Verbal Aggression Essay Example For Students

Verbal Aggression Essay Verbal aggression is message behavior which attacks a person’s self-concept in order to deliver psychological pain.(Infante, 1995) Studies of verbal aggression have focused primarily on children and adolescents in educational and social settings. Very few studies were found to examine verbal aggression in adults in the workplace.(Ebbesen, Duncan, Konecni, 1974) The consequences of verbal aggression in the workplace can lead to social isolation, job related stress, health related problems, as well as problems in career advancement. It therefore should be considered important, for the individual and management, to identify and address the causes of verbal aggression. This program attempts to understand verbal aggression by 1) identifying the various functions of verbal aggression. We will write a custom essay on Verbal Aggression specifically for you for only $16.38 $13.9/page Order now 2) identifying the antecedent conditions of verbal aggression. 3) Avoiding the antecedent conditions of verbal aggression. Method Subject The subject, Shirley J., is a 49 year old African American female. Shirley J. has several advanced degrees and is employed as a school psychologist in a metropolitan school district. She is married with two adult children. The subject readily agreed that the target behavior, verbal aggression, is a problem as it interferes with her relationships with others. She was enthusiastic in her desire to reduce, if not eliminate, this behavior. It would seem that self-monitoring for verbal aggression and antecedent control would be valuable as it would allow for consistent avoidance of verbal aggression. As a school psychologist the subject was very familiar with the basic principles of applied behavioral analysis and frequently offered programmatic suggestions. A behavioral contract was developed jointly between the therapist and subject. The contract outlined the target behavior, success criteria, and individual responsibilities of the therapist and subject. (see Appendix A) Apparatus A basic checklist was used to document the frequency of verbal aggression on a daily basis. The checklist was designed to track only the occurrence of the behavior. It was felt by the therapist that the content of the verbally aggressive message would be too open for subjective interpretation and that no meaningful data would be gained from such documentation. In addition the subject made frequent comments of significant success or failure in avoiding verbal aggression for discussion with the therapist. The weekly discussions were used to evaluate the appropriateness of the procedures used and make any necessary adjustments to the program. Procedure For the first two weeks of the program no intervention was applied. Given that the subject self-reported that verbal aggression was a problem it was important to determine if the frequency of the behavior merited intervention. Therefore, the subject documented the daily frequency of verbal aggression. The results of the baseline period revealed a high rate of verbal aggression. (see Appendix B) Given the results of the baseline data as well as the demanding, often stressful, nature of the subjects job, it was mutually agreed that reducing verbal aggression would be the focus of the program. Verbal aggression was defined as cursing, yelling, and screaming at others. The agreed upon goals of the program was to decrease verbal aggression by 75% of baseline for four consecutive weeks. Treatment would consist of identifying and avoiding the antecedent conditions to verbal aggression. Avoidance of the antecedents is considered less restrictive, more proactive, and most effective. During the initial consultation it was determined that the antecedent conditions included, but was not limited to: work stress, time of day, verbal behavior of others (ie. tone of voice, inflection of voice and content of conversation, etc.), and non- verbal behavior of others (ie. facial expression, body posture, eye contact, etc.). In addition, the subject was required to self monitor for the following antecedents: clenched fists, tight jaw, rapid heart beat, and the emotions of anger, frustration and disappointment. Lastly, it was suggested by Infante (1995) that appropriate strategy must be taken to prevent verbal aggression from escalating. Successful avoidance of the antecedent conditions consisted of removing oneself from stressful situations, when possible, as well as not responding verbally when provoked. Weekly consultation revealed that verbal aggression was most often used to: 1) Escape demand situations. .u3d274c5dfb4f8c663810612a96ee12c2 , .u3d274c5dfb4f8c663810612a96ee12c2 .postImageUrl , .u3d274c5dfb4f8c663810612a96ee12c2 .centered-text-area { min-height: 80px; position: relative; } .u3d274c5dfb4f8c663810612a96ee12c2 , .u3d274c5dfb4f8c663810612a96ee12c2:hover , .u3d274c5dfb4f8c663810612a96ee12c2:visited , .u3d274c5dfb4f8c663810612a96ee12c2:active { border:0!important; } .u3d274c5dfb4f8c663810612a96ee12c2 .clearfix:after { content: ""; display: table; clear: both; } .u3d274c5dfb4f8c663810612a96ee12c2 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u3d274c5dfb4f8c663810612a96ee12c2:active , .u3d274c5dfb4f8c663810612a96ee12c2:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u3d274c5dfb4f8c663810612a96ee12c2 .centered-text-area { width: 100%; position: relative ; } .u3d274c5dfb4f8c663810612a96ee12c2 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u3d274c5dfb4f8c663810612a96ee12c2 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u3d274c5dfb4f8c663810612a96ee12c2 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u3d274c5dfb4f8c663810612a96ee12c2:hover .ctaButton { background-color: #34495E!important; } .u3d274c5dfb4f8c663810612a96ee12c2 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u3d274c5dfb4f8c663810612a96ee12c2 .u3d274c5dfb4f8c663810612a96ee12c2-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u3d274c5dfb4f8c663810612a96ee12c2:after { content: ""; display: block; clear: both; } READ: Lock harts Lament Paper Essay 2) Avoid demand situations. 3) Relieve job stress. The subject was to document the frequency of verbal aggression and record the circumstances of significant success or failure during the

buy custom Understanding the Essential Elements of Contracts essay

buy custom Understanding the Essential Elements of Contracts essay Contracts can a dangerous business if one of the parties fails to fulfill their obligations. In contract law, failing to fulfill the requirements of a contract is referred to as a breach of contract. A breach of contract of one party is usually a disadvantage for the other party unless that injured party is compensated in a mutually agreeable way. Contracts are usually between two people but at times a third party can be involved. One of the essential elements of contracts is an offer and acceptance. Fredo, the owner of the Candy Restaurant in Oakland, makes Sandiman, of Sandiman Construction Ltd, an offer of $250,000 if Sandiman begins the renovation of the Candy Restaurant on exactly July 1st and completes it by August 31st. Sandiman accepts this offer. There is no evidence whether this contract has been just stated orally or if both parties signed the contract on a piece of paper. Therefore, it may have been an informal contract rather than a formal contract. However, even though Sandiman agreed to fulfill all obligations as stated in the contract, it was not possible for him to do so. Sandiman realized that he was not able to complete all that work on time because it is just too much work to do and he also has a shortage of staff. In addition, being under a time constraint did not help matters. Sandiman stated that he would be willing to do all the work, even with the shortage of staff, if he could be given till the middle of September to complete the job. Therefore, Sandiman was trying to re negotiate the terms of the contract. What took place between Fredo and Sandiman is known in legal trms as a battle of the forms. As a result, Fredo made counteroffer to Sandiman. By making a counteroffer, Fredo made the other contract void. Therefore, under these circumstances, Fredo was not obligated to pay Sandiman $250,000. When making the counter offer, Fredo requests that Sandiman completes the work on time for an additional sum of 50,000, to be paid on August 31st along with the original sum of 250,000. Therefore, Fredo makes a new offer of 300,000 in exchange for the satisfaction of his requirements. However, it is important to mention that Fredo makes this counter offer through Ted who is the CEO of Sandiman Construction Ltd. When Sandiman calls and asks about speeding up the renovation process, he speaks to Ted. This counter offer is legally binding despite the fact that Fredo does not speak directly to Sandiman but makes the final negotiations through a third party. Sandiman is aware of the counter offer because he expects the additional 50,000 on August 31st. Sandiman completes the work on time. The additional sum enables Sandiman to have more staff working for him. Sandiman is right for demanding the extra payment because he accepted Fredos counteroffer and fulfilled his part of the obligation . By refusing to pay this sum, Fredo has breached the new contract. Sandiman has a right to sue Fredo for the $50,000. Fredo is legally bound to pay the original sum because he has received the services. Sandimans option is to go to court and have the court order Fredo to pay him. By stating that he has provided the service on time, Sandiman can use the function of what is called a quasi contract to his advantage. A quasi contract would proovide a legal protection for Sandiman against being treated unjustly by not being paid the required sum. By definition, a quasi contract can provide the enforcement of the originally agreed upon contract by the order of the court. A quasi contract ensures that all parties involved in the original contract are treated fairly. The legal dispute between Fredo and Sandiman can be compared to the Goldthorpe v Logan (1943) precedent. In this case, a woman answered posted by a beauty salon that advertised the removal of facial hair. The woman went for the treatment but it failed. The woman sued the company and won. The ad served as an offer and the woman accepted the offer. Therefore, she had a contract. The ad promised to do something and it failed. In the same manner, Fredo promised to do something for Sandiman yet he failed to do so. Although Fredo did not make direct negotiations with Sandiman but rather through Ted, still he made a promise of paying the additional $50,000. On the other hand, Fredo might understand why he is being asked for the $50,000. Obviously, he does not feel that it is his duty to pay the additional sum. Looking at this legal matter from his perspective, Fredo might be going by the original contract and the previously agreed upon terms. Although Fredo did make a counter offer to Sandiman, he was induced to it by Ted, the CEO of Sandiman Construction Ltd. Although he agreed to it, he might feel that it was not a fair bargain. He might be remembering that Sandiman has originally agreed to perform all the work on time for the previously stated amount of money. Therefore, he might be thinking that Sandiman expects what is called in legal terms as an unjust enrichment. Buy custom Understanding the Essential Elements of Contracts essay

Causes and Prevention of Type 2 Diabetes in Urban China Essay

Causes and Prevention of Type 2 Diabetes in Urban China - Essay Example 2005 pp2132) (Appendix i). Because of the human body's need to properly process and synthesize dietary sugar, an ailment which interferes with that process intrudes into fundamental health and lifestyle choices of affected individuals. In addition, because the disease can also include debilitating complications such as blindness or sensory impairment (WHO_FS 138 2002: 1), diabetes not only has a devastating impact on individuals, but also on their regions, their countries, and the world at large. To fully understand the crisis represented by this disease, it is important to establish its causes and contributing physiological and behavioural phenomena. Diabetes is a chronic condition that occurs when the pancreas does not produce enough insulin, or when the body cannot effectively use the insulin it produces. The resulting hyperglycemia and related metabolic disturbances can lead to serious damage to many of the body's systems, particularly nerves and blood vessels (WHO_FS 138 2002: pp.1). There are two principle forms of diabetes, known as type 1 and type 2. Type 1 is characterized by failure of the pancreas to produce insulin, and type 2 by the inability to properly utilize insulin. Treatment normally consists of insulin injections type 1 diabetics, and oral medications in conjunction with lifestyle changes for type

Lisa Benton Case Analysis Assignment Example | Topics and Well Written Essays - 1000 words

Lisa Benton Case Analysis - Assignment Example This report will also understand the importance of the leadership approaches in an organization and the display of different kinds of traits by the assistant product manager. The study will also give an insight to the various managerial situations that could have been managed properly and systematically by the manager to avoid confusion within the organizations. Finally, the study will conclude by suggesting certain recommendations that can also serve the purpose of a guide for future. Leadership Approach The leadership approach exhibited by Lisa Benton at multiple stages and situations is Bureaucratic leadership. Bureaucratic and Autocratic leadership style are almost similar to each other except for the fact that the employees and the team working in the organization are totally governed by rules and regulations. This leadership approach focuses on accomplishment of tasks and objectives within a stipulated time frame (Skinner, 1992).The leader understands the rules and regulations of the organization and is responsible for making the employees understand these rules. The leader is often reluctant to change and does not welcome change and development within the organization easily (Terry, 2003). ... At the present moment she has certain managerial traits which are almost similar to transactional leadership. The difference between transactional and transformational leadership is a clear example of the distinction between manager and leader. At the present moment Lisa requires a leadership approach which can serve the purpose of a guide and also help in addressing her shortcomings. As per theorist Helgesen certain feminine characteristics make the women leader advantageous than the male leaders like excellent communication skills, good listener, ability to solve potential conflict and advanced intermediary skills (Flores, Stanford & Oates, 1995). In this case power based leadership approaches can help Lisa in addressing the problems of the organization. The leadership theory proposed by French and Raven lays emphasis on the fact that leadership is a continual process and one individual should exert power over the other individual in a positive way (Flores, Stanford & Oates, 1995). Leadership theories like trait, personal behavior and contingency theory can act as catalyst in improving the efficiency of the employee and the organization. The theories laid emphasis on the fact that leadership action is interrelated to the degree of the authority vested by the manager on his subordinates. There is an existing continuum which consists of boss centered leadership approach on one side and subordinate centered leadership on the other side. This theory will help Lisa to clearly communicate her ideas and ideologies to her subordinates and her boss. Lack of Influential Power Lisa has excellent managerial traits which could not be translated into smooth

Marketing Plan For Fragrance Direct Marketing Essay

Marketing Plan For Fragrance Direct Marketing Essay Fragrance Direct is a toiletries retailer who sells branded, discounted perfumes, aftershaves, cosmetics,hair care, skincare, cosmetics and beauty products. This report investigates and discusses the Fragrance Directs current marketing situation in an intensively competitive marketplace and to prepare an appropriate two-year marketing plan which could lead the company to increase its market share. The report was prepared after critically considering all marketing theories and tactics in context of Fragrance Direct like e-business strategies, product development, marketing decision making and organizational strategy, marketing segmentation and positioning, SOSTAC planning model etc. A projected budget was prepared and justified for the projected marketing plan. Marketing plan Regardless of types of business, any business needs a concrete marketing plan if they were to succeed. Brassington Pettit (2006) define, Marketing plan is a detailed, written statement specifying target markets, marketing programmes, responsibilities, timescales and resources to be used, within defined budgets. A two-year marketing plan is made for Fragrance Direct which could aim to help them to achieve a growth in market share. SOSTAC planning model Many approaches can be used to make a marketing plan. SOSTAC planning model is the one which includes all essential marketing plan and it is the most useful one. Here I used Smiths (1997, pp 32) SOSTAC planning model to make a two-year strategic marketing plan for Fragrance Direct: S- Situation Analysis (where are we now?) At present, direct selling businesses are booming due to increased home broadband services. The case suggests that Fragrance Direct is one of a number of specialist internet-based retailers at the moment. Their strength is they can sell products cheaper than any other competitors who trade through physical stores. According to their website, they are able to offer highly competitive prices and this is done by keeping overheads low. There is no shop, no middlemen as they supply their products directly to the customer ( Fragrance Direct, 2009). So the company is in a good shape and has the ability to grow even further. O-Objectives (where do we want to go?) Though the company has been growing rapidly but according to the case scenerio in order to achieve their medium-term growth targets they need a major push to broaden their customer base and increase market share. There is opportunity for the company to do that. So the key objectives Fragrance Directs management should adopt right now are to target new segment while maintaining existing products portfolio and develop new products for the targeted segments. This way they can manage to retain the present market share as well as there is possibility to increase their customer base with the help of launched products. S-Strategy (how do we want to go there?) Selecting the correct segment and correct proposition is the key to success. Kotler Armstrong (2006) point out that the market consists of many types of customers, products and need. The marketer has to determine which segments offer the best opportunity for achieving company objectives. Traditionally Fragrance Direct have not focused in male grooming audience yet although the case report suggests mens fragrace market is worth over 500 million US dollars and the demand is steadily increasing. So as an existing market player this the segment where Fragrance Direct should exploit if they want to increase their market share. Most of the existing toiletries market players targeted young man while the report indicates this segment is declining. On the other hand older segment is increasing so Fragrance Direct should target this segment with widen products base. Market segmentation is important for any company like Fragment Direct as it helps to target its marketing mix more closely and p recisely. T-Tactics (the details of strategy) Tactics tend to be short term and flexible, whereas strategy is longer term and more enduring. When strategy is agreed the next job for marketers to develop tactics. Smith Chaffey, (2005) hinted that E-marketing tactics focuses on deciding the optimum marketing mix (pp 338). Marketing mix The marketing mix concept is one of the core concepts for marketing. 7Ps framework for marketing has achieved high degree of acceptance. Armstrong Kotler (2007) define A marketing mix is the set of controllable, tactical marketing tools that the firm blends to produce the response it wants in the target market. Here, the 7Ps marketing mix tactic has been discussed in context of Fragrance direct: 1. Product: Products should be developed in accordance with customer demand and developed products should meet the need of targeted segment of the market. At present the male grooming product market is confined with aftershave fragrances and a limited range of hair care products. So there is scope to broaden the sell of different others new products like mens bath and body, mens skin care, mens sun care, mens accessory etc. as the demand is consistently increasing. 2. Price: When determining the price it is important to remember that whether customers are willing to pay the price or not; they have the ability or not. Wrong pricing could lead the market failure. According the companys website their one of the aims is To keep prices as low as possible to make high street shopping a thing of the past. However they are under intense compitition from traditional sellers lke chains of chemists (pharmacists, drugstore) and supermarket chains who have started selling health and beauty products thorough their physical stores as well as through internet and they are capable to offer cheaper price. So new products should be priced as cheap as as possible as a penetrating price while continue to offer existing cheap price for others products. 3. Place: The place is where customers buy the product. For Fragrance Direct place is internet from where customers by their products. Products must be delivered in right time, and in the right quantity in order to maintain the highest level of customer satisfaction. Fragrance Direct aims to make shopping online quick, easy and convenient and to provide an excellent level of customer service. They also aim to make their site fun, interesting with bargains and a range of products (Fragrance Direct, 2009). To mainten these services storage, inventories and distribution should be maintained appropriately. 4. Promotion: Through promotion activities a company delivers messages to its cusomers about the products, brands using variety of media and communication tools. Smith Chaffey (2005) suggests that the ten promotional mix (advertising, selling, sales promotion, PR, sponsorship, direct mail, exhibitions, merchandising, packing and word of mouth) -can be used to communicate or promote in the online or offline world (pp 54). Fragrance Direct should use all of these means to fulfill their mission-To be the first name you think of when buying fragrance and cosmetics on the internet. The case article suggests that male style magazines such as GQ, FHM and Loaded have huge impact on male in the UK so they should specially promote the site with those magazines. 5. People: We could assume the online business as service marketing. In service marketing people or staff is a very important part of marketing mix. The challenge for Fragrant Direct is to continue recruiting right people, train them and reward them appropriately. 6. Process: Process in a web-based company includes internal and external process as well as transactions, internal communications etc which are necessary to run a business. All processes have to be executed excellently to make the business a success. Fragrance Direct must keep an efficient process by keeping site updated to indicate if any number in stock changed, product specification, price change, dealing with customers e-mail enquiries, product dispatch etc. 7. Physical evidence: In an online business, the quality of the site is the physical evidence (Smith Chaffey; 2005, pp. 66). Normally customers buy intangible services from Fragrance Direct through their site so there is an amount of uncertainty in the process. So Fragrance Direct must ensure customers buying the services must meets acceptable standards of speed and ease of use. A- Action (or implementations-putting the plans to work) Smith Chaffey (2005) states that action stage reveals the details of tactics. Actions implement the tactics. Any kind of project action plan can be used like critical patch or Grant chart. Following is the Grant chart which reflects a two-year action plan for Fragrance Direct: Table 1. Grant chart for Fragrance Direct Activity April 2009 June 2009 July 2009 Dec 2009 Jan 2010 March 2010 April 2010 September 2010 Oct. 2010 Dec. 2010 Jan 2010 March 2011 Get approval for new product development Product development Build information/brochure Run banner campaign on website Offline press launch of new products Website update C- Control (measurement, monitoring, reviewing and modifying). In any marketing planning, details should be added about how the plan would be monitored, measured and controlled. If any components of the plan are not working it should be reviewed, modified if necessary even should be stopped. The following diagram shows a two-year Control system for Fragrance Direct: Table 2. Model of Control systems for Fragrance Direct (two-years) Quantified objectives Means of measuring Frequency of measurement (quarterly) Accountability Cost Action (Who needs to be alerted?) Building information/brochure June 2009 Marketing executive  £2000 Marketing executive à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ Sept. 2009 à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ Dec. 2009 à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. à ¢Ã¢â€š ¬Ã‚ ¦.. à ¢Ã¢â€š ¬Ã‚ ¦.. March 2010 June 2010 Sept. 2010 Dec. 2009 March 2011 The 3Ms In any marketing plan all company resources required to be included. Smith Taylor (1997) state that the three resources, 3Ms, cover: 1. Men/Women (the human resources) Skilled professionals (men/women) need to brought in to make the organization run as well as existing human resources need to be retained with training, rewarding. However it was discussed before in the marketing mix people section. 2. Money (budget) 3. Minutes (time) These two points are discussed in the later section. Timeframe Any e-marketing plan must contain timescales, schedules and deadlines. It must take time for Fragrance Direct to analyze their recent market situation, targeting, segmentation, new product development, promotion campaign etc. So everything should be done according to timeframe as time seems often the most tight of the resources. Without a proper timeframe the marketing plan may get uncontrollable. There is a time frame for fragrance Direct: Table 3. Timeframe Activity Timing Market research 6 month Product development 3 month à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.. à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.. Projected budget An adequate budget is required in order to achieve the plan. Like any other retailer Fragrance Direct now have to face the tough competition from competitors. Retailers are cutting prices in a desperate bid to sell their goods. A research by Ramasesham (2000) found that even prices are cut to a level where extra sales are made at a tiny gross margin. At the same time retailers are facing cost rises which are in many cases higher than the rise in selling prices. The following projected budget is made according to Ramasesham (2000) research where he investigated from marketing budget how much money should be spent in different marketing activities e.g. 33% of total marketing budget should be spent for advertising and so on. Table 4. Projected marketing budget Item of Percentage of total marketing expenditure accounted for by item Advertising 33 Promotion 15 Personal selling 28 Storage 2 Order filling 4 Delivery 2 Clerical sales, accounting 5 General and administrative 5 Research 1 Credit 1 Others 4 Total 100 Recommendations conclusion Fragrance direct is a successful company who posseses the ability to offer products at great prices, whilst still concentrating on a high level of service. So it is possible for them to out perform their rival and increase market share if they have been able to follow a perfect strategic marketing plan. It is strongly recommended that they strictly follow the suggested two-year strategic marketing paln in accordane with tight controlling measures. It is also recommened that this is the time to concentratte on suggested marketing segment, penetrate the market with new developed products and apprppriate marketing mix. References Armstrong, G. Kotler, P. (2007) Marketing: An introduction. New Jersey, USA: Pearson Prentice Hall Brassington, F. Pettitt, S. (2006) Principles of Marketing. 4th edition. England: Pearson Education Limited Fragrance Direct (2009) About Us [online] http://www.fragrancedirect.co.uk/Customer-Services/About-Us/page/aboutus [accessed 9 April, 2009] Kotler, P. Armstrong, G. (2006) Principles of Marketing. 11th edition. New Jersey, USA: Pearson Prentice Hall Ramasesham, B. (2000) Research Note: Marketing Budgeting Practices of Retailers Retailers Marketing Budgeting. Smith, P. R. Chaffey, D. (2005) e Marketing eXcellence. 2nd edition. Oxford, England: Elsevier Butterworth-Heinemann Smith, P. R. Taylor, J. (1997) Marketing Communications. 4th edition. London: Kogan Page

Translating 21 Grammes from screen to stage. :: Drama

Translating 21 Grammes from screen to stage. Explain how research material was gathered and used within the process At the very beginning of the devising process the whole group watched the film of 21 grams and in our first lesson we collected any comments about form, structure and content. We then started creating possible ideas and characters, and after a few weeks we decided we could set ourselves almost mini homework’s for certain characters or storylines and come back to the next lesson with some fresh new ideas. The first bit of research I did was actually about the film 21 grams and why the film was titled this? And what it meant? I then found out that when a human dies they lose 21 grams in body weight; we then started gathering idea around this such as the 21 grams being the human soul and as you dies your soul leaves your body. I also found out that an average chocolate bar weighs 21 grams so we played with the idea of there being a chocolate bar incorporated in every scene somehow, as we thought that having a chocolate bar in every scene would be a bit to difficult. Another idea was that maybe in the very last scene all the characters that are dead would be lying on the stage with a chocolate bar resting on their chest. But as we produce more drama and more characters were developing we decided that maybe trying to incorporate these ideas wouldn’t work and didn’t really fit in with the rest of our piece. The other main way in which we needed to do research was because we were using projection and we needed to get certain images and information. So in that sense probably the main storyline that was researched was the vicar and his wife trying to have a baby and because we had decided to use projections we needed to find picture of pregnant women and babies. We also use projections for the train crash so we gathered together pictures and newspaper articles. Nearly all the research for the pictures was by way of the Internet.

Resume Revision Essay

MANAGEMENT PROFILE Accomplished Professional Wine Industry Executive with 20+ years of sales experience in the wine industry leveraging efficient and effective business solutions while increasing revenue and profits.   A Dynamic Sales Team Leader with a proven track record for significantly enhancing company operations utilizing strong analytical skills and demonstrating expertise in management, sales, and marketing.   In-depth knowledge of budget creation and new sales development, utilizing critical thinking skills while consistently achieving sales goals.   Solid ability to adapt to a highly competitive market. Key Strengths & Expertise Marketing – Brand Management Public Relations General Management Business Planning Client Relations Sales Force Leadership Strategic Planning P&L Responsibility Operations Management Sales Territory Development SIGNIFICANT ACCOMPLISHMENTS Successfully increased annual revenues grossing over $4 million as a result of cultivating and maintaining sales relationships for key customer accounts. Doubled sales and customers in the first year through implementation of effective sales strategies. Significantly increased revenues in the first year by more than 114% from 2006 to 2007. After the first year as Sales Director, significantly increased clients from 30 to over 200. PROFESSIONAL EXPERIENCE Mistral Barrels Inc., Sonoma, California  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2006-Present General Manager / Sales Director Managed and directed all sales of wine barrels and oak alternatives for North America. Developed market strategies and directed Regional and National Sales Teams. Created marketing strategies for the development of two barrel brands and oak alternatives. Developed sales & projection goals for the sales team and managed key customer accounts. Developed public relations and marketing with Wine Business Monthly, Wines & Vines, and Practical Winery magazines. As a result of effective sales strategies, significantly increased revenues in the first year by more than 114% and clients from 30 to over 200 from 2006 to 2007.    KEN SEYMOUR  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Page Two   PROFESSIONAL EXPERIENCE   (Continued) Kelvin Cooperage, Louisville, Kentucky  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚   2003-2005 Sales Manager Developed sales for the West Coast and Pacific Northwest wine barrel market. Successfully achieved sales through direct visits to winemakers and purchasing managers as a result of implementing effective sales strategies. As a result, doubled sales and customers in the first year. Managed Sales Agent in Canada to include sales training of all products, and developing sales strategies and goals. Canton Wood Products, Santa Rosa, California  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1994-1993 North America Sales Director Originally worked as the sole Sales Representative for the entire US wine market for the sale of oak wine barrels and oak alternatives. Successfully achieved sales goals and was promoted in 1997 to the position of North America Sales Director. Managed and led sales team in the development of sales throughout North America. Cultivated and maintained sales relationships with key customer accounts and consistently grossed over 4 million dollars in annual revenues. Developed and maintained the operating budget for North America Sales Office. Reported quarterly sales reports to the company Board of Directors in France. Demptos Glass (Agent for Canton Wood Products & Tonnellerie Boutes), Napa California   Ã‚   1991-1994 Cork Associates (Agent for Canton Wood Products & Tonnellerie Boutes), Napa California   1990-1991 Barrel Builder (Agent for Canton Wood Products & Tonnellerie Boutes), Calistoga, California  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1988-1989 Sales Representative Sold oak wine barrels throughout the United States as a Sales Representative of Canton Wood Products and Tonnellerie Boutes. EDUCATION University of California Davis, Davis, California Home Winemaking Course, 2005 Certificate in Winemaking, 1999 Santa Rosa, Marin, San Mateo, De Anza, & Hawthorne Junior Colleges Approximately 60 units in General Education & Viticulture, 1989-1996 COMPUTER SKILLS Word ¨Excel  ¨PowerPoint  ¨QuickBooks  ¨ ACT