The Inditex-Zara case

The Inditex-Zara case INTRODUCTION In todays highly competitive and global marketplace, the pressure on organizations to find new ways to create and deliver value to the customers grows even stronger. Market development combined with new sources of global competition has led to over-capacity in many industries. Putting an incredible pressure on price, as often is the critical competitive variable. This leads to the need of more effectiveness and efficiency inside a business. It is against these new conditions that the use of supply chain management has moved to the centre stage over the last two decades (Christopher, 2004). To manage the supply chain better, is to serve the customers more effectively and yet reduce the cost of providing that service. There has been a growing recognition that it is through this kind of management that it can be achieved a twin goal of cost reduction and service improvement. Even if the concept of integration within the business and between businesses is not new, the acceptance of its validity by managers is. According to Chris Zook managing the supply chain is not an easy task (Zook, 2001). Most companies do not manage to achieve their intended goals. Nevertheless, those which are doing well today have on average low odds to be doing so in the next five to ten years. An important key to do well is to understand why some companies succeed and others do not. This to avoid common pitfalls and instead of spending time recovering from previous mistakes, the company can focus on the future. With this in mind, this coursework will look into how businesses manage their supply chain. This by looking into the supply chain of the fastest growing clothing brand in Europe and the world today, Zara, and highlight the main characteristics of the supply chain management as well as its application ( market chain). If the chances are small to succeed, what do successful companies do right that others do wrong? COMPANY PROFILE Zara is the flagship chain store of Inditex group owned by Spanish tycoon Amancio Ortega. Zara is the most internationalized of Inditex ´s chains. The group is headquartered in A Coruà ±a, Spain, where the first Zara store opened in 1975. Now Inditex, the holding group that includes the Zara brand, has over 1300 stores in 39 countries with sales of over â‚ ¬3 billion. (Zara 2009) The Zara brand accounts for over 75 per cent of the group ´s total retail sales, and is still based in northwest Spain. By 2003 it had become the world ´s fastest-growing volume garment retailer. The Inditex group also has several other branded chains, including Pull and Bear, and Massimo Dutti. In total it employs almost 40,000 people in a business that is known for a high degree of vertical integration compared with most fast fashion companies.(Cowe, et.al.2008:271) It is claimed that Zara needs just two weeks to develop a new product and get it to the stores, compared with a six month industry average, and launches around 40,000 new designs each year. Zara has resisted the industry-wide trend towards transferring fast fashion production to low-cost countries. While it spent little on ads, it spent heavily on stores. Zara is a vertically integrated retailer. Unlike similar apparel retailers, Zara controls most of the steps on the supply-chain: It designs, produces and distributes itself. The business system that had resulted was particularly distinctive in that Zara manufactured its most fashion-sensitive products internally. Zara did not produce classics, clothes that would always be in style. In fact, the company intended its clothes to have fairly short life spans, both within stores and in customers ´ closets. LITERATURE REVIEW Value Chain The idea of the value chain is based on the process view of organizations, the idea of seeing a manufacturing (or service) organization as a system, made up of subsystems each with inputs, transformation processes and outputs. Inputs, transformation processes, and outputs involve the acquisition and consumption of resources-money, labor, materials, equipment, buildings, land, administration and management. How value chain activities are carried out determines costs and affects profits. Most organizations engage in hundreds, even thousands, of activities in the process of converting inputs to outputs. These activities can be classified generally as either primary or support activities that all businesses must undertake in some form. (Cowe et al.2008:81). The outlined process of Porter ´s value chains is presented in see Figure 1. According to Porter (1985), the primary activities are: Inbound Logistics: involve relationships with suppliers and include all the activities required to receive, store, and disseminate inputs. Operations: are all the activities required to transform inputs into outputs (products and services). Outbound Logistics: include all the activities required to collect, store, and distribute the output. Marketing and Sales: activities inform buyers about products and services, induce buyers to purchase them, and facilitate their purchase. Service: includes all the activities required to keep the product or service working effectively for the buyer after it is sold and delivered. Support activities are: Procurement: is the acquisition of inputs, or resources, for the firm. Human Resource management: consists of all activities involved in recruiting, hiring, training, developing, compensating and (if necessary) dismissing or laying off personnel. Technological Development: pertains to the equipment, hardware, software, procedures and technical knowledge brought to bear in the firms transformation of inputs into outputs. Infrastructure: serves the companys needs and ties its various parts together, it consists of functions or departments such as accounting, legal, finance, planning, public affairs. Supply Chain Management Supply Chain Management (SCM) is the management of the relationships and flows between the string of operations and processes that produce value in the form of products and services to the ultimate consumer. It is a holistic approach to managing across the boundaries of companies and of processes. Technically, supply chains are different from supply networks. A supply network is all the operations that linked together so as to provide goods and services through to end customers. In large supply network there can be many hundreds of supply chains of linked operations passing through a single operations. Internal supply network, and supply chain, management concerns flow between processes or departments. Confusingly, the terms supply network and supply chain management are often used interchangeably. (Cowe, et.al.2008:244) It is worth emphasizing again that the supply chain concept applies to internal process networks as well as external supply networks. Many of the ideas discussed in the context of the operation-to-operation supply chain also apply to the process-to-process internal supply chain. It is also worth nothing that the flows in supply chains are not restricted to the downstream flow products and services from suppliers through to the customers. Although the most obvious failure in supply chain management occurs when downstream flow fails to meet customer requirements, the root cause may be a failure in the upstream flow of information. Modern supply chain management is as much concerned with managing information flows (upstream and downstream) as it is with managing the flow of products and services. (See Figure 2) Information System Management In the current competition of the modern world, information relating to inputs, the transformation process and outputs is the vital resource organization owns to add value. An information system management is a planned system of the collecting, processing, storing and disseminating data in the form of information needed to carry out the functions of management. (Kotler 2006) The development of an ISM is nowadays greatly facilitated by the increasing sophistication and affordability of powerful personal computers and various other aspects of information technology (IT). Thus, technology is improving the speed and reliability with which information is passed not only around the individual organization but also around the globe, and `dramatic reductions in the cost of obtaining, processing and transmitting information are changing the way we do business (Porter and Millar, 1991). Porters value chain (Porter, 1980, 1985) was developed as a method for analyzing the sources of competitive advantage available to a firm. IS assumes that competitive advantage results from a combination of the many different activities a firm pursues during the course of its business, rather than coming from one individual source. CASE STUDY ZARA Operation Management Different organisations have to target customers in order to offer some services or product that someone is willing to pay for it. Operation management is pretty much involved with making this possible. Operation management is the activity of managing the resources and processes that produce goods and services and more specifically operation management examines how the operations function of a business produces products and services for external customers. (Cowe, et.al.2008:204). The general transformation process model (Figure 4) shows an arrangement of resources that transforms inputs into outputs that satisfy customer needs. In the case of Zara (Figure 5) the inputs of the organization are comprised of the raw materials, such as the fabrics that after design and manufacturing-retailing will produce the garments, information such as products protocol, human resources such as the designers that has the skills and knowledge to produce the garments. The transformation process consists of the manufacturing and services operations that are necessary to transform input into output, which are spitted into three basic product divisions: mens and womens and kids apparel, such as lower garment, upper garment, shoes, boots, bags, cosmetique and complements. All processes differ in some way, so, to some extent all processes need to be managed differently. In addition processes also differ in terms of the nature of their demand that is why we have to take into account those next four characteristics, which indicate how process need to be managed: Volume, variety, variation and visibility. In the case of Zara the operations process is unique and envied throughout the world: Volume: In terms of volume Zara is high. Although there is a high degree of systemization of the process to produce garments, due to the turnover in each shop is replaced every two weeks is a unique case. Variety: In terms of variety Zara is as high as the volume is. It has a wide range of products for men, women and children such as cosmetiques, suits and sport clothes respectively for each one. Variation: The variation in demand is quite high; because the demand is unpredictable and cannot be planned in advanced, extra resources will have to be designed into the process to provide a mechanism which can absorb unexpected demand. Zara will have to cope with the general seasonality of the garment market together with the uncertainty of whether particular styles may or may not prove popular. Visibility: In terms of visibility of the process is to the customer is low as they are simply presented with the final product to try on and finally purchase. All the above are summarized in Figure 6. Due to the high volume and variety involved in the process the key process choice is the batch process. A high volume of identical Items are produced together hence the flow is intermittent as each batch although requiring the same basic skills requires different variety and expertise in detail. The lay out type is undoubtedly the product layout type. Once the goods have been produced on the factory floor they are moved to store houses and quickly shipped to the high streets. Hence we can say the fit between the layout and the process type is correct as product based processes are used for high volume processes in general. Supply Chain Management Supply chain management is the management of the interconnection of organizations that relate to each other through upstream and downstream linkages between the processes that produce value to the ultimate consumer in the form of products and services. (MacKerron, G. (2009) Lectures slides for MBA) Zara operates using a vertical supply chain, which is a unique strategy in the fashion industry. Vertically integrated business undertakes a variety of activities from designing, manufacturing, sourcing, and distribution to retail stores around the world. They choose to handle design, production, and distribution in-house and concentrate the whole production close to their headquarters in Spain. By integrating the entire process, Zara can react much faster than its competitors do to both the ephemeral trends in the world of fashion and the capricious tastes of its customers. At the end of every working day the manager of a Zara store reports exactly what has been sold to headquarters. This information is quickly relayed to the design department where product lines can be altered, supplanted or created in a matter of days. This gives the company total business management. (See Figure 7) In an interview with CNN, Jose Maria Castellano, chief executive at Inditex, talked about Zaras supply chain and indicated its unusual structure by saying: Investment banks used to say that this model did not work, but we have shown that it gives us more flexibility in production, sales and stock management, (Zara Who we are, 2001) The Zara  ´supply chain management operation leads to customer visit the store over four times more frequently than other stores. Spontaneous design, just-in time production and rapid turnover of merchandise lead to a higher level of fashionable clothes. Even though the labor cost in Europe is higher, the efficiency of this system allows Zara to keep costs down by spending less cost on transportation and keeping inventories low refer. (Figure 7) Design Zara emphasize the importance of design in this market, its design functions are organized in a different way from those of most similar companies. Conventionally, the design input come from three separate functions: the designers themselves, market specialists, and buyers who place orders on to suppliers. At Zara the design stage is split into three product areas: women ´s, men ´s and children ´s garments. In each area, designers, market specialists, and buyers are co-located in designs halls that also contain small workshops for trying out prototype designs. The market specialists in all three design halls are in regular contact with Zara retail stores, discussing customer reaction to new designs. In this way, the retail stores are not the end of the whole supply chain but the beginning of the design stage of the chain. Zara ´s around 300 designers, whose average age is 26, produce approximately 40,000 items per year of which about 10,000 go into production. The retailer company has moved away from the traditional industry practice of offering two collections a year, for Spring/Summer and Autumn/Winter. Their seasonless cycle involves the continual introduction of new products on a rolling basis throughout the year. This allows designers to learn from customers reactions to their new products and incorporate them quickly into more new products. In the case of Zara the garment is designed; a batch is manufactured and pulsed through the supply chain. Often the design is never repeated; it may be modified and another batch produced, but there is no design as such. (Cowe, et.al.2008:271) Manufacturing In the fickle world of fashion, even seemingly well-targeted designs could go out of favor in the months it takes to get plans to contract manufacturers, tool up production, then ship items to warehouses and eventually to retail locations. But getting locally targeted designs quickly onto store shelves is where Zara really excels. The average time for a Zara concept to go from idea to appearance in store is 15 days vs. rivals who receive new styles once or twice a season. Smaller tweaks arrive even faster. If enough customers come in and ask for, say a round neck instead of a v neck, a new version can be in stores with in just 10 days (Tagliabue, 2003). To put that in perspective, Zara is twelve times faster than Gap (its direct competitor), despite offering roughly ten times more unique products. (Helft, 2002) Nearly 60% of Zaras merchandise is produced in-house, with an eye on leveraging technology in those areas that speed up complex tasks, lower cycle time, and reduce error. Profits from this clothing retailer come from blending math with its data-driven fashion sense. Inventory optimization models help the firm determine how many of which items in which sizes should be delivered to stores during twice-a-week shipments, ensuring stores are stocked with just what they need(Gentry, 2007). Outside the distribution center in La Coruà ±a, fabric is cut and dyed by robots in 23 highly automated factories. Zara is so vertically integrated, the firm makes 40 percent of its own fabric and purchases most of its dyes from its own subsidiary. Most Zara factories and their sub-contrators work on a single-shift system to retain some voume flexibility. (Tokatli, 2007) Distribution Zara has invested in highly automated warehouses, close to their main production centres that store, pack and assemble individual orders for their retail networks. These automated warehouses represent a major investment for both companies. In 2001, Zara caused some press comment by announcing that it would open a second automated warehouse even though, by its own calculations, it was only using about half its existing warehouse capacity. Zara is able to deliver the new design apparel from the drawing board to the stores in one or two weeks and therefore can respond very quickly to fast-changing tastes of their young urban customers (Walker et al., 2000). Retail All Zara stores (average size, 800 square metres) are owned and run solely by Inditex. Perhaps the most remarkable characteristic of Zara stores is that garments rarely stay for longer than two weeks. Because product designs are often not repeated and are produced In relatively small batches, the range of garments displayed in the store can change radically every two or three weeks. This encourages customers to avoid delaying a purchase and to revisit the store frequently. Below is a diagram that shows the cycle how a product is made. The companys success is because of the total control in every aspect of the business, from designing, to production, and to distribution. By having total control of the entire process, the company can quickly react to the fast changing fashion trend and customer taste, this provides the company an idea of the latest fashion trend. Having total control in all business activities allows Zara to produce and release new design in a short span of time. Key success factors of Zara SCM Zara concentrates the perfect success formula pretty much based on: Short Lead Time = More fashionable clothes Lower quantities = Scarce supply More styles = More choice, and more chances of hitting it Firstly, by focusing on shorter response times, the company ensures that its stores are able to carry clothes that the consumers want at that time. Zara can move from identifying a trend to having clothes in its stores within 30 days, this means that Zara can quickly identify and catch a winning fashion trend, while its competitors are struggling to catch up. Catching fashion while it is hot is a clear recipe for better margins with more sales happening at full prices and fewer discounts. In comparison, most retailers of comparable size or even smaller, work on timelines that stretch into 4-12 months. Thus, most retailers try to forecast what and how much its customers might buy many months in the future, while Zara moves in step with its customers. Trend identification comes through constant research not just traditional consumer market research, but a daily stream of emails and phone calls from the stores to head office. Unlike other retailers, Zaras machinery can react to the repo rt immediately and produce a response in terms of a new style or a modification within 2-4 weeks. Many other retailers have such long supply chain lead times that for them it would seem a lost cause for them to even try and respond to a sales report. Secondly, by reducing the quantity manufactured in each style, Zara not only reduces its exposure to any single product but also creates an artificial scarcity. As with all things fashionable, the less its availability, the more desirable the object becomes. The added benefit of lower quantities is that if a style does not work well, there is not much to be disposed during the season-end sale. The result of this is that Zara discounts only about 18 percent of its production, roughly half the levels of competitors. Thirdly, instead of more quantities per style, Zara produces more styles, roughly 12,000 a year. Thus, even if a style sells out very quickly, there are new styles already waiting to take up the space. Zara can offer more choices in more current fashions than many of its competitors. It delivers merchandise to its stores twice a week, and since re-orders are rare the stores look fresh every 3-4 days. Fresh produce, moving in step with the fashion trend and updated frequently the ingredients are just right to create the sweet smell of success. Now, the question is how does Zara achieve its three key success factors which would be a nightmare for most other retailers to achieve in such short time spans? So, let us look at the mechanisms that enable Zara to deliver on these parameters as well as some unique aspects of the retailers business model on figure 7 Supply Chain Objectives The objective of an effective supply chain management is to meet the requirements of end customers by supplying appropriate products and services when they are needed, at a competitive cost. Doing this requires the supply chain to achieve appropriate levels of the five operations performance objectives: quality, speed, dependability, flexibility and cost. (Cowe, et.al.2008:249) The quality objective: Zara brand name is synonymous with quality and the right price. Stores are located on emblematic streets likeOxford Street and5th avenue; the highest standards of products are demanded in these areas. 65% of products sold in Europe are produced in European plants where quality controls are higher and easier to manage. Flawed clothing items would erode the brand name eventually. The speed objective: hectic changes in fashion and high street tastes imply a need for logistic speed. Goods can be designed and delivered to the shelf within 6 weeks. In fact items spend so little time in the warehouse that they are already sold before they have to be paid for to their suppliers. The flexibility objective: demand for different types of clothing will changes and Zara must react accordingly. Sizes, color, quality and quality will change continuously. The customer has an active role from the start of the chain and is the drive for its business model. Customer requests are considered by the commercial and design team. The dependability objective: delivering on time to stores in a must. Customers have come to expect new items on a weekly basis on the shelves. The cost objective: affordability is vital to Zaras strategy however only 35% of goods are produced in Asia. This implies that operations management must be at its leanest as they operate within Europe where the cost structure is much higher. Zara ´s senior managers seem to comprehend intuitively the nonlinear relationship between capacity utilization, demand variability, and responsiveness. This relationship is well demonstrated by queuing theory which explains that a as capacity utilization begins to increase form low levels, waiting times increase gradually. But at some point, as the systems uses more of the available capacity, waiting times accelerates rapidly. As demand becomes ever more variable, this acceleration starts at lower and lower levels of capacity utilization. (Figure ) Information System Management of Zara Information and communications technology is at the heart of Zaras business. Zara is careful about the way it deploys the latest information technology tools to facilitate these informal exchanges. The company undertake different devices in order to increase the speed which basically gives them the competitive advantage over its competitors. The information system management of Zara are the followings: Collecting information on consumer needs; customized handheld computers support the connection between the retail stores and La Coruà ±a. These PDAs supplement regular, often weekly, phone conversations between the store managers and the market specialists assigned to them. Through the PDAs and telephone conversations, stores transmit all kinds of information to La Coruà ±a, such hard data as orders and sales trends and such soft data as customer reactions and the buzz around a new style. While any company can use PDAs to communicate, Zaras flat organization ensures that important conversations do not fall through the bureaucratic cracks. PDAs are also linked to the stores point-of-sale (POS) system, showing how garments rank by sales. In less than an hour, managers can send updates that combine the hard data captured at the cash register combined with insights on what customers would like to see. All of this valuable data allows the firm to plan styles and issue re-buy orders base d on feedback rather than hunches and guesswork. The goal is to improve the frequency and quality of sense making for the design planning teams. In this way, Zara avoids costly overproduction and the subsequent sales and discounting prevalent in the industry. (Rohwedder and Johnson, 2008) Standardization of product information different or incomplete specifications and varying product information availability typically add several weeks to a typical retailers product design and approval process, but Zara warehouses the product information with common definitions, allowing it to quickly and accurately prepare designs, with clear cut manufacturing instructions. Product information and inventory management being able to manage thousands of fabric and trim specifications, design specifications as well as their physical inventory, gives Zaras team the capability to design a garment with available stocks, rather than having to order and wait for the material to come in. Distribution management: its State-of-the-art distribution facility functions with minimal human intervention. Approximately 200 kilometers of underground tracks move merchandise from Zaras manufacturing plants to the 400 chutes that ensure each order reaches its right destination. Optical reading devices sort out and distribute more than 60,000 items of clothing an hour. Zaras merchandise does not waste time waiting for human sorting. CONCLUSION Zara has an unordinary supply chain, which gives them a highly competitive advantage. In a time of globalisation and a constant search for lower cost, Zara is a notable exception. They choose to handle design, production, and distribution in-house and concentrate the whole production close to their headquarters in Spain. By integrating the entire process, Zara can react much faster than its competitors do to both the ephemeral trends in the world of fashion and the capricious tastes of its customers. At the end of every working day the manager of a Zara store reports exactly what has been sold to headquarters. This information is quickly relayed to the design department where product lines can be altered, supplanted or created in a matter of days. BIBLIOGRAPHY Cowe, A., Mackerron G. And Milliken, A. (2008) Creating Competitive Advantage, Harlow, Pearson Education Linited Institute of Personnel Management. Echikson, W.,(200) The Mark of Zara, BusinessWeek Gentry, C., (2007) European Fashion Stores Edge Past U.S. Counterparts, Chain Store Age Heller, R. (2001), Inside ZARA, Forbes, New York, NY. Helft, M. (2002) Fashion Fast Forward, Business 2.0. MacKerron, G. (2009) Lectures slides for MBA students of Napier University. Porter, M. E. and Millar, V. E. (1991) `How information gives you competitive advantage, in M. E.Porter (ed.) (1991) On Competition and Strategy. Harvard Business Review Paperback No. 90079. M. Christopher (2004), Logistics and Supply Change Management. Pearson Education, Great Britain. Porter, M. E. (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors, Free Press, New York. Zook, C. (2001), Profit from the Core. Harvard Business School Press, Boston, Massachusetts. Porter, Michael E., Competitive Advantage. 1985, Ch. 1, pp 11-15. The Free Press. New York. Rowe, Mason, Dickel, Mann, Mockler; Strategic Management: a methodological approach. 4th Edition, 1994. Addison-Wesley. Reading Mass. Rohwedder, C., and Johnson, K., Pace-Setting Zara Seeks More Speed to Fight Its Rising Cheap-Chic Rivals, The Wall Street Journal, Feb. 20, 2008. Tagliabue, J., (2003) A Rival to Gap that Operates like Dell, The New York Times. Tagliabue, J. (2003), Spanish fashion chain Zara rivals Gap by operating like Dell', New York Times, 9 June. The Economist, (2005) The Future of Fast Fashion Tokatli, N.,(2007) Global sourcing: insights from the global clothing industry the case of Zara, a fast fashion retailer, Journal of Economic Geography. Kotler, Philip; Keller, Kevin Lane (2006). Marketing Management (12 ed.).Pearson Education. Harvard Business Review, Vol. 82, No.11, November 2004. INDITEX (2008) Who we are Walker, B., Bovet, D. and Martha, J. (2000), Unlocking the supply chain to build competitive advantage, Journal of Logistic Management, Vol. 11 No. 2.

Htc Company Analysis

Running head: HTC CORPORATION 1 HTC CORPORATION INSHA SHAH UNIVERSITY OF AKRON Running head: HTC CORPORATION 2 HTC AT A GLANCE HTC Corporation (originally High Tech Computer Corporation) is a smart phone manufacturer founded in 1997 and based in Taiwan, as an outsourcing company. HTC Corporation prides itself on offering open source mobile phones which are easy for both developers and users, and has quickly established its reputation as a leading company behind many of the markets most popular operated branded-devices. According to the HTC profile on the Wikipedia Online Encyclopedia HTC retains approximately 13,000 employees.They follow the typical tall organizational structure with many layers between workers and the CEO. It is highly centralized: top decisions are made by the CEO of the company. HTC Corporation has launched several major HTC- Branded products on the international market with the intention of becoming the leading innovative supplier of mobile information and commun ication devices. In fact, HTC Corporation was the first on the international market to offer the Android mobile device platform through its HTC Dream hardware, marketed as the T-Mobile G1 model.In support of this, HTC Corporation has expanded its technological and marketplace strength through partnership with major player Microsoft and leading mobile phone operators of Orange, O2, T-Mobile, Vodafone, Cingular, Verizon, Sprint and NTT DoCoMo (â€Å"HTC. Com†). Most recently in Australia, HTC Corporation launched its three latest handsets- HTC Snap, HTC Touch Diamond2 and HTC Touch Pro2 to add to its 11 devices currently in the Australian market. The new technology founded in these highly popular products is designed to be finger-touch friendly, with improved mobile integration technology, and dual microphone and speakers.The HTC Corporation’s newest feature is the â€Å"inner circle† which allows the users to bring emails from a preselected group to a top of thei r inbox, making business on the go even easier (â€Å"mobile. com†). HTC Corporation Product Innovation includes: ? ? ? ? ? ? Open Handset Alliance Smartphone S Series ( Smartphone) T Series (Touch Phone) P series (PDA Phone) X Series ( Mobile Computer) A Series ( Android Phone) According to the source of mobile. com, HTC now specializes in providing its own and other operator branded products in addition to its original equipment manufacturer partners.HTC has a subsidiary company, Dopod, a Taiwan-based manufacturer of Windows Mobile Smartphones. As a company, HTC Corporation has gone from strength to strength, with HTC receiving recognition as the second-best performing technology company in Asia in 2007 by BusinessWeek, and the number three spot in its Global Listing in 2006. Running head: HTC CORPORATION 3 The size of the corporation can be classified in two ways: (I) by revenue and (II) by market capitalization. According to the report from Taiwan Economic News, HTCâ€⠄¢s Market Capitalization has recently climbed to $438 billion.Also the corporation shipment and revenue continues to grow to $9. 449 billion. COMPANY PERSPECTIVE Their mission is to become the leading supplier of the mobile information and communication devices by providing value added designs, world-class manufacturing and logistics and service capabilities. HTC continues to establish a high volume manufacturing facility and its focus on high wireless capability. They intend to develop a software team capable of creating a world class consumer and business application that will enhance the value of their hardware.HTC is dedicated to the belief that each mobile device needs to fit its owner. Their goal is to make a product of observing, honoring how individuals choose to interact with a technology. Their mission is to strengthen the relationship through innovative design strategies and sophisticated branding initiatives (â€Å"HTC. com†) HTC’s vision is to address the communications and administration needs of a professional organization of all sizes with intuitive platforms and sophisticated branding initiatives. Their focus is to make people’s ives easier through mobility and convenience. They want users to be able to talk to friends and relatives, read books and access the internet on one device. With their smartphone they have started to see this vision come true (â€Å"HTC. Com†). HTC’s values: ? ? ? Excellence in everything they do Commitment to clients, brands, projects and industry. Honor in dealing with clients, suppliers, employees (â€Å"fastcompany. com†) CULTURE AT HTC HTC prides itself on its cutting-edge technology and innovative spirit. From studying its own website, HTC’s culture is competitive and diverse.Under the â€Å"Careers† tab, nine different employees’ pictures are featured with a video advertising HTC’s appeal as an employer. Five of the nine employees pictured ar e women; three are women of color, and all nine employees appear to be under the age of 40. HTC’s culture is hip, diverse, and fastpaced. The video stressed that technology is constantly improving and the â€Å"best idea† rather than the â€Å"biggest title† moves forward. This shows that the culture at HTC values creativity and competition (â€Å"HTC. Com†).HTC makes annual donations to the Social Welfare and Charity Foundation or Educational Foundation. This foundation funds leadership and character training for elementary, junior high and senior high students, cosponsors local community development and urban cultural revitalization efforts, targets the special needs of disadvantaged groups, and provides disadvantaged children opportunities to further their academic careers. Running head: HTC CORPORATION 4 The HTC Foundation established the nation's first institute dedicated to character-building and English training in the Hualien's Meilun District.The institute provides character-building and English enhancement curricula free of charge to fourth grade elementary school students from around Hualien County. In addition, the Foundation offers scholarships for children with special financial needs and financial aid to low-income families and sponsors after-school tutoring programs. Each year, Foundation disbursements benefit over 2,000 youth from disadvantaged families both in Taiwan and overseas (â€Å"HTC. Com†). HTC STRATEGY HTC Corporation uses a differentiation strategy to attract customers looking for more choices.HTC expects differentiation product in terms of innovation and execution. They focus on innovation and execution to enhance product proposition and offer consumers a variety of products. When they think of increasing the quality and the variety of the product, they first consider what the customer will value. They are offering a wide range of product lines to outperform their competitors like Apple and Nokia. HTC has produced an amazing number of phones, all of which have an impressive array of applications and features.They do have the cutting edge when it comes to hardware, but if a consumer can't afford these more expensive versions HTC’s older models (like the Hero) are still well built and functional. In addition, HTC offers a variety of body forms and builds, including some devices with physical keyboards (â€Å"htc. com†). FINANCIAL POSITION To shadow on the financial stability of the HTC CORP I used liquidity ratio and leverage ratio. The liquidity ratios measure the company’s ability to cover its expenses. The two main liquidity ratios I used to analyze the company’s financial health are current ratio and quick ratio (â€Å"investing. businessweek. om†). 1) The Current Ratio is a reflection of financial health. It is the number of times company’s current assets exceeds the current liabilities, which is the indication of the solvency of that business. The formula to compute the current ratio is Using the earlier Balance Sheet data of the HTC CORP, we can compute the company’s current ratio as: = = 1. 3 times This tells us that the current liabilities are covered by current assets by 1. 3 times. The HTC CORP is able to cover their short term expenses which are meant to be covered with in a period of one year. 2) The Quick Ratio is also called the acid test ratio.This is because it looks at the company’s most liquid assets and compares them to current liabilities. The quick ratio tests whether a business can meet its obligation even if adverse conditions occur. The formula to compute the quick ratio is: Assets considered being quick assets include cash, bonds, stock, and accounts receivable. Using the Balance Sheet data of the HTC CORP, we can compute the quick ratio of the company as: Running head: HTC CORPORATION = = = 1. 1 times 5 This indicates that the ratio is considered satisfactory, as long as t he collection of the receivables is not expected to slow.So the HTC CORP seems to have adequate resources to cover its debts. In order to identify the long term coverage of the company, we are focusing on one of the main leverage ratios. Leverage ratio measures the stability of a company and its ability to repay its debts. These ratios are of particular interest to banks. They should be of interest to shareholders as well since it gives the strong indication of the financial health and the viability of the business. 3) The Debt-to Equity Ratio is a measure of how dependent a company is on a debt financing as compares to owners equity it shows us how much of a business is owned and how much is owed.The Debt-to-Equity ratio is computed as follows: Using the Balance Sheet data of the HTC CORP we can compute the debt-to equity ratio: Times Since the Debt-to-equity ratio is greater than 1, i. e. , (1. 8 times), the capital provided by the lenders exceeded the capital provided by the owne rs. But because of the greater ratio it has high risk defaults too. It varies with the type of business and the risk attitude of management. Year over year HTC has been able to grow over their bottom line from $29 billion to $59 billion primarily through revenue growth ($142. 9 billion to $277. 7 billion).For a while the costs associated with cost of goods sold, and income tax all increased as a percentage of sales, the growth in top lines revenues contributed enough to still see net income. HTC Corporation uses little or no debt in its capital structure and may have less financial risk than the industry aggregate. Accounts Receivable is typical for the industry, with 58. 31 days worth of sales outstanding. Lastly, HTC Corporation is among the least efficient in its industry at managing inventories, with 30. 39 days of its Cost of Goods Sold tied up in Inventories (â€Å"investing. businessweek. com†). Therefore the overall financial tability of the corporation is stable and healthy. They have adequate resources to cover their debts and unforeseen uncertainties. MY CAREER at HTC Yes, HTC could be good place to obtain my first career oriented-position. HTC is the part of the global market that breeds flexibility, new technologies and innovation. It will create a platform for the new opportunities to explore and do creative things. I fit the HTC profile of being young, educated and a global citizen: while growing up in Kashmir and going to college in America, I’ve relied on technology and most recently, my own smartphone, to navigate my day.I would bring creativity and a fresh perspective to HTC’s worktable. Running head: HTC CORPORATION REFERENCES Bloomberg Businessweek. (2012, April 10). Retrieved from http://investing. businessweek. com/research/stocks/financials/financials. asp? ticker=2498:TT 6 HTC Corporation. (n. d. ). Retrieved from http://www. htc. com/us/about/careers/industrial-designer-corporate-strategy-office/422 HTC Corporatio n. (n. d. ). Retrieved from http://www. htc. com/us/about/social-responsibility HTC. (n. d. ). In Wikipedia Online Encyclopedia. Retrieved from http://en. wikipedia. org/wiki/HTC

Making Salt Lab

Let’s Make Salt Purpose: Could NaCl be made using NaHCO3, hydrochloric acid, and a boiling chip? Hypothesis: If I combined NaHCO3, hydrochloric acid, and a boiling chip I think it will form NaCl because when you balance the equation it makes a new chemical reaction. Materials needed: test tube cleaner, test tube, test tube tongs, hot plate, a scale, graduated cylinder, water, goggles, fire retardant glove, beaker, test tube holder, a scoopula, hydrochloric acid, sodium bicarbonate, soap, pipette, and a boiling chip. Procedures: 1.Clean your test tube with a test tube cleaner, soap, and water. Make sure the test tube is clean and dry. 2. Place a boiling chip in the test tube and measure it. 3. Add 1g of NaHCO3(sodium bicarbonate) to the test tube with the scoopula, then measure. 4. Take about 5mL of hydrochloric acid in your graduated cylinder. Using your pipette add the hydrochloric acid to the NaHCO3. It will start to bubble, when the bubbling stops, don’t add anymore acid. 5. Once the bubbling stops, swirl what’s inside the test tube to be sure everything mixes together. 6.Place the test tube in a beaker with water. It will start to boil. Continue letting it boil until all liquid is evaporated out of the test tube. 7. Once the test tube cools off measure what’s inside the test tube. 8. Place the test tube back inside the beaker on the hot plate for 2-3 minutes. 9. Allow the test tube to cool and re-weigh it again. Observation/Data: NaHCO3+HClNaCl+H2O+CO2 1gNaHCO3*1molNaHCO3/84gNaHCO3*1molNaCl/1molNaHCO3*58gNaHCO3/1molNaCl=. 6904761905 . 6904761905theoretical yield 1actual yield 1/. 6904761905=1. 448275862 1. 448275862*100=144. 275862 144. 8275862percent yield Mass of test tube & boiling chip| 20g| Mass of test tube, boiling chip & NaHCO3| 21g| Mass of NaHCO3(b-a)| 1g| Mass of test tube & boiling chip NaCl (1st hearing)| 20g| Mass of test tube & boiling chip NaCl (2nd hearing)| 21g| Mass of NaCl (e-a)| 1g| Conclusion: My hypothesis was correct because both substances together formed NaCl in the end. In the lab everything worked out right because in the end none of my masses were the same as I started with. It weighed 20g in the beginning and ended with 21g and the mass of NaCl 1g.

Paul Bruno - ThoughtCo

Assisted Suicide And The Right Of Die Essay - 1792 Words

Assisted Suicide and the Right to Die Assisted suicide and the right to die has been a controversial topic in both society and the medical field. Many people are against assisted suicide due to religious or personal beliefs. This topic has many viewpoints and different reasons behind its position. These viewpoints vary from person to person, but only some main points can be covered. Most people feel that assisted suicide and the right to die should be only limited to people who are terminally ill, some think it shouldn’t be allowed to anybody and should be illegal to do so as it is in most states, and others feel it should be provided to everyone as it is their free will to do so. Whether or not someone should be able to commit suicide with medical help varies due to beliefs and morals. The answer of whether it should be legal or not is purely opinionated and will be debatable for many years to come. A common viewpoint on this topic is people deserve the right to assist ed suicide if they are terminally ill and are suffering. Two factors create this point-of-view, the idea of ending terrible suffering, and trying to keep patient’s families from falling into a financial debt due to the continued medical treatment. â€Å"If terminal patients have the option of assisted suicide, they can ease their families’ financial burdens as well as their suffering† (Torre). These patients are both suffering and piling debt from medical bills unto their families. The after effectsShow MoreRelatedThe Right to Die in Assisted Suicide2517 Words   |  11 PagesInitial Thoughts on Physician Assisted Suicide (February 28th, 2013) The promotion of physician assisted suicide has sparked a debate throughout the world. From my point of view, assisted suicide is doctors assist patients who could not endure the pain of diseases and are voluntarily given lethal amount of substances resulting in death. 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Euthanasia is different from physician assisted suicide in that with euthanasia, the doctor is the one who provides and administers the life ending drugs, and in physician assisted suicide, the doctor can only provide the drugs. A big difference between the two is that euthanasia is illegal in all states; while, physician assisted suicide is legal in only five states in America. Having the option to end one’s own life when the pain and sufferingRead MoreThe Rights Of Assisted Suicide Essay1584 Words   |  7 PagesThe Right To Die With Dignity Assisted suicide is the act of committing suicide with the help of another person or doctor, most commonly referred to as Physician Assisted Suicide. It is currently legal in Oregon, Washington, Vermont, Montana, California, and Colorado. Considering the increase of people dying from terminal illnesses, assisted suicide should be legalized across the nation. 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Assisted suicide is â€Å"the suicide of a patient suffering from an incurable disease, affected by the taking of lethal drugs provided by a doctor for this purpose† (Oxford Living Dictionaries). This falls under the 9th Amendment; the 9th Amendment â€Å"was part of the Bill of Rights that was added to the Constitution on December 15, 1791. It says that all the rights not listed in the Constitution belong to the people, not the government. The rights of the people are

The Role of External Pressure in the Fight Against...

The Role of External Pressure in the Fight Against Apartheid and Minority Rule in South Africa External pressure played a very important part in bringing about the end of the apartheid. The embodied rejection of White domination in South Africa, in formations of protests, strikes and demonstrations caused a decade of turbulent mass action in resistance to the imposition of still harsher forms of segregation and oppression. The Defiance Campaign of 1952 carried mass mobilisation to new heights under the banner of non-violent resistance to the pass laws. These actions were influenced in part by the philosophy of Mohandas Gandhi. A critical step in the emergence of non-racialism was the formation of†¦show more content†¦Its attempt to prosecute more than 150 anti-Apartheid leaders for treason, in a trial that began in 1956, ended in acquittals in 1961. But by that time, mass organised opposition had been banned. Matters came to a head at Sharpeville in March 1960, when 69 anti-pass demonstrators were killed when police fired on a demonstration called by the PAC. A state of emergency was imposed and detention without trial was introduced. The Black political organisations were banned and their leaders went into exile or were arrested. In this climate, the ANC and PAC abandoned their long-standing commitment to non-violent resistance and turned to armed struggle, combined with underground organisation and mobilisation as well as mobilisation of international solidarity. Top leaders, including members of the newly formed military wing ?Umkhonto we Sizwe? (Spear of the Nation), were arrested in 1963. In the ?Rivonia trial?, eight ANC leaders, including Nelson Mandela, were convicted of sabotage (instead of treason, the original charge) and sentenced to life imprisonment. In 1952 the United Nations publicly condemned apartheid. 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I Am Athletic and Feminine Medias Negative View of Women free essay sample

I am Athletic and Feminine! In the early years of my life I participated in any kind of sport my city offered no matter if it dominantly played by male or female. In-between ages 5 to 9 the boys on my team were too young to create a good or bad image of me and Just looked at me as another person on the team because I was equally as good as them. However, as the years progressed and my teammates got older, the negative Judging and discrimination started coming off very strong, especially from my baseball team. Even Hough I was selected as MAP for three years in a row, uniform a girl, youre useless to this team, We dont need girls on this team, and This is a boy sport why are you playing? were common remarks I heard from my own teammates. Because of the continuous negative Judgment I received from people, at age 13, I decided to leave the baseball team and only play with female only teams from then on. We will write a custom essay sample on I Am Athletic and Feminine: Medias Negative View of Women or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page I have no doubt in my mind that I am not the only girl who has gone through this. There are many women around the country of all ages who deal with negative judgment from others because they play sports. The reasoning for this is because however the media portrays its opinion of something, becomes how the nation believes it is to be. Author Maria Nelson wrote an article titled, l Won, Im Sorry discusses the negative view toward female athletes that the media creates. Many forms of sports media such as popular sports magazines support Nelsons general idea of the traditional gender code to the fullest extent. Both the media and people constantly demand beauty from females, so those who take on non-traditional traits re ridiculed, critiqued, and harassed for being strong, shorthanded, or alternatively modified. Women athletes are more likely to be Judged off the court and out of uniform in comparison to men sports media scholar Pat Griffin says in an interview. In sports media, men ultimately get to choose how images are portrayed, how they are used and who will get coverage. Griffin also adds in advertisements, men prefer to see women athletes represented in more feminine ways because it seems more comfortable. Because of this demand, women need to create a stable wholesome mage to obtain sponsorship and positive media attention. As I took a look through Surfer Magazine I noticed a Rosy advertisement for pro surfer Sally Fissions, in the picture she is riding a wave, seductively smiling, and wearing a small bright colored bikini which portrays this attractive and feminine image of her (See Figure 1). If she were wearing a wetsuit, not looking at the camera because she was full focus of riding the wave, but was still clearly representing the brand, would the advertisement be as strong? Probably not, although in the same magazine pro surfer Joel Conceit is advertising a G-Shock while riding a wave, wearing a wetsuit, and not looking at the camera and doing everything opposite to Sally Fissions picture and it is still an appealing advertisement. (See Figure 2) In Nelsons article l Won, Im Sorry she says athletes and advertisers reassure viewers that women who compete are still willing to play the ethnicity game ( In female athlete advertisements their sexuality, femininity, and heterosexuality is emphasized rather than their strength, triumphs, mental courage, and durability. If a male athlete were to take a picture for an advertisement and not touch up her face or put on a girl outfit, it wouldnt appeal to any consumers and people would create the idea that she is very manly and possibly even a lesbian. Women are never Judged on passion or their dedication in sports, their image is based on their sexiness when men are Judged as athletes. This general idea creates a need for women athletes to doll themselves up on and off the playing field to gain media attention and show the public they are heterosexual. What I have noticed through friends pictures who have been pursuing repressions sports is that when they begin to train for their sport, they begin to become more built and muscular instead of develop a body like a model. Those same girls are the ones who I see touch up their face, place a ribbon in their hair, and look at a mirror before game time and fix themselves up again at halftime. I believe that this is because they want to keep their femininity image strong while playing and keep mens attention. When I searched female athletes on Google, the first results are in relation to the hottest female athletes and pictures of females in dresses and mom half naked striking sexy poses. Then I typed in male athletes and the first headlines were about male athlete awards and pictures of males flexing, playing a sport, and holding awards. Most women including myself are very concerned with others opinion, especially when it concerns our femininity because no female wants their womanhood to be questioned or doubted. Dry. Strain Linden of Stilling University says, girls want to be good at their sport, but on the other hand a question around their femininity is raised because they are considered too muscular. Concerns like these doesnt only pressure women athlete into feeling pressured to touch up their uniform and game time appearance there are issues around eating disorders and body image issues that arise because of that Dry. Linden adds. The media is at fault for causing women to go to extreme lengths to defend their femininity, like Nelson says, it is unhealthy (681). In my opinion, we contribute to these high standards of the physical appearance of a female athlete by going along with them and following the unwritten gender code our society seems to have. Even in interviews women play a feminine roll, a description for one of the interviews I found on www. Buzzed. Com said right after she vanquished Canada with a last-second header, [Alex] Morgan was ambushed by TV crews and came off as witty, charming, and totally floored. (See Figure 3) In comparison to an interview with a male athlete, I think it is safe to say you would never find a description like that. Men are more likely to talk more about the team rather then women who much rather describe how they are feeling. In the interviews Vive personally seen of female athletes I have noticed that they always seem to be smiling and giddy and men are always starring at the ground and respond in short answers. See Figure 4) If women didnt carry themselves in a respectful manner and have great showma nship, people of America would instantly loose interest in them because America loves to have their athletic sweethearts. Like nelson says, if you want to be a winner and youre female, youll tell pressured to play by special, tamale rules (68 As time progresses, the impact of social media will continue to grow stronger and he opinions of this informant will always be accountable for choosing the nations opinion toward things. Sadly, social media is a robot that we are ultimately in control. If more individuals started paying more attention to the athletic ability of females instead of the physical features of them, the pressure of being both an athlete and model would be dropped. Women should take pride that they have been blessed with the talent of being athletic and embrace it to the fullest potential. Any women who can beat a man at his own sport should be praised despite how she looks or acts.