Health Information Exchange - Answer both questions Essay

Health Information Exchange - Answer both questions - Essay Example involved, who is leading the initiative, whether it is a consolidated of federal model, whether personal health records play a role, and a description of how records are transferred between providers. NY State "Has made adoption of HIT and HIE a top priority through the Healthcare Efficiency and Affordable Law for New Yorkers (HEAL NY) Capital Grant Program" (Kern and Kaushul, 2007, p.S18). This program is mandated to implore funding to finance implementation of EHRs, electronic prescribing, and formulation and execution of pervasive clinical data exchanges within NY State (Kern and Kaushul, 2007). In facilitating implementation of HIE, Kern and Kaushul (2007) asserts that it is a prerequisite for the initiative to engage all stakeholders in the healthcare sector. In this regard, other parties involved other than the NY State government and grantees include hospitals, physicians, and payers (Kern and Kaushul, 2007). As further outlined by Kern and Kaushul, (2007), there are also efforts to ensure that grantees contribute funds equivalent to the funds donated by the State government to support HIE, and other efforts require subsequent evaluations of the initiative in an effort to assess the impact of the initiative on the quality, cost, and safety of health care. Assessing the impact of HIE on quality, cost, and safety of care validates the fact that personal health records play a fundamental role in the initiative. In essence, health records serves as a source of evaluation data. In facilitating the implementation of HIE, HITEC (Health Information Technology Evaluation Collaborative) was also established as an effort to bring together researchers and experts in all science related fields (Kern and Kaushul, 2007). Implementation of the HIE in NY State is a consolidated effort as it involves the NY State government, grantees and stakeholders. When a patient presents himself to a physician in need of a specialized care or assessment, the physician is obligated to

Kite Runner response text analyses Essay Example for Free

Kite Runner response text analyses Essay The Kite Runner tells us, through Rahkim Khan that, True redemption is when guilt leads to good again Rahkim Khan states. Throughout the course of The Kite Runner there are many characters that have committed sins and subsequently attempted to redeem themselves. The Kite Runner structured around main characters, Amir and Baba and their acts of betrayal. The impact of these acts continues to be felt throughout the novel manifesting itself in Amirs guilt ridden narrative. However, guilt is not enough. The need for redemption and atonement is what these characters seek. There is away to be good again the kite runner shows that this is along painful but ultimately positive journey. Amirs feelings of guilt spring from incidents of betrayal throughout his childhood. Since 1975 when Amir watched as Hassan was raped in an alleyway by Assef, I ran because I was coward. I was afraid of Assef and what he would do to me Amir feels guilty for his cowardice s but it was not fear that drove him away the real reason Amir ran was Baba. Amir was so envious of Baba and Hassans friendship that he thought Assef was right. Maybe Hassan was the price I had to pay the lamb I had to slay to win Baba. He was just a Hazara wasnt he? This event not only affected Hassan and Amirs friend ship but still made Amir highly jealous of Babas concern for Hassan, I havent seen much of Hassan in the last few days Baba said I couldnt help hating the way his brow furrowed with worry Amirs selfish personality handy caps his chance to be good again and redeem himself for the past. Amir places Hassan in the position to be framed and sets him up for theft of Amirs birthday presents, this incident clearly shows that Amir approaches atonement the wrong way. I lifted Hassans mattress and planted my new watch and a handful of afghani bills under it then I knocked on babas door and told what I hoped would be the last in a long line of shameful lies. Hassans loyalty leads to Ali and his departure to grant Amirs wish, I wanted Baba all to myself Amirs actions changed his and Babas life forever. Amir has stolen his fathers right to a best friend, his relationship with his hidden son and taken away Ali and Hassans job and security within their family. In many respects, Amirs adult personality is now the direct result of this childhood, feelings of guilt and betrayal. Amir attempts to redeem himself by planting money in Fahibs family house I did something I had done 26 years earlier: I planted a fistful of crumpled money under a mattress. He also tries to ally his feelings of guilt by taking Sohrab out of Afghanistan and back to America, the way he should have done with Hassan. In All Amirs efforts, he does become a better person once he is situated in America however he doesnt redeem himself for what he did as a child. Nothing will, It didnt make everything all right, it didnt make everything all right. Amir is not all to blame for his insecurity and lack of self-esteem, this personality is the result of Babas bad parenting. If I hadnt seen the doctor pull him out of my wife with my own eyes, Id never believe hes my son. Baba is not a supporting father towards Amir or Hassan. Throughout the book, Baba tries to redeem and atone himself for neglecting a secret child. He attempts to achieve this by raising Hassan equality to Amir however by doing this it disallows Baba to be close to Amir as feelings of guilt towards Hassan arise; hence taking the right to a loving family away from Amir and Hassan, for not speaking the truth. Babas betrayal is directed at Ali for sleeping with his wife. Theres only one sin and that is theft. Every other sin is a variation of theft Baba illustrates his deduction to atone for his actions using his wealth he builds and orphanage for illegitimate or orphaned children. Baba feeds the poor with his ceremonial lamb money. Baba also using his courage and urge to fight for what is right this is evident when he protects the afghani women in chapter ten from the Russian soldier, ill take a thousand of his bullets before I let this indecency take place. Babas decision to abandon home and his country are a evident sign of sacrifice to secure Amirs long-term welfare and happiness. His attempts of redemption and atonement to be good again result in his feelings of achievement the day that he dies. Tonight I am much too happy If The Kite Runner tells us anything it is that redemption is a life long task, through which a person seeks to become Good Again. A person needs to forgive themselves of their sins and absolve them of guilt in order to go on living their lives. Throughout the corse of The kite Runner, we learn that guilt is not enough. To be good again is more than the journey of redemption and atonement it is the destination.

Developmental Stages Essay -- essays research papers

What is their developmental level? Piaget During Kindergarten, the child is in Piaget’s preoperational stage. This stage last from ages 2-7 years. Throughout this stage, the child is not able to see things from anyone else’s perspective but their own. The child has a lack of conservation and is unable to understand that if a substance is rearranged it is still the same amount. Irreversibility is also present and the child does not understand that certain processes can be undone. The child has the inability to reason about transformations and focuses primarily on static situations. The child strongly believes in single classification and does not understand that one entity can hold two or more positions. The child has transductive reasoning and combines unrelated facts together to obtain their own belief. Kolhberg During Kindergarten, the child is in Kolhberg’s preconvetional morality which is based from his three levels and six stages of moral reasoning. In level one of this theory, there are two stages the child will enter. This stage is seen in pre-school age children through high school. For the duration of stage one, the child will formulate decisions that are best for their well-being. They will try to avoid punishment at all cost and maintain a strong sense of obedience. The child will do this with no regards for the feelings of others. The child will obey rules given chiefly by powerful authority figures (i.e. parents, teachers, babysitters, family, etc.). During t...

Shortening Lead-Times to Create an Agile

1. Introduction The last decade has witnessed a significant transformation that fast fashion has become a key feature in current fashion industry. Although it was regarded as a niche concept offered by a few winners such as Zara and H&M, fast fashion has now been adopted as a key operation mode by many brands in the fashion market (Baker, 2008), using advanced and more efficient supply chains to be more responsive to changing trends towards customer demand. Hence, Fast fashion brands perform relatively better than other fashion brands in various aspects. (Mattila et al. 002: 340 – 351) Esprit is a fashion brand owned by Esprit Holding Ltd. , manufacturing apparel, accessories, footwear and housewares under the Esprit label. In the previous fashion market, Esprit is generally recognized as the originator of fast fashion. As one of the pioneers in the fashion industry, however, Esprit has lost its way in recent years. (Best Retail Brands, 2012) â€Å"In essence, Esprit is a str ong and profitable brand, but the brand has gradually lost its soul over the past few years,† Ronald Van Der Vis – chief executive of Esprit admitted. News. com. au, 2011) The company is now focused on a brand revival with significant investment planned for marketing and the retail experience, as well as plans to exit some European markets and sell off the U. S. business. (Best Retail Brands, 2012) The most notable action is that the company has appointed Jose Manuel Martinez Gutierrez, who was group director of distribution and operations at Zara, as the CEO position in September 2012. This evidence shows that Esprit is going to struggle with fast fashion leaders like Zara and H&M.From an operational perspective, agile supply chain strategies have been relatively well studied, and can yield significant value to firms through faster supply chain. (Fisher and Raman 1996) Esprit has started realizing that how to make its products and services to reach customers in the sho rtest time is most important in today’s fashion market. As a result, rapidly changing competitive fashion market and dynamic customer expectations require Esprit to seek agility in its whole supply chain. This paper focuses on the brand reformation in the aspect of creating agile upply chain for Esprit, with an analysis of the key problem that Esprit is currently facing and provide three solutions, which are: 1. Designing new products following fashion shows 2. Establishing smaller-scale operational mode 3. Using quick response strategy 2. Literature Review 2. 1 The conception of fast fashion Fast fashion is a contemporary term used by fashion retailers to acknowledge that designs move from catwalk to store in the fastest time to capture current trends in the market. (Bruce et al. 001) In an operational level, Barnes and Lea-Greenwood (2006) defined â€Å"Fast fashion† as a business strategy which aims to reduce the processes involved in the buying cycle and lead times to get fresh fashion product into stores, in order to satisfy consumer demand. 2. 2 Agile supply chain in fast fashion The supply chain is central to the creation of fast fashion. If suppliers cannot respond quickly enough, inefficiency will occur, and clothing will be unsalable and finally result in the increase of inventory.Fashion market has been defined that it has four characteristics which are short life-cycles, high volatility, low predictability and high impulse purchasing (Martin et al. 2004), as a result, building up agile supply chain is highly essential in today’s fashion market. Bruce et al. (2004) has described agile supply chain that it is shorter, more flexible and demand driven than the normal supply chain. Christopher et al. (2004) pointed out that agile supply chain is driven by information such as market demand and information sharing between businesses in the supply chain. 2. 3 Three critical lead-timesAccording to Martin et al (2004), retailers should c oncentrate on using different ways to improve the quality of forecast to cope with various uncertainties from the market. However, because the vitality of market demands, the prediction of forecast will always be accurate in fashion market. As a result, the way of reducing lead-time should be found rather than just relying on the market forecasting. 2. 3. 1 Time-to-market In the highly changeable fashion industry, life cycles of fashion products have been reduced, which means that there is a need for firms to reduce the time-to-market of new products to get market at the fasted speed.Time-to-market is defined as the length of time taken in product development process from product idea to the finished product. (Garel, 2003) Griffin (2002) used time-to-market to analyze its relationship with the degree of product complexity and originality. In which product complexity and originality were found be related with multifunctional teams and the use of formal process. Sherman et al. (2002) presented that the quantity of people, such as suppliers, top management people and multi-functional teams who involved in the process is highly associated with time-to-market. It is also important to point out that Martin et al. 2004) has drawn a figure presenting the risk that companies will confront if slow to market. 2. 3. 2 Time-to-serve According to Martin et al. (2004), time-to-serve could be understood as the time to capture customer’s order and deliver the product to retail stores. Time-to-serve applies both principles of lean thinking and just-in-time process to time compression. However, it also inspects the incurring of costs and adding of value with proceeding time. This offers enterprises with a more comprehensive perception where progress can be made in order to reach a higher service levels concerning availability. Marcelo, 2011) Bergvall-Forsberg and Towers (2007) suggest that sourcing garments closer to consumer markets, particularly in Europe, could shorten the time-to-serve. 2. 3. 3 Time-to-react Time-to-react is one of the lead-times given by Martin et al. (2004), which means the time to adjust the output of the business in response to volatile demand. Because most supply chains are driven by ordering, understanding what customer actually request and do the quick response is a challenge that many fashion retailers are facing. (Martin et al. 2004) Forza and Vinelli 1997:125) has defined that â€Å"Quick response strategy acts on the single phases/activities throughout the entire chain-right from the producers of yarn up to the sales outlets-with the aim of reducing the time spans that elapse from the textile design stage to the purchasing of the garments by the final consumers†. Time-to-react can be accelerated through the tenet of quick response strategy, which has been divided into three parts: reducing excess stock from raw material to market, declining the risk of new product forecasting and speeding up the delivery. Birtw istle et al. , 2003) 3. Problem After decades of development, Esprit has become a mature, well-known and international fashion brand that offers customers various kinds of fashion products. However, as showed in the annual report of Esprit in 2011, the net profit of Esprit Holding Ltd. was 79 millions, has slumped sharply by 98%, compared with the same period last year. Moreover, Esprit has closed more than 100 physicals stores in the most areas of North America and some areas of Europe and China because its meager sales. (News. com. au, 2011)These situations directly result in the loss of customers and the damage of its brand image. In the current dilemma of Esprit, Weixiong Cheng, the executive vice-president of ME&CITY, considered that speed and flexibility are the most essential factors in this changeable fashion market, however, with conservative design and sluggish supply chain, Esprit failed to response to ever-changing market needs, whereas the leading fast fashion retailer such as Zara and H&M is struggling to continuously bring fresh fashion goods to customers, which have brought unprecedented competitive pressure to Esprit.Stephen and Aikaterini (2011) point out that because the fashion industry is characterized by intense and dynamic competition, participants are obliged to develop innovative structures and processes supporting market growth, maintaining competitive advantage and exploiting new product sectors and consumers. Martin et al. (2004) consider that the big gap between traditional fashion and fast fashion is the agility of the supply chain. Esprit puts too much emphasis on unique brand’s image, while ignoring the speed and flexibility in the market. The low-speed of updating new products can’t meet consumers demand.So it not only misses the best sales opportunities but also increases the risk of inventory. In this context, Esprit must find some ways to recover. 4. Solutions Martin et al (2004) explain that through effectivel y manage three critical lead-times; the competitive advantage of enterprises can be improved. They are time-to-market, time-to-serve and time-to-react. The speed of Esprit’s supply chain could be improved through these three aspects. 4. 1 Design new products following fashion shows The first solution is designing new products following recent fashion shows.A successful supply chain should be sensitive to the market and response to the product design as soon as possible. Compared with copy the design from other fast fashion brands, depending on fashion shows to design new products will be faster. So the time to design new products will affect the speed of fashion supply chain directly. Yinyin (2010) consider that â€Å"fast fashion† is a new term used to describe clothing collections that are based on the most recent fashion trends. It means the popular fashion factors will change rapidly which lead to the short life-circle of fashion products. The product is often ephe meral, designed to capture the mood of the moment: consequently, the period in which it will be saleable is likely to be very short and seasonal, measured in months or even weeks†(Martin et al. 2004). It requires that suppliers should grasp the fashion trends and design new products in short time. Fast fashion companies employ a large number of designers and buyers; they are responsible for collecting a complete range of fashion information and getting inspiration from fashion shows. Also, Hines and Bruce (2001:123) state that, the-term trend is closely related to future designs.The right decision should be made on the design and style of the clothing (Forza and Vinelli, 1997). If a company can catch the first opportunity to reach new market, it would be succeed in sales. With the advances in mass communication, consumers can easily keep up with the latest fashion trends (Liz and Gaynor, 2006:260). Mass consumers not just like â€Å"cheap†; in fact, they are more intere sted in â€Å"trendy and inexpensive. † For instance, easy chic, and short-term trend is often associated with the popular elements in a particular season, such as a particular color.Minxun (2012) points out that Esprit makes transition to be a fast fashion brand; the key point is product design that is not only new but also fast. It means Esprit should follow the fashion trends and meets the consumers’ demand to design products soon. In order to forecast the consumers taste, the Esprit designers should refer to some famous shows that contain the fashion ideas, trends and colors for the new season’s textile designs (David et al. , 2006). Esprit should not following other fashion brands, being the first one to entry new market. 4. Establish smaller-scale operational mode In traditional fashion companies, the total time in manufacture process is considerable which enormously lengthen the order to delivery cycle. The underpinning reason for this long manufacturing time largely lies in the batch-based production and shipping methods. Companies want to pursue cost-minimization and every step is quantities-processed separate from each other in the total manufacturing process. In previous years, about 80 percent of Esprit’s business in Europe is the wholesale rather than retail (Kailath T, 2002).This led to the European headquarters inclined resources to order-placing meetings. Esprit’s order-placing conferences from beginning two times a year became four times a year, until the final 12 times a year, and each time there was three months for lead-time (Kailath T, 2002). The traditional economic batch-quantities methods could truly minimize their costs of manufacturing as well as the costs of shipping. But this viewpoint of cost is too narrow and enterprises would ultimately lose their advantage competitiveness compared with those fast-fashion brands.Esprit needs to change its existing manufacture and shipping patterns urgently if th e company attempts to transform its existing operational system. It must abandon its conventional economies of scale principle both in manufacturing stage and shipping stage. Fast changing, small amount and a high variety of products are commonplace for fast fashion brands. The successful fast fashion brand ZARA, it remains about 30 percent of spare capacity rather than maximizing the use of its productivity (Andres M, 2003).ZARA gives up the pursuit of economies of scale and takes small quantities of production and distribution methods. Whether ZARA and H & M, an artificially created shortage of supply, not only helps cutting down products’ lead-times but also encourages consumers to buy the commodities quickly. Also, small-scale production increased flexibility of the production line in order to better respond to changes of customer needs. If Esprit wants to transform into a fast fashion brand, it must abandon its conventional bulk production style which just pursuing econo mies of scale.The company should cut down its outputs and increase the diversity of products. The adoption of lower output and higher variety of production could help Esprit drive higher service levels in terms of availability within the shortest possible time. Another critical problem in Esprit’s supply chain is its shipping time that largely delayed the time-to-serve. Company’s former underpinning philosophy of pursuing the economies of scale kept the costs of shipping down to some extent, but may ultimately self-defeating for missing the best sales opportunities and increasing the risk of inventory.The best way to solve this problem is to accelerate the commodities’ transport speed even though sacrifice some cost consideration. Fashion represents to be fast. Take successful fast fashion brand ZARA for example, for the sake that products can be shipped to regions outside of Europe within 48 hours. The company is willing to pay two percent of high airfreight co st price. In France, Germany, Italy, Spain and other EU countries, ZARA transport its products mainly by truck with an average of 36 hours to the chain stores.The sales in these areas occupy 70 percent of company’s total sales. As for the remaining 30 percent of sales, the company sends its products through airway to distant countries and regions such as Asia for the sake of improving the transport speed (Marcelo R, 2011). ZARA’s chain stores in China have their separate order rights the same as other stores all over the world, even a section only book one piece of clothing, ZARA could also guarantee to send it to the store within 48 hours (Marcelo R, 2011). If Esprit wants to reform ts operational system and earn much more profits in fashion market, the company must make efforts to curtail the products’ shipping time to gain competitive advantages compared with other fashion brands. What’s more, the shorter transporting time could help Esprit lower its s upply chain risk. 4. 3 Lead-time reduction by â€Å"Quick response† strategy Quick response strategy has been adopted by a growing number of fashion retailers in order to improve the company’s competitive advantage. Esprit makes sales forecast and then outsources to third parties half a year in advance.However, the market environment may change during this period; therefore, the lead-time must be shortened in order to risk reduction. Figure 1 Merchandise, data and financial transfer with quick response Source: taken from Quick response in retailing: components and implementation (1995, P. 13) As we can see from figure 1, Customers go to the store to purchase the products or services they need. The purchasing information will be collected, such as style, color, and number. Then this buying information would be sent to vendor for analyzing.Fernie (1994) suggests that the development of IT technology can ensure the implementation of the quick response strategy. For instan ce electronic data interchange (EDI). Suppliers manufacture products in accordance with the order requirements, transportation to retail stores through distribution channels. Esprit would be suggested to use the designs of their offshore suppliers. And Esprit buyers will make ultimate selects from these designs. Furthermore, the ultimate decisions making are based on analyzing historical sales data.In practice, celebrities, pop stars and fashion events have affected the design of the products. In this way, a large amount of money and time will be saved. Quick response strategy gives close attention to an effective and efficient delivery process of goods from suppliers to customers with minimum lead-time. It aims at the high profits, low risk, changing demand and attractive products. The short product life cycle, demand uncertainty and fierce competition are the characteristic of fashion industry. In this environment, market mediation is becoming more and more important. Fisher (1997 , P. 07) point out that an accurate prediction makes a good match between the demand and supply of the products. The ultimate goal of the implementation of the quick response strategy is to meet the customers demand. Therefore, Esprit Buyers and sales staffs should track and analyze recent sales data promptly, so as to recognize the best-selling styles and slow-moving style. For these best-selling items, buyers could inform the supplier’s design team to produce similar styles as quick as possible. For those slow-moving items, managers could take markdown or discount strategy, which could relieve the inventory pressures.In addition, when fashion companies choosing suppliers, the speed and flexibility should be taken into account, not just low cost (Fisher, 1997, P. 108). Esprit could combine local manufacturers with outsourcing to low-cost producers. More specifically, the high-tech products and core products could be manufactured in local factories. As for basic products, the y could be produced in low-cost regions. For example, the suppliers of North Africa provide trendy clothing within three weeks at a low price (Birtwistle et al. , 2003) Indeed, multi-sourcing is a good way to outsource.Furthermore, the relationships among stakeholders influence the effect of the implementation of quick response strategy. On one hand, they are independent of each other; on the other hand, they share information and support each other. Figure 2 Physically Efficient Versus Market-Responsive Supply Chains Physically Efficient ProcessMarket-Responsive Process Primary purpose Supply predictable demand efficiently at the lowest possible costRespond quickly to unpredictable demand in order to minimize stock outs, forced markdowns, and obsolete inventory Manufacturing focusMaintain high average utilization rateDeploy excess buffer capacity Inventory trategyGenerate high turns and minimize inventory throughout the chain Deploy significant buffer stocks of parts or finished go ods Lead-time focusShorten lead time as long as it doesn’t increase costInvest aggressively in ways to reduce lead time Approach choosing suppliersSelect primarily for cost and qualitySelect primarily for speed, flexibility, and quality Product-design strategyMaximize performance and minimize costUse modular design in order postpones product differentiation Source: taken from What is the right supply chain for your product? (Fisher, 1997, P. 08) It can be seen from this chart, buyers concerned about the procurement budgets, discount management and increased margins. Manufactures pay more attention to the volume of orders, production scale, as well as timing. For distributors, the new products must be picked and delivered to consumer precisely, cheaply and as quickly as possible (Birtwistle et al. , 2003). By this way, Esprit would achieve the purpose of inventory reduction and short lead-time, as well as fewer forecast errors. 5. Advantages and disadvantages AdvantagesDisadva ntages Design new products1.Occupy market share firstly and make profits 2. To be the market leader of fast fashion and gain consumer loyalty. 1. New products are risky because of the uncertain forecast. 2. The complex clothing manufacture lead to the high cost Establish smaller-scale operational mode 1. Decrease the lead-time in supply chain 2. Win more competitive advantages for the company 3. Decrease the risk of supply chain1. Lose the cost advantages that bought by the economies of scale 2. Lose part of the profits 3. Increased product ranges lead to the rising of cost Lead-time reduction by â€Å"Quick response† strategy . Reduce inaccurate forecasts 3. Helping to keep a safety stock 4. Sales and profits will be boost by quick response strategy 5. Consumers’ satisfaction will be improved1. To some extent, the product quality is ignored. 5. 1 Advantages 5. 1. 1 Advantages of designing new products First of all, short time-to-market leads to the sales increase. If a company can catch the first opportunity to reach new market, it would occupy the market share in the first time and be successful. Martin et al. (2004) consider that the supplier make the new products early will make greater profits than later.Otherwise, the early entrant makes much less obsolescent stock. Secondly, early entrant can to be the market leader and gain consumer loyalty. Gabszewicz et al. (1992) indicated that brand loyalty does confer considerable first-mover advantage, consistent with â€Å"hard to follow† results. If the Esprit can design the popular fashion clothing faster than others, it will be stand out in various fast fashion brands. After consumers admiring the fantastic design and amazing speed, it will replace Zara and become the leader of fast fashion. In long term, consumer loyalty is very important to against the strong competition. . 1. 2 Advantages of establishing smaller-scale operational mode In manufacturing stage, the company should cut down its outputs and increase the types of products. This practice could fundamentally decreases the lead-time in supply chain and wins competitive advantages in this rapidly changing fashion market. While in shipping stage, the adoption of some faster transporting ways such as airways and the establishment of a much quicker delivery system could not only shorten the lead-time but also improve delivery flexibility to cope with various changes.The shipping system will inevitably occur transportation breakdown due to some unexpected situations such as bad weather conditions. The traditional bulk transportation would unavoidably suffer huge losses when facing such cases. However, the smaller-amount modes of transportation can minimize such losses to a certain extent. 5. 1. 3 Advantages of quick response strategy Esprit will benefit lot from quick response strategy. Firstly, it can reduce inaccurate forecasts base on the previous sales data. Secondly, it could be very helpful to keep a safe ty stock. Thirdly, sales and profits will be boost by this strategy.Last but not least, consumer satisfaction will be improved. These benefits will enhance the competitive advantage. 5. 2 Disadvantages 5. 2. 1 Disadvantages of designing new products following fashion shows Shelby, H (2011) consider that the new product innovation is risky comes from the observation that only a fraction of new products become commercial success. Even though the new products are design depending on the consumers demand, it is hard to collect all the consumers’ hobby. On the other word, sometimes the survey data shows only represent a part of consumers’ taste.It is very difficult to make sure that others are willing to buy the new products. â€Å"It has been estimated, for instance, that between 60 and 90 percent of new products end their totally withdrawn or left unsupported† (Booz et al, 1968). So it has a high risk to be the number one or the fastest one which produce the new de sign clothing. Yen et al (2011) points that with the increasing number of new products introduced more frequently as well as the smaller volumes per product, the pool of skills required for clothing manufacturing is becoming more complex. It leads to high-cost as the result.For the different new design clothing, suppliers should change the supply chain frequently. That will cost a lot and can’t sell in high price that result in making little profit. 5. 2. 2 Disadvantages of establishing smaller-scale operational mode The solutions showed above in time-to-serve part are not without their inherent shortcomings. First of all, the company would lose its cost advantage that bought by the economies of scale. Then, because of the lower yields, company's production may not be able to meet the demand of the market. As a result, Esprit may lose this part of profits.Last but not least, company has to invest much more money to diversify company’s product range as well as create a much quicker transportation system. All these innovations would average up products’ costs ultimately. 5. 2. 3 Disadvantage of quick response strategy Quick response strategy emphasizes particularly on fast and effective. To some extent, the product quality is ignored. For instance, the multi-sourcing is difficult to guarantee uniform quality, and inevitably rejects into the market, that would lead to customer dissatisfaction and the frequently returns. 6. ComparisonSimilaritiesDifferences Design new products VS Establish smaller-scale operational mode 1. Shorten the lead-times 2. Average up the cost of products Different influence on risk Establish smaller-scale operational mode VS â€Å"Quick response† strategy 1. Speed up the distribution cycle 2. Improve consumers’ satisfaction 3. Decrease inventory risk Different influence on cost Design new products VS â€Å"Quick response† strategy 1. Boost sales and margins 2. Enhance the brand loyalty Different i nfluence on risk 6. 1Design new products VS Establish smaller-scale operational mode There are ome similarities between these two solutions. On the one hand, both of them aim at shorten the lead-times in the supply chain. On the other hand, the two solutions would average up the cost of products. The obvious difference between these two solutions is the influence on risk. The solution proposed in time-to-market part would increase the products’ risk, while in another solution, supply chain’s risk would be reduced. 6. 2Establish smaller-scale operational mode VS â€Å"Quick response† strategy The similarities between Time-to-serve and Time-to-react can be presented in three aspects.Fundamentally, these two solutions all speed up the distribution cycle that from manufacturing to the end-customers. Next, consumers’ satisfaction would be improved. Last, they all could help Esprit to decrease inventory risk. Their main difference lies in cost. Solution propose d in Time-to-serve section would cut down company’s cost while another one would increase it. 6. 3Design new products VS â€Å"Quick response† strategy The brand loyalty would be enhanced by these two methods. In addition to this, the sales and margins would be boosted. These advantages would make the company stand out in various fashion brands.As the mentioned former solution above that there is a hazard about the risky new products. Nevertheless, the later one lowers the risk of products management. 7. Conclusion In this paper, fashion supply systems are characterized by three critical lead-times: time-to-market, time-to-serve and time-to-react, which are highly essential to building up an agile supply chain. However, in the consideration of the current fast fashion industry and the today’s situation of Esprit, how to react to the target market in the right time is a priority that Esprit should mainly focus on.As apparel markets have become more varied and cha ngeable in the present retail environment, there is a transition from a production-driven to a market-driven approach in the fashion industry. (Bhardwaj, 2009) Hence, in order to survive, Esprit has to sustain competitive objectives by ensuring the brand meet the market demand. The quick repose strategy is a must for Esprit to equip it with agility to fight against the leading fast fashion brands at its first step. Reference Baker, R. (2008). Retail sector focus-fashion:following fast fashion. Marketing magazines , 37. Birtwistle, G. , Siddiqui, N. , & Fiorito, S. S. 2003). Quick response:perceptions of UK fashion retailers. International Journal of Retail & Distribution Management , pp. 118-128. Christopher, M. , Lowson, R. , & Peck, H. (2004). Creating agile supply chains in the fashion industry. International Journal of Retail & Distribution Management , pp. 367-376. David, T. , Jo, H. , & Tracy, B. (2006). Supply chain influences on new product development in fashion clothing. J ournal of Fashion Marketing and Management , pp. 316-328. Fernie, J. (1994). Quick Response:An International Perspective. International Journal ofPhysical Distribution & Logistics Management , pp. 8-46. Fiorit, S. S. , May, E. G. , & Straughn, K. (1995). Quick response in retailing:components and implementation. International Journal of Retail & Distribution Management , pp. 12-21. Fiorito, S. S. , Giunipero, L. C. , & Yan, H. (1998). Retail buyers'perceptions of quick response systems. International Journal of Retail & Distribution Management , pp. 237-246. Fisher, M. L. (1997). What is the Right Supply Chain for Your Product? Harvard Business Review. Forza, C. , & Vinelli, A. (1997). Quick response in textile-apparel industry and the support of information technologies.Integrated Manufacturing systems , pp. 125-136. Gabszewicz, J. , Pepall, L. , & Thisse, J. (1992). Sequential entry with brand loyalty caused by consumer learning-by-using. Journal of Industrial Economics , pp. 397- 416. Hines, T. , & Bruce, M. (2001). Fashion Marketing:Contemporary Issues. Kent: MPG Books Ltd. http://www. interbrand. com/en/BestRetailBrands/2012-Best-Retail-Brands. aspx. (n. d. ). Lopez, C. , & Fan, Y. (2009). Internationalisation of the Spanish fashion brand Zara. Journal of Fashion Marketing and Management , pp. 279-296. Mattila, H. , King, R. , & Ojala, N. (2002).Retail performance measures for seaonal fashion. Journal of Fashion Marketing and Management , pp. 340-351. Mazaira, A. , Gonzalez, E. , & Avendano, R. (2003). The role of market orientation on company performance through the development of sustainable competitive advantage:the Inditex-Zara case . Marketing Intelligence & Planning , pp. 220-229. McIntyre, S. H. , & Statman, M. (1982 May-June). Managing the Risk of New Product Development. Business Horizons . Minxun, Z. (2012). Esprit transfer to be fast fashion. Retrieved 2012 06-11 from http;//news. hexun. com: http;//news. hexun. om/2012-09-24/146191360. html W ang, Y. (2010). Consumer Behavior Characteristics in Fast Fashion. TEXTIL HOGSKOLAN. Lisbeth Svengren Holm. Wigley, S. M. , & Provelengiou, A. -K. (2011). Market-facing strategic alliances in the fashion sector. Journal of Fashion Marketing and Management , pp. 141-162. Baker, R. (2008). Retail sector focus-fashion:following fast fashion. Marketing magazines , 37. Birtwistle, G. , Siddiqui, N. , & Fiorito, S. S. (2003). Quick response:perceptions of UK fashion retailers. International Journal of Retail & Distribution Management , pp. 118-128. Christopher, M. Lowson, R. , & Peck, H. (2004). Creating agile supply chains in the fashion industry. International Journal of Retail & Distribution Management , pp. 367-376. David, T. , Jo, H. , & Tracy, B. (2006). Supply chain influences on new product development in fashion clothing. Journal of Fashion Marketing and Management , pp. 316-328. Fernie, J. (1994). Quick Response:An International Perspective. International Journal ofPhysical Dist ribution & Logistics Management , pp. 38-46. Fiorit, S. S. , May, E. G. , & Straughn, K. (1995). Quick response in retailing:components and implementation.International Journal of Retail & Distribution Management , pp. 12-21. Fiorito, S. S. , Giunipero, L. C. , & Yan, H. (1998). Retail buyers'perceptions of quick response systems. International Journal of Retail & Distribution Management , pp. 237-246. Fisher, M. L. (1997). What is the Right Supply Chain for Your Product? Harvard Business Review. Forza, C. , & Vinelli, A. (1997). Quick response in textile-apparel industry and the support of information technologies. Integrated Manufacturing systems , pp. 125-136. Gabszewicz, J. , Pepall, L. , & Thisse, J. (1992).Sequential entry with brand loyalty caused by consumer learning-by-using. Journal of Industrial Economics , pp. 397-416. Hines, T. , & Bruce, M. (2001). Fashion Marketing:Contemporary Issues. Kent: MPG Books Ltd. http://www. interbrand. com/en/BestRetailBrands/2012-Best-Reta il-Brands. aspx. (n. d. ). Lopez, C. , & Fan, Y. (2009). Internationalisation of the Spanish fashion brand Zara. Journal of Fashion Marketing and Management , pp. 279-296. Mattila, H. , King, R. , & Ojala, N. (2002). Retail performance measures for seaonal fashion. Journal of Fashion Marketing and Management , pp. 40-351. Mazaira, A. , Gonzalez, E. , & Avendano, R. (2003). The role of market orientation on company performance through the development of sustainable competitive advantage:the Inditex-Zara case . Marketing Intelligence & Planning , pp. 220-229. McIntyre, S. H. , & Statman, M. (1982 May-June). Managing the Risk of New Product Development. Business Horizons . Minxun, Z. (2012). Esprit transfer to be fast fashion. Retrieved 2012 06-11 from http;//news. hexun. com: http;//news. hexun. com/2012-09-24/146191360. html Wang, Y. (2010). Consumer Behavior Characteristics in Fast Fashion.TEXTIL HOGSKOLAN. Lisbeth Svengren Holm. Wigley, S. M. , & Provelengiou, A. -K. (2011). Mark et-facing strategic alliances in the fashion sector. Journal of Fashion Marketing and Management , pp. 141-162. Sihem, B. M. , Christophe, M. and Gilles, G. , (2004), Time-to-market vs. time-to-delivery: Managing speed in Engineering, Procurement and Construction projects, International Journal of Project Management, Vol. 22 Iss:5, pp. 359-367 Griffin, A. (2002) Product development cycle time for business-to-business products, Industrial Marketing Management, pp. 291-304 J. D. Sherman, W. E. Souder, and S.A. Jenssen, Differential effects of the primary forms of cross functional integration on product development cycle time, Journal of Product Innovation Management, 17 (4), (2000), pp. 257-267 Bergvall-Forberg, J, and Towers, N. (2007), Creating agile supply networks in the fashion industry: a pilot study of the European textile and clothing industry, Journal of the Textile Institute, Vol. 98 Iss: 4, pp. 377-86 Vertica, B. and Ann, F. (2010), Fast fashion: response to changed in the fashion industry, The International Review of Retail, Distribution and Consumer Research, Vol. 20 Iss:1, pp. 165-173

Developmental perspective to bullying Essay

Researches have found that the nature of bullying and victimisation changes with age and differs by gender as well. It is also found that previous experiences influence the likelihood that children will become bullies and/or victims. The type of aggression and the relationship context for the aggression change as the child grows and development occurs. A general guideline can be prepared for the type of aggression and the target of aggression that emerge in different stages of development of children. (Pepler, D. , 1999) Figure 3: Type of aggression by developmental stage (Pepler, D., 1999) A Social- Ecological Systems Perspective on Bullying Social –ecological system perspective looks at bullying in terms of influence from multiple environments. Figure 4: A social-ecological framework of bullying among youth (Espelage, D. L. et al 2004) This perspective is based on the understanding that bullying does not occur in isolation. According to this principle, bullying is a phenomenon that is encouraged or inhibited as a result of the complex relationship between the different entities, namely, the individual, family, peer group, school, community and the culture. As shown in figure-1, the individual is at the centre of the social ecology. The individual involved may be a victim, bully, bully-victim or bystander. Individual factors influence the participation in bullying through different actions or inaction. An example is how the individual gender mediates the engagement in bullying. The bully, bully-victim, or bystander, all could exist in a family. This points to how the family can influence bullying behaviours. The bullying behaviour between the siblings can influence the development of bullying or victimisation in the individual at school. The social ecology includes other entities such as peers and the school as well. The social environment at school also influences bullying and victimisation. If an individual attends a school where a bullying climate exists, it is likely to be involved in bullying either as a bully, victim or any other role. The peer group often influences how the individual is likely to behave in terms of bullying. If the individual’s peer group supports bullying, then the individual is more likely to engage in bullying behaviour. The community extends the environment of the school to other areas that the individual uses. The community consists of school, peer group, family, and the individual apart from other roles that the individual interacts in day-to-day life. The culture consists of the general norms, beliefs and practices that could either support or inhibit bullying of individuals. The ecological-systems theory is based on the principle that all individuals are part of an inter-related system that consists of several roles and entities, but keeps the individual at the centre and looks at how the other entities affect the individual from the perspective of bullying. This model was put forward by Bronfenbrenner (1979). It puts forth the nature of human interaction and behaviour and how it is inter-related to other systems. According to this theory, the child is an inseparable part of a social network that consists of inter-related systems. These systems can be categorised into four: micro system, meso system, exo system and macro system. These different systems are inter-related to each other and the child is at the centre of these systems and actively involved in the interplay of these systems. The micro system pertains to the child’s relationship with one system such as home, classroom or playground. It depicts the child’s interaction with others as well as other’s reaction to the bullying behaviours. It also includes the status of the child in the bully/ victim continuum at any point of time. The micro system takes into account the interaction between the bully, victim, bully-victim or the bystander and the social environment. This can either encourage the bullying behaviour or restrict it. The meso system involves the congruence of two or more environments that are relevant to the individual. An example of such environments is home and school. It includes the inter-relationship between these systems. The exo-system consists of influences from other contexts that are related to bullying. An example of this context is the effect of a school district’s anti-bully policy or even the involvement of parents in the school system. The macro system involves the influence of broader entities such as the society in general. It looks at the attitudes of the society towards the bullying behaviour. This theory provided framework for prevention and intervention techniques that can be derived from it. It also helps to measure the effectiveness of these programs by looking at it from different perspectives. It provides framework for collection of data from multiple informants who are in different sub-systems using different methods. The model also can be effectively used for assessment. This is because each individual or the school or the environment is different. Any intervention or prevention program need to take into account this peculiarity. It also provides a framework for different programs that are applicable to different sub-systems such as individual-focussed program, family-focussed program and system-focussed program. (Espelage, et al, 2004).

Bank War Essays - Financial Crises, Free Essays, Term Papers

Bank War Essays - Financial Crises, Free Essays, Term Papers Bank War Did the Bank War cause the Panic of 1837? Richard Hofstadter from The American Political Tradition and the Men Who Made It believes President Andrew Jackson?s refusal to recharter the Bank of the United States was politically popular but economically harmful to the long-term growth of the United States. Peter Tenim, from The Jacksonian Economy, believes international factors, such as changes in the monetary policies of the Bank of England, the supply of silver from Mexico, and the price of southern cotton, were far more important than Jackson?s banking policies in determining fluctuations in the 1830s economy. The two intelligent men present their facts and arguments well and make it hard for the reader to mold their opinion for either side. After reading both arguments and thoroughly reviewing the facts stated, I took the side of Peter Tenim by saying that the war against the Bank of the United States was not the cause of the Panic of 1837. I have to agree with Mr. Tenim simply because there were more factors present in his opinion involving the Panic of 1837. The opinion of Mr. Hofstadter revolved around one factor, which was the war against the Bank of the United States. In order to somewhat disprove Mr. Hofstadter?s theory, I believe we have to analyze the relationship between President Andrew Jackson and Nicholas Biddle, who at the time was the President of the Bank. Mr. Jackson was very much a man of the middle class. He believed in the American dream of becoming an entrepreneur and the opportunity to create wealth for oneself. He disliked the cheap and sometimes-worthless paper money the banks printed. The only money he trusted was hard money, gold and silver. He was especially bitter against the Bank of the United States, which with its monopoly of the government?s business was a symbol of all hated special privilege. He thought it was evil as well as unconstitutional, and he loathed it. More impo! rtantly though, he was a person who had experience using the so-called capital makers of the time and trying to start businesses. For example, the one time in his career President Jackson owned land, which he sold to various individual and received notes as payments. Unfortunately, these buyers were unable to pay back the notes and President Jackson lost his land. He then had to start from scratch. He also had become a debtor and due to financial hardships, he was unable to pay off his own debts. President Jackson was faced with a double-sided sword because people were unable to repay the debts owed to him, while at the same time he could not pay the debts he owed to others. Nicholas Biddle, on the other hand, was an entirely different man. Biddle knew how Jackson felt about the Bank but wanted the President to be on good terms with it. Henry Clay, though, saw the Bank issue as a way to defeat Jackson in the 1832 election. Clay induced Biddle to apply for a new charte! r for the Bank early in 1832. He believed that if Jackson dared to veto the recharter bill, he would lose the election. The plan did not go according for Mr. Clay and Mr. Biddle and Jackson was still the favorite among the people. President Jackson and Nicholas Biddle were never met good terms with each other and their relationship was one of argument and disagreement. In my opinion, Biddle wanted to keep the Bank of the United States intact for the sole purpose of benefiting the aristocrats and the politically involved. Biddle was not, though, the cause of the Panic of 1837. The depression of the early 1840s was neither as serious as historians assume nor the fault of Biddle. It was primarily a deflation, as opposed to a decline in production, and it was produced by events over which Biddle had little control over. Mr. Jackson?s view of banks was a very distressing one. He, along with the people of his party, believed the same ideology that the banks were in favor of the wealthy and those with political advantage. The only people who benefited from the banks were the ?wall-street? types and

Amy Tan

Amy Tan Amy Tan was born in 1952 in John and Daisy Tan of Chinese immigrants in Oakland, California. Her family eventually settled in Santa Clara. When Tan was in his teens, one of his father and brother died of brain tumor within a few months. In the meantime, Tan learned that her mother got married to an abusive husband in China. After his divorce, her mother left China and left three daughters during the Communist Party acquisition. Amy Tan struggled with many of the problems posed by her dual culture and she expressed this in her work. Daisy and Jong Tang are parents of postwar immigrants and Amy Tan (Amy Tan). Tan was given the name of Chinese, blessing of America, Mei Mei (McCarthy). For them, this is a blessing they will win after their struggle. After World War II, Tan's father arrived in the United States and became Minister (Amy Tan). Than life seems to be progressing well, but the tragedy is shocking. Amy Tan is a Chinese-American writer and is known for his highly respect ed novel The Joy Luck Club. Amy Ruth Tan was born on February 19, 1952 at John and Daisy Tan in Auckland, California. Amy 's parents are Chinese immigrants who escaped China to get out of trouble. Amy 's mother Daisy divorced her abusing husband, left three daughters, then moved to the United States and married John, the father of Amy. Marriage bore three children, Amy Tan Amy Tan was born in 1952 in John and Daisy Tan of Chinese immigrants in Oakland, California. Her family eventually settled in Santa Clara. When Tan was in his teens, one of his father and brother died of brain tumor within a few months. In the meantime, Tan learned that her mother got married to an abusive husband in China. After divorcing him, her mother fled from China during the acquisition of the Communist Party, left three daughters, and she will ... even if broken and broken Growing up in words that could be considered, the love affair of Amy Tan's language allowed her to accept the change in English surroun ding her. In her essay mother tongue, Tan talked about her inner conflict with her mother from English education. Tan who shows her experience as a teenager like her mother and shares it is dissatisfied with the difficulty of being seriously incapable of thinking seriously