The History Behind Hate Crime and the Existing Legislation Essay

The History Behind Hate Crime and the Existing Legislation Many political scientists and researchers to a number of policy arenas in the United States ranging from corporal punishment to the quality of urban life have applied Daniel Elazar’s concept of political cultures. For a vast majority of these policy programs, a considerable correlation has been found to exist between the region examined and its approach to a specific policy. Elazar focused on three primary political cultures: the Moralist political culture (MPC), the Individual political culture (IPC), and the Traditional political culture (TPC). These cultures have served as a basis for explaining the difference that exist in the political, social, and personal facets of each respective region. These ideas have been consistent throughout the course of this nation’s history, existing even in present times. I have chosen to focus on a policy program that has demanded a great deal of attention in more recent times, namely in the past few years: hate crime policy. With mor e widespread media coverage, hate crimes have become more prevalent and more publicized than ever before. The Benjamin Smith shootings and the murder of Matthew Shepard are only two examples of recent crimes, which have been considered hate crimes that have promoted politicians and legislators to address this ever-growing problem and formulate a solution. This paper will attempt to define and uncover the history behind hate crime and the existing legislation. Furthermore, I will explain my own hypothesis then examine regional difference in the approaches to hate crimes and compare and contrast them to Daniel Elazar’s idea of political cultures. My own hypothesis is that moralist cultures will have been the first to initiate hate crime policy and be most likely to have such policies followed by individualist, then traditionalist political cultures. Hate Crime: Definition and History Every since the body of James Byrd was found in pieces on a road in east Texas, the authorities have been struggling to bring charges to reflect the horror of the crime. â€Å"Murder seems too pat: Mr. Byrd was chained to a truck and dragged for almost three miles†. In Texas, simple murder does not carry the death penalty. But Mr. Byrd was black, apparently murdered by racists, so there is a call for this killing to be labeled a â€Å"hate crime†, for whi... ...tiation of Hate Crime Law in the United States, 1978 to 1995: Innovation and Diffusion in the Criminalization of Bigotry.† American Sociological Review. April, 1998: 286-307. 4. Haider-Markel, Donald P. â€Å"The Politics of Social Regulatory Policy: State and Federal Hate Crime Policy and Implementation Effort.† Political Research Quarterly. March, 1998: 69-88. 5. â€Å"An Unwise Road in Texas.† The Economist. 20 June, 1998: 17. 6. â€Å"The Hate Debate.† The New Republic. 2 November, 1998: 7-8. 7. â€Å"1999 Hate Crime Laws: Anti-Defamation League.† URL: http://www.adl.org/99hatecrime/constitutionality.html 8. â€Å"The White House Conference On Hate Crimes.† URL: http://www.whitehouse.gov/Initiatives/OneAmerica/whc.html 9. Elazar article 10. U.S. Census Bureau Statistical Abstracts of the United States: 1998. â€Å"No. 344- Hate Crimes- Number of Incidents, Offenses, Victims, and Offenders by Bias Motivation: 1996.† Statistical Abstract of the United States: 1998. 21 September, 1998: 215. 11. Wirt Lecture 12. Sharkansky article. 13. â€Å"Map of State Statutes: 1999 Hate Crime Laws.† URL: http://www.adl.org/99hatecrime/provisions.html

Hp and Compaq Merger

Webster University November 6, 2011 Hewlett- Packard Company, referred to as HP, is an American multinational information technology company. Its headquarters is based in California USA. The company was founded in 1939 built in a Palo Alto garage by Bill Hewlett and David Packard and is now one of the world’s largest information technology companies operating worldwide in almost every country. It has 87,000 employees in 120 countries. HP specializes in developing, manufacturing computing, data storage, and networking hardware. In addition it designs software and delivers services. A majority of HP’s product lines include storage devices as well as computing devices, and a wide range of imaging products and last but not least, printers. Its products are widely available to households, small to medium sized businesses, as well as through online distribution, office supply retailers, and major technology vendors. It also caters to enterprises and office supply retailers. The late 90’s brought innovation but low sales growth, as HP faced troubles in keeping up with the changing market. It was at the point where Carly Fiorina was appointed as the new CEO. The focus then became on customer and internet sales. Carly revamped organizational structure. This led to a revenue growth however, share prices still declined and HP faced recession in 2001, which led to pay cuts and layoffs. Stock prices continues to soar which led to the consideration of acquisitions. HP is committed to the development of products, information, and services that are widely accessible to everyone including those with disabilities. The commitment it provides in catering to everyone supports its diversity and â€Å"Total Customer Experience† objectives ensure that its technological benefits serve all. According to Dave Packard, â€Å"it is necessary that people work together in unison toward common objectives and avoid working at cross purposes at all levels if the ultimate in efficiency and achievements is to be obtained. † HP has a vision of diversity as being a main factor that drives success as well as personal leadership from everyone within the company. Their competitive advantage allows them to learn and to adjust through the depth of their values. It is vital for HP managers to come together regularly in order to discuss and assess the â€Å"HP Way† which ensures their top priorities through lower costs, information technology system improvements, increase in business growth, an improvement in efficiency, and customer service improvements. HP is organized in the form of two groups. The first is the Business Customer Organization, and the second group is the Consumer Business Organization (Wagonfeld, Rubenstein, and Block, 2001). Both groups are supplied through the following product divisions: Computing systems, imaging and printing systems, and embedded personal systems. In addition HP services are available which works between the consumer, the product, and the groups. Major product lines include personal computer (PC), desktop and mobile personal computers, software solutions, copiers, scanners, networking solutions, and consulting services. In addition, the company’s support group offers consulting, education, and solution financing to its users. Compaq was founded in 1982 by Rod Canion, Jim Harris, and Bill Murto and its headquarters is based in Houston, Texas. The three founders invested $1,000 each in order to begin the formation of their company and began their first product, a portable personal computer to run all the software being developed at the time for the IBM PC. Four years into operation, the company was able to pave way to the Fortune 500 more rapidly than any other company in the same domain. Compaq products were developed and placed in three different groups. The first group is the Enterprise Computing Group which designs and develops servers, internet products, and networking products. The second group is the Commercial PC Group which designs and develops commercial desktops, and small and medium business solutions. The final group is the Consumer PC Group which designs and develops consumer products such as desktops, printers, and portables. Compaq markets its products mainly to consumers from the following sectors: Business, home, government and education. In 2001, Compaq and HP engaged in a merger. The new HP will become the second largest global technology provider with around $87 billion in revenue as well as many opportunities to create competitive advantages with their existing resources. It then had the ability to provide a multiple number of solutions and will be in position of competitive advantage in comparison to the leader IBM. Prior to Compaq’s merger with HP, its ticker symbol was CPQ, however after the merger its ticker symbol is now HPQ. . The management’s reasons for the merger included the following: Improved economics and innovation, complementary eadership in key markets, strengthened business provides critical mass in key growth market, and financial benefits. First of all, combining HP and Compaq would result in creating economies of scale, direct sales channel, and a more flexible distribution channel. Second of all, the merger would facilitate the industry leading product line in the entire server category, and gain a broader portfolio of pro ducts and services. Thirdly, having around 65,000 IT architects in 160 countries accelerates growth and leads to better customer loyalty. Finally, financially, it estimated $2. 5 billion in annual cost savings by mid 2004 and the merger would also allow HP to increase investment in the imaging and printing business. Reasons against the merger were the following: HP’s business portfolio would be worse due to an increased exposure in unprofitable PC business, and the PC market was expected to shrink. Second of all, the integration risk of the proposed merger is substantial as no merger involving computer companies had ever met expectations, and analysts estimated a revenue loss that could be as high as 15-17%. Third of all, it would have a negative impact on HP stockholders as a dramatic drop in stock price was announced after the proposal of the merger and Wall Street predicted low estimates for future financial performance. A fourth reason against the merger is that HP’s strategic position will not materially improve as neither company had a profitable business model nor successfully transitioned into a direct distribution model. Furthermore, a merger would not materially improve HP’s market position in high profit areas. Despite the debate for or against the merger, there was a 51. % approval margin and supporters believed it was the best option available for both firms. SWOT analysis: The strengths of the merger are Compaq-Server category and overall storage, HP high-end storage, and strong brand recognition. HP and Compaq were to save $2. 5 billion in operating costs by 2004. After their merger, there was an increase in cash flow. The weaknesses they faced are the develo pment of a direct distribution model, consulting and outsourcing (low market share), and Compaq printers (low market share). Consumers were unsure about the reliability of new products, and HP’s market share was to increase to 18. % only. The opportunities they were faced with are the improvement the merger could have of economics and innovation namely economies of scale. It also strengthened market leadership in storage, and market growth in IT services. Finally, the threats posed were the increases of pressure by Dell in the lower-end server market, and the entrants of IBM and Dell into the market that further eroded more market share. Michael E. Porter draws upon Industrial Revolution economics in order to derive the five forces that determine the competition and the overall profitability of a market. For example, an unattractive industry would be one that combines the five forces that drives down overall profitability. The first force in Porter’s model is the threat of the entry of new competitors. Profitable markets that yield high returns and will therefore attract new firms. The result of this is many new entrants which eventually decrease profitability for all firms in the industry. The merger that occurred between Compaq and HP raises a moderate level of threat for new entrants due to economies of scale that are achieved by the already existing players, and this is what results in their competitive advantage. In addition, there is need for high capital requirement for any new player that wants to enter the market. Another factor is product differentiation which results in a constant need for the improvement in technology in order to grab consumers’ attention. A third factor is moderate consumer switching costs. An example of this is the ease for customers to change their laptops due to the standardization of most computer components. In addition, the access to distribution channels makes it easy for consumers to approach the desired products, due to the availability of direct customer service and both internet and computer retailers. The second force in Porter’s model is the bargaining power of buyers. Moderate consumer switching costs makes it easier for consumers to be able to change their laptops, due to standardization of most computer components. A low number of suppliers are providing HP and Compaq products to consumers. In addition, suppliers operate with high fixed costs, which is the main reason there are a low number of suppliers. The third force in the model is the bargaining power of suppliers, which consists of a high number of customers that are fragmented and providing products to them is not an easy task, which is why suppliers bargain highly. There are however, a few large suppliers which are trustworthy, reliable, and recognized. They provide good quality raw material such as Intel and Hitachi. A fourth force in Porter’s model is the threat of substitutes. Switching costs for consumers is high because of low price HP Compaq laptops that indicate its target towards the middle class and upper middle class segment. These people find it harder to switch from one product to another which is why they are more likely to remain loyal. In addition, frequent product introductions and constant improvements in price serve as a cause for moderate threat. A final force in the model is rivalry. High fixed costs in the cost for setup of manufacturing units increases fixed cost, which makes it more difficult for the existing players to exit the market. Also, constant changes in products and price makes competition stiffer. It is important to note that the two big players that hold the top two market share spots in the computer hardware industry are IBM and Dell. IBM has strong research and development and marketing and gave rise to PC industry with Microsoft Windows OS. IBM global services also have strong customer assistance. The latter is a direct business model with low inventory costs, and Dell’s close relationships with its consumers helped build loyalty, and it ranked number one in the global PC market in 2001. In July 1999, Carly Fiorina was appointed as the CEO of HP, and the board believed she was the saviour of HP. Her goal was to reinvent the company according to the HP way. Her motto was: â€Å"Preserve the best and reinvent the rest. † At the time Carly took over, it was a collection of independent businesses, each selling a different kind of product. Her role was to execute an â€Å"e-services† strategy that would unify them into one profitable whole. After merging with Compaq, the main strategies that are focused on are the following: Sustainability where the new HP must both retain and grab additional market share, Uniqueness by being the largest IT company world-wide, value added by which the merger must demonstrate success, an increased product line through enhancement, adaptation to market forces through flexibility, and the retention of customer base through stability. Fiorina promised balanced revenue and earnings growth, targeting 12%-15% growth in 2000. The problem was that Carly Fiorina held too many offices as she was CEO, COO, and Chairman of the board. This led to an abuse of power, poor decision-making, and miscommunication. Both Compaq and HP were in an unwinnable price war with Dell. The merger of HP and Compaq clearly benefited both companies. From Porter’s five forces model of HP-Compaq, it is evident that there are moderate entry barriers, moderate threat of substitutes, high competition, moderate bargaining of power of buyers, and high bargaining power of suppliers. HP focuses on making technology more simple for its users from individual customers to large businesses. Its top priorities are to lower costs, improve its technology systems, increase business growth, and improve both efficiency and customer service. Despite the fact that both HP and Compaq were mature companies before the merger, the merger is still considered to be under restructuring, which resulted in the company losing some of its ground as a mature company. Blending the culture of both companies resulted in more innovative ideas and is now more supportive in providing more effective customer service. Through the successful merger of HP and Compaq, their costs were reduced by $3 billion annually. From the information provided above, it is important to note that the introduction of improved and more innovative products should be of focus as competition in existing players is high in order to gain market share and competitive position in the market. The company is focusing on its strategies in order to ensure achieving all business priorities by adjusting and optimizing the product line and enhancing high end services. When analyzing a merger between two companies like Compaq and HP, it is worth noting that if we were to do a segment analysis of this merger, a different conclusion would be drawn than an increase of profits in the merged firms. In a segment analysis, the combined firms would adversely lose money while trying to gain advantage over its product line in the business sector for example. A large business segment would only see a small increase in profits in this case. Depending on the elasticity in the market and the relevant position of the firms involved, the effects of a merger would vary significantly across different segments. For example, if Dell and Compaq were to have merged in 1998, it would have resulted in a negative consumer surplus. This in turn allows us to assume that the use of segment analysis can be valuable in assessing what impacts a merger could result in in various markets that have different consumer segments. The evolution of the market also plays an important factor. In the case of the HP-Compaq merger, if the same merge had occurred at a different period like 4 years earlier there would have been a smaller consumer welfare as opposed to the results yielded in its 2001 merger. Baker and Breshnan (1985) proposed a strategy of demand and supply to evaluate the effects of mergers. Products and consumers are observed by market participants according to Baker et. al, which in turn will be correlated with equilibrium prices which will lead the price coefficient to be â€Å"biased towards zero†. Furthermore, providing the consumers with a chance to not purchase any of the products available in regards to personal computers plays an important role as it allows the uniform price increase to change the quantities purchased. In addition, by using the demand parameters that are estimated, price-cost margins and marginal costs can be calculated without the use of actual cost information. According to Nevo (2000), in the HP-Compaq merger, â€Å"marginal costs and the number of products are held constant in their pre-merger level†. Furthermore, post-merger equilibrium elasticities are calculated based on the demand parameters in the pre-merger phase. From this, we can make the assumption that both consumer preferences and the value of the good did not change after the firms merged. However, one cannot ignore the fact that changes in the strategy after the merger took place accounted for price sensitivity and particularly changes outside the industry that could impact demand for the product places doubt on whether such an assumption is valid. A way one can look at the estimates of different segments is by looking at the aggregate demand elasticities over time. This is portrayed in a report by Foncel and Invaldi (2000). It is important to note that the total elasticity for the whole market is increasing over time. This is turn means that consumers are being less sensitive as the market is approaching its maturity, this would lead to the expectation that the demand for personal computers would be more elastic. Income effect plays a big role here as soaring prices means that purchasing a PC would become a smaller share of the budget over time. In addition, further developments in software widened the use of computers and have now become a necessity in our daily lives. The total elasticity of the home segment is the one that faces the largest rise. The reason for this is that this segment became less elastic over time due to two reasons. The first reason was due to high income elasticity and the second was due to higher usage of several developments in other domains such as the internet. Qualitative analysis of coordinated effects in the HP-Compaq merger is essential in understanding the formation of the merger that took place between both companies. In order to coordinate firms that are looking into merging should be able to come to an agreement which is not always easy as products in both firms are complex and differentiated. Compaq and HP should monitor one another’s behaviour closely to detect factors such as undercutting, and keeping rivals out by â€Å"collectively coordinating behaviour between them†, Stigler (1964). The distribution of brands and market shares varies both in time and across markets. Most firms are multi product firms which is why it is essential to bear in mind that there is a substantial number of products. Another important factor here is that firms may face elastic demands which arise from the consumers’ substitution of products in quality segments. In addition, market transparency ensures that all coordinating oligopolists are aware of the changes in the evolving markets. In the HP-Compaq merger, there are several market features that pave way for coordination in the server industry and others that prevent it from occurring. Also, competitors like Dell and IBM did not try to stand in the way of the merger. According to Freidman (1971), the merger between HP and Compaq affects the incentive to cooperate, yet it actively decreases the firms’ incentives to cooperate in a strategic manner. Freidman also goes on to portray that his model does not take into account either the entry or exit of a product, nor uncertainty. The reduction of costs, and enrichment of revenues, growth of the industry, and need of product diversification are several reasons why mergers and acquisitions have become proliferate over the last decade or so. When analyzing the financial results of the HP-Compaq merger, it is important to look at the profitability and efficiency ratios of the companies in the pre-merger and post-merger stages. In order to maximize profit and minimize products, HP and Compaq understand and adjust to the constantly shifting and changing markets, which technologies need acceleration, value creation for its consumers, and global development which serves as a shield against competitors like Dell and IBM. It is essential for a firm to understand its position in the industry especially in a market that is saturated with competition like the computer industry where competitors such as Dell, IBM, Toshiba, Sony, Vaio, are present. An organization must be able to identify the factors that have an effect on the firm such as its suppliers, consumers, and competitors. Those factors enable the industry to know how to maintain itself in such a marketplace in order to be in a â€Å"win-win† situation. One of the benefits that resulted from the HP-Compaq merger is the following. Both firms were in a no win situation price war with Dell. The merger resulted in Compaq and HP to stop competing with one another. In February 2001, Dell, the biggest competitor of HP-Compaq launched a campaign to become the largest competitor in the PC industry. In an attempt to grab the market share, Dell announced and intentional undercut in its prices by 10%. Although some mergers produce marginal results or lead to the sinking of companies, HP and Compaq’s merger created a new corporate culture. This helped the company focus its product development efforts. The company improved its position in a number of core markets. By completing the merger when they did, HP was able to position itself by taking the extra leap ahead of trends that were working against the two companies when they existed as independent entities. In addition, its commitment to cultural change helped the merger go through a smoother transition, although HP took certain measures like reducing its workforce size, the change of 2 CEO’s, and the reorganization of the management’s structure. â€Å"The HP-Compaq merger established what it had set out to. Its main aim was to provide the essential mass and ensure a long term-role in an industry that was undergoing a fundamental transition,† according to Jean S. Bozman, research vice president in IDC’s world-wide Server Group. Furthermore, he added that â€Å"this deal enabled the merged company to grow revenue and profits in an increasingly competitive marketplace. † References: Anon (2002): Investor relations- taking a fair share of the responsibility, Strategic Direction. Bradford: Vol. 18, Iss. 8, pgs. 13-16. Ahles, Andrea (2002): Hewlett-Packard Executives Say Its Company Is on Track to Produce Lasting Benefits, Knight Ridder Tribune Business News. Washington: Aug 28, pg. 1. Anon (2010): HP Hires Gail Galuppo to Lead Wordlwide Strategy and Marketing for Imaging and Printing Group, Business Wire. New York. Brown, Meredith, Kubek, Gary (2002): Court Demands Proof of HP-Compaq vote buying International Financial Law Review, London: Vol 21, Iss. 7; pg 25. Roy, Preeta; Roy, Probir (2004): The Hewlett Packard- Compaq Computers Merger: Insight from the Resource-Based View and the Dynamic Capabilities Perspective, Journal of American Academy of Business, Cambridge. Hollywood: Vol. 5, Iss. Pgs 7,8. Freidman J. (1971), â€Å"A Non-cooperative Equilibrium for Supergames. † Review of Economic Studies, 38, 1-12. Stigler, G. J. (1964) â€Å"A theory of Oligopoly†, Journal of Political Economy, 72, 44-61. Baker, J. P. and T. F. Bresnahan (1985). â€Å"The Gains from Merger or Collusion in Product-Di ¤erentiated Industries†, Journal of Industrial Economics, 33, 427-444. Nevo, A. (2000a). â€Å"Mergers with Di ¤erentiated Products: The Case of the Ready-to- eat Cereal Industry†, RAND Journal of Economics, 31, 3, 395-421. Foncel, J. and M. Invaldi (2001). â€Å"Operating System Prices in the Home PC Market†, mimeo, University of Toulouse. Bozman, J. S. (2006). HP-Compaq merger a success five years on: IDC. URL http://www. itwire. com/it-industry-news/strategy/6879-hp-compaq-merger-a-success-five-years-on-idc

Lifespan Development Influences of Nature and Nurture on a 4 Year Old Child - Free Essay Example

Sample details Pages: 7 Words: 2218 Downloads: 4 Date added: 2017/09/11 Category Advertising Essay Did you like this example? HS1005 Environmental Influences Throughout this assignment I will be discussing the development of a four year old child. With the support of relevant theories including the work of Jean Piaget and Erik Erikson, I will discuss the environmental influences that promote the physical, cognitive and psychosocial development of a four year old child. I will also review the importance of play in the child’s development and propose an activity of play that would enhance the child’s development. In the world of a four year old child there is a lot of changing. For in the fourth year in most western societies this is the time they will most commonly begin attending kindergarten/preschool. Energetic and imaginative best describe the 4-year-old. Imagination suddenly becomes greater than life for the 4-year-old, who often confuses reality and make-believe. Four-year-olds feel good about the things they can do, show self-confidence, and are willing to try new adventures (Lesia Oesterreich, 2010). Growth of the body and brain, sensory capacities, motor skills and health are all parts of physical development (Papalia, Olds, Feldman, 2010). Don’t waste time! Our writers will create an original "Lifespan Development Influences of Nature and Nurture on a 4 Year Old Child" essay for you Create order By the fourth year the child has attained greater control over the smaller muscles, improving drawing skills and abilities to tie shoelaces and fasten buttons. Their balance also improves, so they also are now better at running, hopping, skipping and throwing balls. According to child psychologist and theorist Erik Erikson, the four year old child is according to his theory, in the initiative versus guilt stage. This means the child is becoming more independent and confident in their abilities. This initiative is moderated by guilt as the child realises that their initiative may place them in conflict with others (Kail Cavanaugh, 2004). All young children need help to establish patterns of good eating and exercise for their present well being and for the years ahead. Routines can be very affective in promoting physical development. Routines involve repetition. Repetition involves predictability. Predictability involves stability. Stability involves security. Kids crave routines because routines make kids feel safe and secure. On a very basic level routines reassure children that their needs will be met. Routines also provide opportunities for children to experience success in what they are doing, which then promotes self-control and self-esteem (Elkins, 2010). Family households can influence how easily a child could take to routine. Parents could set routines for a variety of things; one example is brushing teeth after meals. â€Å"Most four year olds can brush their own teeth and this self-help skill is important to a child’s independence† (LaHaye, 2008). This task can also meet Erikson’s theory of initiative versus guilt, as the child can physically perform this task with minimal assistance, meeting their need of taking on more responsibility independently. With the child routinely brushing their teeth after every meal, eventually this becomes a habit; ensuring that dental hygiene is met now and in future years. Another positive influence for physical development is kindergym. Kindergym is a movement based program accredited by gymnastics Australia, designed specifically for children around four years old. Australias Kindergym program ensures children can experience a wide range of movement activities and be encouraged to think, create, construct and solve problems with their own bodies. Kindergym kids learn to be stronger in body, motor skills, strength and coordination (YMCA Sydney, 2010). Kindergym promotes physical development, through fun activities such as balancing, jumping, throwing and climbing. This influence also supports Erikson’s theory of initiative versus guilt as they are required to perform individually with minimal assistance from others. Psychosocial development has been described as the patterns of change in emotions, personality ; social relationships (Papalia, Olds, Feldman, 2010). In addition to physical development, kindergym can also greatly influence the four year old child’s psychosocial development. The kindergym programs are exercised in group environments, with between 20 and 25 children per session. This means there are more children and less area of play. The four year old child must now learn to share and take turns to avoid confrontation and avoid the guilt associated within Erikson’s initiative versus guilt stage. The child is now learning and building on the social competencies required in creating friendships and avoiding consequences and guilt associated with fighting. Piaget’s view of the child making sense of the world through their own investigation emphasised the importance of the environment rather than other people. Since then his views have been modified to take account of the importance of social contacts. We all need other people to help us learn and young children need adults and other children (Dowling, 2010). If children can learn to be at ease with others and start to develop a social responsibility for them, then clearly this will affect their personal well being, but will also better prepare them to contribute in a larger social world (Dowling, 2010). The presence of a sibling in a child’s life can support psychosocial development. The competencies required in building friendships are learnt skills and the relationship the child builds with their sibling can offer countless opportunities to learn from one another the social skills needed to socialise and build friendships. Early sibling relationships can be fuelled by most commonly, competition for a parent’s love or support for each other as a partnership or bond built through shared experience. With the typical sibling relationship, most will be throughout the first few years fuelled by competition for their mothers love and attention. Petty bickering is usually the outcome of most quarrels, but the intervention by the mother who does not wish to witness her children fighting offers as a lesson in understanding another’s feelings and emotions and finding compromise. In contrast, a relationship where love and support is offered to each other through a partnership gained through understanding and shared experience, offers the psychosocial competencies required for building and nurturing friendships (Kramer ; Conger, 2009). The balance of support and conflict offered in a four year old child’s relationship with their sibling, provides a unique opportunity to develop social cognitive and behavioural competencies that are linked to managing conflict and anger on one hand and providing support and nurturance on the other (Kramer ; Conger, 2009). Perhaps then the balance of support and conflict in the sibling relationship may exert a positive effect in promoting psychosocial competence outside of the home, where they will need to utilise these skills in preschool to build new friendships. Cognitive development is the patterns of change in mental abilities, such as learning, attention, memory, language, thinking, reasoning and creativity (Papalia, Olds, Feldman, 2009). Though the child may often confuse fact with fiction their mental capabilities are quite profound. They can usually count to 20, can or will quickly learn to recite their ABC’s and can differentiate between past, present and future. According to Jean Piaget the four year old child is in the pre operational stage. This is when the child learns to use language and to represent objects by images and words (Berger, 2010). Preschoolers love rhymes and songs, and singing and listening to music is frequently practised in preschool classrooms in western societies. Not only do preschoolers enjoy them, but they help children learn about numbers, letters, and sounds (ABC song, This Old Man). As childrens brains are developing at their fastest when they are very young, with 80 percent of brain development occurring by age 3, and 90 percent by age 5, music helps with making connections in the brain (Lesia Oesterreich, 2010). The brain’s multi-sensory engagement during music practice and performance enhances the same communication skills needed for speaking and reading. Musicians sharpen a specialized neural system for processing sight and sound, music and speech, which means that early musical training, can help children develop literacy skills and reduce literacy disorders (Oxford University press, 2009). Another influence that can promote cognitive development is regularly reading. Reading to children is one of the most effective paths to literacy. Children who are read to from an early age learn that reading and writing in english move from left to right and top to bottom and that words are seperated by spaces (Papalia, Olds, Feldman). If a parent routinely read with the child every night and consistently like the teeth brushing routine discussed above. Not only are they learning to sit quietly and listen but they are if encouraged to follow the story visually, they can link what they are hearing with what they are seeing. Children learn many skills when you read aloud to them. These include better vocabulary, listening skills and attention span (Barhyte, 2010). Jean Piaget believed that during the preoperational stage the child’s imagination flourishes, and language becomes a significant means of self expression and of influence from others (Berger, 2006). Reading stories without pictures can be a positive way for children to utilise their vivid imaginations and also to expand on their vocabulary. During Jean Piaget’s preoperational stage, the crucial item is the development of the ability to represent or symbolize by means of imitation, play, signs and symbols. This Piaget calls the semiotic function (Kitchener, 1986). With understanding of the semiotic function it is understood that the preoperational child learns much through the form of play. One game often played in kindergarten is ‘duck, duck, goose’. In ‘duck, duck, goose’ a group of players sit in a circle and one child (the fox) walks around the outside of the circle, tapping each child in the circle on the head, calling them duck until finally choosing one to be the goose. The goose then stands and tries to catch the fox, chasing them around the circle before the fox sits in the goose’s original place. If the goose does not catch the fox before he/she takes their seat, the goose is now the fox and the game starts again. There is a large amount the child can gain by playing games like this. As it is a group game, the child is interacting with other children and by adhering the rules; they are also required to take turns. This factor of the game helps to build on their psychosocial development. Physically the child is standing up as fast as they can are running around a large circle whilst avoiding tripping over others as they run to their place in the circle. The physical movement required to catch the ‘fox’ provides physical development. Finally once the child is placed in the ‘foxes’ role, they are required to think about which children are ducks and who it is that they will select to be the ‘goose’. This selection process requires the child to mentally plan who they will choose to be the goose and then how far it is they need to run before taking their place back in the goose’s original seat. The thinking and planning displayed in the selection process are the factors that promote cognitive development in the game. In conclusion to this paper I believe it is proven that it is others that greatly influence the four year old child. Though the child is stronger than ever before and is looking for greater independence, this age group still heavily relies on others for assistance and nurturing in many ways. I believe it is no longer solely the parent’s responsibility to care for the four year old child. Society is required to take on a larger role in caring for the children through improved preschool programs and local establishments like kindergym and even playgrounds in residential areas, which are provided by local city councils. Without the support and acceptance that can be expressed by both family members and society a four year old child’s physical, cognitive and psychosocial development can be greatly affected for both the present and future. Word Count: 1947 words. References Barhyte, D. M. (2010). Break out the funny bedtime stories: Reading activities with young children. Retrieved April 30, 2010, from https://www. eduguide. org/Parents-Library/Funny-Bedtime-Stories-Reading-1921. aspx Berger, K. S. (2006) The developing person: Through childhood and adolescence. (7th ed. ). New York, NY. : Worth publishers. Dowling, M. (2010). Young children’s personal, social and emotional development. (3rd ed. ). London: Sage publications Ltd. Elkins, M. (2010). Ready, Set, Routine!! : The Importance of Routines in Children’s Lives. Retrieved April 30, 2010, from https://www. lowershoreccrc. org/routinesarticlemelkins. htm Kail, R. V. , Cavanaugh, J. C. (2004). Human development: A lifespan view. (3rd ed. ). Belmont, California: Thompson learning Kitchener, R. F. (1986). Piaget’s theory of knowledge: Genetic Epistemology Scientific Reasoning. United States of America. : The Alpine Press. Kramer, L. Conger, K. G. (2009). Sibling as agents of socialisation. New directions for child and adolescent development, 126, 61-77. Retrieved April 22, 2010, https://www3. interscience. wiley. com/journal/123188827/abstract LaHaye, P. (2008). The growing years: 4 years, I did it myself. Retrieved April 29, 2010, from https://www. umext. maine. edu/onlinepubs/htmpubs/4247. htm Lesia Oesterreic h, M. S. (1995). Ages and stages: four year olds. Ames, IA: Iowa State University Extension. Retrieved April 29, 2010, from https://www. nncc. org/Child. Dev/ages. stages. 4y. html Oxford University Press. 2006). First Evidence That Musical Training Affects Brain Development In Young Children. Science Daily. Retrieved April 22, 2010, fromhttps://www. sciencedaily. com/releases/2006/09/060920093024. htm Papalia, D. , Olds, S. , Feldman, R. (2009). Human Development. (11th Ed). New York: McGraw-Hill. Papalia, D. , Olds, S. W. , Feldman, R. D. (2008). A child’s world: Infancy through Adolescence. (11th ed. ). New York, NY. : McGraw-Hill. YMCA Sydney. (2010). Get active: Kindergym. Retrieved April 28, 2010, from the YMCA Sydney website, https://www. ymcasydney. org/activity/kindergym

The Ethical Framework Of Accounting - 897 Words

Businesses, investors, creditors rely on accounting ethics. The accounting profession requires honesty, consistency with industry standards, and compliance with laws and regulations. The ethics increase the responsibility and integrity of accounting professionals, and public trust. The ethical requirements influence the management behavior and decision-making. The financial scandal of Enron and Arthur Anderson demonstrates the failure of fundamental ethical framework, such as off-balance sheet transactions, misrepresentation of financial statements, inaccurate disclosure, manipulations with earnings, etc. The confronted accounting profession and concern for ethics in businesses forced regulators to revise the conceptual framework of accounting processes. This study aims to understand what effect has an ethical framework in accounting. In particular, we examine the influence of ethics on earnings management, financial reporting, and external accounting. Today, the commercial environment reveals the unethical behavior of management and accountants through the manipulation of accounting records to boost the company’s stock price, falsified financial statements to mislead investors, failure of auditors to correct errors and omissions due to client’s pressure and personal material interests. The study is important because it examines the role of ethics in accounting. The research on identified problems is necessary due to vagueness of ethics concepts and its difficulty toShow MoreRelatedA Sound Financial Reporting System, Supported by High Quality Accounting Standards and Backed by a Solid Regulatory, Governance and Ethical Framework, Is a Pre-Requisite for Economic Development.2064 Words   |  9 Pagesâ€Å"A sound financial reporting system, supported by high quality accounting standards and backed by a solid regulatory, governance and ethical framework, is a pre-requisite for economic development†. 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Analysis Of Destruction After All Is A Form Of Creation

Leah Thaheld Lit Term Essay Irony: A contradiction or incongruity between appearance or expectation and reality. Text: â€Å"destruction after all is a form of creation† Theme: Children are a product of their own environment. During this part in the short story, Trevor, also known as T., has suggested to the boys of the Wormsley Common Gang to destroy an old man’s home while he is out of town. The boys begin destroying Mr. Thomas, also known as Old Misery’s, house. The kitchen is in shambles, the dining room is stripped, and the floors everywhere are demolished. The author presents us with the idea that â€Å"destruction after all is a form of creation.† As the boys tear apart Old Misery’s house they create something new and beautiful in their own minds. They may look like they are destroying things but many times throughout the story the authors refers to them as creators, builders and carpenters. 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IBA Final Paper Group Free Essays

In this simulation, we were tasked with successfully launch info Alleles in new markets over the next 7-10 years, effectively expanding the Alistair Brand into Latin America. Alistair Brands is doing well in its traditional markets of Western Europe, North America, and Australia, but the markets IR those countries are mature with lots of competition. Latin America is a region that provides great potential and a variety of trade enhancement actions have been struck in recent years. We will write a custom essay sample on IBA Final Paper Group or any similar topic only for you Order Now NONFAT for example, reduced the trade barriers between the United States, Mexico, and Canada. This allows for establishing production in Mexico to take advantage of low labor costs and seamless access to the U. S. And Canadian markets. The MERCURY agreement also provides similar ease of access among the South American countries of Argentina, Brazil, Paraguay, and Uruguay. These factors combined make Latin America a ripe market for Alistair Brands to enter. Initially, we entered the Mexican market and created five SKU that covered all four benefits to test the market for each type of benefit, as well as wanting to implement SKU that none of our competition was using, such as economy gel. Our primary target markets were families with kids focused on economy, and younger focused on whitening. No one had tapped into the kid’s market, SC we created a SKU to fill that demand, which also created a niche in the mark hat We dominated. Our primary channels Were the traditional and hyper- market, with a small section focused in web. The traditional channel had the largest number of outlets; thus, we allocated 25 sales people to that channel and it generated 12. 1 % of our sales. Hypermarket had only one competitor and had the most growth potential, while the web had no real competition. We positioned ourselves in regards to pricing towards the lower spectrum with a 5% allowance. We set our MSP at double our production cost, still maintaining an economy price by being priced lower than our competitors. Striving to get our name out there in the initial period, we also spent SSL 50 million in promotion and $76 million in advertising and our ad campaigns focused on highlighting two of our SKU (younger/white and families/ economy). Over the course of the simulation we entered three more Latin American countries (Brazil, Argentina, and Chile), built a plant in Brazil, left the traditional channel and entered the wholesale channel, changed SKU and pricing, discontinued and created new ads in all countries, tried to make our products standard in each country, exited a country that was not performing ell, and added new products to our existing product lines. After implementing and tweaking our marketing plan each year in the simulation, we ended the simulation with a BEE of 76. We saw a 6. % growth in unit sale 18. 3% growth in manufacturer sales, 29. 7% growth in gross margin, and 60. 3% growth in net contribution. We finished in fifth place with a cumulative net contribution of $400. 6 million. In the following few pages, we will demonstrate what our marketing plan was and how we implemented it in each year Of the simulation from beginning to end to effectively demonstrate owe our decision criteria led us to the position that we ended in. Situation Analysis Throughout the study, the opportunities and threats varied among the 1 0 decision making periods. However, threats were mostly, actively controlled by a third party stimulator, while the opportunities describe our reaction to openings in the market for potential revenue. For example, a population product benefit without a SKIS to squelch the market need provided a clear opportunity for a new SKU with an updated promotional budget and campaign. The opportunities listed below detail the groups research for opportunities as well as the active response. After a forced entry in the Mexico market, one of the first opportunities was the cheap tariff and shipping costs from the US to Mexico. With a 0. % tariff, as a percent of CIFS and a shipping cost of approximately two cents per unit, entry into the market provided a strong base to grow our brand. There were also free trade agreements between the US and Mexico, making distribution, cost effective and permittivity seamless. With Brazil economic boom, it was impossible to ignore the specific opportunities in this market. With a surge in population, there began to arise product benefits that were not being met by competing products. Therefore, Alleles responded by implementing a SKIS that filled the family/healthy/ economy and size gap, as well as the kids market. With space in the hypermarket and web. The Alleles group capitalized on these channels and spiked the promotional budget to raise product awareness and our resulting As the success in Brazil continued, Alleles constructed a second plant in period 3 that would offset the high shipping costs to the later entered, Argentinean an Chilean, markets, combined with a free trade agreement. Further, entry into the Brazilian, Argentinean and Chilean market was titivated by low transportation costs and tariffs. However shipping costs, from the home plant, did not prove a lucrative. With an opportunities analysis, a weakness analysis must follow. Because Alleles was on a first mover into the South American toothpaste market, the company missed out on many of the advantages awarded to competitors, such as the ability to set standards concerning product expectation, the bill ¶y’ to educate the public about the product, and capitalize on unused distributors and suppliers. However, these weaknesses also provided an opportunity for Alleles to responds in self-benefiting methods. First, being a late entering competitor to an already established market, much of the risk was alleviated associated with introducing existing markets to new products. There was also less of a need for an educational promotional budget. Alleles was allowed to piggyback off of the market penetration of early entry competitors. Another additive that come with entering a market post-establishment, is the ability to put pressure on existing products, forcing them to make adjustments to account increased market competitor. Some of the changes included, price reductions, increasing sales force and raising advertising expense, all efforts to attempt to solidify their, now threatened, position in the market. The Alleles response to increased opportunity was to lesson dependence on a single market by entering others. Finally, market threats perpetually interrupted the opportunity response progression for Alleles. For example, after entry into Chile, the brand began to notice a reoccurring cost that could not justify the company’s market activity. Therefore, it became necessary to pull out of Chile in period 8. Also, the highly competitive arena in Brazil and Argentina provided the need to constantly adjust product SKILL, racing, production, promotion and advertising to account for competitor success. The largest threat in the South American toothpaste market proved to reside in Venezuelan and Argentinean markets. Venezuela entered a recession walkway through the simulation, which prevented entrance from Alleles, and Argentina began to experience the impending effects of a recession, however, we had already invested too many resources to pull out of the country, so we had to adjust our skews to account for the change in shopping habits. Market Entry International market entry decisions are complicated. Most companies must rye to balance the benefits of increased control and the costs of resource commitment and risk [Country Manager]. Factors such as international experience, firm size, market knowledge, and economic attractiveness must all be taken into account. Therefore, market entry is critical to Allele’s success. Alleles is interested in entering Latin America. Due to its large population and a variety of trade enhancement actions (NONFAT, MERCURY) that have been established in recent years Latin America has great potential. Before choosing which country to enter we wanted to perform a competitive analysis and selected macro-level indicators, such as economic development, to examine. We then weighed their importance. We also examined product markets, such as market size and the number of competitors. These can be seen in the country attractiveness analysis sheet in the appendix Of this report. After weighing all of our information, Alleles decided to enter Mexico market first. Alleles chose to enter Mexico through exporting the product from our home plant. Five Kiss were chosen to test the market for each type of benefit. We also wanted to implement SKU that no other competitor was using. Finally, we chose three distribution channels. In this first market, and I being essentially a test market, Alleles was somewhat successful in establishing our name in the market. After being in Mexico for a year, we decided to use the ‘X†tearful marketing effect† to enter Brazil. Alleles chose Brazil because of its similarities to Mexico. Using a slight product adaptation, four SKU and three distribution channels were chosen for Allele’s entry into Brazil. Continuing with the â€Å"waterfall marketing effect† and utilizing straight extension, we next entered Argentina. At this time we had been established Mexico for a few years and in Brazil for one. With moderate success in previous markets, Alleles entered Argentina with the same SKU and distribution channels utilized in Brazil. We also weighed the cost and benefit of continuing to export from the home plant against the risk of building a plant locally to our markets. Indicators weighed in favor of building locally. Therefore, Alleles began building a plant in Brazil. In the fourth year of marketing in Latin America we decided not to enter a new market. We wanted to focus our time and attention on Mexico, Brazil AR Argentina, as well as the new plant. The plant also began to distribute to the Brazil and Argentina markets which lowered costs and increased profit. Year five did see a new endeavor for Alleles. We chose to enter the Chilean market further increasing our regional diversification.. The SKU and distribution channels were again a straight extension of the product. As we did in year four, years six and seven were spent focusing on our established markets. Alleles also took this time to increase capacity in our plant to accommodate the market need. Due to several issues, especially our sustained losses, Alleles exited Chill?s market. We had been in the country for three years and we continued to set in the red. Furthermore, after examining the competition, we knew it would take us years to compete as market leader and the markets in Brazil and Mexico had much greater potential. Exiting Chile was the last â€Å"market entry/exit† decision that Alleles made. We spent the new couple of years focusing on the markets that we had entered and that were doing well. Overall, by utilizing the â€Å"waterfall† approach and using the money made in one market to help fund efforts in new markets, Alleles was successful with our market entries. Manufacturing location and sourcing There were many factors to consider when our company was assessing the attractiveness of building a plant in another country. Political stability, shipping expenses, market economy, natural hazards and transportation were just a few indicators that needed to be examined. Understanding these influences enabled our company to make the right decision. Brazil is one of South America’s most stable and prosperous nations. It’s economy outweighs that of all other South American countries and Brazil is expanding its presence in world markets. Shipping costs from Brazil to it’s neighboring countries is quite cheap. According to Country Manager, hipping from Brazil to Mexico is the highest at . 040. Therefore, We would continue to ship to Mexico from our home Plant and use the Brazilian Plant to ship to Argentina (. 020) and Chile (. 020). A local plant, which Brazil would be for all but Mexico, results in fixed costs from depreciation and the per unit (variable) cost of production. Country Manager cost analysis has Brazil at the head of the pack in terms of fixed cost (1 5% cost reduction). Furthermore, building in Brazil would result in a 0% tariff in regards to Argentina and Chile. Both of these indicators pointed favorably to building in Brazil. Natural hazards are present in every country, however, it is an indicator that must be taken into account. Brazil is home to droughts in the northeast and frost in the south. These particular natural hazards aren’t very severe in terms of affecting shipping further making Brazil our top choice in Plant location. Transportation was an important factor we took into account when deciding where to build Allele’s plant. Having the means to transport/ship the product to market is essential. Brazil is home to 4,000 airports, 28,857 km of railways and 1 , 751 ,868 km of roadways and this doesn’t take into account its shipping ports. Because there are so many options for transporting goods, the cost of goods sold can be kept reasonable. Utilizing all of these indicators, it was clear that Alleles should build in Brazil. The plant’s capacity was set to the projected unit sales in Brazil for the following period because we did not want to have a large excess which would lead to avoidable loss. However, we increased our plant production capacity by 50 million units (100 million units total) after one year. This was done to meet the demand of our past sales and accommodate for our forecasted sales. We also began distributing to Argentina from our Brazil plant in effort f decreasing shipping and tariff expenses. As each period progressed we assessed the plant’s capacity and adjusted accordingly, for example, we increased our plant production capacity again by 40 million units (140 million units total) in order to accommodate our entry into Chile. Once this capacity increase was accomplished there were no changes made to the production capacity for one year because our capacity perfectly lined up with the amount of units sold in Chile, Argentina, and Brazil. However, the following year we increased production capacity by 15 million units to accommodate projected unit sales and a further 55 million units, eased on our need forecast for the next period, the year after that. With Alleles exiting Chile in year eight, we did not increase our plant capacity again. Building our plant in Brazil proved to be a success. Alleles was able to put pressure on all other competitors, especially other domestic companies. This helped drive share of mind and sales leadership in Brazil – enabling us to more effectively compete with the local and regional competitors which were two of the market leaders. Target Marketing Strategy Target marketing strategy was an important part to make Alleles achieve success when we enter and explore a new country. In target marketing strategy, we have to determine our main potential customers, try to attract attention from them, raise our target customers’ interests, convince our customers’ desires and lead our customers purchasing. Therefore, we had used MIMIC and AID (Attention, Interest, Desire, Action) model to help Alleles make a right target marketing strategy for each country that we entered. Mexico Alleles chose enter Mexico market first. Based on data provided from cross- section decision analysis in Mexico, price was customer most care about with 50. % weight and product effect was second with 27. 6%. For demographic, the families was most demographics population which was 55. 9% Of customers with 62. 2% of demand. The younger was second largest demographic population (27%) with 23. 7% of demand. See demographics with benefits, families/economy are largest market with 34. 6%pop and 36. 7% demand; younger/white are second with 6. 9% pop and 10. 2% demand. By benefits view, the economy and white are majority benefits that Mexican customers would like to buy. How to cite IBA Final Paper Group, Papers

Introduction to Marketing Launch of Straw Hat by Oxfam Shop

Question: Discuss about the Introduction to Marketingfor Launch of Straw Hat by Oxfam Shop. Answer: Introduction: Oxfam Shop is a non-profitable organization in Australia, which is continually deploying new concepts in manufacturing different products to satisfy their mission. Their mission is to help those people who face injustice for their hard labour. The Company achieve its goal through the mean of fair trade, which has several key factors. Stable product prices, fair payment to the farmers and producers and ensuring the stability in their income are the key features of the Company to save people from injustice. This report mainly covers the strategy formulation for the launch of a new product Straw Hat in the market (Shop.oxfam.org.au, 2017). Strategy Formulation Marketing Mix In the view of Philip Kotler, Marketing Mix is a bunch of handy variables that a company can adopt to control its marketing segment (Alex 2012). As per Kotler, for a successful branding of the product, striving to the four core variables of marketing is of utmost important. These four variables are Product, Promotion, Price and Place. For the marketing consultant of Oxfam Shop in Australia, there is an urgency to analyse the market properly before the launch of Straw Hat in the market (Brooks and Simkin 2012). Figure 1: Marketing Mix (Source: PAUL 2013) Product Deciding the product before its launch in the market is the first task, which a marketing consultant needs to focus on (Gordon 2012). The product, which is set for its launch in the market, is Straw Hat. Straw Hat constitutes material such as plants or synthetics. Straw Hat protects head from the heat stroke. This is also a part of fashion, which adds an extra dimension to the personality. Price Price is another very important element before a product launch in the market (Singh 2012). There are various influencing variables for the price of a product such as market appeal for the product, cost involved, price range of other competitors, government limitations etc. For Oxfam Shop, which has a mission to support people by doing justice to their hard work, it becomes necessary to put the comparatively lesser pricing for the product. Price range would be from AU$9 to AU$20, which would cover various types of Straw Hat such as Floppy, Collage, Rusty Sea and many more. Pricing range are the best than other competitors are offering for the respective category of Straw Hat. Moreover, the lesser pricing for respective categories have been made keeping in view satisfying poor people. Huge sell will generate huge income, which will help in helping the poor people. Place Place is another very important aspect of a marketing mix as the profitability of the product relies heavily on the availability of the product to the consumer (PAUL 2013). There should be chain to make product available to the target customers. The best place to launch the Straw Hat would be the hottest places in Australia such as Sydney, Canberra and many more. People are cautious about their health in hotter region. They also tend to protect them from scorching heat of Sunlight. Moreover, the types of Straw Hat such as Rusty Sea, Collage, which would be launched, are best suitable for these places. College students and common people living there would have attraction towards the offering. This would increase the probability of a high sale. Promotion Promotion is another very important element of marketing mix, which has gained a huge popularity in modern era (Gordon 2012). However, promotion does not necessarily decide the fate of a product in the market. It rather tries to catch the attention of common people towards the product. The promotion should cover a process, which is feasible with the Hat trends in the market. For the Oxfam Shop in Australia, the best way to promote the Straw Hat is making this a part of the fair trade, which has always remained their integral part. This is indeed cost saving and effective. Promoting the product online has the potential to grab more attention of masses. In fact, media is a dominating body in the modern era. With a mission to help poor people, the Oxfam Shop needs healthy revenues from their new launch. The product has the capability to grab a hold on its target customers. It would be wiser to go online, as this would catch the attention of a comparatively more people. Conclusion: Oxfam shop in Australia has dedicated their expertise to serve those poor people who face in justice for their hard work. To serve the purpose, the Company has always kept it involved in bringing innovative products that bears potential quality to capitalise on the market. This time, the Oxfam Shop is set to bring the Straw Hat in the market. They have set plans to hit their target customers with comparatively cost effective Straw Hat. The cheaper price tagging and its proper promotion has constructed ample of expectations with the offerings. References: Alex, N.J., 2012. An enquiry into selected marketing mix elements and their impact on brand equity.IUP Journal of Brand Management,9(2), p.29. Brooks, N. and Simkin, L., 2012. Judging marketing mix effectiveness.Marketing Intelligence Planning,30(5), pp.494-514. Gordon, R., 2012. Re-thinking and re-tooling the social marketing mix.Australasian Marketing Journal (AMJ),20(2), pp.122-126. PAUL, T., 2013. Mental Accounting of Mutual Fund Investors and Marketing Mix--A Study from 4CMarketing Mix Perspective.Asia Pacific Journal of Marketing Management Review__________________________________________ ISSN,2319, p.2836. Shop.oxfam.org.au. (2017). Charity Gift Shop in Australia - About Us | Oxfam Shop. [online] Available at: https://shop.oxfam.org.au/our-story [Accessed 18 Jan. 2017]. Singh, M., 2012. Marketing Mix of 4PS for Competitive Advantage.IOSR Journal of Business and Management (IOSRJBM),3(6), pp.40-45.