Linguistic history on punjabi family free essay sample

My family’s linguistic history is a main role of one person from each family that represents to reflect others. My family’s linguistic history project is based on my mom’s history and how that reflects me. While my mom was growing up, she didn’t loose any language but only gained a language. She gained a language because of her movement, which reflected on me a lot. Most of my mom’s history while growing up did affect me and changed my life too. Her background information spoke the difficulty she had between different languages, which affected me in many ways. These following paragraphs are about my mom’s history and how it flows to reflect me. Starting of with my mom, her name is Manjeet Kaur and her side of the family is from India, Punjab- Amritsar. This country and place reflected on my life because if my mom’s side of the family did not come from India- Punjab, I wouldn’t know the wonderful culture that I represent right know. We will write a custom essay sample on Linguistic history on punjabi family or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page She was born in 1978, August 5, which did reflect me because if she weren’t born at that time, I wouldn’t be here at this time. She learned to read and write in India when she was 6-years old. Her first language was Punjabi with no problem speaking it but when she transferred to the United States of America, she learned speaking and writing English slowly by slowly. She had hard time speaking English when she transferred to the United States of America but still tried her best. This statement about my mom learning English actually reflected herself because when school had started for the first time, my brother and me more often speak English at home rather than Punjabi. She had learned English by just hearing me and my brother talk in English but she didn’t just stop their to learning English because she knew she was missing out a lot of the main information so she started asking many ELA related question for example, she would ask (How do we say our names in English or How do we greet others and more). While learning English, my mom didn’t really lose her Punjabi language but while teaching my mom English, I learned that for once I am teaching an adult something important which did reflected me. My mom feels strong and robust about her primary language because she is pretty sure that she is not going to forget her primary language. Also, she would not forget her Punjabi language she talks Punjabi with her relatives. My mom feels strong and robust about her primary language because she says â€Å"with her primary language, she has gotten this far to learning English†. My mom says that because I know her primary language well and she knows it too so we translate through that language to get my mom to know English much better. When she uses her primary language, it would most likely be with her relatives using her own language. In the future, she would not forget her primary language because she would be using it with my brother, my dad, and me and so forth with her relatives. In my conclusion, I state that my mom’s linguistic history affects me too in many ways. This also would affect me because I have a main role to conduct and support my mom that she could accomplish her goal to learn English and not to forget her primary language. These interviews really help me gather information on her history and answered all of my questions the way I asked. Language learned or lost both was answered and completed her feeling and thinking’s on the specific languages. The future of her language helps me conduct this essay in a good way too but the main part on how these question and answers reflected me.

Narrative Five Paragraph Essay Sample

Narrative Five Paragraph Essay SampleThe narrative five paragraph essay sample can be a useful tool for those who are studying for their B.A., M.A., or Ph.D. The college entrance exam's writing sample will provide the basis for some students' essays. This is one of the best ways to practice, but also one of the most important techniques for many students.The opening paragraph of the essay should contain information and be informative. It should be one paragraph or less. Here, students should know what they are writing about and why they are writing it. There are many ways for students to get started with this.For a new paper, students may find it helpful to explain why they are doing research or asking questions in the course of the essay. These are critical steps to gaining the student's attention. Most essays are written at the beginning of the semester, at the end of the semester, or even before the end of the semester. There are so many reasons to start with a bold statement and an explanation of your purpose in writing the essay.Then, students can add specifics about their specific data. You may use the existing research, or make your own data up, or even create it yourself. The most important thing is that you write in a conversational tone, not an authoritative tone.You may go into detail about why you have a particular response or information, or why you feel it is important to your argument. The essay sample is not the place to comment on other students' opinions. Instead, students should speak on their own point of view and then discuss other peoples' opinions.Some of the most important considerations when writing an essay include how you are writing. For example, you need to be precise about your dates, the language you are using, and the length of your paragraphs. Also, ensure that your essay does not cross the line into academic writing. Don't overuse the me and you, and always use appropriate grammar, punctuation, and spelling.Students should alwa ys read over their writing and be sure that the style they are using is appropriate. Sometimes, students need to reconsider certain words or phrases they are using. If there are several parts of a sentence, the most logical place to break it is with a comma. Students also need to study other writers, because each writing style is different from another.

Goldcorp Strategic analysis Essays

Goldcorp Strategic analysis Essays Goldcorp Strategic analysis Essay Goldcorp Strategic analysis Essay Awake Nelson Parsonage Sang Tap Table of Contents Executive Summary The report contains the strategic plan for Colder to sustain their growth based on an in-depth analysis of their current situation and the industry in which they operating. Colder, one of the lowest cost and fastest growing gold producers in North America, is looking to find sustainable growth options that would Increase profits. They have a strong disciplined growth strategy, but there are three mines which are at the end of its lifestyle which would greatly impact the gold production rate and market supply. Competitors have begun to acquire the same targets of Colder. The Kiosk mine acquisition was lost to Gaining Eagle after an unsuccessful bidding process. Stakeholders have also begun to speculate suspicious activities within Colder that may put their reputation at risk. Recently, the company has been kicked out of Guatemala from overwhelming public protests about violations of local human rights. An unfavorable company image would create uncertainty in their stakeholders who may withdraw their funds from the company. Relations with the public have been well-executed due to community support programs that create jobs for the public. In addition to those who are hired, Colder manages the highest safety precautions for every employee to reach their operating goal of zero fatalities. Colder will implemental mill scats reprocessing project Into other mines to extract any excess steel that comes out of the gold explorations. : They will be process and refined to create a new and strong source of revenue in the sale of these materials in as the current mines are reaching the end of their useful life. Gold output is an important statistic for the company and keeping it at its peak will be critical to the success in the industry. Another way to increase the gold production and mine expansion rate is to re-launch the Colder Challenge which was implemented 14 years ago. Properties with abundant gold reserves will be identified from remote locations all over the world at the lowest cost possible highest return on investment. Within the next 5 years, Colder will be at its most successful position in its history with increasing gold production and mine expansions. Progress reports will be done secularly to ensure the company is heading towards a prosperous future. Company Presentation Colder Inc. , headquartered in Vancouver, British Columbia, is one of the lowest cost and fastest growing senior gold producers in North America. The company was founded in 1954 and employs more than 16,000 people (Colder, 2014). Colder is committed to responsible mining practices and developing sustained, industry leading growth and performance. The company is involved in the exploration, acquisition, and operation of gold properties in Canada, the United States, Mexico and Central and South America. In addition to gold, the Corporation also produces silver, copper, lead and zinc primarily from concentrate produced at the Pantsuit Mine and Lumbered Mine, which is sold to third party refineries. Goldenrods operating assets include four mines in Canada (Red Lake, Porcupine, Wharf Mushiest), one mine in the U. S. (Marigold), three mines in Mexico (Pantsuit, El Causal Los Fills), and three in Central and South America (Marlin, Lumbered, Pueblo Viejo). Along with these valuable assets, the success for company is well defined by its focus on five key attributes: growth, low cash costs, maintaining a throng balance sheet, operating in regions with low political risks and conducting business in a responsible manner. The companys strategy is to provide its shareholders, employees and business partners with sustainable prosperity with high quality assets. Colder is listed on the New York Stock Exchange (symbol: G) and the Toronto Stock Exchange. The company undergoes significant development projects some of which includes Cero Negro gold project in Argentina; the El ©Monroe and Connector gold projects in Canada; the El Morrow gold/copper project (70% interest) in Chile; and the Camino Roll gold/silver project in Mexico. On February 3, 2014, the Company announced that it had, in conjunction with its Joint venture partner, Barrack, entered into a definitive agreement to sell their respective interests in Marigold to Silver Standard Resources Inc. Internal Analysis Colder operates 11 mines throughout Canada, USA, Mexico, and South America. They produce 2. 6 million ounces of gold annually. The Red Lake Mine, Goldenrods top producer, produces over 2,400 tones per day. Despite a mid-year decrease in gold price in 2013, Colder was able to achieve its productions due to the Operating for Excellence program (Colder Inc, 2013). The program resulted in a significant efficiency and productivity gains, while maintaining a culture of safe and profitable production. Moreover, Goldenrods competitive advantage lies in the location of its mines. Goldenrods mines are exclusively located in Jurisdictions with low political risks mentioned in Appendix 2, Colder also has a strong relationship with local communities and are able to provide Jobs for them (Colder Inc, 2011). They understand the negative impacts of operating mines in the communities and were able to conduct their business that supports strong, vibrant and sustainable immunities. Colder received several accomplishments such as, safety awards in its Los Fills mine, being recognized as Canadas top 100 employers, and top 100 companies in the world in its sustainability practices (Colder Inc, 2014). One of Goldenrods strength is their disciplined growth strategy (Kramer-Miller, 2013). They have experienced a production growth of 10% per year. They further demonstrated their excellence in their growth strategy, with their development projects in Cero Negro and Lenore. These two projects are projected to increase Goldenrods production by 3. 5 million ounces annually. However, some of Goldenrods projects such as mines in Wharf, Marlin, and El Causal are nearing the end of their life cycle. They would have to address this by acquiring more assets to maintain its growth. On the other hand, Colder has a lack of stakeholder management. They received several human rights complaints in their mines in Mexico, and were kicked out of Guatemala for allegations including killings, attacks, and death threats against its opponents (Machinating Canada, 2010). Financially, Colder has a disciplined capital allocation strategy and has grown the value of its asset without assuming a lot of debt ($2. Billion in debt while having $20 billion in equity). However, Colder $2. Billion debt and a revolving credit facility of up to $2 billion has forced them to use a portion of its cash flow to service principal and interest on its debt, which limits their cash flow for other opportunities (Colder Inc, 2013). They also have a huge impairment at the Lumbered mine of over $276 million (Maintainer Index, 2014) due to changes in short term metal price assumptions. Along with declining gold prices, Colder incurred a net loss of $1. 1 billion in 2012. The analysis of the financia l statements shows that Colder had a difficult year. The large impairment that they recorded caused them to record a huge loss. While it is common for mining companies to use many estimates to determine assets, even without taking the impairment into account the financial are worse in 2013 as compared to 2012. The current ratio went down from above 2 to 1 . 1, although this shows that Colder can still pay off all its debt. In summation, Goldenrods financial while weakening are still strong enough to maintain their debt, and Colder looks to have a strong 2014 to counteract the weak results in 2013. External Analysis General Environment As mentioned in Appendix 3, in this environmental analysis of three regions, Canada, USA, and Latin America, we identified differences in the stability of governments between North America and Latin America. Refer to exhibit 1 for the full chart analysis. North America, a Senate and Congress operating under a democracy oversees Judgments made in fair and controlled environments, whereas Latin American governments are under heavy suspicions of corruption by third parties. All the regions have experienced a growth in economy; however, Canada lags behind in the end of 2012 with a disappointing growth rate of 1. Even with its title as the 10th largest economy in the world employing over 363,000 people in the mining zone known as the ring of fire. Therefore, the structure of the mines will greatly be affected and heightened safety precautions will take time and costs to deploy. Earthquake hazards will mostly affect the Western regions of the Americas, where weather patterns such as storms , droughts, and long winters will affect the working conditions. Technological developments play a big role in mining companies as they allocate a lot of resources, over $10 million into their RD departments. It is possible hat expenditures for RD will increase because the mining industry in Canada is the most technologically advanced sector. As Colder is a Canadian company, they will want to uphold their reputation and continue their innovation abilities. On the contrary, the United States focuses most on the retailing, space, and nuclear industry. Porters Five Forces As mentioned in Appendix 5, Colder is competing for dominance in the valuable metals and natural resources market. To participate in this industry, a very large amount of capital is required to operate mainly because of the technology and machinery needed. Human resource is also a big requirement to operate all the machinery and oversee the daily operations. Getting out of the industry is equally difficult because outstanding warranty or contracts must be honored. The sale of equipment or facilities which were purchased for long-term purposes might incur enormous losses if sold too soon. Competitors in the same industry generally attempt to effectively target the same clients as Colder. They are currently promoting their goods that attempt to provide higher value to gain market share. Colder has the abilities to support themselves as they are vertically integrated, supplying their own sources. This is crucial because controlling critical inputs affects a firms ability to compete and determines who will lead the industry. Colder can use strategic groups in an industry which can offer important insights to executives who can create unique strategies. Firms that follow the same strategies but differ in important ways from the members of other groups can change a firms ability to compete over time. One way of doing this is to borrow ideas from others to fit the company culture. Competitive Environment Analysis A full analysis of Goldenrods main competitors can be found in Appendix 6. We measured the process innovation, low cost structure, financial position, gold production, international expansion and location. Our analysis found that Colder Inc. Has competitive advantage in process innovation and low cost structure. Goldenrods strongest competitor is Barrack Gold. The analysis of the external environment and the factors within it shows that Colder Inc. Is fairly well suited to respond to the factors of the external environment. Appendix 6 shows an overall weighted score of 3. 91 . This illustrates an above average response rate to external factors. Matching (refer to Appendix 7 for SOOT Analysis) Goldenrods strong relationship with local communities creates local Jobs within the region. And as other miners retrench, Colder has the opportunity to acquire new mines. With this opportunity and their strength in community relations, Colder can take advantage of the community support to provide them with the HER needed for new mine acquisitions. Goldenrods disciplined capital allocation gives them the ability to spend up to $3. Billion for acquisition of new mines. This could be used to cost, and implement their innovative programs, such as the EWE. Currently, Goldenrods mines such as Wharf, Marlin, and El Causal are reaching the end of their life cycle. As gold prices are on the rise and with an opportunity to expand to foreign markets, Colder can expand to other foreign markets with large gold reserves to acqui re their new mines. Moreover, as demand for steel increases, they can implement Mill Scats Reprocessing Project (MSP) to extract steel from the mines at the end of their life cycle. This maximizes the utilization of these mines. Furthermore, Colder can use hedging strategy, to minimize the threat of gold price fluctuations. Also, as there has been an active competition in the acquisition market for lands with high reserves, re-launching the Colder challenge allows them to discover new mines with large reserves around the world. This creates new mines for the company to operate in while replacing the mines at the end of their life cycle. With the threat of tax and policy changes, Colder should acquire new mines that operate in low risk Jurisdiction to minimize these threats. Lastly, due to the lack of stakeholder management, managing stakeholder expectations about company growth and reference levels will allow stakeholders to continue to purchase stocks from Colder. Strategic Intent Goldenrods strategic intent is aimed at continuing to grow their company through increasing the efficiency of their gold production and acquiring new mines, while simultaneously maintaining the practice of gold mining responsibly and promoting the shareholder value and the health and well-being of its employees and host communities. Their mission is to be a low-cost gold producer with geographic diversification and low political risk while operating in a responsible manner with their neighbors, local communities, and the environment. In order to achieve its vision and mission, Colder has several strategic goals set to guide the company (Colder Inc, 2014): Develop meaningful and effective strategies for engaging with all stakeholders. Consult with local communities to identify effective and culturally appropriate development goals. Establish grievance mechanisms, based on international best practices. Partner with credible organizations, including non- governmental and civil society organizations. Identify and develop socio-economic opportunities that lead to sustainable prosperity in the communities and countries in which we operate. Integrate socio-economic, environmental, occupational health and safety, human rights, and governance best practices into our business processes. Make meaningful and sustainable contributions to the host countries and communities where we operate. Apart from the goals set by Colder, they also infuse several values to each individual within the organization: They believe in safe production, in which employees look out for one another in caring, acting, and thinking safely. They believe in a workplace with a safe environment and conditions for employees to work in. They believe in acting ethically, having integrity and treating people with respect, that discrimination, bribery and corruption are always wrong. They believe that doing the right thing starts from the ground up and is a state of mind not Just a set of rules. They believe in respecting all stakeholders, in building partnerships, being a team player, and treating people fairly. They believe in listening before acting, being a good neighbor, and open communication. They and taking straight from the heart. They believe in empowering others, leading by example, being a good mentor and a lifelong learner. They believe in innovation, in operating for excellence, questioning for possibilities, being resourceful, always looking for new and better ways of doing things. Leadership Colder believes in leading by example, mentoring, and taking responsibility. At Colder, although the main leadership role is played by the President and the CEO, Charles A. Jeanne, who has a broad experience in mining transactions, public and private financing, permitting and international regulations, the other senior level executives have well played the leadership role as well. Brent Burgeon, Senior Vice President of Corporate Affairs, along with his team worked together with Winding catering, First Nations owned and operated business in the community, to build Windings capacity. With the increased capacity, Winding is now prospering and expanding in the other areas of the province. Also under the leadership of Brent Burgeon, the company partnered with several government organizations to help run a natural gas pipeline up to Airedale to reduce greenhouse gas emissions. This will make cleaner, more efficient natural gas energy available to the local communities. In order to achieve operational excellence, Colder operates numerous programs including technical skills training, safety and leadership training, and executive development. Under the leadership of Charles Jeanne, the company designed various programs to boost up the leadership skills of the supervisors and the managers while continuing their focus on public and environmental safety in 2013 Supervisory Leadership Development Program: Designed for supervisors to develop their leadership skills Creating Choices: Specifically designed to develop leadership and communication skills for women in our workforce. Safety Leadership Training: Designed for supervisory and management levels to develop leadership skills with a remarry focus on safety. To inform employees of what is happening within the company and to guide or direct them in order to achieve a common goal , each year Colder regularly conducts Town Hall Meetings in which the President and Chief Executive Officer and other senior executives communicate directly with employees. Colder Inc. Provides an excellent example that you dont need to be at a senior level to become a leader. The Porcupine Gold Mine team implemented a Mill Scats Reprocessing Project in order to lead changes for a better Colder (Colder, 2014). This project allowed Colder to urn reject materials into recovered or recycled steel. They identified an innovative solution to remove steel with magnet. This solution leads to an increase in the net revenue of 4. 9 million in 2013. The company is looking for opportunities to implement this project at their other mines as well. Governance Colder is governed by a board of directors whose principal objective is to generate acceptable returns to their security holders. The board is comprised of Business people and former ambassadors. The chairman of the board Ian Teller was appointed in 2006, previous to that he was the CEO for one year. Teller has 25 years f experience in the mining industry, working previously for as CEO of Wheaton River Minerals Ltd. Their corporate governance is in compliance with Canadian and US order to avoid any agency problems. Control Mechanisms Ownership concentration Colder is a publicly traded company and the top 5 institutional shareholders are (Mornings, 2014): Institutional Shareholder % Held Van Eek Associates Corp.. 6. 1 Arnold S. Policyholder Advisers, LLC 3. 88 Royal Bank of Canada 2. 75 Franklin Advisers Management Inc 2. 30 BOOM Capital Markets 2. 23 The large stakes give the shareholders a stronger incentive to monitor the management and make sure they are acting in their best interests. Incentive Based Pay In order to align the interests of the members of the board with the interests of the shareholders, Colder has adopted a director share ownership policy. The director mu st hold common shares at a value of 3 times their after tax compensation. The governance committee is in charge of reviewing the level of shareholder requirements. (Colder Inc, 2012) Strategic Alternatives Alternative 1: Status Quo Goldenrods current strategy has allowed the company to grow into one of the largest gold producers in the industry. This option maintains Goldenrods strategy to continue to grow the company through acquisitions. Currently, they are in a good financial position, however, in 2013, they had a loss in operating income, which shows inefficiency in some of their mine operations. SF: gold production, innovative culture, KIP: profit growth, increase sales growth from previous year Cost: N/A Alternative 2: Implement Mill Scats Reprocessing Project into Other Mines This option will allow Colder to implement Mill Scats Reprocessing Project, a project that will turn reject materials with large amount of steel into recovered or recycled tell. Up to now, this project has been carried out only in their Porcupine mine through which Colder recovered 4,100 ounces resulting in net revenue of $4. 9 million in 2013. Mines such as Wharf, Marlin, El Causal mines, are near the end of their life cycle. They would have significant amount of excess material in the form of steel accumulated at their location that needs to be disposed. SF: Training by Porcupine mine team, geological surveys, low cost structure KIP: Additional recovered steel in ounces, Increase in additional net revenue Cost: Salvaging and processing costs will be within $50,000 $200,000. Alternative 3: Acquisitions and to replace mines that are nearing the end of their life. Colder currently has $3. 6 billion dollars to spend on the acquisition of new mines. In this option Colder would spend that $3. 6 billion on new mines to increase their gold output and help sustain them in the future. SF: Sizeable reserves in new mine, Close to the start of production or already producing gold, Low production costs KIP: gold cost per oz. < 1000$/oz. , 500,0000z of gold production per year Cost: $3. 6 billion dollars (based on their budget) Alternative 4: Re-launch the Goldcorp Challenge: The Gold Rush Reborn2 This option ill allow Goldcorp to reintroduce the "Goldcorp Challenge" that would change Goldcorp's profitability for decades to come. Colder did implement this challenge in the year 2000 when former CEO Rob Mclean addressed the company concerns of low gold production. And now when some of their mines are reaching the end of its life cycle, it is a good idea to implement the competition again considering the huge success of it in the past. The results of this competition revealed an excess of 110 possible mine locations. 50% of these locations were previously unknown to Colder and over 80% yielded significant gold reserves. The Colder Challenge will gather people of all backgrounds from all over the world to extract possible gold mine locations. Colder can provide their geographical data to the public. It will also give rise to the new concept of effective business from a remote location. Discovery of mines will be cost effective even though the researchers did not physically need to visit the property. The ROI on this project will be very impressive because of the absence of unproductive exploratory drilling. The structure will be the same as the previous, but the prize money will be increased to $2 million to attract more analyst refashions to Join. SF: Superior marketing capabilities, effectiveness of the data provided to the contestants, effective planning and budgeting KIP: Return on investment, market growth, increase in gold production Cost: $2 million for prize money Alternative 5: Hedging Gold Price This option will allow Colder to enter into a hedge contract where the price at which the gold will be sold at the future delivery date will be determined earlier. Since the future is unpredictable, this will prevent Colder from the loss if the gold price is to drop in the future. The risk for this option is that Colder would have en better off without the hedge if the price of the gold rises. SF: In-depth analysis of gold price forecast, worldwide Jewelry and industrial demand, gold production KIP: increase in profit margin, increase in sales growth Cost: Depends on gold fluctuation. The loss incurred due to increase in gold price at the delivery date compared to the pre- determined price would be the cost of hedging Alternative 6: Manage Stakeholder Expectations Colder has been under scrutiny in the past for unethical acts and suspicions of breaking human rights legislation and even suspected of killing a high ranking officer peeping them calm and confident in Goldenrods projects is important. Quiet stakeholders such as fenders dont excerpt a lot of effort into decision making, but without looking after their interests, they may choose to withdraw their funds from Colder and take their investment somewhere else. Also it is necessary to make the local communities happy as without their support Colder cannot run their projects successfully. There should be a meeting every quarter with Goldenrods investors, shareholders and senior level managements to maintain constant communication twine the company and the stakeholder to avoid frustrations or concerns in the company operations. Investors and managers across the country could be connected via phone or other communication medium. Regular updates about Goldenrods financial health or project progress can increase the confidence levels of expecting positive results. Also in order to enhance engagement to build up relationships with communities and investors, Colder could organize a program called Community first. Through this program Colder can make significant investments in community infrastructure and provide scholarships to local students. SF: Community support in human rights initiatives, government support KIP: Increase in stakes sold, increase in community participation Cost: Between 1-3 million which can be covered by 1% of pre-tax earnings from operation set aside as donation fund Proposed Strategy Based on the decision criteria matrix shown in Appendix 9, we recommend Colder to implement alternatives 2, 3, 4 and 6. By combining these four strategies, Colder will be able to maximize the utilization of mines by extracting unrecorded metals, maintain their growth strategy through acquisition of mines and maximize the geographical search for new mines. In addition to this, Colder will enjoy a healthy stakeholder relationship which is crucial for the success of their business. Implementation The proposed strategy should be implemented between now to next five years. Since stakeholders support determines the success of the other strategies, Colder should first focus on meeting the stakeholders expectation. They should organize a meeting within a month where all the investors, senior level executives and managers meet and discuss the companys future plan and solve any queries. They would implement the Community First program right away to improve relationship with the community and to gain their support. The Chief Financial Officer and Senior Vice President for People and Safety will be responsible for implementing this program. This program will again be done once a location is determined for the new mines. The effectiveness of this strategy will be determined based on feedbacks from the stakeholders. After gaining the support from stakeholders, Colder can implement the MSP project in their three mines starting with the one that is closer o the end of their life cycle. This strategy could be fully implemented in the three mines by 2016. Once Colder generates revenue from the recycle steel, they can hunt for new mines implementing the Colder Challenge by 2017. The CEO, Executive Vice President and Chief Operating Officer and Senior Vice President for Exploration should work together on providing geographical data and other data to the participants to make the competition effective. The success for this strategy could be measured by benchmarking with the previous results of 2000 when they first equability studies for the potential mines, Premium Resources, Argonaut Gold, Allied Nevada Gold, and Tahoe Resources, that they are looking to acquire. They should gather the required resources and project the capacity of each mine. After performing these tasks, they should present these options to the board to get their approval. To determine what mines we would acquire a factor analysis was done on 4 mines and is shown below. Based upon our decision criteria, we have determined that the best course for Colder would be to acquire Allied Nevada Gold and Argonaut Gold by 2016. The total cost for acquiring these companies would be 1 billion dollars. With the remaining $2. 6 billion, Colder would pay off all of Novenas outstanding debt at roughly $700 million and then use $1. 3 billion to expand the mine to bring production from 240,000 oz. Of gold per year to 800,000 oz. Of gold per year by 2020. The remaining $600 million would go towards bringing Argonauts mine to the production stage within 3 years from its acquisition. Projected Kips The following are the projected Kepis to measure success once the four recommended strategies will be implemented by Colder: Increased profits so sasss operating refits will be positive Increased gold production Higher return on investment Increased revenue from sale of recycled steels Reduction in number of complaints from local communities Positive company image for stakeholders Appendices Appendix 1 General Environment Analysis (GASPED) Dimensions Factors Canada USA Latin America Global Increasing investment in construction and infrastructure lead to an 8% increase in global demand for products like steel Demographic Population $34. 88 million $313. 9 million $589 million Age Age distribution is even Young population is dominate Ethnic Mix

Predynastic Egypt Timeline and Definition

Predynastic Egypt Timeline and Definition The Predynastic period in Egypt is the name archaeologists have given to the three thousand years before the emergence of the first unified Egyptian state society. Scholars mark the beginning of the predynastic period somewhere between 6500 and 5000 BC when farmers first moved into the Nile valley from Western Asia, and the ending at approximately 3050 BC, when the dynastic rule of Egypt began. Already present in northeastern Africa were cattle pastoralists; the emigrant farmers brought sheep, goats, pigs, wheat and barley. Together they domesticated the donkey and developed simple farming communities. Chronology of the Predynastic Early Predynastic (Badarian) (ca 5000-3900 BC)Middle Predynastic (Nagada I or Amratian) (ca 3900-3650 BC)Late Predynastic (Nagada II or Gerzean) (ca 3650-3300 BC)Terminal Predynastic (Nagada III or Proto-Dynastic) (ca 3300-3050 BC) Scholars typically divide the predynastic period, as with most of Egyptian history, into upper (southern) and lower (northern) Egypt. Lower Egypt (Maadi culture) appears to have developed farming communities first, with the spread of farming from the Lower Egypt (north) to the Upper Egypt (south). Thus, the Badarian communities predate the Nagada in Upper Egypt. Current evidence as to the origin of the rise of the Egyptian state is under debate, but some evidence points to Upper Egypt, specifically Nagada, as the focus of the original complexity. Some of the evidence for the complexity of the Maadi may be hidden beneath the Nile deltas alluvium. The Rise of the Egyptian State That development of complexity within the predynastic period led to the emergence of the Egyptian state is inarguable. But, the impetus for that development has been the focus of much debate among scholars. There appears to have been active trade relationships with Mesopotamia, Syro-Palestine (Canaan), and Nubia, and evidence in the form of shared architectural forms, artistic motifs, and imported pottery attests to these connections. Whatever specifics were in play, Stephen Savage summarizes it as a gradual, indigenous process, stimulated by intraregional and interregional conflict, shifting political and economic strategies, political alliances and competition over trade routes. (2001:134). The end of the predynastic (ca 3050 BC) is marked by the first unification of Upper and Lower Egypt, called Dynasty 1. Although the precise way in which a centralized state emerged in Egypt is still under debate; some historical evidence is recorded in glowing political terms on the Narmer Palette. Archaeology and the Predynastic Investigations into the Predynastic had their start in the 19th century by William Flinders-Petrie. The most recent studies have revealed the extensive regional diversity, not just between Upper and Lower Egypt, but within Upper Egypt. Three principal regions are identified in Upper Egypt, centered on Hierakonpolis, Nagada (also spelled Naqada) and Abydos. Predynastic Sites    Adaà ¯ma   Hierakonpolis   Abydos  Gebel Manzal el-Seyl Herbal Wines of Ancient Egypt illustrates trade connections between predynastic Egypt and the Levant region of the near east. Sources On Michael Brasss The Antiquity of Man site, youll find the complete text of Kathryn Bards 1994 paper in the JFA cited below. Bard, Kathryn A. 1994 The Egyptian Predynastic: A Review of the Evidence. Journal of Field Archaeology 21(3):265-288. Hassan, Fekri 1988 The Predynastic of Egypt. Journal of World Prehistory  2(2):135-185. Savage, Stephen H. 2001 Some Recent Trends in the Archaeology of Predynastic Egypt. Journal of Archaeological Research 9(2):101-155. Tutundzic, Sava P. 1993 A Consideration of Differences between the Pottery Showing Palestinian Characteristics in the Maadian and Gerzean Cultures. The Journal of Egyptian Archaeology 79:33-55. Wenke, Robert J. 1989 Egypt: Origins of Complex Societies. Annual Review of Anthropology 18:129-155.

Affordable care act Essay Example | Topics and Well Written Essays - 250 words

Affordable care act - Essay Example The Act paves the way for the construction more health centers and National Health Service Corps at a cost of $12.5 billion across the period 2011-2015. The measures in the Act reduce the cost of coverage for ordinary citizens. In fact, the Affordable Care Act is expected to reduce the number of citizens without insurance by 50% (Rosenbaum, 2011). The employers, pharmaceutical companies, and medical equipment manufacturers contribute a tax towards the general health of the public. Thus, the Act covers citizens regardless of age, gender, and race, thereby allowing for a healthy population. The affordable care act leaves a huge role for nurses. The Act provides for health promotion and insists on primary care. Such roles are dedicated to nurses. In the Act, nurses have a responsibility of ensuring that common health problems are contained at the source by communicating health information to the people and prevent vulnerabilities. By so doing, nurses reduce the pressure on healthcare system, thus reducing the cost of healthcare. The point implies that the role of nurses has widened due to the implementation of the Act. Department of Human and Social Services. (2013, September 11). Improving the Public’s Health through the Affordable Care. Retrieved from

Is spanking child abuse Essay Example | Topics and Well Written Essays - 750 words

Is spanking child abuse - Essay Example The varying points of view relate to the definition of spanking and further, what can be termed as rational force. In this light, spanking involves the physical infliction of pain as a sign of instilling discipline, better known as corporal punishment and it is legal as long as the force used is rational (Mercer 26). The definition of rational would also be important to point out, being the application of such force that will lead to the correction of the wrong behavior that does not lead to injury. The key to this definition, any force used to serve disciplinary action to the child may be termed as irrational when the behavior is not corrected or the circumstances do not show proof of a clear intent of correcting (Quinn 50). Although most people hold different opinions on the subject, spanking has been seen to be ineffective to correction and the infliction of pain may be termed as abuse to the children. Proponents of spanking believe that children who are spanked in their childhood years grow to be better adults. They express high codes of discipline and are less likely to engage in unlawful activity in their later years. This group believes that discipline is a vital issue in the society and every means possible must be used to uphold it (Mercer 31). Further, if a pinch on the arm would teach the child a lesson for a child who fought, another in class, then some teachers contend that the method would best be applied in the school environment. Some people believe that corporal punishment made them change in their earlier years, without which things would not have been the same if other methods had used. This perceived effectiveness of spanking is therefore used to justify this mode of abusive punishment. Conversely, it is imperative to go beyond the mere fact of correcting the child, to the psychological perspective of corporal punishment. Researchers in this line argue that

Johnson and Johnson Global Business

Johnson and Johnson Global Business In this report, we are using Johnson Johnson as the company for our strategic global business solutions project report. Introduction is formed as the brief background of Johnson Johnson. The focus of this report will be placed on JJs subsidiary Johnson Johnson, Group of Consumer Companies, Inc. Johnson Johnson. We will be focusing and relating this report on the baby product line of Johnson Johnson. The strategic initiatives of Johnson Johnsons skills, strategy, staff, structure, system and shared values will be discussed and examined in this report. We looked into their company functions so as to better understand them to enable effective decision makings. A political economic analysis is conducted to provide global risk insights for Johnson Johnson that is beneficial to JJ manage those risks as potential and risk. In relation to Johnson Johnson `s baby care products, Porter`s forces model is used to analyze the competitive advantage of the firm. One of the key understandings is that the middle-high rivalry is present with less number of competitors on Baby Care product line from competitor like California Baby, Simple. SWOT analysis show that Johnson Johnson holds strong competitive advantages after comparing its pros and cons despite of a few disadvantages of global standardization strategy. The growth strategy of Johnson Johnson will be selected based on both internal a nd external environment factor for the three years plan. These diagnoses are in reference to the SWOT analysis based on the company resources assets, intellectual property, and people. Lastly, the modes of entry will be affected by the several internal factors in this report. It comprises of internal requirement, technology know-how, management know-how as well as pressure for cost reduction. The recommendation part would provide several suggestions for the improvement of Johnson Johnson through the organization structure and Human Resource Management. Introduction We have chosen to work on Johnson and Johnson (JJ) for our strategic global business solutions project report for it is a global American pharmaceutical, medical devices and consumer packaged goods manufacturer founded in 1886. With more than 250 subsidiary companies located in 57 countries around the world and having its products sold in over 175 countries, JJ is a listed company evident with its listing among Fortune 500 and registering its stock with NASDAQ (NYSE: JNJ). With a diverse range of products sold in global markets, JJ adopted the business strategy of global standardization whereby there is limited customization needed for its products for focus is placed on having customers recognise and identify JJ as a household brand. Focus of this report will be placed on JJs subsidiary Johnson Johnson, Group of Consumer Companies, Inc. Strategic Initiative of Johnson Johnson Skills As Johnson Johnson is a global manufacturer with many subsidiaries on a global scale, JJ would hire its employees through a stringent process of selection and focus on ones performance. This implies that JJ recruits people of experience and ability with a global mindset hires third-country national (TCN), indicating that recruitment of people is mainly dependent on being consistent with JJs organizational structure. Strategy With the objective of market growth and maximizing profits in order to be responsible to their stockholders, JJ adopted the business strategy of global standardization. Choice of global standardization strategy is because JJs focus is placed on lowering costs and that there is limited need for customization of products for it generally the same other than slight changes in the products packaging. Staff The employees of JJ can be said to be well motivated to work for JJ has provided their staff with many incentives ranging from personal to performance benefits (i.e. annual incentive bonus, long-term incentive awards, and severance benefits). As JJ have high expectations on their employees, JJ sends their staff on regular employee training that clocks an average of 8 hours or more yearly (i.e. leadership development and management education in fields like finance and marketing). JJ also makes sure that their employees are motivated by giving them the right to voice ones opinion on company issues through JJs Credo survey. Structure JJs organizational structure is dictated by its corporate strategy. JJ initially adopted a decentralized approach to management but in the early 1900s, changed it to a more standardized approach for JJs top executives noticed that their subsidiaries are not well-positioned on a global platform to serve customers directly. The change in corporate management allowed JJ to mitigate limitations posed by the decentralization approach. One instance would be JJ having categorized all subsidiaries into three categories namely, consumer, pharmaceutical and professional. The chairman of each category is given the responsibility of identifying opportunities for leveraging services and expertise across companies in every market and the franchise managers assigned the responsibility of coordinating cross-company sales of a family of products (e.g. baby care products in US, France, Australia). The centralized management approach benefits JJ for it gives JJs top management a better view of its glob al operations and are able to effectively manage and integrate its global operations. This led to the success of JJ in being globally effective in terms of operations for cost of production is lowered in terms of reducing redundancies and duplications during the processing and manufacturing process. Systems In the business of health care, Johnson Johnson is inspired and united by a common purpose: to care for the health and well-being of the people they serve around the world. Caring drives the people of Johnson Johnson in their aim to make the world a better and healthier place through everything that they do. It is core to their business strategy and initiatives, the programs and partnerships which they build, the positions that they take on public policy issues, and their care for the environment. As the company moves forward, it continues to push the innovation envelope as coordinated activities under the centralized control, infusing superior technology and ingenuity into every product they make and every project which the company undertakes. The procedure of the JJ functions as a system in which build from within organization, as 95% of their people start at entry level and then progress and prosper throughout the organization. This not only creates many wonderful opportunities to grow and advance, it creates a special camaraderie among fellow JJers, many of whom came up through the ranks together. Johnson Johnson came up with this credo which speaks about their mission statements, views and their pledges to the customers and society. Robert Wood Johnson, former chairman from 1932 to 1963 and a member of the Companys founding family, crafted Our Credo himself in 1943, just before Johnson Johnson became a publicly traded company. This was long before anyone ever heard the term corporate social responsibility. WILLIAMC.WELDON is the chairman, Board of Directors, and Chief Executive Officer of Johnson Johnson. He takes pride in the organization work procedures and describe their operation of their day-to-day work is about their response to the unmet needs of their patients and customers and also their response to the needs of their colleagues; their response to supporting the global communities in which they live and work; finally, their response to the call for research and innovation in health care. Style The parent company of Johnson Johnson which is Procter Gamble (PG) has been pioneering products in nearly 50 different categories and their baby product line will be the function in which this report will be focusing on. As the company moves forward, it continues to push the innovation envelope every day, infusing superior technology and ingenuity into every product they make and every project which the company undertakes. The procedure of the JJ functions as a system in which build from within organization, as 95% of their people start at entry level and then progress and prosper throughout the organization. This not only creates many wonderful opportunities to grow and advance, it creates a special camaraderie among fellow JJers, many of whom came up through the ranks together. This also explains why their hiring process is so rigorous. JJ `s system is as such that they are not just offering a job, they expect you to grow into one of their future leaders. From day one youll help develop or support exciting brands you know while working on projects that have a direct impact on their global, $61.9 billion sales in 2009. Shared Values Johnson Johnson`s management style of helping to shape and define what health and well-being means in everyday lives. Their products, services, ideas and giving now touch the lives of at least one billion people every day. They credit their strength and endurance to a consistent approach to managing their business, and to the character of their people. They are guided in everything they do by their Credo, a management document authored more than 60 years ago by Robert Wood Johnson, former chairman from 1932 to 1963, and by four strategic principles. Their company style is deeply rooted in their Credo and deeply in filtered into their employees and leaders. Johnson Johnson `s system is such that their overarching philosophy which guides their business is their Credo, a deeply held set of values that have served as the strategic and moral compass for generations of Johnson Johnson leaders and employees. Above all, their Credo challenges them to put the needs and well-being of the people they serve first. It also speaks to the responsibilities they have to their employees, to the communities in which we live and work and the world community, and to our shareholders. They believe their Credo is a blueprint for long-term growth and sustainability thats as relevant today as when it was written. The company behavioral style is that their values embodied in their Credo guide the actions of the people of the Johnson Johnson Family of Companies at all levels and in all parts of the world. They have done so for more than 60 years. These Credo values extend to their accounting and financial reporting responsibilities. Their management is responsible for timely, accurate, reliable and objective financial statements and related information. As such: They maintain a well-designed system of internal accounting controls. They encourage strong and effective corporate governance from their Board of Directors. They continuously review their business results and strategic choices. They focus on financial stewardship. Synergistic teams All of the above of Johnson Johnson `s skills, strategy, staff, structure, system, staff and shared value formed together and worked in cohesively to form a synergistic team of workforce that oversee the entire operation from sourcing materials ,production lines ,manufacturing to research and development (RD). It is seen as that a synergy is the energy or force created by the working together of various parts or processes. In Johnson Johnson, the baby care products are the result of synergy and quality reassurance as promise by the company. External Environment Environment cannot be controlled; therefore we should analyze the environment first then indicate the strategy that also reflects the organization structure subsequently. Political Economy Analysis The political economy of a nation defines the forms of interdependence amongst the political, economic, and legal systems, and also reflects they interact and influence each other. Political systems The system of government in a nation defined as political system which divided the 200 plus world entities into 2 dimensions that include the degree of collectivism versus individualism and the degree of democracy versus totalitarianism. More practically, individuals would be tied together to achieve the common or collective goals in the high context country, like South Korea, Japan, those people focus on the benefits of society and long-term relationship; individualism means democratic political systems and free market economies like Americans have free rights to vote in election. Myanmar, North Korea act as the totalitarianism that government absolutely controlled by one person or political party. Whereas, China exist the grey area that it has been a move toward greater individual free market economies, but the government is still a totalitarian dictatorship. If the political systems are high stable, the company would be decentralized; otherwise, the company would concentrate in the low stable situation. Although the political systems in say Japan (i.e. change in 3 prime ministers since 2007) is relatively unstable as compared to that of other Asian countries like Singapore, the Japanese government is more open in terms of local market entrance of multinational companies. Economic systems In market economy, production is determined by the interaction of demand and supply; besides, the government encourages free and fair competition between private producers, the representatives of governments like the Great Britain, US and France. The objective of command economy is the good of society; all businesses are state owned in command economy, such as Thailand, South Korea, and Indonesia. India is the typical example of mixed economy in which certain sectors of the economy are left to private ownership and free market mechanisms while other sectors have state significant ownership and government planning. The company would decentralize in the consistent economy system or concentrate in the inconsistent economy system. Legal systems For a business that operates globally, understanding the different legal systems play an important role of the process. Legal aspects help to facilitate business operations so therefore it is very crucial and a necessity for international business operators to have an understanding of the different legal systems around the world. Companies must take into consideration the legal structures of the country in which they operate in. Globalization breaks down barriers between nations and bring nation together in a global platform. But increasing investment among nations also makes it more difficult for those in different cultures to understand the rules of other countries. It is important to follow the legal system of the country in which business is conducted or the government has the right to have legal actions taken should laws be not comply. International Business Laws Businesses operate in a world in which the laws of different governments and judicial systems might conflict as they originated from different cultures. It is therefore necessary to have a basic knowledge of the legal system and also understand how does business law impacts commerce in the companys own country and overseas. The impacts of international business on business law facilitate the inclusion of standards in their company regulations or operations that address these tricky and complex issues. Social cultural environment According to Geert Hofstede Cultural Theory, the global social culture roughly classify as 4 dimensions which considered as costs. Individualism versus Collectivism The individualism and individual achievement is common in the Western Countries, both positive and negative implementation in individualism. The positive side is showed in competition between individuals rather than collective groups and the person get pay-for-performance motivation to compete within organization especially in the dynamism of US economy that encouraged person to take chances and tried new things with unique ideas (i.e. Steve Jobs). However, the individualists just focus task-based, they cannot develop a strong and long-term relationship with others which is the advantage of collectivism. US, Canada Australia is the classical individualist representatives that are different from Asia (i.e. South Korea, China) act as collectivists. Power Distance The degree of acceptance of hierarchy or inequality exists among the organization, the higher power distance (i.e. Japan, Vietnam) reflect in the decision making by the seniorities and reward as the status, position and experiences; in contrast, the decision making and authority took by the task representative and pay-for-performance reward represented in low power distance culture like Denmark and UK. Uncertainty Avoidance The degree of tolerance for uncertainty and ambiguous situation, the low uncertainty avoidance reflects the high risk taker and adaptability of new things (i.e. Australia, Singapore); the high uncertainty displayed the low tolerance for uncertainty issues like France and Italy, those countries need the structured organization or rules to obey so that French and Italians are difficult to overcome the culture shock when they sent as expatriate managers. Masculinity versus Femininity Whether the differences of work in gender roles accepted in society, Japan and China should be masculine society; the jobs of gender are distinct and form a male dominant society and person more focus on financial and material possessions. On the other hand, gender roles are overlapping in the femininity country, such as Thailand and Finland, people in those countries focus more on quality of life. Therefore, in the femininity countries, the purchasing power of lifestyle is relatively high which point out an appealing way to Johnson Johnson develop. Overall analysis Those external environments provide global risk insights for Johnson Johnson that is beneficial to JJ manage those risks as potential and risk to take advantage of the relative international business strategy to form and adapt organization structure in the long-term. Competitive Advantages Posters Five Forces Degree of Rivalry The middle-high rivalry is present with less number of competitors on Baby Care product line, like California Baby, Simple; but Johnson Johnson is dominant in the Baby Care industry and the economies of scale so that the firm reflects less intense competition. The cost of competitive advantage and promotions are relatively high, like the advertising and discounts; additionally, JJ has over hundreds history and good image of Corporate Social Responsibility (CSR) result them remain competitive rather than leave the industry. Next, the high rate of growth display the middle-high competitive situation overall in the industry. Threat of new entrants The threats of new entrants should be low despite of low barriers of entry in the lights of low costs of set-up. The brand equity of JJ is relatively high and it has great impacts in the industry so that a large number of suppliers prefer to sign contracts with it rather than the new entrants that benefit for enhancing suppliers brand and engaging more profits, Lafes Body Care is an example of new entrant who launch a new baby care product line in recent years. In addition to the switching costs for customers, customers are keen on the brand with quality guarantee using for baby or not the less discrepancy of prices. Threat of substitutes Some baby care products from say Pigeon Corporation and Drapolene are suggested by doctors (i.e. responsible to babies), but lack in brand awareness recognized by customers as renowned brands and those products are not easier to buy or package of those products are not portable for customers to bring; compared with them, Johnson Johnson baby care products differ from they could be bought in almost of all supermarkets under the world-wide distribution channels and be convenient to carry about. Hence, threats of substitutes should be low. Power of Buyers There are a lot of alternatives for customers contribute to the high bargaining power of customers, especially for the price-sensitive customers, who are prefer to the high-quality products with the lower costs in the traditional theory research. However, JJs Baby Care products are considered as the essential healthy pharmacy products for baby by an amount of loyal customers. All in all, the bargaining power of customers should be low-to-middle as its healthy baby brand image formed in customers mind around the world, even the adult females prefer to but baby products to care their skins. Power of Suppliers There are thousands of suppliers to provide the materials, goods and services that allow JJ Family of Companies to manufacture products, supply offices and other facilities to service customers around the world. JJ committed to working with small and diverse suppliers in terms of their abilities to support its long-run growth objectives and add value to its business through providing the innovative solutions to their marketing, manufacturing and RD efforts. Even though the various inputs from the suppliers, the competitive situations also exist among suppliers and large amount of substitute inputs contribute to the low power of suppliers. Financial environment Analysis on JJs operation results is essential for it allows its stakeholders to gain an insight on how JJ is performing on the global platform and whether the management strategy employed needs to be consistent or changed according to future market projections. Looking at JJs net sales figures in the last 5 years (Appendix 1), gathered from JJs 2009 annual report, we see a generally consistent growth in its net sales. Though there is a dip in worldwide sales figure of 2.9% ($61.9 billion) from 2008, this can be accounted with JJs spending on research and development ($7 billion) as well as acquisitions and collaborations. Although this will cause a reduction in JJs sales margin, it will benefit the organization in the long-run whereby profits will be reaped upon returns on investment. Currently, JJ is expanding its operations in the BRIC countries (i.e. Brazil, Russia, India, and China) as well as other fast-developing markets. This should be a continued project of JJ for at least the next 3 years to maximize its profits and increase its global market share. This is inline with JJs organizational vision drive superior business results and sustainable competitive advantage. Internal Environment Value Chain JJs corporate vision, to maximise the global power of diversity and inclusion to drive superior business results and sustainable competitive advantage is in line with its corporate objective of profit and growth. Both JJs vision and focus has direct implication on its corporate structure. This is reflected upon the process within JJs value-chain. In terms of JJs organizational structure, Human resource management (HRM) plays a vital role in the direct success of JJ as an organization for it is the people, most valued asset, that contribute to achieving the goals and objectives of JJ. At present, JJ hires experienced and capable leaders to bring the organization to greater heights and JJ does not stop there. JJ provides all top executives in training which include leadership development and management education in fields like finance and marketing. JJ prioritizes on the professional development of every employee for JJ believe that they are capable in developing leaders within the organization by exposing them to diverse fields and giving employees heavier responsibilities to assess their ability. As mentioned above where staff motivation is important, we as consultants believe that JJ should continue to train their employees and appraise the performance of employees in the next three years. This is so that JJ would be able to make better use of their employees capabilities and talents and this will benefit the organization in the long-run when employees are loyal to JJ. Focusing on JJs consumer goods of baby products, the in-bound logistics ties in with operations before linking with outbound logistics, sales marketing and finally, providing businesses and consumers with service. JJs in-bound logistics would include the purchasing of raw materials needed for the manufacturing of baby products and storing the raw materials in various designated warehouses. Operations will then occur whereby factory employees would have to work along a production belt with the help of machines and maintain quality checks as well as bottling of baby products. JJ would then distribute the ready products into containers for shipment, in allocated warehouses or directly to retailers and distributors. To aid JJs employees in convenient dispersal of information to sales staff, they have made use of MultiAid to resolve all marketing resource management needs. This increases JJs operational efficiency and gives the organization a head start on asset management for product ima ge, captured data and distribution to retail trade communities is readily accessible to employees with one click on the computer system. With regards to sales and marketing, JJ advertises by relating consumers with real-life scenario whereby a mother bathes her baby with JJs baby products and having the statement of products for the ones you love. There are two types of service provided by JJ business to business (B2B) and business to consumer (B2C). JJ provides its business partners and suppliers with business opportunities. This means that the degree of success experienced by JJ has direct impact and will benefit companies that do business with JJ. Consumers of JJ are exposed to gathering useful and relevant information when having purchased JJ baby products for JJ has formed a website (i.e.BabyCentre.com) and a online Baby Care Library to increase the closeness in customer interaction. SWOT Analysis Strengths (Internal) Weaknesses (Internal) Abundant financial resources Strong brand name Proprietary technology Respected brand image Wide product lines Economies of scale Committed employees Superior product quality Better marketing skills Good distribution skills Low customization Lack of flexibility Opportunities (External) Threats (External) Opening of foreign markets Rapid market growth Brand switching Demographic shifts Low barriers to entry Economic downturn Introduction of new substitutes products Rival firms adopting new strategies Strengths Johnson Johnson is a well-known healthcare brand which ranks No. 1 within the industry under one decade of its historical development with a wide variety of skincare products and superior product quality. Abundant financial resources are exploited by the RD department to employ the committed staff for creating and even innovating the hygiene products through proprietary technology and build up the respected brand image. Besides, it focus on product leadership excel at product development and professional skills so that it can offer customers the best products in the industry. As the facts show that, JJ expanded internationally around the world, like Asia (Singapore, China) that triggered by the better marketing skills. Additionally, the good world-wide distribution skills due to its global standardization strategy that allow JJ to generate great market shares by cost reduction that come from economies of scale and fast product development what based on stable relationship with local distribution agents and its respected brand image as well as superior product like baby care mainly. Weaknesses Global standardization is the main international business strategy to control cost but this also is its drawback that results in the low customization. In addition to the world-wide product structure, the managers lack of flexibility to face the challenge of changes in local markets. Opportunities In order to bring along the development of local economy, most of countries welcomes the international companies introduce their products to diversify the local economy. The increasing attentions of baby nurturance and its brand image prompt customers to purchase its products and grow rapidly in the global new markets. There is an opportunity to generate more market shares and enhance its brand image in the long-term in the lights of the rise in global demographic population reach to 7 billion that data collected from statistics of 2011, China and India act as the representatives; moreover, the superior product quality of JJ is the critical to attract customers switching from other brands. Threats JJ faces the threats of the low barriers to entry due to the low cost of set-up, and the proprietary product differences will be difficult to protect when the barriers are reduced so that the customers would switch to other brands more possibly. Another threat reflected by the economic downturn, JJ is difficult to manage the exchange rate risk under the global standardization strategy. Most important, JJ would be forced to stay at the passive threat that the customers would be attracted by its competitors and sales would be declined if rivalries adopting the new strategies. Outcome of SWOT Matrix Generally, Johnson Johnson holds strong competitive advantages after compare its pros and cons despite of few disadvantages of global standardization strategy. In another angle, JJ is able to switch the threats to opportunities in the lights of its calculus-based capability and resources. Growth Strategies adopted by Johnson Johnson There are both internal and external environments to be carefully evaluated when planning for a three years growth strategy plan for Johnson Johnson as what happen externally and internally will affect the company. These diagnoses are in reference to the SWOT analysis based on the company resources assets, intellectual property, and people. With careful consideration and by selecting market penetration growth strategy for a three year period, it will help them to gain more market shares through promotion and advertising from their strong marketing teams. Before planned the growth strategies, the firm should generate a lot of information about if the company is selling new, existing or emerging products in a new or existing market. From the diagnosis of the Porter`s model, understanding that the threats of new entrants are low and also credited to the high brand equity of Johnson Johnson, market penetration growth strategy defined by Ansoff is selected in the lights of situation that involves neither new markets nor new products, are forced to grow through this growth strategy. It is a strategy that is designed to give the business a greater percentage of market shares. Market penetration occurs when a company enters/penetrates a market with current products. This type of strategy usually seeks to gain a compet