanced fabrics Weaknesses International presence is very low Limited number of distrib utors to ship their products Insufficient tools in place to manage inventory efficiently and accurately Opportunities Ability to broaden Aqua's product offerings for wear in a variety of recreational activities and sports Athletic wear, a category historically dominated by men, is seeing significant growth with females Gender equality continues to grow in other parts of the world The reads Highly competitive market Competitors have a well established footprint in international markets Materials used in AU products are petroleum-based synthesis and therefore subject to crude oil price fluctuation If uncial Under Armor financial shows both positive and negatives (see Appendix A for the full financial details). The profitability ratios are in good standing and are relatively stable over the 5 year period 2006-201 1.The gross profit ratio indicates that CIA has enough revenues to cover operating expenses and leave the company with a profit. The net profit margin shows that their after t ax profits per dollar of sale decreased from 9. 05% in 2006 to 6. 58% in 2011. That is a drop of 2. 47%. The return on total assets and return on shareholder's equity have both decreased from 2006-201 1. A return of 12-15% range is average and Under Armor is at 15. 23% as of 201 1 which is within the range. Liquidity analysis shows that the working capital has improved over the years. As of 2011, the company has $506,056 of internal funds to cover its current liabilities. That is $332,667 more that in 2006 showing a big improvement The leverage ratios show the negative side of Under Armor.The debt to asset ratio has been increasing from 2% in 2006 to 8% in 201 1. This means hat 8% of borrowed funds have been used to finance assets. Also the debt to equity ratio has increased from 3% to 12%. This signifies lower creditworthiness, potential excessive debt and a weaker balance sheet. On the other hand, in order for a business to continue growing and compete with the industry taking on additional loans is a requirement. Even though it appears that CIA has the capability to pay off the debts these ratios should be watched carefully to ensure that covenants are not broken. The activity ratios show that AU inventory management efficiency has decreased over the years.

Advertisement Effectiveness

Introduction: Advertising is a form of communication used to encourage or persuade an audience to continue or take some new action. Most commonly, the desired result is to drive consumer behaviour with respect to a commercial offering, although political & ideological advertising is also common. The purpose of advertising may also be to reassure employees or shareholders that a company is viable or successful.Advertising messages are usually paid for by sponsors and viewed via various traditional media; including mass media such as newspapers; magazines; television commercials, radio advertising, outdoor advertising or direct mail or new media such as blogs, website or text messages. Definition: Advertising is bringing a product(or service) to the attention of potential & current customers. Advertisement is typically done with signs, brochures, commercial, direct mailings or e-mail messages, personal contact etc. The importance of advertising is â€Å"steadily on the increase in mod ern society†.Just as the media of social communication themselves have enormous influence everywhere so advertisement using media as its vehicle, is a pervasive, powerful force shaping attitudes & behaviour in today’s world. The field of advertising is extremely broad & diverse. In general terms, of course an advertisement is simply public notice meant to convey information & invite patronage or some other response. As that suggest, advertising has two main purposes: To inform & To persuade. These purposes are distinguishable-both are very often simultaneously present Objectives of the study: To study the effectiveness of advertisement of mobile phones. * To analyze & compare the consumers attitude towards advertisement regarding mobile phones. * To know the buying behaviour of the consumers with regard to the advertisement. * To show the true values of the advertisement regarding mobile phones. Statement of the problem: The effectiveness of advertisement which plays a crucial role to identify the target customers and the target market segment for every companies & firms. It is worth noted that, the effectiveness of dvertisement should thoroughly scrutinized by every organisation. Thus there are various issues involved in the advertisement & measurement of its effectiveness. The problem here is how many consumers buy mobile phones by seeing advertisements? Is advertisement really motivating the public to buy the product? The study relates with the influence of the advertisement towards them the researcher has the curiosity to know about how advertisement effect through various brands of mobile phones. Scope of the study: Theme is the subject matter of advertisement.An advertisement copy should bridge the gap between the advertisers & readers if it is to be effective. To achieve this the advertisement has to provide the audience the information that is of interest to them. Undertaken to know the effectiveness of advertisement in the minds of consum ers and also to know the factor which attracts more from it. This will help to identify the role of advertisements. The present investigation has been undertaken to know and analyse the factors influencing the mobile phones & the role of media which influences them to prefer a particular product.Methodology: The research is descriptive in nature. Both primary & secondary data have been collected for the study. Primary data were collected through questionnaire schedule from a sample of 25 respondents at the random. The secondary data was collected from magazines, books, websites. Sampling of the study: A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample (i:e) the size of the sample.Sample design is determined before data are collected. Simple random sampling method is used for selecting the respondents in order to collect the required data. Sources o f data: Sources of data are mainly classified in two: Primary data & Secondary data. Primary data are those which are collected a fresh and for the first time & thus happen to be original in character. The primary data was collected using a structured questionnaire prepared with respect to the objective of the study.Simply primary data refers to the information got directly from the sampled respondents. Secondary data are those which have already been collected by someone else and which have already been passed through the statistical process. The secondary data are based on the documents available in the form of: Books Journals Published papers Internet Data Analysis and Statistical tools: The data collected were analysed and tabulations were made regarding the responses given by the respondents.No statistical tools were used in this project to measure the effectiveness of advertisements. Limitations of the study: 1) Sample size is small as compare to universe. 2) Respondents are b iased towards their personal preferences and they might have not answered the questions correctly. 3) Due to simple random sampling there may be large deviation from that of universe. Chapter Scheme: Chapter 1: Introduction, objectives, statement of the problem, scope of the study, methodology, limitations of the study.Chapter 2: Contents and review of literature. Chapter 3: Company profile. Chapter 4: Data analysis and Interpretations Chapter 5: Findings, suggestions and conclusions Contents & Review of Literature: Meaning of Advertising: The word advertising is derived from the latin word,†advertero†. â€Å"Ad† meaning towards and â€Å"verto† meaning â€Å"to turn†. Definitions of Advertising: Philip Kolter says â€Å"Advertising is ant paid form of non-personal presentation of ideas, goods and services by an identified sponsor. † William J.Stanton,†Advertising consists of all the activities in presenting to a group a non-personal, or al or visual, openly sponsored message regarding a product, service or idea. † Features of Advertising: * Advertising is one of the methods of promotion mix. * It is a paid mass communication, not aiming at a specific individual. * It is a form of publicity, i. e dissemination of information regarding a product, service or idea. * It is salesmanship in writing or printed salesmanship. * It is a mass non-personal communication. Functions