Journal Article Review Essay

The general topic of forgiveness has received a magnitude of attention and research on a conceptual level in recent years. Hall and Fincham consistently noted, however, that self-forgiveness had little to no empirical study or research documented and believe this is a critical piece to an individual’s overall emotional health. In an effort to stimulate additional research on the subject, they wrote the aforesaid journal article. The article describes self-forgiveness by definition in both a spiritual and a psychological context. Much insight is given to the similarities and differences between self-forgiveness, or intrapersonal forgiveness, and interpersonal forgiveness. Many conceptual distinctions are addressed and appropriately confirm the need for further research on self-forgiveness as it relates to the inflated interest in the importance and nature of forgiveness in general. In addition, much discussion covers the relation of self-forgiveness to interpersonal forgiveness in regards to the importance, or even necessity, of one to the other. A theoretical model of self-forgiveness is outlined and described in relation to forgiveness of interpersonal transgressions. Self-inflicted pain takes on a particular importance as a catalyst to the healing process in both self-forgiveness and interpersonal forgiveness. Finally, different types of determinants are described and analyzed in relation to the theoretical model and its limitations. Journal Article Review 3 Interaction Self-forgiveness is an intriguing topic, from my own personal perspective, and one that immediately caught my attention when scanning the journal articles offered. I agree with Hall and Fincham that further research on the subject would be extremely beneficial and embraced. Of particular interest to me was the complicated nature of categorizing and defining self-forgiveness. What seemed to be a simple concept is, in fact, layered with multiple levels of complex considerations that must be addressed in order to properly define and diagram self-forgiveness. In general, self-forgiveness is identified by a common ability to exhibit self-respect in spite of the acceptance of wrong-doing (Hall, J., Fincham, D., 2005). I never considered the distinction between interpersonal forgiveness and intrapersonal forgiveness. While they share many similarities, there is even greater evidence of the differences between the two. One significant difference involves the consequences of withholding forgiveness from self. It is likely that intrapersonal unforgiveness can be much more detrimental than interpersonal. Hall & Fincham state â€Å" Self-forgiveness often entails a resolution to change† (2005). It is this process of acceptance of one’s own imperfections and sinful nature that catapults a desire for self-improvement and growth. This is a critical component of healing the soul and beginning the journey to spiritual and mental health. Also enlightening was the declaration that one can experience pseudo self forgiveness by failing to acknowledge any wrong doing and convincing him/herself that they are without fault. Finally, I was struck by the notion that self-forgiveness will typically vary and should be approached as such. Journal Article Review 4 Application The idea that â€Å"self-forgiveness has be overshadowed by research on interpersonal forgiveness prompts further contemplation into the root causes of many emotional determinants such as depression, shame, and guilt. If a counseling situation arose and my client presented any of the above emotions, I would encourage conversation that delves deeper into the core source of these emotions. It is highly likely that unforgiveness is present. The Bible warns us about the repercussions of unforgiveness and I believe this pertains to self-unforgiveness as well as interpersonal. Bitterness is usually a result of unforgiveness and ultimately, recognizing your worth through the eyes of God is freeing and can soften a hardened heart. If we are to look at healing of the whole person, which should be our ultimate goal as counselors, a huge part of that will be making peace with our past mistakes and choices. We all have regrets and, to an extent, we probably all carry around a certain amount of self-unforgiveness. Hall and Fincham state â€Å"self-forgiveness can be used as the vehicle through which self-reconciliation occurs† (2005). I would apply this to most any counseling situation. Discovery of the source of our pain, shame, and guilt can be the beginning of the journey of the healing process. Because we are incapable of escaping ourselves, and our own thoughts, at some point, self-unforgiveness is going to surface. A good counselor is going to be aware of this and recognize it from the beginning. It could easily lay the groundwork for the working stage of the counseling process and give the counselor direction in how to proceed. Healing the soul is not always easy work, but it helps when you know the s ource of the brokenness. References Hall, J. & Fincham, F. (2005). Self Forgiveness: The step-child of forgiveness. Journal of Social and Clinical Psychology, volume number 24, 621-637.

Stenden Hots Part C

SCM HOTEL| MODULE ASSIGNMENT PDO PART C| SCM HOTEL| MODULE ASSIGNMENT PDO PART C| Other Operating Expenses at the company which makes a high turnover and a bad staff satibout . e in the HOTS game. Year: 2011-2012 Module: 3 Team 8 Other Operating Expenses at the company which makes a high turnover and a bad staff satibout . e in the HOTS game. Year: 2011-2012 Module: 3 Class: 2PDOd Team 8 Inhalt 1 Performance dashboard year 2 & 3:3 Total turnover4 Figure 1; Total revenue. 4 Figure 2; Net income5 Figure 3; Total rooms sold6 Figure 4; Room occupancy %7 Figure 5; The average room rate (ARR)8Figure 6; Revenue per available room (RevPAR)9 Figure; 7 Public awareness10 Figure 8; Staff turnover (annual %)11 Benchmark Internal year 2 & 3 using variance analysis12 Sales13 Cost of sales13 Payroll and Related13 Gross profit less wages13 Other direct costs13 Total fixed costs14 Income before taxes IT14 3. 3 Benchmark Internal year 2&3 using DuPont analysis15 3. 4 Benchmark Best in comp etitive set:17 3. 5 Benchmark with the industry19 Conclusion21 Performance dashboard year 2 & 3: In the chapter performance dashboard of year 2 & 3 an analysis of important figures in relation to the business SMC will be given.The figures entail every month from every year this means 4 years are shown, year 0 until year 3. A total of 9 figures is used and will be individually explained. Total turnover Figure 1; Total revenue. The total revenue of hotel SCM can be found in figure 1 which is shown above. The last two years the hotel made a lot more revenue than previous years, this can be explained by the investment of the entrepreneurs. In the last two year more revenue can be made because of the investment in year zero and one. Due to investment the facilities and comfort of hotel SCM expanded which results in higher revenue.Figure 2; Net income The net income over the 4 years that SCM exists are shown in figure 2. There is a lot fluctuation within one year especially when l ooking at January and December year one. In year one and a little less in year two the tables shows that the figures are low and even negative. Year 2 and 3 are a bit more constant but with a remarkable negative figure in September year 2. These negative figures is due to the investments that are made. Implementation of services, refurbishment and investing in marketing makes the total direct costs high which influences the net income negatively.After year one the average net income increased enormously. There were no big investments anymore and therefore no high cost which would influence the net income in a negative way. Figure 3; Total rooms sold In figure 3 an overview of the total rooms sold is shown. The hotel opened in year zero and from that moment on the line is progressive which means on average a growth in total rooms sold can be concluded. In year 1 on average 2797 rooms were sold on monthly basis, in year 2 this number was 4196. The last year the total rooms sols increa sed again to 4699 rooms average sold on monthly basis.On average hotel still improved itself every year with number of rooms sold because the total increased every year. Figure 4; Room occupancy % In figure 4 the room occupancy in percentages is shown for the 4 years that hotel SCM exists. In year zero the occupancy percentage was the lowest and the highest for year three because of the progressive line which was also shown in total rooms sold. On yearly basis a stable line is shown with in April a high percentage and a decrease in occupancy percentage at the end of the year, this is related to the high and low season so is totally understandable.The low occupancy percentage in year zero can be explained due to the fact that the rooms weren`t done so couldn`t be sold. Figure 5; The average room rate (ARR) The average room rate of hotel SCM is related to figure 5. The average room rate is pretty stable and is close to the line of 100. Year one is on average around 10 $ dollars lower and year 2 shows relatively unstable line . The average room rate for year zero was 100. 10,for year one this is the lowest with a rate of 95. 38, year two shows an average room rate of 98. 32 and for the last year which is year three it is the highest with 103. 5. Figure 6; Revenue per available room (RevPAR) Figure 6 gives an inside in the revenue per available room (RevPAR) of hotel SCM. The figure shows the influence of the high and low season again January and December are low season and show a lower RevPAR, where July, August and September which are high season show the highest RevPAR. When comparing January year 3 40. 74 to August year 3 93. 92 this is a difference of 53. 18 in RevPAR all due to the influence of the high and low season. The RevPAR increased every year of existents of hotel SCM. Figure; 7 Public awarenessPublic arwareness which can be found in figure 7 was something that was very important for hotel SCM that’s why a lot investments were made in marketin g. It shows how aware the public is of the existents of hotel SCM. In Year zero the hotel started with a very high public awareness, in Year 3 the public awareness was the highest which is very positive because after 4 years people are still aware of the hotel. The high public awareness can be explained by the high investment in marketing, but is shows that its contributing and has a positive effect. The average public awareness for year zero 37. 65, for year 1 28. 65, for year 2 38. 07 and for the last year which is year 3 it was 48. 08. Figure 8; Staff turnover (annual %) Figure 8 shows the staff turnover in annual % over the 4 years. The figure shows that only year 1 is relatively stable year 1 and 3 are very unstable and fluctuated every month. In year zero the staff turnover was the lowest with an average of 27. 53%, in year 1 it increased to the percentage of 43. 44%, in year 2 it increased again while the average was 64. 13% and in year 3 this was the highest with an average of 70. 34%. Benchmark Internal year 2 & 3 using variance analysisIn this chapter the differences between the budget and the actual results from year 2 and 3 will be given. A table with the estimated budget which were made in HOTS assignment part B will be shown and explanation for the actual results will be given. The budget in assignment B was based on the results of year 1. | Year 1| Budget y2| Budget y3| Sales| Â  | Â  | Â  | Rooms| 3. 834. 606,00| 6. 820. 937,50| 9. 695. 312,50| Food| 1. 943. 338,00| 2. 332. 005,60| 2. 681. 806,44| Beverage| 887. 156,00| 505. 689,20| 581. 542,58| Other| 328. 258,00| 393. 909,60| 452. 996,04| | 6. 993. 358,00| 10. 052. 541,90| 13. 411. 57,56| | Â  | Â  | Â  | Cost of Sales| Â  | Â  | Â  | Room| 18. 321,00| 32. 589,11| 82. 397,41| Food & Bev| 1. 182. 670,00| 1. 185. 678,72| 1. 366. 999,36| Other| 62. 957,00| 75. 548,40| 104. 256,79| | 1. 263. 948,00| 1. 293. 816,23| 1. 553. 653,57| | Â  | Â  | Â  | Payroll & Related| Â  | Â  | Â  | Front office| 203. 371,00| 166. 799,36| 208. 499,20| House keeping| 289. 856,00| 166. 799,36| 208. 499,20| Food & Bev| 423. 309,00| 416. 998,40| 500. 398,08| Other| 52. 594,00| 109. 527,60| 153. 338,64| | 969. 130,00| 860. 124,72| 1. 070. 735,12| | Â  | Â  | Â  | Gross Profit less Wages| Â  | Â  | Â  | Room| 3. 323. 058,00| 6. 54. 749,67| 9. 195. 916,69| Food & Bev| 1. 224. 515,00| 1. 235. 017,68| 1. 395. 951,58| Other| 212. 707,00| 208. 833,60| 195. 400,61| | 4. 760. 280,00| 7. 898. 600,95| 10. 787. 268,87| | Â  | Â  | Â  | central adm. Payroll| 320. 224,00| 250. 000,00| 240. 000,00| Total Other Direct Costs| 2. 347. 026,00| 1. 200. 000,00| 1. 150. 000,00| Income before FC| 2. 093. 030,00| 6. 448. 600,95| 9. 397. 268,87| Â  | Â  | Â  | Â  | Total Fixed Costs| 1. 180. 850,00| 750. 000,00| 850. 000,00| Â  | Â  | Â  | Â  | Income before IT| 912. 180,00| 5. 698. 600,95| 8. 547. 268,87| | | | | Table 1; estimated budget year 2 +3 SalesFor sales in ye ar one the total amount 6. 993. 358,00 the hotel expected an amount of 10. 052. 541,90 based on the findings in table 1 out of assignment b. The actual sales income for year 2 is 12. 504. 685,00 so the actual result is better than expected. In year 3 the entrepreneurs expected an amount of 13. 411. 657,56 which was actually 14. 227. 255,00 again the result is better than expected. These result can be explained because of the ARR that increased where in year 1 the figure ARR was around 90 in the 3 year it is around the 105/110. Cost of sales In year 2 hotel SCM expected a total of 1. 293. 16,2 in cost of sales but results in 2. 428. 178,00 which is almost 2 times that high. For year the 2 estimated amount was1. 553. 653,57 this was actually 2. 631. 055,00. The big difference in the estimated budget and the actual figures can be explained due to the high marketing costs which were made as mentioned in chapter 1 figure 7. High costs in marketing resulted in a high public awareness whic h was good for the company.Payroll and Related 1. 362. 446,00 is the actual total amount for year 2 for payroll and related while the estimated amount was 860. 124,72, for year 3 the expectations were an amount of 1. 70. 735,12 which was finally 1. 556. 499,00. These amounts are a lot higher due to the trainings and employee costs which are made, hotel SCM had a high occupancy so all employees were needed and training was necessary to remain customer satisfaction and quality. Of course the training and salaries influence employee satisfaction and the entrepreneurs believe that happy employees do their job better. Gross profit less wages In year 2 a decrease in gross profit less wages is estimated to the amount of 7. 898. 600,95 and resulted in 8. 797. 635,00 which is a bit higher, for year 3 10. 787. 68,87 was expected where 10. 134. 228,00 which is a bit lower. The budget is very close to the estimated budget in year 2 the gross profit is 70,4% and in year 3 even 71,2% on the incom e statement. Other direct costs 3. 692. 438,00 instead of 1. 200. 000,00 for other direct costs in year 2, 4. 687. 714,00 instead of 1. 150. 000,00. These figures are tremendously higher than were estimated, this is due to investment in facilities. The strategy of hotel SCM was not to spend that much on refurbishment but to remain quality the hotel had to do it to be able to compete with the other hotels.Therefore no hotel shop was built because otherwise the other direct costs would be even higher. Total fixed costs In year 1 the Total fixed costs percentage was 16. 9% which meant 1. 180. 850,00$, for year 2 and estimation of 750. 000,00 was made and resulted in 1. 159. 593,00 (9,3%). In year 3 estimated budget was 850. 000,00 which was finally 1. 053. 443,00 (7,4%). The estimated budget was actually very low when looking at the percentage. The percentage for the fixed costs has decreased which is good and are relatively low, which is positive for hotel SCM. |Income before taxes IT The income before IT year 2 was 3. 509. 143,00 which is lower than the expected amount of 5. 698. 600,95. 3. 913. 793,00 was the income before taxes in year 3 which is a lot lower than the estimated amount of 8. 547. 268,87. The income before taxes are a lot lower than expected which is unfortunate. 3. 3 Benchmark Internal year 2&3 using DuPont analysis In the following Text is explained which progress the Hotel SCM did based on the DuPont analysis. As one can see in the DuPont analysis year 2 related to year 3 the net profit and total revenue increased.That is positive but looking at the ratios like net profit margin, asset turnover, return on asset, financial leverage multiplier and return on equity it can be considered that SMC performed in year 2 better even the net profit is lower. The Profit margin is an indicator for profitability in a company. It shows how much money is made out of the total revenue in percentage. In both years it was made around 20% which Is very good but in year 3 it was a bit lower. The reason was more costs which lowered the net profit. In both years is the asset turnover around 0. 9.That is all right because when the profit margin is high then in the most cases the asset turnover is low. That doesn? t mean that SCM performed bad, is just a unspoken rule in finance, because of that you have to take more than one ration in consideration to decide which company is healthy or not. Return on assets is in year 3 17,03% and in year 2 18,07%. It can be conclude that the ROA decreased just 1%. It is interesting for new investors. A high ROA means that the company generates a lot of money out of a lower investment. So actually it can be assumed that investing more money can generate more profit.Furthermore the financial leverage multiplier is very important. In both years it is 1,21, that is for investors a good indicator to judge on the healthiness of an company. A high leverage means that a Company covers the investments with foreign money. A low number means that the company uses the gained money to reinvest. The reason because SMC has a low leverage is because it was no need to invest a higher amount of money like to build more rooms so SMC had not taken a higher loan or need to sale mire share which is not possible in the HOTS game.Moreover the last and one of the most important ratios is Return on equity. A high ROE is necessary for a company to attract more shareholders which invest in the company. It decreased in year 3 but it is still more than 20 %. SMC performed in both years very good just in year 3 it was worse. 3. 4 Benchmark Best in competitive set: SMC had an end ranking of the 3rd place. We are going to compare ourselves to Lilihotel which won the game. Operations SMC had the highest RevPar so it is not necessary to compare it. The gross operating Profit was 34,91 % and lilihotel had 43,79%.That means lilihotel gained more money with less costs. Moreover lilihotel had a higher rooms market share. The reason is that lilihotel built more rooms so it could be sold more as well and it was sold 7 more in average compared to SMC. Owner SMC had 29,35% ROCE and lilihotel 40. 85%. That ratio shows how much the companies gained back out of the investment. The Hotel SMC did not invest so much in year 2 and 3 so the performing was worse. It was no Hotel shop and no more rooms were built even that SMC had no loan anymore. Looked at the balance sheet of the company SCM, there were more the 3 million $ on the ccount. On one hand it is positive to have saved money but so much is wrong to safe because the money could be invested to generated more. Guest SMC is better than lilihotel so it should not be compared. But SMC was not as good as Team 7 which reached 100% guest satisfaction. It can be explained because the company’s image index was 109,81 compared to SMC which just had 74,76. The reason can be the missing Hotel shop. Staff Of both Hotels is the Staff satisfaction the same wit h 70%. SMC got the lower ranking because the staff turnover was lower than at lilihotel.The winner in that part was Team 7. They had the lowest staff turnover. That mean the company had a better planning in staff hiring in busy times. Overall it can be concluded that in every part were little differences, so it cannot be told that SMC performed so much less than lilihotel. 3. 5 Benchmark with the industry | Hotel SMC Year 3| Hosta 2011>250 rooms| Differences| Revenue| | | | Rooms| 50,7%| 58%| -7,3%| Food| 30,67%| 24%| 6,67%| Beverage| 12,33%| 8%| 4,33%| Other income| 6,3%| 10%| -3,7%| Total Revenues| 100%| 100%| | Cost of Sales| | | |Food| 12,1%| 7%| 5,1%| Beverage| 5,0%| 2%| 3,0%| Other Departments| 0,7%| 1%| -0,3%| Total Cost of Sales| 17,8%| 10%| 7,8%| Payroll & Related| | | | Rooms| 5,3%| 10%| -4,7%| Food & Beverage| 5,0%| 14%| -9,0%| Central Administration| 2,7%| 4%| -1,3%| Other departments| 0,7%| 3%| -2,3%| Total Payroll & Related| 13,7| 31%| -17,3%| Other Oper ating Expenses| | | | Rooms| 6,9%| 5%| 1,9%| Food & Beverage| 1,3%| 2%| -0,7%| Other departments| 0,6%| 2%| -1,4%| Total Other Operating Expenses| 8,8%| 9%| -0,2%| Undistributed Operating Expenses| | | |Administration & General| 2,6%| 3%| -0,4%| Marketing| 13,5%| 3%| 10,5%| Energy Cost| 0,3%| 3%| -2,7%| Property Operating| 1,9%| 2%| -0,1%| Total Undistributed Expenses| 18,3%| 11%| 7,3%| Total Expenses| 58,6%| 61,2%| -2,6%| Income Before Fixed Charges| 34,9%| 38,8%| -3,9%| In the following the company SMC is compared to the Hosta report 2011 which is a report about the industrial averages in the hospitality industry. In that case we are just focusing on hotels with more than 250 rooms. Revenue In Food & Beverage the Hotel SMC performed better than the industrial average.In Food 6,67% better and in Beverage 4,33% better. Moreover the company is worse in rooms and in the account other income that can be because it was not implemented a Hotel shop. As well SMC did not build more rooms. It can be concluded that SMC need more time to run the business properly to reach the industrial average in Rooms to gain more revenue. Cost of Sales In total SMC had 7,8% more cost of sales than the average. That shows that a lot of improvement is necessary. The right balance between marketing, suppliers, extra services and the total revenue.Sometimes should SMC lower the standard to gain more net profit because the cost a lower than as well. Payroll & Related Take the Hosta report in consideration than it shows that the hotel SCM is 17,3% lower in Payrolls as the average. First it looks positive because that means less costs on the other hand when the employees now that there are underpaid related to the average then the will not work anymore at the company which makes a high turnover and a bad staff satisfaction. Other Operating Expenses The company SCM had 1,9% more expenses the in the hosta report. Moreover the total is 0,2% lower than the average.It can be conc lude that the expenses a relative high because the hosta report is for hotels with more than 250 rooms. SMC has exactly 250 rooms which means that the expenses are to high. In the next year It should be figured out how to lower it. Undistributed Operating Expenses SMC is spending too much on marketing, 10,5% more than the average. But overall the total expenses are 2. 6 lower the industrial average which means that SMC do a good performance in that part. But on the long term the Hotel has to increase the income because it is 3,9% lower than in the hosta report mentioned. ConclusionFinancial Based on the findings showed in chapter 3. 3 the conclusion is drawn that the hotel is very healthy. The ROA decreased 1% which basically means when there will be more investment, the profit will increase and the financial leverage multiplier staid the same with 1,21. Operations What we have seen before, the operations on building new facilities was not that important in year 2 & 3. The hotel did not build extra rooms or hotel show, but did, again, a lot of refurbishments. Technology and maintenance Like said before, there were some refurbishments done in rooms, front office and restaurant.This was done because of the lower guest ranking. HRM The costs of staff training was very high. This caused mayor ‘other costs’ and the company did not really create a very constant amount of staff turnover. Marketing SCM hotel spent a lot of money on marketing, far more than its competitors. This resulted in very high costs, but also in a very high, constant public awareness. Next year Next year the hotel should try to sell more rooms. This cannot be done with spending more money on advertising, but in positive experiences and mouth to mouth.In addition the staff need to be well trained, although it would be recommended not to higher the staff training costs. This needs to be done with improved planning skills and a better schedule In addition, because of the opportunit ies in the Return on Assets, it would be wise to make some investments during year 4. There is no loan to take care of, so it could be a very big one which requires a lot of money. Moreover there should be a good guest and staff survey, what they think about the company and what needs some attention, so the hotel can provide better service to the needs of its employees and the guests. Appendixa

Business Plan

Mission Statement Sound Noise, a State of Indiana S Corporation, spotlights unconventional music, merchandise and entertainment typically overshadowed by mainstream ideologies. It speaks to the shared experiences of Generation Y and The Urban Trendsetter. It provides fair compensation to its employees, a fair return to its owners, and a fair royalty to its artists.Goals * Establish and grow The Company into a full service record label, merchandising ND multimedia company * Create a steady stream of revenue from record sales, digital sales, merchandising, licensing and live performances Keys to Success * Focus on creating a consistent stream of high quality songs and music related products * solve problems with Independent marketing, promotional and advertising budgets * Ensure products are delivered on time, financial are managed effectively, marketing and promotional budgets are monitored, and develop successful growth strategies * Focus on internet presence and building the foundat ion for a recognizable web brand Financial Requirements Sound Noise (hereafter referred to as The Company) seeks a capital infusion of $100,000 to continue building on the foundation already established by the company. This money will be used to cover costs associated with creating a consistent stream of music related products, marketing, promotion, and working capital necessary to establish and grow The Company into a successful multimedia organization. We plan to repay the balance of this loan amount in the span of approximately three years. We also plan to immediately begin repayment of the loan Interest at a rate of 6% or $500 per month.Further information regarding these procedures is outlined later in this plan. PRODUCTS AND SERVICES Our current sources of income include but are not limited to the following list of products and services: * Retail sales of Cads. DVDs and other multimedia formats * Sales of T-shirts, Jackets, tour books and other promotional merchandise * Royalties and fees earned from performances of recordings on radio and television, on the Internet, in movies, and in commercial venues such as restaurants and nightclubs * Live Performances Recorded Music Sound Noise will spe nd a large portion of their creative energy on writing song lyrics ND composing music.The company commits to producing and recording a steady stream of high quality music for public consumption to equal no less than two songs tots chains, at live shows and over the internet via various online and offline distributors and aggressors. The Company will also sell digital music in the following formats: Complete Album Downloads, Full Track Downloads, Mobile Only Full Track Downloads, Polyphonic Rhinestones, and Arranging Tones. We plan to make these items available through structured licensing agreements with popular online retail (I. E. I Tunes, Music, and Rhapsody). Merchandising ere Company will manufacture and produce a large variety of merchandise at the lowest possible costs.Every piece of merchandise, once sold, becomes a living piece of advertising for our projects, creating a dual benefit for our company and its consumers. These items will include but are not limited to the following: T-shirts, CDC, Posters, Sweatshirts, Hats, Jackets and other collectibles. Live Performance ere Company will focus on live performance venues and the relationships with booking agents as a marketing and advertising supplement to drive record and reassigning sales. Licensing As the owner of the masters and the publisher of our own catalogue of songs, The Company is guaranteed a certain bundle of rights by law. Because we own all the rights, anyone who wishes to use our song must first obtain our permission.A film or IV show needs to borrow only two of these rights: the right to use the actual recording (our master), and the right to use the underlying composition that the master is based on (our song). The permission we give them to use the master is tendered in the form of a contract called a master-use license. The permission we give them to use the song itself is tendered in the form of another contract called a synchronization license. Both these licenses can be combined into one agreement if the publisher and master owner are one in the same. MARKETING PLAN ere Companys marketing will revolve around 4 basic online and offline mediums: Radio, Reviews, Road and Retail.Sound Noise will use the strategies of this plan to attack all four principles simultaneously over the course of the next three years. This Nail determine the true value of The Companys music and validity of our business. To et the most of these 4 mediums we must first prepare a polished and professional press kit and update our online presence. The Company explains in more detail below. The costs for these items are listed in the Start up Cost spreadsheet in the Financial Statement. Professional Press Kit Includes: geography A professional one page biography will be written to provide press, radio and fans with a complete concise story behind the music of The Company. Photo Shoot A full service digital photo shoot will be performed to provide high resolution mages for The Companys Namespace Page, Blob and Press Kits; both online and offline. Electronic Press Kit -An online version of The Companys press kit will be created and maintained to allow for easy access to floggers, Journalist and other press outlets to cover its music. * Download Cards Similar to tunes, this plastic or recycled cardboard business card sized gift cards come with a unique download code to be entered on the web that will collect data about the fan downloading (I. E. ;mail, address, zip code, age, etc. ) * CD Manufacturing Professionally copy of The Companys latest releases. Online Presence * Customized Namespace Layout A new layout will be designed and published at http://www. Namespace. Mom/semiconscious to maximize fan experience and brand exposure on the #1 music discovery destinations on the web. * The Sound Noise Backbone A new Backbone layout will be designed and published to NNW. Backbone. Com/semiconscious. Musicians will also receive their own new designed Backbone page. Backbone will be updated weekly with amps, pictures, video and commentary from The Company. The blob will serve as a two way communication between The Company its fans and stakeholders. Once the professional press kit and updated online presence is complete, The Company will move forward in presenting The Companys products to the mediums that are illustrated and outlined in detail on the following pages.Reviews ere Company will do as much as it can to effectively promote ourselves in the press; however we anticipate the need for a full time publicist. * The Company will pay a full time professional publicist at a rate of $500 per month to secure interviews and reviews in both online and offline publications. The first step in assisting the publicists is to compile a list of appropriate press accounts (I. E. Outlets) in our target racket college press, local magazines and newspapers, fanzines, online press and media, etc. Note that our list will include press that is not primarily focused on music, but which music fans read for example, fashion or auto magazines.Evaluation of our press and publicity efforts will include the monitoring and tracking of single, album and concert reviews, as well as interviews and features regarding our label and its acts. Radio ere Company will do as much as we can to effectively promote our record ourselves to commercial and college radio; however we anticipate the need for an independent radio promoter. The Company will pay a professional college radio promoter at a rate of $500 per month to secure radio spins on BEDS/COM tracked radio stations. In addition, The Company plans to use highly influential online services to market its music to radio. These services will be paid at a rate of $1,000 per month. We will assist the efforts of the radio promoter by creating a comprehensive list of station information. Servicing radio involves providing the MD, PDP, Dos and Promotions/ Marketing Director with full-length CDC and singles, and updating appropriate radio personnel with information on our acts and developments with our label (new leases, upcoming concerts to add to the concert calendar, special promotions in the area, T-shirts, posters, flyers, etc. ). Evaluation of our radio promotion efforts will Include the monitoring and tracking of ads, level of rotation and overall chart statistics (Billboard, BEDS, and College Music Journal). Road En plan to Join The National Association of Campus Activities to maximize the number of paid gigs per year. These shows easily become multi media events a place to sell Cads and other merchandise. * The membership rate for the NCAA is $750 as described in the start section in the financial plan. The Company will also SE online booking agencies to find high profile, paid gig. We will pay those services a total of $500 per month. Retail Marketing While no one element of our marketing mix is more important than the other, we will tie as much of our marketing efforts into retail as possible. The first step will be to build a comprehensive list of music blobs that make sense for The Company. Secondly, we will service the online record stores (I. E. tunes, Rhapsody, music, Amazon MPH, All and more) with current releases, promotional material, and point of purchase advertising. * The cost of distributing The Companys product will be TA rate of $100 per month. Online vs..Offline The Straddle is a term coined by professor/flogger George Howard to explain the difference between online and offline market. The balance act necessary to leverage both worlds is something that is not so often talked about, but one that most successful acts are already doing. * The cost of online and offline advertisement will cost the company $1 500 per month For independent artists, this concept is even more important to grasp. Namespace and other social networks have given rise to a generation of musicians who think they can become an instant success from their opts. Truth is, if you fail to create a real connection with the fans or friends you make online, you will ultimately loose them all offline. Our Street Team The street team is an integral part of The Companys marketing plans, and a significant portion of every artists marketing budget is dedicated to manufacturing promotional items for street team use. The street team will be an extra set of several arms and legs scattered across the country supplementing the efforts of our publicist, radio promoter and general managers. * The cost to properly fund our street team will be $300 per month MANAGEMENT PLAN Brandon Ernest President ; Aaron Fisher Secretary Brandon has managed UPS for 3 years and is looking to take his experiences and knowledge to his own business. He is also musically trained on trombone, guitar, piano, and drums.While Aaron Fisher is a graphic design major looking to take his cameras where ever life leads him. Also equipped with computer gear made by apple overseeing design operations is his dream. Both men are musicians at heart and the music industry is full of heart. Gerard Brooks (aka Rush) UP Operations He is the eldest of 4 children and was raised in a single family home by his mother. His responsibilities, at times, seemed overwhelming in comparison to others his age. His hard knock life bestowed him with a make it happen now attitude. Life has not always been beneficial for him, but deep, perspective thinking and speaking it real is truly evident in his music.Gerard began music Just by making a rhyme for fun in the Once the crowd heard my rhyme, they went wild and I received such an adrenaline rush hence the name Rush. Ralph Kay (aka Picasso) UP of Sales Picasso, the eldest of 3 children, was part of one of the only African American families in the area that had both parents living in the same household. Although a two parent household might sound normal to many people, Ralph understood that it was not at all a normal occurrence. Because of his secure environment, he grew up with a care free, all is right with the world attitude. Nothing seemed to concern or worry him much, still does not. This fosters his ability to paint beautiful pictures with words and use his witty humor along the way.

Business and Society Assignment Example | Topics and Well Written Essays - 1000 words

Business and Society - Assignment Example 80). This report discusses the organizational codes of conduct that a company should possess with analytical conduct through benchmarking and implicative proceedings that ensure the sustainable relevance of such codes in the years ahead. Eventually, a conclusive section will be drawn, covering the generic scope of the focal idea of the study. 2.0a Company Background The company in this section refers to an entity that centers on manufacturing building products and services. As such, stipulations have been made to formulate the codes of conduct of the company through benchmarking the Louisiana-Pacific Corporation, Skanska, and Simpson Manufacturing Corporation’s codes of conduct. Simpson’s codes of conduct have been adopted, e.g., workplace health and safety, product and service quality, confidentiality, and the encouragement of reporting an illicit and unethical behavior (Simpson Manufacturing Co., Inc., 2011). Skanska's personnel development, employment terms, proper d isclosure of information, and environmental concerns are also instilled (Skanska, 2012). Finally, adopting LP’s proposition of having an honest and truthful means of communications and compliance with laws, rules and regulations (Louisiana-Pacific Corporation, 2012) will complete the codes of conduct for the company. 2.0b Rationale of Choice of the Code of Conduct Numerous companies of today have codes of conduct that implicate a developing organizational norm and the infringement of which might entangle cost and risk. The cost is the one which melts the opportunity to use a contingently efficient management scheme, and the risk is the one which pertains to not having a solemn code of conduct (White & Montgomery, 1980, p. 86). Abiding by the legal matters can help the organization sustain its operations in the long term. Provisions should be given to ensure the safety of workers in the workplace. Because of the technological developments, the labor environment is altering as well, and the company should implement policies that further protect its workers. One of them may pertain to employment terms such as age, gender, race and other employee’s personal matters. The social and cultural aspects are altered because of the workforce variations such as oversea workers. An honest and truthful means of communication would further uphold proper disclosure of information among the stakeholders of the organization. This notion is governed by the political concerns such as regulatory policies that emerge to be mandatory in all types of organizations. Confidentiality and discouragement of unethical conducts within the company can help the business achieve its corporate goals. When all of the internal facets of the operations are well-suited to the attainments of goals, quality service will then be the next target of the company. That is a manifestation of the quality product offerings of the business. Lastly, it should not omit the importance of environment in the codes of conduct. In the first place, the environment is where everything takes place, and it should be preserved well for the next generation. The economic issues are by far the most crucial factor in developing the codes of conduct because this can affect the entire industry if the violation is proven by the

Wetlands of Arkansas Research Paper Example | Topics and Well Written Essays - 1000 words

Wetlands of Arkansas - Research Paper Example State parks, location of the wetlands in the state, and conservation plans for the wetlands would also be discussed. The official website for state parks in Arkansas reveals a total of 52 which offer diverse recreational and outdoor facilities. From among those mentioned are: Cane Creek, Crater of Diamonds, Daisy, Devil’s Den, Jacksonport, Lake Charles, Lake Fort Smith, Mount Magazine, Ozark Folk Center, Petit Jean, Village Creak, White Oak Lake, and a host of other state parks (Arkansas State Parks, 2007). The wetlands in Arkansas are classified using the hydrogeomorphic (HGM) approach. This approach is described in detail, to wit: â€Å"is a procedure for assessing the capacity of an ecosystem to perform functions. It is designed to assess wetland and aquatic ecosystems, which are normally characterized in terms of their structural components and the processes that link these components. Structural components of the ecosystem and the surrounding landscape, such as plants, soils, hydrology, and animals, interact with a variety of physical, chemical, and biological processes. Understanding the interactions of the structural components of the ecosystem with surrounding landscape features is the basis for assessing ecosystem functions, and it is the foundation of the HGM Approach† (Brinson, 1995). Using the HGM Approach, the wetlands in Arkansas have five basis classes: depression, flats, fringe, slope and riverine. According to the Classification and Characterization of Wetlands of Arkansas (n.d., 5) â€Å"depressional wetlands occur in topographic low points where water accumulates and remains for extended periods†. There are three subclasses and seven community types under this classification. The discourse described slopes as occurring on â€Å"sloping land surfaces, where ground water discharge or shallow subsurface flow creates saturated conditions† (Classification,

Rare Genetic Disease Essay Example | Topics and Well Written Essays - 750 words

Rare Genetic Disease - Essay Example The significance of this article lies in its assertion to establish a link between molecular biology and medical outcome. This claim is partially validated by the result of the research however, since the article is limited only on how the molecular make-up of an individual (represented by a laboratory model, in the research) is contaminated by progerin. It would have been more credible had the writer included researches done in clinical setting as well. At this point it is worth mentioning that such article is easily accessible by the general public. Hence, fundamentals such as 1) history, 2) special features of children that have been affected by progeria, 3) diagnosis 4) how progeria affects aging, and 5) drug/s or medication that might have been tested to cure or retard the effect of progeria should have been briefly discussed.. Furthermore, A better understanding of the causes of this syndrome (Progeria) could lead to better insights into the mechanisms of both development and a ging. Furthermore, the article emphasized that the cause of HGPS was identified in 2003,2 but failed to mention that progeria syndrome took its root as early as 1886 when Dr. Jonathan Hutchinson first described the disease.3 Certainly there are more studies available that might have served as a foundation to this article. One of those considered an authority in the study of HGPS is the Progeria Research Foundation (PRF). Following are some of the results from studies conducted by PRF. About one in four to eight million newborns (both sexes) have been affected by Progeria. Children around the globe including Algeria, Argentina, Australia, Austria, Canada, China, Cuba, England, France, Germany, Israel, Italy, Mexico, the Netherlands, Poland, Puerto Rico, South Africa, South America, South Korea, Switzerland, Turkey, the US, Venezuela, Vietnam and Yugoslavia have been affected by the disease. Signs of progeria-affected newborns include growth failure, loss of body fat and hair, aged-looking skin, stiffness of joints, hip dislocation, generalized atherosclerosis, cardiovascular (heart) disease and stroke. The children have a remarkably similar appearance, despite differing ethnic backgrounds. Children with Progeria die of atherosclerosis (heart disease) at an average age of thirteen years (with a range of about 8 - 21 years). They suffer from the same strokes and heart attacks that affect millions of aging people throughout the world. But heart disease in progeria is fast, and they can get strokes as early as (four) years old.4 These and other studies aimed at discovering the cure and effective treatment for Progeria and its aging related disorders should have been cited in this article to clarify and support its contention. References: 1 Rare genetic disease (03 March2008). E-Lab. Accessed on 02 April 2008 from http://www.scientistlive.com/lab//Biotechnology/2008/03/03/19907/Rare_genetic_disease 2 Ibid. 3 Gordon, Leslie B (Summer 2007). Progeria: Growing Old Too Fast. Your World -- A Biotechnology Magazine, 16 (2), 3-5. Retrieved 02 April 2008 from 4 Progeriaresearch.Org, c 2006. Progeria 101 Fact.The Progeria Resear

Research Activities Paper Example | Topics and Well Written Essays - 1750 words

Activities - Research Paper Example The journey through highly successful advertising practices and the obvious benefits attached of Aspirin, specifically Bayer Aspirin is one of note. Bayer AG according to the Bayer AG website was originally founded as, â€Å"The general partnership "Friedr. Bayer et comp." was founded on August 1, 1863 in Barmen - now a district of the city of Wuppertal - by dye salesman Friedrich Bayer (1825-1880) and master dyer Johann Friedrich Weskott (1821-1876). The object of the company was the manufacture and sale of synthetic dyestuffs.† (â€Å"Bayer AG† 1) Originally medicines were not something that this company desired to promote and it did quite well in the promotion of its synthetic dyes. Growing from three original employees to over 300 by the time it became a joint stock company. This rapid growth was almost directly attributable to the success and ability of its founders in marketing and advanced approaches to products. â€Å"Sterling Drug benefited from World War I. B ecause supplies of drugs from Germany were cut off by the Allied blockade, they set up the Winthrop Company to manufacture the active ingredients. After the war, Sterling acquired the American Bayer Company. They established a separate subsidiary, the Bayer Company, to market Bayer Aspirin† (â€Å"Sterling Drug, Inc.† 1). ... â€Å"Bayer AG transformed into a management holding company and the related hive-down of business operations into legally independent companies, the number of employees dropped from 36,010 at the beginning of 2003 to 590 on December 31, 2003.† (â€Å"Bayer AG (BAYRY)† 4). This reorganization reduced the direct workforce and enhanced the ability of the parent holding corporation to better separate assets as well as increase overall profitability. Aspirin was the result of massive efforts towards research within the original Bayer organization and in 1899 Aspirin ® was developed by Felix Hoffman and quickly became known as the drug of the century. According to Massachusetts Institute of Technology Lemelson program, Hoffman’s â€Å"miracle drug† was the result of solid research and hard work. On August 10, 1897, he succeeded with this endeavor: By combining acetylating salicylic acid with acetic acid, he created acetylsalicylic acid, or ASA, with the right characteristics for consumer use. The substance had the ability to relieve fever, pain and inflammation, all without upsetting the patient's stomach (â€Å"Aspirin† 1) Prior efforts had made this a difficult drug for people to use as it had irritated the stomach severely. Now it was able to be used regularly and did not cause the irritation to the stomach that had occurred before. The advertising behind this wonder drug also showed the desire of the manufacturers to promote it as in 1917 patents regarding the manufacture of this drug expired. In July 1916 a journal titled, The Pharmaceutical Era included the following information regarding the advertising campaign being conducted by The Bayer Company, Inc. This journal stated that, â€Å"The Bayer Company, Inc., which for some months past has