Electromagnetic Propulsion Technology Essay Example for Free

Electromagnetic Propulsion Technology Essay Electromagnetic Propulsion Technology is based on the concepts and applications of electromagnets to enable propelling of an object. This is perhaps the most researched and worked on areas of electric propulsion with greatest possible application in public transport as well as advanced aerospace propulsion systems. For public transport, it’s been a magnetic levitation technology which is also known as Maglev that has transformed the vary way of public transport. Electromagnetic Propulsion Technology based Magnetic levitation transport is a form of transportation that relies on electromagnetic force for suspension, guidance and propelling. This technology when applied for mass transit system can enable transportation at 500 to 600 km/h (Bonsar, p1; Jahn Choueiri, p134) . As a concept, magnetic levitation train was developed by a German Scientist Hermann Kemper and on Aug. 14, 1934, the patent was granted. But it was in Britain, world’s first magnetic levitation service was introduced as a link between two terminals at Birmingham airport. The distance was of 400 meters with top speed at around 10-mph. In Germany, the TRANSAPID project connects Berlin and Hamburg. The train will move with a speed of 292 kph and would cover the distance of 292 km in flat 60 minutes. In Japan, the advancements have led to the feasibility of moving trains at a speed of 500 kph and on a 7-km test track began in Miyazaki Prefecture, the manned two-car vehicle has been tested and found to register a speed of 400.8 kph in 1987 and a maximum speed of 531 kph in a manned vehicle run on December 12. Again in 1999, the train attained a maximum speed of 552 kph in a manned vehicle run (Maglev, p8). Maglev follows the system levitation based vehicular movement on the guide way while using electromagnetic forces between super conducting magnets on the vehicle and coils on the ground. This enables the train to move or float about 10 mm above the guide way on a magnetic field. The train as whole is propelled by the guide way and hence there is no on board engine to pull the train. The whole pulling is enabled through the switching of magnetism. Its basic principle could be understood with the help of magnets. As it is widely known that in case of magnets, you know that opposite poles attract and like poles repel. This principle of attraction and repulsion actually forms the basics behind electromagnetic propulsion based Maglev technology. Electromagnets are used in the above mentioned technology and temporary magnetic pull is created and objects are attraction through a small magnetic field. The three vital components to this system are: A large electrical power source Metal coils lining a guideway or track Large guidance magnets attached to the underside of the train  ­In the above mentioned list of components, one can figure out that the train doesn’t need any engine and hence this is the most important difference between the maglev trains and other conventional trains. The train as a whole is not pulled in a particular direction rather they are propelled and guided in the magnetic field created by electrified coils in the guideway walls and the track (Bonsor, p2). Conclusion: As it has been already mentioned, Maglev is the short for magnetic levitation according to which floating and guiding of trains is enabled as per the principles of magnets. Maglev has its own set of advantages as well as disadvantages. The primary advantage of a maglev train is that of maintenance. As the train floats along and there is no contact with the ground and also there are no moving parts, the possibilities of any wear and tear get reduced. The trains as well the track would rarely need any maintenance and hence the higher cost of installation gets compensated in long run. Apart from this, the other important advantage is the total reduction of friction and noise which actually translates into high speed and extremely fast mode of transportation (Maglev, p 28). Now comes the disadvantages; Maglev guide paths are more costly than any conventional railways system when installation comes into picture. This disadvantage gets amplified with the fact that Maglev system requires a complete new set of infrastructure. The railways infrastructure available for usage is of no use for implementing Maglev and hence a totally new set of system would be implemented. The conventional system would lose its utility and couldn’t have a mutual existence with maglev (Maglev, p 28). Hence, after a very careful and thorough research, the final verdict is that the Principle of Magnetic Levitation when applied for mass transit would transform the way people move in the future and might provide an able substitute of all expensive air transport. Reference: Bonsor, K. â€Å"How Maglev Trains Work†. 2008 http://science.howstuffworks.com/maglev-train.htm Jahn, R. G. â€Å"Ã’Physics of Electric Propulsion,Ó† McGraw-Hill, New York. 1968 Magnetically Levitated Trains (Maglev) http://www.123eng.com/seminar/Magnetically%20Levitated%20Trains%20(Maglev).pdf Jahn, Robert G. Choueiri, Edgar Y. â€Å"Electric Propulsion† Encyclopedia of Physical Science    and Technology, Third Edition, Volume 5 2002

The Negative Effects of Nuclear Energy :: Nuclear Energy Negative Essays

In 1950, the first commercial nuclear power plants were constructed. The public was promised a non-polluting and resourceful type of energy, but how safe was, and is, nuclear energy? Although there are less than 500 licensed nuclear power plants in the world, many nuclear accidents have already been endangering civilian lives. More serious accidents are not just likely, but inevitable (Fairchild 29). Nuclear energy may appear to be the ideal source of energy for the future: however, there are many negative effects of nuclear energy that can lead to very dangerous situations. Energy has always been among the basic human concerns, along with food and shelter. It takes part in all activities, from walking to the operation of even the most complicated equipment. Mankind has been faced with the challenge of meeting its energy needs without risking human health and the environment. The many types of energy are mechanical, thermal, chemical, electrical, radiant, and atomic (Microsoft Encarta). In 1987, oil supplied 32% of the energy worldwide. Coal was next in line with 26%, then natural gas with 17%, biomass 15%, and nuclear energy with only 4% (Galperin 19). With the main sources of our energy running low, nations look to new sources to provide our society with power. Nuclear energy, the newest type of energy, was researched to see if it would be the most promising type of energy for the future. Surprisingly, nuclear energy was discovered by accident. In 1896, the French scientist, Antoine Henri Becquerel, conducted an experiment with uranium salts and found that these salts gave off their own light when exposed to sunlight. Marie and Pierre Curie were fascinated by the possibilities of Becquerel’s rays. The Curies discovered exactly what the rays were and then named the phenomenon radioactivity (Halacy 6). During World War II, many scientists from around the world came to the United States to work on nuclear reactors and weapons. With much success, they continued after World War II and concentrated more on nuclear energy. The scientists instantly saw that nuclear energy would be a great source of power because of the amount of power it released. Splitting an amount of uranium equal to one penny would produce as much energy as seven and a half tons of coal (Lilienthal 85). A nuclear power plant is where energy is formed when nuclear fission or fusion takes place. So far, however, only the power of fission has been controlled and used for energy. There are many parts of the nuclear power plant, including the reactor, generator, control room, cooling systems, and the electrical, air, and water lines. The heart of the nuclear power plant is its reactor core, which contains a few hundred fuel assemblies. The reactor core is encased in a pressured steel tank

Education and Co-education Schooling Systems Essay

Every coin has two sides, and my eye approaches to both of those silvery shiny sides, the positivity of coeducation is that a person learns how to interact and deal with other people and he/she develops her interpersonal skills which becomes a strong stivk to an old man when he/she enters the professional life because in that period of your life it is not necessary that you are only going to deal with girls if you are a girl or boys if you are a boy†¦. The time shows every mirror so its better to be trained from earlier clocks!! Its all depend on your character there is no advantages or disadvantages I don’t agree with some of my friends here, that there are disadvantages with co-education. It totally depends on the â€Å"INDIVIDUAL† how he/she takes the things and here â€Å"Attitude and Behavior† also plays very crucial role. If they have mutual understanding they can’t go with wrong things right. Co-education refers to a mixed schooling system, where boys and girls learn together under one single roof. A co-education school system mitigates any impartation and difference between girls and boys. They play, learn, read and write together without being discriminated by gender boundaries. The concept of co-education was believed to be introduced by the great Greek philosopher, Plato, who believed in the concept of equality for girls. However, along with some obvious advantages, the co-education schooling systems have some disadvantages as well. The following are some of the advantages and disadvantages of co-education. Advantages of Co-Education: Healthy Competition: One of the most obvious and natural advantages of the co-education system is that it promotes a healthy competition between boys and girls. There is always a natural tendency to compete with the opposite sex and to be held as the winner. Therefore, the co-education system is an excellent way to promote healthy rivalry, which often brings out the best of them. Economical: For under-developed and third-world countries, there are not enough resources to spend extravagantly on the educational budget. If these countries do not follow the mixed school system’s path, they will have to build individual schools for girls only. Therefore, the co-education or the mixed school system provides an opportunity to build fewer schools – with more money spent on the quality of education. Moreover, the co-education system also enables the school system to manage teachers with greater efficiency, since there are fewer classes to handle. Thus, the mixed schooling system is more economical when compared to a segregated schooling system. Build Confidence: It has been sometimes observed that students, with the background of a single-sex school, lack in confidence – whether they are boys or girls. On the other hand, co-education allows them to communicate with the opposite gender on a frequent basis. It develops the much required confidence in them, and they do not hesitate or hold back later in their lives. Disadvantages of Co-Education: As we know that there are numerous great advantages of co-education or mixed school system. However, it has its drawbacks as well. Following are some of the commonly observed disadvantages of a mixed school system. Lack of Concentration: Lack of concentration is a common disadvantage in a co-education system. It is natural to be attracted emotionally towards the opposite gender, which is detrimental to one’s education and advancement. Teenage crushes are quite common to be observed in the co-education system. Sexual Harassment: One of the more severe disadvantages of co-education is the increased probably of sexual harassment and molestation. There have been many reports regarding the sexual assault or harassment in the mixed schooling systems. This is harmful to the culture and the values of a society. Against the Traditions: Many people believe the co-education system to be against their traditions and cultures. Therefore, it often creates a rift among a society. Moreover, in the third-world countries, many people often restrain their daughters to go to school on the basis of co-education or the mixed schooling system. The co-education system has both the advantages and disadvantages. Basically, it depends upon one’s own perceptions, and cultural and environmental values. One should carefully consider both sides of this argument before making a conclusive decision one way or the other.

Anhauser Busch Balanced Score Card

|Anheuser-Busch InBev | | | |[pic] | | | |Balanced Scorecard | |Executing the Strategic Plan | | | | | | | | |Throughout the business environment it seems that almost every profession has some means of communicating clearly to the end user. However, for people engaged in strategic planning there has been an on-going dilemma. The finished product, the strategic plan, has not been communicated well enough to reach the end user. Strategic plans may be great to look at, full of bar charts, nice covers, well written, and professionally prepared; but they often fall short and fail to impact the people who must execute the strategic plan. The end result has been poor execution of the strategic plan throughout the entire organization; and execution is everything. Upper management creates the strategy, but execution takes place from the bottom up.According to the Balance Scorecard Collaborative, there are four barriers to strategic implementation: †¢ Vision Barrier – No one in the organization understands the strategies of the organization. †¢ People Barrier – Most people have objectives that are not linked to the strategy of the organization. †¢ Resource Barrier – Time, energy, and money are not allocated to those things that are critical to the organization. For example, budgets are not linked to strategy, resulting in wasted resources. †¢ Management Barrier – Management spends too little time on strategy and too much time on short-term tactical decision-making.Implementing the Balanced Scorecard as a management tool creates clarity in the communication of strategy. By using measurements and targets, employees can relate to what must happen and the result is higher productivity that results in the achievement of company goals. This is achieved through four strategic objectives: †¢ Financial – Delivering expected financial results for investors. †¢ Customer – Delivering value and benefits fo r customers. †¢ Internal Processes – The set of processes that must be in place in order to meet the requirements of customers. †¢ Learning and Growth – the set of values and principles related to intangibles (employees, systems, and organization), supporting and providing the required internal processes.The financial and customer perspectives represent the deliverables, and the internal processes and learning and growth perspectives represent those things the organization must do. Balanced Scorecards tell you the knowledge, skills and systems that your employees will need (learning and growth) to innovate and build the right strategic capabilities and efficiencies (internal processes) that deliver specific value to the market (customer) which will eventually lead to higher shareholder value (financial). – â€Å"Having Trouble with Your Strategy? Then Map It† by Robert S. Kaplan and David P. Norton – Harvard Business Review Anheuser-Busch InBev (AB InBev) is a good example of institution theory working at its best as it uses a strong mission and vision statement for adaptation in growing markets.A solid mission statement is a vital part of any company as it states the purpose or reason for the organization’s existence, which in turn, establishes the parameters for the company’s strategic plan. Moreover, it tells society what the company is providing: service or product. As the textbook points out, â€Å"a well-conceived mission statement defines the fundamental, unique purpose that sets a company apart from other firms of its type and identifies the scope or domain of the company’s operations in terms of products/services offered and markets served† (Wheelen, et al 13). Mission statements throughout an industry can vary greatly, and the alcoholic beverage industry is no exception.Anheuser-Busch strives to â€Å"Be the best beer company in a better world; and to â€Å"Deliver superior re turns to our shareholders† (Anheuser-Busch). This mission statement clearly defines who they are, â€Å"The best beer company†, and it also identifies the scope of the company’s operations, as they would like to deliver superior returns to their shareholders. Having a narrow business statement, which very clearly states the organizations primary business, helps AB InBev in this tough economy because it keeps the firm focused on what it does the best. The vision statement is the framework for the company’s strategic planning, and it also allows a way to let potential customers become aware of what the company’s future goals are.The vision statement often states a unique purpose that the business hopes to achieve, but it should primarily be focused on what the company wishes to become. AB InBev’s vision statement is â€Å"Through all of our products, services and relationships, we add to life’s enjoyment†. Moreover, their goal is to be the world’s beer company, their unique purpose is to enrich and entertain a global audience, and their scope of their operations is to provide superior returns to their shareholders (Anheuser-Busch). The Financial Perspective: The first aspect of the Balanced Scorecard is the financial perspective, which answers two questions: How do we appear to shareholders?And how should we act with respect to the shareholders in order to achieve financial success? According to their annual financial report, AB InBev remains focused on three core objectives designed to enhance long-term shareholder value: Increasing domestic beer segment volume and per barrel profitability which, when combined with market share growth, will provide the basis for earnings per share growth and improvement in return on capital employed. A number of acquisitions, divestitures and joint ventures influenced Anheuser-Busch InBev’s profit and financial profile over the past couple of years. Profitabil ity is the first objective of the financial component that is considered in AB InBev’s Balanced Scorecard.There are several ways in which to measure the profitability of a company including Return on Equity (ROE). Return on Equity is defined as the amount of net income returned as a percentage of shareholders equity. ROE measures the rate of return on the ownership interest (shareholders' equity) of the common stock owners. It measures a firm's efficiency at generating profits from every unit of shareholders' equity and shows how well a company uses investment funds to generate earnings growth. The benefit comes from the earnings reinvested in the company at a high ROE rate, which in turn gives the company a high growth rate. ROEs between 15% and 20% are considered desirable (Woolridge, et al 2006).AB InBev is committed to high ROE as is depicted in this statement on their Web site, â€Å"Our business is guided by strict financial discipline, enabling us to free up funds for investments in growth, while we also benchmark and measure our performance to ensure that we deliver on our commitments†. Another objective in the financial component includes revenue growth. This is manifested through, ideally, a positive percent change in revenue from year to year. This revenue increase can be initiated in many ways including increasing unit sales, which is one of the financial goals laid out in the AB InBev financial statements. Currently, AB InBev’s revenue is $36,297M, up 4. 4% from the previous year.According to the latest AB InBev financial report, their earnings before interest and taxes (EBIT) is up 6. 5% from last year in spite of an overall decrease in North American earnings due to synergies and lower cost of sales. [pic] The first exhibit shows how the dollar amount sales of Craft Brewers, which includes Anheuser-Busch, starts to fall with the economy in 2005 and hitting a low in 2006. Slowly however, the industry is making a recovery. Rob ert S. Weinberg, principal of the Office of R. S. Weinberg- a research company located in St. Louis, stated in an interview that â€Å"the nature of competition in the industry has changed radically in the last two years† (a ixed forecast†¦) With the economy still on the rocks, and Europe’s economy on the offensive as well, many industries are having a hard time coping with the stress. Anheuser is affected by both economies as it operates not only in the USA but in Europe as well. As previous stated, Anheuser’s strong mission statement, values and dedicated employees come into play here as it gives them a boost that other companies may be lacking. Furthermore, analyses are making predictions that although the economy remains slow, â€Å"Craft beer sales will continue to explode, with 10% growth in 2011 on a larger base, particularly large format bottles, fueled by a rash of positive press in the general media† ( Beer Business Daily). The third object ive in the financial segment is debt management.Currently, AB InBev has a net debt to normalized EBIT ratio of 2. 9. Within the past year overall debt has been decreased by $5500M in 2009, AB InBev reported debt of $45 174, and $39 704 in 2010. The Customer Perspective: The second aspect of the Balanced Scorecard addresses two questions surrounding the company’s customers: How do customers view us? And how should we approach our customers in order to realize our vision? AB InBev seeks to provide their customers with a high level of value by focusing on responsive supply as an objective and providing on-time delivery. On-time delivery means that AB InBev customers will get what they want, when they want it.Since 1994 AB InBev has an established multi-disciplinary Production and Logistics team whose focus is to re-engineer the supply chain to better cope with the challenges of complexity. Since AB InBev is involved in two logistically distinct businesses – established hi gh-volume products and low-volume â€Å"growth† products, with the latter accounting for over 80% of brand/package combinations and only 10% of total volume, effectively managing the supply chain is of great importance in order to provide customers with the highest level of value and service possible. Growth products represent important market opportunities, but they have greater demand variability than the established products, require greater flexibility, and impose more costs and complexity throughout the supply chain.In order to reach the goal of on-time delivery, the team recommended a series of strategic initiatives, beginning with re-engineering of production and inventory deployment, proceeding to transportation, and culminating in order fulfillment. The growth products were assigned to fewer plants with shorter production cycles, and their inventory was predominantly deployed across 35 wholesaler support centers throughout the U. S. The resulting improvements have be en dramatic: †¢ 90% of low-volume items are now within 200 miles of their destination, compared to 25% previously. †¢ Costs of purchasing, operations, and transportation are minimized without loss of customer service. †¢ Anheuser-Busch is well positioned for future expansion in its growth segment.An important element of the re-engineering effort was an initiative called â€Å"Transportation Advantage,† which involved review and re-configuration of the transportation processes for both long haul and short-haul delivery of beer to wholesalers. The objective was to lower costs and improve service by leveraging the buying power for all brewery inbound and outbound transportation, including truck and rail, through one customer – Anheuser-Busch (John, et al). According to the report, AB InBev was able to produce the follow results in the following areas: In Brewery Operations: †¢ Partial pallets into support center territories have been reduced 56%. †¢ Interplant shipments have been reduced 78%. Items per brewery load have been reduced 41%. †¢ Transportation costs have been reduced 15%. In Wholesaler and Support Center Operations: †¢ Wholesale support center costs are 7% below expectations. †¢ Transportation service is 99% on-time or early. †¢ Wholesaler Out-of-Stocks have decreased 30%. By incorporating specific strategies, AB InBev was able to reach their on-time delivery goal of 99% while reaping additional benefits in terms of cost reduction and product growth positioning. The goal is to maintain this competitive advantage by continuing to monitor their supply chain, making changes where needed, and eventually reach their goal of 100% on-time delivery for their clientele.The second area that AB InBev focuses in on in order to service their customers best is in the realm of customer satisfaction. A study referred to by the Brookston Beer Bulletin shows that AB InBev’s beer drinker satisfaction fell from its all-time high of 84 in 2009 by 2. 4% to 82, driven by a sharp decline for AB InBev products. In 2008, shortly after its acquisition by Belgian InBev, AB InBev recorded its best American Customer Satisfaction Index (ACSI) score ever and captured the industry lead. Now that gain has disappeared as the sales of the Budweiser brand fell by almost 10% during 2009 as younger drinkers have increasingly turned to microbrews and low-calorie products. Now the ratings are stalled across the beer industry with a low of 81 and a high of 83.An article published by the Pittsburg post talks about how the modern day drinker is more â€Å"sophisticated† and more willing to try something new, â€Å"looking for different beverages that are appropriate for different occasions† (Boselovic, Len). Boselovic goes on to say, â€Å"†¦more importantly, the modern day drinker doesn’t want to be seen as a guzzler, a dumb guy, six-pack drinker†¦they want to be seen as a c onnoisseur†. AB InBev has responded to this latest information by invoking a Fresh Ideas Initiative, encouraging employees to think about beer in a whole different way. This led to the introduction of Beach Blond Ale in 2006 with an advertising message of its â€Å"rich golden color, pleasant hop aroma and slightly spicy malty taste†.In subsequent years, AB InBev has continued to produce more new products including Tilt, a raspberry flavor premium malt beverage infused with caffeine, guarana and ginseng; BE, a beer that combines the drinkability and broad appeal of beer also with the combination of caffeine, ginseng and guarana; Bacardi Silver Watermelon and Budweiser Select, are all taking their place in the beer category along with such brand powerhouses as Budweiser, Bud Light and Michelob to challenge the established perception of beer and expand its market over the long run (Boselovic). By using the strategy of responding to customer demand and preferences by intro ducing new and exciting beverage options, AB InBev hopes to regain the lead in the ACSI Index and even surpass their previous all-time high. The third objective for AB InBev regarding their customer base pertains to market share growth. Large market-share percentages are a strong indicator that customers perceive value in a company’s product and are willing to spend their hard-earned dollars on the company’s products. Currently, AB InBev holds close to half of the American beer market.In recent press releases, AB has revealed its plans to pursue international beer market segments including China (which is currently the fastest growing beer market and the second largest next to the United States), and Belgium. According to AB InBev’s CEO, Carlos Brito, the company may seek acquisitions to keep pace with market growth. Even as the company focuses on revenue growth on its own, it won’t rule out purchasing rivals, including in Germany, where it plans to incre ase its market share â€Å"significantly,† (Johnson). In pursuit of its interest to increase international beer segment profit growth, Anheuser-Busch has made significant marketing investments to build recognition of its Budweiser brands outside the United States. These investments include owning and operating breweries in China, including Harbin Brewery Group, and in the United Kingdom.The company also has a 50% equity position in Grupo Modelo, Mexico’s largest brewer and producer of the Corona brand. AB InBev plans to expand in China where volume growth is 2-3% and implement a focus brand at mid to high teens. AB InBev plans to use a Concentration Week Initiative to promote their Budweiser brand to new and existing clientele. These promotions will be enhanced by new TV ads aimed at growing their premium and super premium brands in the healthy lifestyle community. Upon consolidation with InBev, the company employed a series of asset disposals, which included divesting during 2009 its 27% equity position in Tsingtao, the largest brewer in China and producer of the Tsingtao brand.Asset disposal and divesting of less profitable business segments is in line with AB InBev’s goal to provide the best possible returns on shareholder equity (Johnson). The following, based on the AB InBev’s annual report information, is an explanation of the forecasted increase in market share percentage per region: North America: 4. 0% The brands Budweiser and Bud Light, with strong marketing efforts, have continued to gain market share and report good results, with Bud Light consisting of 5% of the Canadian beer market in Q310. Latin America North: 25. 5% This area will continue to reap rewards from anticipated industry performance improvement. Economic conditions are anticipated to continue to improve as AB InBev rolls out Budweiser and Budweiser Brew N ° 66 into the Brazilian market in 2011.AB InBev has been highly successful in market introductions, a s shown by the innovations introduced over the last three years which alone now account for more than 10% of the Brazilian beer market. Latin America South: 8. 7% AB InBev heavily invested in Focus Brand promotion in 2009, particularly during the FIFA World Cup, the effects of which are expected to be felt in 2011 in sales volume increases in Stella Artois and Quilmes. Beer volumes in Argentina have been recovering from weak industry performance in 2009, fueled in large part by premium brand sales, which continued to grow substantially throughout 2009 as well in 2010. Western Europe: 2. 9%Sales in this segment are anticipated to follow a trend of flat sales. The beer industry in Western Europe is in decline, though AB InBev remains a market leader. Belgium sales volume saw a 2. 2% decline in 3Q10 due to abnormally poor weather conditions. As long as weather conditions are somewhat normal in 2011, volume should increase. Budweiser Brew N ° 66 and Stella Artois were launched in Augu st and September 2010, respectively in the United Kingdom. Central & Eastern Europe: 33. 8% The Russian government has been promoting the consumption of beer in order to reduce that of vodka. The combined efforts of AB InBev and the government will increase sales in 2011.In 3Q10, awareness for Bud was built through a range of media initiatives, including television, social media, and out-of-home ads, resulting in strong volume performance, confirming the brand’s potential in Russia. Asia Pacific: 21. 9% Planned national marketing campaigns, in addition to the recent launch of Budweiser Lime, will boost market share in the rapidly expanding China beer market. The Focus Brand portfolio volumes in the area increased 17. 5% in 3Q10 as a result of these campaigns, and AB InBev will continue to invest in the Focus Brand campaigns. While the above market share increases for 2011 can be forecasted due to industry analysis based on what has occurred in the past year, major growth rate increases cannot be sustained from year to year.Projections for the remaining two years have been reached through calculating the average growth rate typical for the beer industry and AB Bev’s unique performance, which is roughly 12. 4% of the previous years’ growth performance. As 2011 unfolds, recalculations will need to be made incorporating current events and economic conditions. [pic] Internal Business Perspective: In the third part of the Balanced Scorecard, the question surrounding business processes is handled by answering the following: In what business processes must we be the best in order to satisfy our customers? Goals should be formulated for innovation, customer management, operational processes and integration into the environment.AB InBev has credited its efficiency with effective communication with their retailers. The strategic plans were shared with retailers to include them in the process from beginning to end. The products and services are doing very well at AB InBev. The valuable tool of Reco has resulted in fast communication to its retailers and ensuring that its alcoholic beverages get stocked immediately to satisfy its clientele. Anheuser-Bush fosters an environment of growth and innovation. This has resulted in great success to the company. Efficiency through its distribution, sales, and marketing abilities has helped Anheuser-Busch become very successful. DistributionAnheuser-Busch is very team oriented environment that encourages innovation and expansion. The costs of products are closely monitored and are able to be minimized through communication. A prime example is the successful introduction of Bud Light Lime. â€Å"Our goal is to provide our retailers with the products and packaging that best appeal to their shoppers,† said Bill Laufer, vice president, grocery sales for Anheuser-Busch. â€Å"With the introduction of Bud Light Lime, we worked with retailers well in advance of the launch to help them sell the product by providing them with the strategy behind the brand, packaging options, target audience, sales expectations, recommended shelf placement and marketing plans. The communication between AB InBev and its retailers is a huge success. Anhesuer’s business strategy is to closely monitor its products all the way to the finish line while providing information to its retailers on the products details. Bill Laufer points out, â€Å"Because we worked closely with retailers to support the launch of this product, we have been able to obtain a 0. 9 share in supermarkets for a product that was released at the end of August† (IRI Supermarket Data, week ending Oct. 19). Communication is very vital to the growth and continued success of AB InBev. The constant feedback has resulted in positive growth of its new products such as Bud Light lime.The distribution has varied for Anheuser-Busch. For the years of 2008 the distribution was 6. 4%, 7% for 2009, and 8% for 2010 (www. a nheuser-busch. com). The distribution costs have gone up due to the prices in materials. Cost of Sales Anheuser-Bush uses  the accounting method of last in, first out method in its inventories. According to Anheuser’s Web site, â€Å"Inventories are valued at the lower of cost or market. The company uses the last-in, first-out method (LIFO) valuation approach to determine cost primarily for domestic production inventories, and uses average cost valuation primarily for international production and retail merchandise inventories. The costs are calculated differently for domestic inventories as well as international inventories. â€Å"LIFO was used for approximately 71% of total inventories at December 31, 2004, and 76% of inventories at December 31, 2003. Average cost was used for the remainder† (Anheuser-Busch). This method has proved to be quite effective at handling the companies’ finances. The cost of sales has defiantly fluctuated looking at the annual rep orts of 2008-2010. The costs of sales are for 2008 are 41. 1%, 46% cost of sales for 2009, and 44% cost of sales for 2010. Sales and Marketing The tool that has enabled Anheuser-Busch to become very efficient and productive with its retailers is called Reco.According to AB InBev’s Web site, â€Å"Anheuser-Busch was recognized for its ability to develop tools to enhance the beverage business of retail customers. In selecting Anheuser-Busch, Progressive Grocer highlighted Reco, a tool the company designed to enhance its planogram management tool and improve feedback to chain customers about retailer compliance of their plans. The system has helped retailers reduce their out-of-stocks and helps to ensure they stock a consistent mix of products to meet the unique needs of their consumers. † The tool Reco that AB InBev created has enabled the company to put its different types of alcoholic beverages on the shelves and keep them in stocked.The program has been very successfu l in providing communication about the company’s plans to its retailers. The feedback from the retailers is critical to the success of the business partnership. Reco has proved to be a very productive tool for keeping items in stock and meeting the demands of its thirsty consumers. This has definitely helped in the sales and marketing department. Sales and marketing for the years of 2007 is 14. 8%, 2008 is 14. 9%, 2009 1is 4%, and 2010 is13%. There has been 1% percent of a dip. (Anheuser-Busch). The Learning & Growth Perspective: The next question to be answered is how can AB foster change and growth potentials in order to achieve business goals?For AB to grow and learn they need to harness their intangible assets such as technology, human capital and the potential of AB’s corporate culture. Since 1852 Budweiser has invested in their human and technological as well as additional financial resources to build a strong company. At AB InBev’s 2007 Green Week Doug Mu hleman, group vice president of Brewing Operations and Technology, announced â€Å"AB has been involved in conservation, education, research and preservation efforts for more than 100 years†¦Ã¢â‚¬  (Employees Help†¦). The ability to foster change and growth comes from within; AB InBev has continually evolved despite being within the mature industry of beer. One of AB’s aims is to become the â€Å"Best Beer Company in a Better World. To achieve this AB must use innovation, creativity, brilliance, employee job level satisfaction, and corporate citizenship to excel within their industry. AB’s Technological Tools The process of making beer has not changed much over the last hundred years, but AB continues to find other means of innovation. A great deal of innovation has been achieved through conservation and by AB setting an example of how a large corporation can improve its processes to make a positive impact on their surroundings. AB has become a technologic al leader by continuously exploring new emerging technology to improve efficiencies and conserve natural resources. In 2009 AB US breweries recycled 99. percent of solid waste by reducing and reusing almost all materials generated during the brewing and packaging of their beers. AB uses Bio-Energy Recovery systems (BERS) to convert brewery wastewater into renewable fuel, providing 8% of their US operation fuel needs (Employees Help†¦). Water is a main ingredient in beer, so water conservation is crucial to sustain this vital ingredient in AB’s brewing and agricultural processes. Since 2000 AB’s US breweries have reduced their water use by almost 37% believing, â€Å"you need great water to make great beer†. Since 2005 AB/In-bev have been actively working on reducing the amount of energy needed to create a liter of beer and at the same reducing the amount of CO2 emissions.Program like Voyager Plant Optimization (VPO) have created a standardized way to operat e breweries and continuously improve performance. Per their website (www. ab-inbev. com) â€Å"The implementation of VPO has brought measurable process achievements, including an increase in brewing capacity; an improvement in packaging efficiency, a reduction in changeover times, and improved energy use† (AB-InBev). AB uses a â€Å"healthy innovation pipeline† to continuously improve their technological know-how. AB’s Employees With approximately 114,000 people working across 23 countries AB knows employees are a â€Å"key ingredient† in their corporation (Anheuser-Busch).They seek employee input by promoting an atmosphere where ideas are valued and accepted. One of AB’s core values is â€Å"building a high performing and diverse workforce,† this may be why employees are known to stay for years and even decades. AB understands that the talent of people that they hire and the teams they organize reflect on the company as a whole and provide a truly sustainable competitive advantage. Anheuser-Bush Training and development group (ABTDG) support their employees at every stage of their careers by providing extensive training and education. One of their tools is The Global Management Trainee Program (GMT) to recruit new talent.This 10 month program provides a systematic overview of AB /InBev Corporation to develop insight into every aspect of the business. The program includes local and global business exposure where upon completion GMT trainees are assigned an entry-level management job. To help their people succeed they provide clear expectations to ensure commitment and motivation with good leadership. The company aims to â€Å"get the right people into the right roles at the right time† (AB-InBev). Welcoming people with vision, commitment and drive; celebrating diversity and having a no tolerance policy toward discrimination. CEO Carlos Brito CEO of AB InBev summarizes the company’s view with a statement d irected towards their employees, It’s up to you to achieve your own success, but we provide the framework for you to unleash your full potential. Together, we can fulfill our dream to be the best beer company in a better world. † AB’s corporate culture AB is a global citizen; meaning how the rest of the world perceives its actions is a message to all of its shareholders. AB’s more than $450 million in charitable donations since 1997 demonstrates that they are interested in more than just the bottom line. The Anheuser-Busch Foundation’s first philanthropic effort was first seen in 1906 to support the San Francisco earthquake. They continue their support today by donating water following natural and other disasters.AB also supports Employee’s commitment to non-profits through gift matching and employee volunteer grant programs. The foundation’s focus has been on education, economic development and environmental conservation primarily whe re the company is located and where employees work and live. Selling four of the world’s top selling beers, AB recognizes their obligation to promote responsible drinking with ads such as â€Å"Budweiser Means Moderation† dating back to the early 1900s (Anheuser-Busch). They have invested more than $830 million in national campaigns to prevent underage drinking and drunk driving. AB is well aware that it is their culture that defines the company giving them a competitive advantage that cannot be duplicated.It’s about how a dream can motivate people to work in the same direction and how a good cultural fit results in improved performance. This is the first of ten principles AB uses to reflect the mission of the company. AB emphasizes that they are a company of Owners because â€Å"Owners take results personal† (Dream, people†¦). With clear measures of accountably managers are expected to lead by example showing employees that â€Å"we do what we say. † AB has a zero-complacency policy, recognizing a job well done, but always looking for the next challenge to stretch their expertise. Costs are managed tightly to allow needed finances to support growth. By working as a lean company AB can shift money to new products for consumers.This collection of beliefs has a powerful positive influence on employees helping the company reach their strategic goals. Balanced Scorecard Overview: Anheuser-Busch InBev continues to use all of their resources, not just financial, to align their business activities. Working to improve communications, monitor performance processes, technology, and innovation while investing in relationships with customers, suppliers, and employees. They refuse to take short cuts and are constantly seeking bigger and better ways to improve their products and services. In 2010 Patrick O’Riodan, Global Director of Innovation at AB InBev, spoke about lessons for innovators.His highlights summarized the basic s trategy of using tangible and intangible assets to achieve business objectives. This in-turn helps the company create a balance scorecard. First, explain objectives in simple terms, this makes goals clear and measurable. Second, have defined strategies, AB uses renovations to strengthen existing products and innovations for developing new ones. Third, have clearly defined processes, AB uses both front-end and back-end process for defining business growth strategies. Finally, draw from non-obvious places, looking to business outside of the beverage industry for insight helps AB Inbev realize their full potential (Anthony, Scott). Anheuser-Busch InBev Balanced Scorecard | |Perspectives |Objectives |Measurements |Targets |Initiatives | | | |Financial |Profitability |Return on equity | | | |Domestic Growth | | |Revenue Growth |% Change in revenue | | | |International Growth | | |Manage Debt |Net debt to normalized EBIT ratio |2. 6 |2. 3 |2. 0 |Acquisitions | | | | | | | | | |Customer | Responsive Supply |On time delivery |99. 3% |99. % |100% |Transportation Advantage | | | | | | | | | | |Leading in Customer Loyalty |Customer satisfaction rating |83 |84 |85 |Fresh Ideas Initiative | | | | | | | | | | |Market Share |% of Market Share Growth |4. 0% |4. 96% |5. 58% |Concentration Week | | | |North America |25. 5% |28. 66% |32. 1% | | | | |Latin America North |8. 7% |9. 78% |10. 99% | | | | |Latin America South |2. 9% |3. 26% |3. 66% | | | | |Western Europe |33. 8% |37. 99% |42. 7% | | | | |Central and Eastern Europe |21. 9% |24. 62% |27. 7% |Focus Brand Campaign | | | |Asia Pacific | | | | | |Internal |Manufacturing Excellence |% Cost of Sales |41. 1% |46% |44% |Reco | | | | | | | | | | |Optimal Cost |% Of Distribution |6. % |7% |8% |Last In, First Out Method | | |Fast Delivery | | | | | | | | |% Of Sales& Marketing |14. 9% |14% |13% |Average Cost Valuation | |Learning |Global Citizenship |Philanthropic Donations | | | |Anheuser-Bush Foundation | |And | | | | | | | |Growing |Environmental Stewardship |Reduce Greenhouse Gas Emissions by 5% from | |-5% |Target Met |Reduce 13% by 2013 | | |2005-2010 | | | | | | | | | | |2. 1% | | | |InBev Worldwide Volume |% Organic Growth by Total Volume |0% |-. 7% |-3. 0% |Voyager Plant Optimization | | | |North America |3. 1% |-2. 0% |10. % | | | | |Latin America North |1. 0% |8. 8% |3. 9% | | | | |Latin America South |10. 4% |-3. 8% |-1. 6% | | | | |Western Europe |-4. 8% |-4. 9% |-. 9% |The Global Management Trainee program | | | |Central and Eastern Europe |-6. 1% |-10. 8% |5. % | | | | |Asia Pacific |0. 1% |-2. 0% | | | Works Cited â€Å"A Mixed Forecast for Beer†. Modern Brewery Age: the business magazine for the beer industry. 11 February 2011. ; http://www. breweryage. com/industry/; Anheuser-Busch. ; http://www. anheuser-busch. com/Company. html;. Anheuser-Bush Annual Reports . Anheuser-Busch InBev. Anheuser-Busch InBev. â€Å"Dream, People, Culture 10 principles† Anthony, Scott. Four Innovation Lessons from Anheuser Bush,† The Street. 10 February 2010. Boselovic, Len. Sophisticated Beer Drinker†. Post-gazette. com: Pittsburgh Post-Gazette. 6 August 2006. 19 February 2011. ; http://www. post-gazette. com/pg/06218/711317-28. stm;. C. Gregory John and Michael Willis, â€Å"Supply Chain Re-engineering at Anheuser-Busch,† Supply Chain Management Review, pp. 29-35. â€Å"Employees Help Power Anheuser-Busch's Green Week† St. Louis Front Page. 22 April 2007. Johnson, Jennifer. â€Å"Ahold, Barclays, Carrefour, EDF, Safran, VastNed: European Equity Preview†. February 27, 2011. . The American Customer Satisfaction Index. October 2010 Press Release. . Woolridge, J. Randall and Gray, Gary. â€Å"Applied Principles of Finance,† (2006). .

Artists&critics essays

Artists&critics essays Artists should pay little attention to their critics.* Criticism tends to undermine and constrain the artist's creativity. *those who evaluate works of art, such as novels, films, music, paintings, etc. The theme of artists and criticism has been one of the contentious subjects. Criticism may cause bad effects , as mentioned in the statement above, and on the other hand most of the time it can be constructive too. In the following essay I would like to support the fact that although criticism may some times be deteriorating but can be helpful and most of the time can cause promotion in different fields of art. As a matter of fact criticism in art is, explaining the artistic work in words. On the base of this definition, its the artist who creates the work of art and the critic is responsible for evaluating the strong or erroneous zones of the work. So it is in consequence of the cooperation between artist and critic well together that a masterpiece comes to existence. When an artist creates a work he has made it on the base of his pure emotions and the belief he wanted to transfer to the society from his own perspective. Such a work is very respectful because the work is reflecting the pure thoughts of the artist but it can get promoted and may attract more people if it is examined from different viewpoints and other perspectives. Such a criticism can make the work forever and add to its value. On the other hand Criticism will prevent the artist from doing the same mistakes repeatedly. Consider an artist who doesnt pay attention to the critics, he wont realize the weak points of his work. He may repeat his mistakes frequently while if he gets the constructive critics of his work he absolutely will take advantage of new conceptions and use them in his later works. Although criticism is most of the time beneficial for the artists and their later works but in some cases harsh criticism and the critic ...

Management evaluation Essay Example | Topics and Well Written Essays - 1000 words

Management evaluation - Essay Example In fact working with this organization would leave the employee fully satisfied with their job because job descriptions are clearly defined and only those that are interested will apply for them. More so, the organization clearly stipulates its goals and each and every employee working with it knows what is expected of him. This indicates why the turnover rate is low compared to other organizations. Still the organization tries as much as possible to ensure that its employees are well taken care of in the field of recreation which involves outdoors activities which are related to the nature of work and services offered by the organization. Patagonia’s situation about employee motivation is clear and it is based on many theories. To start with, motivation has been known to have a basic impulse to optimize well being of an individual by minimizing physical pain and maximizing pleasure it can also involve satisfaction of basic needs such as provision of food, shelter, sex and resting. According to (Hoffmann, 2007) these factors must be provided as the most basic. Patagonia has truly made these needs available to its employees. For instance it ensures that there is a child care room and enough clothing for employees and all other recreation facilities. This shows that the hierarchy of needs as hypothesized by Maslow’s theory of needs is achieved where employees start with the very basics like food and shelter. Also employee’s job security is assured given that the organization registers a low turnover rate with the highest experienced back in the early 1990s. More so, social wellbeing of employees is promoted through cerebrations. Additionally, there is increased self esteem and self confidence following the freedom that the employees have by working to achieve goals with minimum supervision. The biggest challenge that Patagonia is likely to face

Discussion Questions Assignment Example | Topics and Well Written Essays - 750 words - 3

Discussion Questions - Assignment Example berg (Saadi, 2010), cooperation with Threadless Company gave Dell possibility to be closer to its customers as such art fitted consumers of Dell products. The co called crowdsourcing is also known business model which such companies as Mars and Ben & Jerry used within their strategies. Thus, Mars has launched the global contest in order to choose the new color of M&Ms. Ben & Jerry lineup added Primary Berry Graham. If to consider firm performance regarding customer satisfaction, Ngobo (n.d.) considers that in service sectors, firm-specific effects are more important than the industry effects as it is more difficult to imitate in the customized service industries. Within the strategic management, firm effects capture variation in strategies and performance outcomes throughout industries and firms (Mauri & Michaels, 1998). The three levels of strategy, the corporate, business and functional should be paid equal attention by an organization as it enables the firm to determine its long-term direction within the external environment, meet the stakeholders’ expectations and take care of its operations (Barnes, 2007). The firm should understand where it is in business, what it should acquire or divest, how to compete in this business and with what mission, determine its strategic objectives and resources managed in the function. Despite the different length, content, format and specificity if a mission statement, it should be informative and clear, inspire employees and all organizational stakeholders. Academicians consider (David, et al., 2014) that effective mission statement includes components directed toward customers, products or services, markets, technology, environmental concerns, philosophy, concern about society, employees and self- concept. Within the modern business world, it is important for an organization to understand the external environment in order to align it with the strategies which lead to a firm’s ability to remain sustainable in the