Hygrometer a Weather Instrument that Measure Humidity

Hygrometer a Weather Instrument that Measure Humidity A hygrometer is a weather instrument used to measure the amount of humidity in the atmosphere. There are two main types of hygrometers a dry and wet bulb psychrometer and a mechanical hygrometer. What is Humidity? Humidity is the amount of water vapor in the atmosphere caused by condensation and evaporation. It can be measured as absolute humidity (the amount of water vapor in a unit volume of air), or a relative humidity (the ratio of moisture in the atmosphere to the maximum moisture the atmosphere can hold). It is what gives you that uncomfortable sticky feeling on a hot day and can cause heat stroke. We feel most comfortable with relative humidity between 30% and 60%. How do Hygrometers Work? Wet and dry bulb psychrometers are the most simple and common way of measuring humidity. This type of hygrometer uses two basic mercury thermometers, one with a wet bulb one with a dry bulb. Evaporation from the water on the wet bulb causes its temperature reading to drop, causing it to show a lower temperature than the dry bulb. Relative humidity is calculated by comparing the readings using a calculation table that compares the ambient temperature (the temperature given by the dry bulb) to the difference in temperatures between the two thermometers. A mechanical hygrometer uses a slightly more complex system, based on one of the first hygrometers designed in 1783 by Horace Bà ©nà ©dict de Saussure. This system uses an organic material (usually human hair) that expands and contracts as a result of the surrounding humidity (that also explains why you always seem to have a bad hair day when it’s hot and humid!). The organic material is held under slight tension by a spring, which is linked to a needle gauge that indicates the level of humidity based on how the hair has moved. How Does Humidity Affect Us? Humidity is important for our comfort and our health. Humidity has been linked to sleepiness, lethargy, lack of observations, lower observation skills, and irritability. Humidity also plays a factor in heat stroke and heat exhaustion. As well as affecting people, too much or too little humidity can affect your possessions. Too little humidity can dry out and damage furniture. In contrast, too much humidity can cause moisture stains, condensation, swelling, and mold. Getting the Best Results from a Hygrometer Hygrometers must be calibrated at least once a year to ensure they provide the most accurate results possible. Even the best, most expensive hygrometer’s accuracy is likely to alter over time. To calibrate, place your hygrometer in a sealed container alongside a cup of salt water, and place it in a room where the temperature stays relatively constant throughout the day (e.g. not by a fireplace or front door), then leave it to sit for 10 hours. At the end of the 10 hours, the hygrometer should display a relative humidity level of 75% (the standard) if not, you need to adjust the display.

KanIrraDeebaaQubeeQabusan Article Example | Topics and Well Written Essays - 500 words

KanIrraDeebaaQubeeQabusan - Article Example a good working condition, I always wear several hats like being an expert clinician, a mentor, supporting staff members and advocating for patients and families tirelessly. Since I worked as a nurse, we have had a good relationship with staff members and this has made my career successful. I live in Richmond town. The goals of my course is to understand the main causes of bipolar disorder, its signs and symptoms, to understand in detail the four types of mood episode in bipolar disorder, how to treat the diseases and the varying cost of treatment. I will also like to learn how to train an individual on how to handle the disorder in their own and know how to provided guiding and counseling to patients. My case study will be about care of Susie who is suffering from bipolar disease. The patient is a 22 years old student. For over a week, he has gone without a sleep and throughout the week he has spent time in heightened state of activity, she can’t control what he is doing. He has developed strange and grandiose behavior that takes mystical tone, he also forgets what he always do and he has started writing notes so as not to forget what he is doing. The policy issues related to Susie case include enforcement of non discrimination laws; Susie has been facing discriminated in school according to his friends and this made her become stressed. Stress is one of the main causes of bipolar disorder, discrimination against Susie also lead to poor healthy working life balance which end up causing bipolar. Title VII of The Civil Rights Act, 1964 prohibits â€Å"discrimination in terms and conditions of work on the ground of race, color, national origin, sex and religion. The school atmosphere for Susie has not been favorable. The poor studying environment resulted in hostility, mistrust, and rivalry which lead to depression because it spreads negative attitude and harm relationship between Susie and other students. Another policy is taking the right food. Healthy eating will

Outlining serves Coursework Example | Topics and Well Written Essays - 250 words

Outlining serves - Coursework Example Having the outline in place helped me overcome the initial blocks encountered in writing. The outlines helped in breaking down the writing into its main ideas with supporting details. The outline helped in the identification of weaknesses in the argument. It helped in realizing where the supporting details to the main idea were insufficient. The outline was of great importance in tracking points that were misplaced as supporting arguments that were in the fourth paragraph instead of the second paragraph (Working Center Staff n.d.). The outline further helped in motivating me to write and stay focused on the writing process. That resulted in organizing the ideas in a manner that made the most impact. The organization involves including strong supporting details at the start and end of paragraphs that will help capture the reader’s attention. Some strong details were omitted in some parts of the paragraphs to use them at the end of the essay so that it could have a strong bang t o the reader. The outline was of value in creating a guide that results in the writing being easy and time-saving. Finalizing the outline helped in approaching each section with known intentions of what to include. The outline helped in ensuring my draft has balance. Looking at the outline, it is easy to tell some parts of the writing that are less or more substantial than others. The outline, therefore, helped in organizing the draft in a way that the ideas were balanced both in quality and quantity against each other (Working Centre Staff n.d.).

Achieving Personal Goals While Contributing to the Good of Humanity Essay

Achieving Personal Goals While Contributing to the Good of Humanity - Essay Example The first acquaintance with your university was as a result of inquiries that I made to my mentors about the best institution to prepare myself for my chosen career. They highly recommended this institution as a value-based organization that is committed to the development of highly qualified professionals who will not only deliver on their mandates effectively but will also contribute towards the achievement of national goals. As a nature enthusiast, I love the park-like setting of this university and would love an opportunity to call such a beautiful setting my home during my most formative years. Also, the sporting environment around the university is attractive to me because I like running. In addition, the city of Geneva is a melting pot of cultures that will provide an opportunity to appreciate the culture of other countries. I also have an interest in international affairs which staying in Geneva will enable me to explore. For example, the location of the United Nations and th e financial centre that is the city will give me an opportunity to interact with both organizations and individuals that shape global affairs. The institution has a qualified and dedicated staff that facilitates the learning process by making sure that they have all the resources that they need to learn (Webster University 1). In addition, the institution has created a culture of collaboration among both the student and teaching community. Furthermore, the institution is committed to global academic standards. This is important for me since I want to intern at an international organization.

Overview Of Company And Pharmaceutical Market Commerce Essay

Overview Of Company And Pharmaceutical Market Commerce Essay GSK is one of the leading pharmaceutical players in the world whose operations span 117 countries globally and it markets to 140 countries around the world. (Source: www.gsk.com) It is primarily organised along product and regional divisions, including Prescription Medicines, Vaccines and Consumer Healthcare. In recent times it has undergone a major streamlining of its operations in order to better respond to the environments in which it operates. Clearly, its environment is characterized by a great deal of change and uncertainty and hence it is extremely important that the structure in place is one which allows for information flow and knowledge exchange between subsidiaries and operations throughout the world in order to achieve its objectives and also to anticipate change and turn it to its advantage as a Marketing opportunity, rather than be surprised by it when it occurs and perceive it as a threat. (Baker, 1992) It is primarily structured on a regional basis covering Europe, No rth America, Central and South America, Caribbean, Asia and Australasia, Southeast Asia, Africa and the Middle East. The nature of the industry and the varying legal and regulatory environments which govern the industry makes this necessary as the environments are highly variable with different stakeholders and interest groups participating at different levels with varying degrees of authority and influence, though convergence is increasingly evident. Although primarily involved in pharmaceuticals and healthcare, the company also produces a variety of consumer products with some leading brands such as Lucozade, Aquafresh and Ribena. This implies that the company is rather varied in terms of its product portfolio and thus, the structure needs to be adapted according to the markets it serves which are clearly varied on a global basis. In recent times, the pharmaceutical sector became increasingly consolidated on a global level as a number of notable mergers took place throughout the latter part of the 20th Century as companies sought to gain competitive advantage by combining skills and assets and to achieve scale economies in research, development and production. One of the main characteristics of the industry is that it is intensely competitive and the overriding goal of the majority of players is to provide innovative and speedy responses to market. The industry has also come under the spotlight for certain unethical practices, reflective of the nature of the industry as a whole and particularly the fact that its success is very much dependent on the purchasing power of nations. Hence, there has also been much criticism voiced, especially in developing and poorer countries where access to medication and treatment is clearly not as available as in the developed West. As a result, recent years have seen many of t he larger players becoming much more involved in issues of Corporate Social Responsibility, integrating the concept into the overall strategic framework of the company. (Katsoulakos Katsoulacos, 2007) The pharmaceuticals sector has been affected by the enormous speed of change in its operating environment, one of the principal being that of the development of the Internet and other communications technologies. In the past 20 years or so, the industry has undergone major upheaval and consolidation has been prevalent. In order to survive, business models and organisational structures have had to be adapted to cope with the wider external forces or contingencies and the complexities which exist within the industry. The high number of mergers and acquisitions which have take place has also clearly impacted on the subsequent structures in place, especially relevant in the case of cross border deals where cultures vary at both organisational and national level. This has been a major factor in the development of the structure within GSK as the company has had to deal with 2 major mergers within a relatively short space of time and has massive implications for the management of the variou s cultures, both at organisational and at national level, which it subsequently had to deal with. Hence, the creation of a uniform GSK culture across its many divisions became of paramount importance for the leadership of the company. This is obviously a major area of concern, especially in post-merger management as the correct structures and cultures need to be put in place if synergies are to be realised and was a problem area initially for the Greek subsidiary. If we look back to the 1960s as the time when the Pharmaceuticals Industry began to evolve, the business models adopted by companies then were primarily based on innovation and the creation of new and effective drugs. Many were organised along functional lines, which arguably, were appropriate at the time. Much in line with the Contingency theorists, particularly Burns and Stalker (1961), environmental factors have had an astounding impact on the way organisations in the sector are structured and subsequently managed. The 1960s were characterised by rapid growth in economic terms in most developed countries, and this new prosperity clearly brought advantages to many market sectors, the pharmaceutical industry being one such benefactor. At the same time, the regulatory environment was considered to be much less rigid than that we know today and consequently it was easier for drugs companies to bring products to market and secure patents to ensure sole distribution. Differentiation bec ame a key strategy which thus affected the structures in place (Lawrence Lorsch, 1967) which tended to focus on the distinct competencies and specialisations within the firm. Up until the 1980s, research and development was still an integral part of the value chain and the product offering, but costs were continually rising and the returns were gradually being eroded. Some might say that consolidation was inevitable, but this alone was not enough. Companies had to rationalize their manufacturing procedures and many opted to locate operations in just several markets around the world, to gain both financial savings and create hubs of specialists who would contribute to the continued drive for innovation in the market. The structures in place were no longer fitting to the environmental factors at play nor did they facilitate the execution nor realization of objectives, which had also altered radically. In the case of GSK, it was able, due to its sheer size and consequently, resources, to take advantage of technology so as to create competitive advantage in its market, much in line with the resource dependency view as advocated by Pfeffer and Salancik (1978) as opposed to the view of Hannan and Freeman (1977) who tended to see the environment as being constraining to organizations, rather than looking at how companies can benefit or exploit what others may view as contingent factors. One of the most significant developments affecting all players in the industry was the development of the Internet. This ultimately offered up choice to the end user, increased distribution efforts as well as facilitating negotiations and alliances between suppliers in the market, but ultimately, it made consumers more informed and automatically made them part of the purchasing process. This ultimately called for new structures to be put in place which could satisfy all stakeholders in the chain while still retaining and concentrating on core competencies of research and development, though the pressure to innovate has become much more intense. All of the top 15 pharmaceutical companies have undergone senior executive-level changes within the last two years, bringing in an influx of new C-suite talent that includes many individuals from industries that have successfully tackled the challenges now confronting Pharma,à ¢Ã¢â€š ¬Ã‚ ¦These leadership changes should help innovative companies to transform their finance function, organizational design, and business models in ways that enable them to continue to prosper in a challenging time. (Carolyn Buck Lane, Global Pharmaceutical Leader, Ernst Young, available at http://www.pharmaceuticalonline.com/article.mvc/Pharmaceutical-Industry-Needs-To-Speed-Up-0001?VNETCOOKIE=NO) Organizational Structure For most companies, organization design is neither a science nor an art; its an oxymoron. Organizational structures rarely result from systematic, methodical planning. Rather, they evolve over time, in fits and starts, shaped more by politics than by policies. (Goold Campbell, 2002) Globally, the company is organised along regional and product lines and also involves a structure which encompasses the different functions of the company. As research and development is so high on the priority of the organisation, and the industry in general, this part of the company appears to operate almost independently, though with links to the other areas of the business. As the company has evolved over time, and obviously as a result of its merger with Smithkline in the 1990s, the power structures within the company have also changed somewhat and is much more widespread and less centralised. It is evident that the company has attempted to capture the essence of Druckers information-based organisation (1988) recognising that information must be distributed throughout in order to capitalise on the existing expertise within the company and to promote further learning and development of individuals within, promoting cross-collaboration and knowledge exchange which shall in turn produce creativity and innovation, much in line with Quinns theory of the learning Organization (1980) . This is viewed as a key to achieving competitive advantage and obviously, the quest for finding new and innovative solutions for the market at all levels. It also recognises how distinct and separate functions must work together so that there is cross-collaboration, communicati on and knowledge exchange as propagated by the likes of Drucker (1988) and Handys notion of federalism (1992), The states of federation stick together because they need one another as much as they need the center. (Pg. 65) One of the major problems for GSK in terms of structure is that it not only operates across different and unique functional lines, but also across various national environments. Contingency factors are therefore also varied across legal, political, economic and social spectrums, requiring different approaches to different environments. Bartlett and Ghoshal (1990) looked to the matrix structure as a response to this problem which essentially required a degree of centralised control but also national responsiveness to the different contingency factors at play. In theory, the matrix structure should have been able to deal with the complexities, but as argued by Bartlett and Ghoshal (1990), the failure of such a structure was due to the fact it had not been created in the minds of management and they had continued to operate at local or national level. This was evident within the Greek operations as well as evident in other operations worldwide, who essentially felt isolated and independ ent of HQ at the end of the 1990s, and much was done to overcome this problem through improved communication networks and attempts at promoting an organisational-wide philosophy and mission which ultimately translated into a more uniform culture, while still retaining a degree of local responsiveness. The requirement for the effectiveness of the matrix structure is that it required a specific mindset and a major shift in organisational culture and values. Trans-nationality was a new management mentality; one that essentially attempted to recognise and deal with complexity rather than attempt to remove it. Within such an organisation, the anatomical structure of the organisation itself matters less, and the psychological element, the people element has become the most important factor of doing business globally, hence the quest to shape organisational culture and mindset. In line with the overall evolution of strategic management, the people element and the organisational culture ele ment, became more important in subsequently shaping both strategy and structure within organisations and has been the path pursued by GSK. Within the GSK, combining control and responsiveness has been problematic as employees are geographically dispersed, such as with the Greek subsidiary, operating within different socio-economic environments, whereby it is impossible and inadvisable to assume that they will share common values and be motivated by the same things. Consistency was highlighted by Bartlett and Ghoshal who saw that many corporate objectives were not being achieved as individual country subsidiaries were too concerned with the attainment of national targets, rather than overall global company objectives. Subsequently, advances in technology have facilitated and improved communication and reporting lines overcoming some of the obstacles and hurdles, yet psychological barriers remain the most difficult to deal with and shall undoubtedly be a major hurdle. The analysis has shown that GSK chose this as a suitable structure as it allowed, concentration on specific projects or special efforts and essentially it a llowed for a combination of the previously presented functional and product structure (Held et al, 2009, Pg.58) while still retaining responsiveness to specific situations or markets as required. Although some principal functions are still essentially centralised from the company HQ in the UK Finance, HR, Legal, Communications, Ethics and Compliance and IT, they work closely and in unison with the companys various divisions and regions across the globe, including Greece. It is deemed necessary to have these areas to be centralised to a certain degree in order to exert a degree of control and allow for consistency. However, there is also a great deal of emphasis on autonomy of the various units while still allowing for a unified vision and the pursuit of common objectives. As Huczynski and Buchanan described, By having a power structure, the group avoids continued power struggles which can disrupt its functioning (1991). This is much in line with Handys view of the Federalist Organisation, and the subsequent structure which has been created is simultaneously a reaction to the environments as well as being predetermined by individual opinions and the objectives of the company, as the Strategic Choice perspective of organisations advocated and reinforces Chandlers notion that structure follows strategy. One of the difficulties for GSK is the expanse of its operations globally which makes control and co-ordination difficult, but necessary. As Bartlett and Goshal argued in the 1990s, top-level managers à ¢Ã¢â€š ¬Ã‚ ¦ are losing control of their companies. The problem is not that they have misjudged the demands created by an increasingly complex environmentà ¢Ã¢â€š ¬Ã‚ ¦nor even that they have failed to develop strategies appropriate to the new challenges. The problem is that their companies are organisationally incapable of carrying out the sophisticated strategies they have developed. GSK have attempted to create a structure which is in part evolutionary, a reaction to its environment and markets, thus following a contingency view of the organisation, and has also been predetermined by management, as highlighted by Thompson and McHugh (2002) . As later commentators observed, the contingency theorists did not take into account the fact that organisations as entities could actually alter the contingency factors deliberately or unintentionally through their actions. Introducing new products or new ways of doing business, can actually alter and in many instances shape their environment, as argued by Moss Kanter (2002). GSK wanted to push accountability to all levels of the organisation, seeing this as necessary to capitalise on the internal assets available to them as well as recognising the diversity of its divisions, its markets and its employees. There is a great sense of urgency surrounding the notion of a common and unified vision and the creation of a structure which allows a positive and unified culture throughout the company, while still allowing for a degree of autonomy throughout the different divisions and functions regionally. For so long structures had been very mechanistic with clear reporting lines and lines of authority in place. Such organisations are now generally referred to as bureaucracies. It is now recognised that power must also be coordinated and integrated in some way and GSK recognised that by pulling together the overall power of the organisation is increased at a global level. They have attempted to apportion the same degree of power to different divisions, recognising that they all have a valuable and strategic role to play in the organisations overall success. Again, in line with Handy and Druckers predictions, employees are now viewed as assets, and although technology has taken on an extremely dominant role in all organisations, in essence, it is viewed as a facilitator to fully take advantage of the skills and assets a company may have in its possession, that is its people. Hence GSK fosters a learning approach, investing substantially in its people at both a functional and personal l evel and recognises that without them, it shall not achieve its objectives. Organisational Goals and Mission Strategic Fit Prahalad and Hamels (1989) view of strategic intent being the necessary ingredient of success is highly relevant to GSK. The authors saw that the Empowerment of the Strategic Intent was key to the effectiveness of strategy process and that it was, a matter that involves everybodyà ¢Ã¢â€š ¬Ã‚ ¦..to challenge the traditional downward communication style to an upward communication stream of new ideas coming from all the organization. (Source:http://www.valuebasedmanagement.net/methods_hamel_prahalad_strategic_intent.html, accessed 11/11/09) The fostering of an open communication system while still maintaining central control and direction should facilitate the exchange of ideas across the company, thus enhancing knowledge as well as market insight from specific customer markets, and thus promoting and inciting creativity and innovation which is one of the most important goals of the company. At the same time, it develops not only a sense of common purpose across the organisation but makes employees feel part of the overall strategic plan, thereby increasing motivation and productivity levels which have knock on effects across the board as employees feel empowered (Kotter, 1995). GSK has realised that much more important than the anatomical structure in place, there is a sense of common purpose across the company and its divisions which are characterised by diversity in functional, people and cultural terms. The important element of the new structure is that it revolves around the markets it serves rather than around functional areas, though these are still of great importance, especially the RD function. There are much fewer reporting lines to allow for the free flow of information and communication throughout the company. Flexibility and 360 degree feedback are built into the system and an open network of communication is encouraged to aid in the innovation process. As Barr (2005) concedes, According to Tidd, Bessant and Pavitt, (2005), innovative organisations are those that are flexible, adoptive, learning, characterised by organic culture, with capabilities of networking and team-working. (pg.1) Although the overall objectives have remained largely the same over the years, there has clearly been a shift in emphasis, particularly a renewed importance placed on innovation, in light of increasing competitive intensity as well as the expiration of many patents globally. In addition, there has also been a greater importance attached to the notion of people as assets and the recognition of the diversity of its workforce, its operations and the differing needs of its markets. This is particularly relevant given the emphasis on new and emerging economies of China and India who shall become increasingly important strategically in the very near future, as well as the concerns surrounding access to medication and healthcare in developing countries. In this respect, the environment and the external drivers which impact upon it, have an overriding influence on the strategy and structure adopted by the company. It could, however, also be argued that the companies themselves have also had an amazing impact on the environmental landscape due to the sheer size of some of the big players as well as the innovations they have brought to market which have ultimately shaped the industry, particularly with respect to consolidation. This is likely to continue, so structures and strategies shall be part evolutionary in line with external developments, but also determined by individual organisations through their activities. In summary, the main objectives of the company are as follows: Grow a diversified global business Deliver more products of value and Simplify the operating model. The mission is: We have a challenging and inspiring mission to improve the quality of human life by enabling people to do more, feel better and live longer. By focusing our business around our strategic priorities, were confident that we can fulfil this promise. Source: GSK Annual report, 2008 Conclusion and Recommendations The dictum Structure follows strategy refers specifically to the historical shift in the strategy and structure of large firms, first documented in the development of American industry (Chandler 1962). This shift involved the transition in strategy from single to multiple product lines and the concomitant structural innovation, the introduction of divisional structure, which made it possible to overcome the inefficiencies of functional structure (in particular, decision overload at the top of the organizational hierarchy). (Source: www.le.ac.uk/ulsm/doc/suhomlinova_organizational.pdf, accessed, 02/07/09) GSK have worked extremely hard at creating an organisation which is responsive to its environments and also one which allows it to shape the environments in which it operates. While many view the opinions of Burns and Stalker as being outmoded for business in the 21st Century, the analysis has shown that many of their assumptions still hold true today according to both firm and industry context and are particularly relevant to the pharmaceuticals industry and GSK in particular. The overriding thrust of the analysis undertaken in light of looking at the company from the perspective of the contingencies affecting it, is that an overwhelming emphasis of the structure which it has created is one that is fluid enough to facilitate innovation and the exchange of knowledge, and also one which recognises the diversity of its workforce, its markets and its operations, thus it essentially takes the best elements from the contingency school and the resource dependency theory which ultimately tr anslates into the strategic choice perspective . In this respect, it is attempting to achieve an organic structure which is flexible enough to respond to the uncertainty and unpredictability of the sector while simultaneously actually taking action which ultimately shapes the environment in which it operates. It appears that diversity is now a challenge of all business today, particularly those involved in global operations, and it appears that GSK has attempted to use this diversity as a key to its competitive advantage rather than seeing it as a problem which has to be overcome. Simultaneously, although it recognises that a certain degree of flexibility is required in its structure, it is also extremely important for the organisation to exert control and power, particularly given the intensity of competition and the fact that much of its business is of a particularly sensitive nature, both socially and politically. Power is dispersed throughout the organisation so that individuals , units and functions, can be exploited to their full potential. As Moss Kanter (1989) highlighted, to add value, managers think and work across boundariesà ¢Ã¢â€š ¬Ã‚ ¦every manager must think cross-functionally because every department has to play a strategic role. Hierarchies appear no longer to be a source of power in terms of both expertise, knowledge and success in the marketplace. GSK appears to be in an excellent position to capitalise on the opportunities available to it in the markets it serves globally. Its continued investment in learning and its support of staff, should allow it to recruit and retain the best skills available to it in its market. Clearly, more work and undoubtedly, changes to structure may be needed as the market changes further, particularly with regard to emerging economies, but its recognition that it is both a product of its environment as well as a shaper of its environment, should allow it to make the best possible strategic decisions going forward. Organisational structures are no longer used as a means to exert control and no longer operate in the same mode as political systems. This would be too rigid and would be at odds with the increasingly dynamic nature of the global business environment we know today. There shall be a continued emphasis on alliances and networks, internally and externally and the structure in place should be one which facilitates the pursuit of objectives but not be too rigid as to make changes, when required, impossible to achieve. As objectives change over time, the structure which accompanies it, may need to be altered as a result. As Kim and Mauborgne (2009) concede, There are three factors that determine the right approach: the structural conditions in which an organization operates, its resources and capabilities, and its strategic mind-setà ¢Ã¢â€š ¬Ã‚ ¦Even in a not-so-attractive industry, the structuralist approach can work well if a company has the resources and capabilities to beat out the competition. In either case, the focus of strategy is to leverage the organizations core strengths to achieve acceptable risk-adjusted returns in an existing market. In summary, our analysis of the industry has highlighted the importance and relevance of external events on a companys business model and strategic offering to the market. The nature of the industry across the value chain has changed substantially, with new entrants to the market and new and more demanding consumers of the end product. Differentiation strategies are much more difficult to create and certainly, even more difficult to maintain, hence many have formed partnerships or mergers in a bid to improve their competitive position. Price is extremely important, as we have seen from the success of the generic companies, but this alone will not suffice in such a competitive environment where stakeholders demands and expectations are constantly increasing, and the quest for innovation will continue to be important. As Daft and Marcic (2007) contend, The right structure is designed to fit the contingency factors of strategy, environment, and production technology. (Pg. 273) The chall enge is to define a business model which permits research and development to continue and succeed, while ensuring that returns are adequate and the market accepts a fair price. Over time, business models have also changed to become more focused on key competencies and strategic capabilities of the firm, much in line with the post-entrepreneurial model advocated by Kanter (2002), with many non core functions being outsourced in a quest to obtain a sustainable competitive advantage, others have opted for strategic partnership, seeing collaboration with apparent competitors as a viable option to outstripping the competition and obtaining market leadership. The contingency School of Thought, many argue, was a response to these new demands being placed on companies. Additionally, many also argued that it was in essence an extension of the Systems School, which focused more on the internal subsystems and interdependent functions within organizations. The challenge now, was to find a new a nd improved organization that fitted with its environment, which arguably calls for elements of each school of thought according to both external factors and internal capabilities (resource view). The important point is that there is no uniform answer to this problem as different industries and different companies need different responses. What may work well in one company will not necessarily translate across industry or organizational boundaries. What has become more important is that if strategy changes, for whatever reason, (internal or external), organizations must revisit structure to ensure that there is a fit between the two.

Modern Lifestyle

Phenolic yellowing issues We have been facing yellowing on the fabrics kept at stores,all the test results were passing like PH,Phenolic yellowing,Formaldehyde,Light and BGF but we couldn;t come to an solution . Hence we have finally kept the fabric exposed in sunlight for a day and found that it has totally became yellow in the exposed area. So please advise whether the fabric stored can be wrapped with a opaque cover and also in the dark room to avoid the issue. 1 month ago * Close viewer * Like * Comment * Follow * Flag * Flag as Promotion * Flag as Job * Flag as Inappropriate * More Reply Privately Suresh Kumar, Marco Premoli like this You, Suresh Kumar, Marco Premoli like this 21 comments †¢ Jump to most recent comments SureshUnfollow Follow Suresh Suresh Kumar †¢ Your fabric is definately containing some chemicals and its Ph is not neutra. ; The test done by you is not correct. You may send your fabric sample to our lab for correct test and evaluation. We can definate ly suggest a solution. Dyetech Consultants ( Testing Lab Division} 98 Ind Area A Ludhiana. PH 08528806039, India 1 month ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion ShaileshUnfollow Follow Shailesh Shailesh Shah †¢ what kind of fabric, Is it 100% cotton or other blend? 1 month ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 DanUnfollow Follow Dan Dan Koshak '50 †¢ Check your softeners used 1 month ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 JayakumarUnfollow Follow Jayakumar Jayakumar Gopalakrishnan †¢ The possibilitiess are 2. 1. The store illuminant is damaging the OBA , Fluorescent illuminants contain UV and can be quite damaging, especially the new CFL lamps. 2.The fabric was not neutralized properly, the ISO pH test does not show up bad neutrali zation as well as the AATCC tests does. We have done several correlations and have sufficient data to prove this. Most mills will check the last bath water and fabric surface for pH , they dont use the correct method to calculate the acid/buffer required to neutralize the fabric ( PKa PKb) , and hence may have unloaded at 6 or 6. 5, but the Alkali in the core would first come out when squeezed in the Padder and will form salts with the cationic softener, which can be checked by scoring the fabric and checking for white lines.Further on storage this alkali damages the OBA and causes yellowing. If the yellow is lemon then it is phenolic if it is a redder yellow or what is called Golden than it is alkaline. One must also factor for the volatility of Acetic aci if that was used for neutralizing. 1 month ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 1 AbhishekUnfollow Follow Abhishek Abhishek Jadhav †¢ 1) Dear G anesh I will just ask you to check core pH of your fabric after Application of OBA. for Core pH just boiled a piece of fabric at 98 C for 30 min in distilled water.Allow the solution to cool. Check the pH with the calibrated pH meter. 2) Now if you find your core pH to be highly acidic , I will suggest you to used a Sera Con M-TC from DyStar during your neutralization stage , which is a buffer. Thus even if the pH is not neutralized completely M-TC will not allow the alkaline pH of fabric to change beyond 6-6. 5. 3) Even after then if you faced phenolic yellowing problem, there is anti yellowing agent namely sera protect N-APY from Dystar. Just pad the fabric and your yellowing problem would be solved.In case of any further support kindly contact me † jadhav. [email  protected] com† 1 month ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 JayakumarUnfollow Follow Jayakumar Jayakumar Gopalakrishnan à ¢â‚¬ ¢ I disagree with the boil at 98 Deg for 30 mins statement, unless you are pressure cooking it where the boiling point of water will be lower . At 1 Atm 100 Deg is the boiling point for water . 1. mins is too long and will case several changes that will give erroneous results. 10 mins is sufficient. Please see AATCC TM 81 for correct procedure.My silence on the use of some special chemicals mentioned does not amount to my accepting these I have no knowledge on the use of these chemicals to make a comment. 1 month ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 SureshUnfollow Follow Suresh Suresh Kumar †¢ Dear Jaaya Kumar I agree with you. In normal conditions, 90 Degree c and 10 Mts is o. k. But if we want 60 degree colour fastness to washing and zero shrinkage, in addition to Ph Neutral,then 30 Mts recommended by me. Regards. 1 month ago †¢ Unlike †¢ Like †¢ Reply privately * †¢ Fl ag as inappropriate * †¢ Flag as promotion 0 KATHIRVELMURUGANUnfollow Follow KATHIRVELMURUGAN KATHIRVELMURUGAN RAMAKRISHNAN †¢ Drop me your requirements. We have solutions for it and we have done it at numerous customer locations. Mail me at [email  protected] com 19 days ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 sUnfollow Follow s s Madiwale †¢ Jaya kumar is absolutely right 18 days ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 AminUnfollow Follow AminAmin Khoja †¢ The theory of phenolic yellowing is as mentioned below :- Oxides of nitrogen are generated in warehouses/households from direct heating systems or from automobile emissions in the urban environment. Neither the oxides of nitrogen nor the phenolic compounds by themselves cause yellowing, but when united, form the yellowing products. The Butylated Hydr oxyl Toluene OR the phenolic derivatives of lignin from the packing materials migrate to the surface and get transferred to the textile material, which in turn, when exposed to the oxides of nitrogen in the ambient atmosphere, cause yellowing.Practically, Phenolic yellowing can be prevented by the following methods: [1] Avoidance of phenolic antioxidants and stabilizers in the packaging materials or in the synthetic polymer fibres used in the blends [2] keep the finished textiles at a slightly acidic pH (neutralization with specialty acids). Selection of Core-neutralising agent is important as, it should not contain mineral acid content. [3] Better to Avoid exposure to oxides of nitrogen pollution by different practices of storages condition 17 days ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion AminUnfollow Follow Amin Amin Khoja †¢ Dear Mr. Jayakumar, This is in ref. to your comment related to boiling poin t of water i. e. when you pressure cook it than boiling point of water is lower. When we pressure cook the water the boiling point of water will go up or down? as per my information read from book of textile printing by L. W. C. Miles, 5 psi pressure on water will make boiling point of water around 108*C, 10 psi pressure on water will make boiling point of water around 115*C and so on. i. e. saturated steam will be generated at concerned pressure due to hick of boiling point. ecause, definition of saturated steam says that the steam which is generated at boiling point is to be known as saturated steam. Kindly correct me if, i am wrong. 17 days ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 ARUN KUMARUnfollow Follow ARUN KUMAR ARUN KUMAR WALIA †¢ Kindly do let me know the following things so that I can let you know the cuases of yellowing :- 1. The fabric of which you are talking is made from which yarn. 2. Where in the process you are using Phenol. 3. Is yellowing occuring during processing or after complete processing. . If after complete processing then after much period. 5. What are the atmospheric conditions viz. Temp. , RH etc. under which yellowing is occuring. You just let me know these then I hope we will be in a position to resolve the issue , Arun Kumar walia 17 days ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 ZahidUnfollow Follow Zahid Zahid Akhter †¢ Dear I have a OBA which cover all such problem if any body need please call 00923004200236 Zahid 16 days ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate †¢ Flag as promotion 0 DaveUnfollow Follow Dave Dave Ducker †¢ Sorry for joining this discussion late, it is of interest that I see so many â€Å"wonder† products availble to prevent this from happening, but unless messages have been flyi ng back and forth directly there is no information with regards to what fabric this is 100% cotton? what colour and or colours are affected? what is the fabric dyed with? reactives, vats, directs? others? when testing was the fabric exposed to the sunlight whilst still in the packaging or removed from the packaging? omplete chemical exposure of the fabric, process and finishing conditions and recipes? core pH's? if using acetic acid think about using citric, chemical make up of the packaging? there are many different possibilities where it is coming from. If a logical step by step approach is adopted you will find the answer. If you require more info feel free to contact me direct. Regards, 16 days ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 1 ShaileshUnfollow Follow Shailesh Shailesh Shah †¢ Dave is exactly right without knowing chemical system, Machine, procedures , packing etc.There was discussion abou t phenolic test and I mention that Need to evaluate each and every step and then find solution this is very common problem and solve easily. I have done lots of fabric whit fabric for 100% polyester to 100% cotton and also blend Nylon/cotton etc for several customer like Nike,Adidas,Tommy, columbia sports etc. 16 days ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 SueUnfollow Follow Sue Sue Bolton †¢ is the fabic treated with OBA? it is known that the OBA degrades to yellow on exposure to light perhaps at ISO 105 B02 standard 1, then on further exposure this yellowing fades. ry assessing for light and examin at 30 min intervals 15 days ago †¢ Unlike †¢ Like * †¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 PalanisamyUnfollow Follow Palanisamy Palanisamy Krishnan †¢ Dear Ganesh pls send us for testing†¦. 14 days ago †¢ Unlike †¢ Like * â₠¬ ¢ Reply privately * †¢ Flag as inappropriate * †¢ Flag as promotion 0 PoongodirajanUnfollow Follow Poongodirajan Poongodirajan Ramasamy †¢ dear ganesh, use the BHT(Butyl Hydroxyl Toulene) free polybags to store the products to avoid such issues 11 days ago †¢ Unlike †¢ Like * †¢ Reply privately †¢ Flag as inappropriate * †¢ Flag as promotion 1 ShahidUnfollow Follow Shahid Shahid Iqbal †¢ In addition to the comments regarding bags and pH, please check the softener as well. Use only silicon softeners. Follow the following steps. 1. Follow the full bleaching process (peroxide bleaching with OBA). Maintain the whiteness degree 20 more then your requirement. 2. Use silicon softener only in the finishing process†¦ Silicon softeners will lower down your whiteness but since you already have a higher degree of whiteness this would be no problem at all.

Marketing and Product

1. On the Basics: a. We have asserted that marketing is really the strategic idea of ‘connectedness’ with customers. From the perspective of your final project company, identify and discuss how your company connects with its customers – select from either the marketing concept or the selling concept. Be sure to define each concept and be detailed in your response. A: Marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions better than competitors do. customer focus and value are the path to sales and profits) The marketing concept is a customer-centered sense and responds philosophy. (The job is to find the right products for your customers. ) My project company Samsung took the marketing concept and connect with its customers. Samsung chooses to concern more about customers’ need and invent products that solve customers’ problems rather than make it and sell it. Before inventing cellphone products it will do a lot of surveys and experiment to find out what problems exist and concerned seriously in modern world.Activities like free gift and sample-with-purchase, free experiencing and considerate after-selling service are good ways of finding what customer want and asking for feedbacks. Not only can these marketing strategies collect data and examples for its study, but also can build a strong relationship with current and potential customers. Besides that Samsung also develop a system of contacting with customers, which uses cell phones and email. By emailing and texting customer what new products are and asking their ideas about them helps improve products and make products more customer-orientated. . Referring to your project company provide a well-developed characterization of your market segment and your target market. i. Identify the most urgent issue necessary for you to penetrate or protect your desired market space. Mark et Segmentation: Target Customers: Urgent issue: The most urgent issue is to differentiate this smartphone from other smartphone of other brands by marketing. There are many smartphones in the market and the most competitive one is the iphone5 from Apple.These two smartphone have similar function and both have good reputation in repairing skins. To market the serum from Lauder we have to stress its function of giving you the most attractive function such as Pop up play and Face Zoom which Apple doesn’t have. c. Lastly, concisely address each of the following central positioning questions pertaining to your project company/brand: i. What position, if any, do you already have in the prospect’s mind? Here I list some of the competitive offerings Full range of service after selling Apple 9. 0 Nokia 7. Motorola7. 5 HTC 7. 0 Sharp6. 5 ZTE6. 0 Quality of product The branches of product ii. What position do you want to own? With a strong brand advantage and the luxuriant Apple store, Apple now is still the brightness star in people’s mind. But what I am going to do is to give customers more space to experience our product when they come to Samsung store . I aim to own the first place. iii. What companies must be outgunned if you are to establish or maintain that position? From my point of view, Motorola would be the first one to be outgunned.The reason is that: 2. On the Marketing Mix: Discuss the strengths and weaknesses of your company’s marketing mix and offer strategic recommendations on how the company should handle the most burning marketing problem/opportunity impacting the strategic performance of the ‘mix’. Consider shaping your answer with the 5Cs in mind Strengths: Lauder has diversified marketing strategies from retailing stores to TV commercials to spas. It present the product in many dimensions and gives consumer a full and impressive understand of the product.Weakness: Most of Estee Lauder’s retail stores are owned by the company. Lauder doesn’t want to cooperate with other retailers in order to keep their image of high-end. However, marketing the serum means you have to highly exposed your product to the public and remind them there’s always this choice for them and they have easy access to the product. Solutions: The burning marketing problem is galaxy does not have a strong differentiated position from other brands and not impressive to cosumers. Firstly, we should think of customer solution.By launching ad campaign in which stress the function of the product and list features that other cellphones don’t have, we are actually telling consumers that the extra benefits they can get from choosing this cellphone. Besides that we can set up experience lounge in some shopping malls for people to try the product out as well as teaching them how to use it to achieve the best effect. Secondly, we focus on customer cost. To some people who have never used it before they might not want to spend that much money in trying a new product.So when we are launching this product we can offer discount or selling as a package to lower the price so that more potential customer will be willing to have a try. Fourthly, we can promote the communication. By establishing two-way communication can really strengthen the tight with consumers. Why many brands are forgettable is because they don’t have a strong connection with consumers. By contacting consumers with email and message we can always expose them in the information of the products which increase the chance of them choosing the product. 3. On Consumer Buying Behavior: a.Referring to your company, describe a scenario of your typical customer using the buyer decision process when considering purchasing your company’s product/service. Use the language from our readings. i. Consider pulling from your database research offered in our library workshop to authenticate how your customers behave in you r market environment. b. Additionally, from the criteria that influence the rate of adoption, in what area does your company/product excel and what area does your company/product require attention to strengthen the adoption process? Be detailed in your response. . First we have Need Recognition. The buyer recognizes a problem or need of the cellphone by talking to a friend of watching an ad. Second, he will do Information Search. Ads are from commercial sources-controlled by marketers. He may also find information from personal sources, public sources and experiential sources. By watching ads or listening to the advice of a close friend or trying the samples she will get the information about the cellphones. Third, we have Evaluation of Alternatives. He will evaluate alternatives with calculations and logical thinking.By taking each attribute into consideration and compare different cellphones he finds out that cellphones from Samsung will satisfied his need with the functions galax y has. Fourth, he will make the Purchase Decision. After ranking brands and forming purchase intention, he is about to buy the cellphone. Now if attitudes of others also points to buying it and there’s no unexpected situational factors like worsening economy or dropping price of competitors, he will by the rather expensive cellphone form Samsung. Last but not least there’s Postpurchase Behavior.He will feel either satisfied or unsatisfied with the galaxy,which is the gap between the expectations and the product’s perceived performance. b. EXCEL Relative advantage: 4. 8† Super Amoled HD display Pebble blue or marble white Battery: 2,100mAh (wireless charging optional extra) Camera: 8MP rear; 1. 9 MP front S-Beam High speed file transfer via NFC and WiFi Direct, between two phones touched together, operating at up to 300Mbps. Smart Stay The phone tracks your eyes, so as long as you’re looking at it, the display won’t dim or turn off.What Needs to be STRENGTHEN? the purpose of the current market situation, the major brands of mobile phone chain (such as Suning, Gome, etc. ) occupies a large market, so we are faced with considerable pressure. According to the market potential, the Guangdong market level of consumption analysis, consumer groups, after all, is limited, so we have a unique service to impress potential customers. d out the differences. 4. On Branding and the Product Lifecycle: a. Referring to your company, identify the one major strength and weakness of the brand. i.What are your recommendations to strengthen the competitiveness and equity of the brand? ii. Identify at what stage your brand falls within the product lifecycle model. What is required for you to ensure that the customer remains eternally ‘connected’ to your brand? a. Strength: Samsung has sufficient fund for inventing so it’s able to apply high-tech into their products, which makes it a sell point to the customers because nowad ays everyone likes new technology. What’s more, when inventing the product Samsung will have so many test before they finally launch the product so the product is definitely safe.Weakness:The four-nuclei graphics card needs large amount of electricity The outer skin is easily getting old because of its material i. To increase competitiveness and equity of the brand first we need to think about the brand positioning Marketers need to position the brand clearly in the target customers’ mind. I will position the brand at the highest level which is on strong beliefs and values. By launching ad campaigns we deliver the concept that the serum form Estee Lauder is more than a serum, it’s a lifestyle you choose. â€Å"To be fabulous and healthy everyday gives you the confident to face every challenge. I would also establish a mission for the brand and a vision of what the brand must be and do. Through the promise the serum deliver to buyers we can strongly impress the buyers with the features, benefits and experience. Second, I will introduce line extensions. Redesigning the form, color and size of the screen we can easily change the image of this old product in consumers mind. The Samsung cellphone old outfit is no longer suitable for modern consumers because it was designed long time ago and the main concept is to express its luxurious.Nowadays people want products which can present youth and energy. So changing the outer packing is necessary in delivering new message to the consumers. ii. The product falls on the maturity stage in which product’s sales growth slows and profits stabilized. In order to ensure the customers remain eternally ‘connected’ to the brand marketers should evolve to meet changing consumer needs. Modifying the Market- The company should try to increase consumption by finding new users and new market segment for its brands.The Vita-mineral Radiance Serum from Lauder is often adopted by women over 30 yea rs old for the special benefit in fighting wrinkles. But actually it is suitable for women over 20 years old because it can give them the healthy grow of skin and prevent early wrinkles. Modifying the product- Changing the characteristics such as features, style or funtion to attract new users and inspire more usage. The old funtions of the Samsung were designed in the 2000s’ and it’s too garish for young people. Some details are unnecessary and will mislead consumers that this is a product for mid-age people.By changing the cellphone to a more simple and portable style can really modify the image in people’s mind and attract younger consumers to buy it. Modifying the marketing mix- Improving sales by changing one or more marketing mix elements. The company can offer new or improved services to buyers. Distributing free, new samples and offering free tour to â€Å"Korea Tour† after purchasing the serum can really attract consumers to buy this old product. The company can offer a lower price after discount the product to increase the scale of sale.The company can also launch a better advertising campaign or use aggressive sales promotions. By redefining the product’s use and target customer, the company can launch ad campaign that highly stress the benefits this cellphone offer and help consumers notice their potential need. Company The analysis of the company allows for the evaluation of the company's objectives, strategy and capabilities. These areas indicate to an organization about the strength of the business model or whether there are areas for improvement, as well as how well an organization will fit with the external environment. 6] †¢ Goals & Objectives: An analysis on the mission of the business, the industry of the business and the stated goals required to achieve the mission. †¢ Position: An analysis on the Marketing strategy and the Marketing mix. †¢ Performance: An analysis on how effectively the b usiness is achieving their stated mission and goals. †¢ Product line: An analysis on the products manufactured by the business and how successful it will be in the market. [5] [edit] Competitors The competitor analysis takes into consideration the competitors position within the industry and the potential threat it may pose to other businesses.The main purpose of the competitor analysis is for businesses to analyze both the current and potential nature and capabilities of a competitor in order to be prepared against competition. The competitor analysis looks at the following criteria's: †¢ Identity competitors: Businesses must be able to identify competitors within their industry. Identification of whether competitors provide the same service/products to the same customer base will be useful is gaining knowledge on direct competitors.Both direct and indirect competitors must be identified, as well as potential competitors that may enter the market. †¢ Assessment of co mpetitors: The competitor analysis looks at competitor goals, mission, strategies and resources. This will allow for a thorough comparison on the goals and strategies of both competitors and organization. †¢ Predict future initiatives of competitors: An early insight into the potential activity of a competitor will help a company be prepared against competition. [6] [edit] Customers Customer analysis can be vast and complicated.Some of the important areas that a company analyzes includes:[5] †¢ Demographics †¢ Advertising most suitable for the demographic †¢ Market size and potential growth †¢ Customer wants and needs †¢ Motivation to buy the product †¢ Distribution channels (online, retail, wholesale, etc. ) †¢ Quantity and frequency of purchase †¢ Income level of customer [edit] Collaborators Collaborators are useful for businesses as they allow for an increase in the creation of ideas, as well as an increase in the likelihood of gainin g more business opportunities. 7] The following type of collaborators are: †¢ Agencies: Agencies are the middlemen of the business world. When businesses need a specific worker who specializes in the trade, they go to a recruitment agency. [8] †¢ Suppliers: Suppliers provide raw materials that are required to build products. There are 7 different types of Suppliers: Manufacturers, wholesalers, merchants, franchisors, importers and exporters, independent crafts people and drop shippers. Each category of suppliers can bring a different skill and experience to the company. 9] †¢ Distributors: Distributors are important as they are the ‘holding areas for inventory'. Distributors can help manage manufacturer relationships as well as handle vendor relationships. [10] †¢ Partnerships: Business partners would share assets and liabilities, allowing for a new source of capital and skills. [11] Businesses must be able to identify whether the collaborator has the capab ilities needed to help run the business as well as an analysis on the level of commitment needed for a collaborator-business relationship. [6] [edit] ClimateIn order to fully understand the business climate/environment there are usually many different factors that can affect a business, and if researched well it will contribute to a company that can respond well to change. An analysis on the climate is also known as the PEST analysis. The types of climate/environment firms have to analyse are: †¢ Political and regulatory environment: An Analysis of how active the government regulates the market with their policies and how it would affect the production, distribution and sale of the goods and services. Economic Environment: An Analysis of trends regarding macroeconomics, such as exchange rates and inflation rate, can prove to influence businesses. [5] †¢ Social/cultural environment: Interpreting the trends of society;[5] which includes the study of demographics, education, culture etc. †¢ Technological analysis: An analysis of technology will help improve on old routines and suggest for new methods in being more cost efficient. In order to stay competitive and gain an advantage over others, businesses must have sufficient knowledge on the technological advances