How to Write an Essay on Personal Blogging?

How to Write an Essay on Personal Blogging?This is an essay to be written on the personal blog about this subject. The purpose of this essay is to inform the viewers of your personal blog on the topic about personal web surfing and how they can get started with this type of internet marketing. You can also link up your personal blog with other relevant websites and blogs as well.First of all you must decide on the topic on which you want to write the essay. If you are writing this on a personal web page, your subject should reflect the theme of the blog. If your blog has a simple theme, then you might want to write something about home appliances, home decor, cooking and recipes, pets, travel, gardening and general interests.Now you must decide on the title for the essay and submit it to the blog you have posted it on. Your blog needs to have a unique name in order to make it more meaningful. Make sure that the blog you have selected to post your essay is very famous and has lots of views. If the blog is new, you might want to make it more popular by putting something positive in it.Another important component of your essay is the introduction. Make sure that the essay you have written is brief and easy to understand. Remember to present information in a clear manner.Now to help with the discussion, you must have some personal blogs to look at, so choose those blogs. Your essay will become much better if you have an in depth conversation with other bloggers and discuss the topic with them.Now go on and start posting your essay. Make sure that it is logical and concise. If you do not know what to say in the essay, you can always go online and search for some sites where you can learn about personal blogging. Thesecan help you better.These essays should be a collection of informative content. So, make sure that they contain plenty of information. Include links and other resources that you think readers might find useful.

Psychology Generalization and Discrimination Free Essays

fig. 1. Stimulus generalization gradient for subjects that were trained to identify the target length which is of 75 as the dimension of length and were tested in the presence of the other dimensions of length. We will write a custom essay sample on Psychology Generalization and Discrimination or any similar topic only for you Order Now fig. 2. Effect of intradimensional discrimination training on stimulus control. Subjects received discrimination training in which the S- was 85 as the dimension of length, keeping the S+ 75 as the dimension of length. 2 . In Figure 1, it shows the comparison of the stimulus generalization gradients of two different subject groups, between the class average and me as an individual. To commence with, lets talk about the curve representing the class mean. The shape of the graph is basically symmetrical between 55 and 80, which these numbers are the indication of the length of the line presented. Though 75 is the target length, the highest rate of response occurred in response to the length of 65 and 70, both encountering 100% of responses. The subjects also made substantial numbers of responses when length of 60 and 75 were tested. However, when length of 55 and 80 were tested, response rates decreased quite dramatically, only 20% of the total responses were recorded, making the graph a bell-shaped one. As for length of 85 or above, no responses were detected. For the curve representing my own result, it is more or less a symmetrical graph as well. The highest rate of response occurred in response to the original length of 75. Once again, substantial numbers of responses were also detected when length of 70 and 80 were tested. Yet there is a huge decrement of response for much shorter or longer lengths (i. e. , 55-65 and 85-95), no responses were detected. These two curves both serve to indicate the phenomenon of stimulus generalization, though the individual result better explains it. The peak of response rate lies on or around (for the class mean) the target length,75. But quite a similar percentage of total responses were also made to the lengths around the target one, this indicates that responding generalized to the 70 or even 65 and 80 stimuli, therefore a gentle gradient could be plotted. On the other hand, as the length of the test stimuli became increasingly different from the target length, progressively fewer responses occurred. It is because the difference between the tested length and the target length was significant enough to be recognized and differentiated, thus quite a ramatic decrement of responses occurred when a comparatively very short or very long line were tested. The results shown a gradient of responding as a function of how similar each test stimulus was to the original training stimulus (target). One reason for not having the highest percentage of responses at 75 for the class statistics would be because it was reflecting the class avera ge responses and there might be out-lyers whose results affected the norm. Stimulus generalization gradients provided precise information about how much a stimulus has to be changed to produce a change in behavior. A gentle slope shows the variation in the stimulus is not significant enough to produce a respond to the variation while a steep slope shows the variation in the stimulus is large enough for the subjects to respond to it. In Figure 2, it shows the comparison of the intradimensional discrimination gradients of the two subject groups (me as an individual and the class average). To commence with, I will first talk about the curve representing the class mean. The shape of the curve is asymmetrical, with the highest percentage of response again occurred in response to the length of 65 and 70, achieving 100% responses. But this time, once the length increased gradually from 70, the percentage of response decreased steadily until it reached 0% when the length of 85, which is the S- (discriminative stimulus), is tested. Although the target length was again, 75, there is a counterintuitive phenomenon known as the peak-shift effect to explain the peak of response lying on 65 and 70 instead of 75. Quite high percentages of response were occurred when 75, the target length was presented. Yet the percentage of responses was higher to 65 and 70 than to 75. This shift of the peak responding away from the original S+ is recognizable after discrimination training with the length of 85 as S-. This shift of the peak has an explanation other than the generalization. During the earlier phase of discrimination training, responding was never reinforced in the presence of the 65 and 70 stimuli. However, because the target stimulus and the discriminative stimulus are similar in intradimensional discriminative tasks, the generalization gradients of excitation and inhibition will overlap. This is due to the inhibitory response learnt when S- is presented in the discriminatory training. Moreover, the degree of overlap will depend on the degree of similarity between S+ and S-. Since then, generalized inhibition from S- will suppress responding to S+ resulting this peak-shift effect. As for the curve representing my own result, the graph is more or less like symmetrical, with the peak occurring at the length of 75. The percentage of response increased significantly from the length of line varies from 65 to 70, creating a steep slope. For lines which differed from the target length comparatively much, like 55-65 and those above 90, no response were made, therefore 0% of the total response were recorded. Though I have also gone through the discrimination training, the absence of peak-shift effect may be due to individual difference, or insufficient training, therefore I still responded most to the S+ stimulus (target length,75) and responded progressively less as the length of the test stimuli deviated from the S+ stimulus. How to cite Psychology Generalization and Discrimination, Papers

Marketing Plan Of Central Queensland University †Free Samples

Question: Discuss about the Marketing Plan Of Central Queensland University. Answer: Introduction: Themarketing plan pertaining to Central Queensland University (CQU) entails numerous sets of internal and external analysis reflecting upon different aspects of the university. The report begins with a background study pertaining to CQU followed by summarizing and analysis the market of educational institutions in Australia. The demand analysis delves towards evaluating the prospects of CQU. Moreover, the segmentation and target market analysis focuses on reviewing and evaluating the different sets of market segment in the education sector in Australia. PEST analysis and competitors analysis facilitate external environmental analysis for the university. Moreover, through value and brand positioning analysis, the value creating abilities of CQU in terms of facilitating educational services are reviewed. Themarketing strategy and competitive strategy pertaining to CQU have been enumerated in the current study along with the creation of marketing budget. Background of the study: Central Queensland University has its main campus based in North Rockhampton along with a vast presence in all of Australia with over 20 campuses all over the nation including campuses in the metropolitan cities in Australia. Prior to becoming a university in 1992, CQU, it has been known as the Queensland Institute of Technology (About Us - CQU. 2017). The university is more popularly known as CQUniversity. The University first offered Bachelor of Science program back in the year 1979 with a total student strength of the university being 825 in that academic year. But the student strength of CQU increased considerably after initiation of distance education learning. The University currently has a student strength to the tune of over 35,000 and is ranked amongst the top100 young universities in the world occupying 90th rank along with being amongst the top 400 universities worldwide (Timeshighereducation.com, 2017). The university offers over 300 educational and training courses varyi ng from short-term courses and certificates to undergraduate, graduate and research studies (About Us - CQU. 2017). The university facilitated excellent education in several subject streams varying from law and management degrees to humanities to technology driven courses. Moreover, specialized programs based upon health sciences and service industry are also facilitated in the university. Market summary: Australia is one of the most preferred educational destination after US and UK for international students seeking higher education. The revenue generated by the Australian education sector from incoming international students in the last academic period stands close to AU$ 20 billion dollars (Education.gov.au 2017). The majority of the top universities in Australia have a higher proportion of international students to the tune of over 20% of overall student strength with CQU itself having over 5000 international students amongst its 24 campuses across Australia along with online course enrollments by overseas students. Australian education sector caters to over 750,000 domestic students annually in addition to catering towards international students through offering over 22,000 courses across 1,100 educational institutions in terms of graduate, undergraduate, research and vocational training degrees. The quality of the courses and curriculums provided by the Australian educational in stitutions are regulated by the Tertiary Education Quality Standards Agency (TEQSA). The education sector has facilitated towards job creation to the tune of 130,000 in the Australian economy with the education sector being valued at $21 billion (Ministers.education.gov.au 2017). Demand analysis: The demand for the courses in the Australia educational sector can be gauged by the revenue generation to the tune of AU$ 20 billion from the influx of international students seeking higher education degrees from Australian educational institutions. Earlier, the education sector in Australia was estimated to contribute around AU$ 19.5 billion to the economy, whereas the actual figure turned out to be nearer to AU$ 21 billion, which is AU$ 1 billion more than previously estimated (Ministers.education.gov.au 2017). The demand for higher education is primarily catered by the 43 universities in Australia. The most popular courses in the Australian universities and other educational institutions comprises of courses on Business Management, Health Sciences, and Humanities followed by Engineering and Information Technology Courses (Studyinaustralia.gov.au 2017). Being amongst the top universities in Australia along with a presence in over 24 locations has facilitated towards increasing the demand for CQU courses both in terms of undergraduate and graduate studies as well as training courses. Courses pertaining to business, accounting and law are the most popular CQU courses amongst the prospective domestic and international students followed by engineering courses (Gladstoneobserver.com.au 2017). Moreover, in terms of employment opportunities graduates of oral health, business courses and electrical engineering courses at CQU are showcasing the highest employability resulting towards the enhancement of demand for these courses. Moreover, there tends to be a high degree of demand for online distance education courses both from students based in overseas as well as students engaged in other full-time employments. Segmentation and Target market analysis: Baker (2014) mentioned that market segmentation is prerequisite towards the determination of marketing strategy. This is because the effectiveness of such strategy is dependent upon the identification of prospective consumers of the products or services that are offered by the marketer. The Australian education sector can be segmented based upon demographic attributes. In terms of figures, it is showcased that over 1 million of the domestic population in Australia have enrolled towards tertiary education with the majority of them opting for undergraduate courses while a sizeable proportion of such population being engaged towards vocational training (Profile.id.com.au, 2017). CQU does not differentiate between male and female students seeking enrollment and the selection of students pertaining to the different sets of courses are primarily based upon the merit of the students. CQU, as like other educational institutions, segregate the prospective students based upon the subject of in terest. For instance, the students are segregated into the category of art students, humanities students, business and accounting students, health sciences undergrads and engineering students and cater towards each segment through different sets of marketing strategies. Moreover, the population of the prospective students is also segmented into international students and domestic student. In addition, further segmentation pertaining to students to be enrolled at CQU are based upon whether such students shall be undertaking regular courses at the university or shall be opting towards online-based distance education courses. The medium for promotional activities is different based upon the nature of the targeted segments. The enrollment facilities are merit based and the differentiation in terms of course fees are dependent upon the nature of the course, whether the students is domestic or international or whether the student is a member of the Aboriginal community or a resident of To rres Strait Island. PEST analysis: Political Solomon (2014) mentioned that political factors tend to have deep underpinnings upon the various sectors and industries based upon in an economy. In terms of Australia, having a stable political environment in the country facilitates towards enhancement in its educational sector. This is owing to the fact that the government has considerable number of committees and department supervising and regulating the educational and academic environment in universities and other educational institutions in Australia. The Tertiary Education Quality Standards Agency (TEQSA) is the primary regulatory authority that evaluates the quality of education provided at the tertiary level in Australian and looks after the teaching practices and curriculums throughout the institutions offering tertiary education. Moreover, the Australian Education Regulation 2013 also impacts the educational infrastructure of the country coupled with the Vocational Education and Training (VET) regulators that regulate the curriculum and vocational services provided by the countrys educational institutions. Economic Lusch Vargo (2014) mentioned that the economic repercussions pertaining to the development of a sector or industry have. The education sector in Australia is the most major contributor towards exporting services after the tourism sector and solely through incoming international students generates revenues close to $20 billion annually (Monitor.icef.com, 2017). In terms of employment generation, the higher education sector in Australia facilitates employment of over 130,000 in the university and educational institutions comprising of teaching staff and non-teaching employees. Moreover, the influx of international students for the pursuit of higher education in Australia facilitates towards improvement in diplomatic relationships with other nations which result towards enhancement in trading relations fostering towards economic development. The economic growth arising from the influx of international students is primarily driven by the Chinese market owing to the reason that over 27% of the Australian education export earnings are derived from Chinese students annually (Monitor.icef.com 2017). Social Leonidou et al. (2013) mentioned that the social and cultural composition pertaining to a nation has a significant impact upon various sections of the society and has a relevant degree of indirect influences upon the different sectors in the nation. The presence of a robust and inclusive education system in Australia facilitates minority communities such as Aborigines towards improving their literacy rates resulting towards increasing degree of employment opportunities and economic betterment. Moreover, the social life is highly inclusive and tolerant towards the visitors belonging to other cultures and ethnicities. Thereby, in terms of international students visiting Australian in pursuance of higher studies the cultural and social atmosphere prevalent in Australia is student friendly and facilitates towards educational growth. Moreover, the coexistence of many communities in Australia in harmony and prevalence of religious tolerance facilitates towards a student environment conduci ve towards educational and academic growth. Technology Australia has one of the best higher education infrastructures around the world resulting towards a high degree of the influx of international students. Sheth Sisodia (2015) mentioned in the context of technological infrastructure that a robust technology-based infrastructure facilitates towards economic development as well as influencing various sectors of the economy in a highly productive manner. Technological development has a profound impact on the education sector in general and especially towards higher education. The use of cutting-edge technology in terms of impartment of education as well as relying upon the technological medium in order to promote educational courses towards domestic and international students by the educational institutions are primarily facilitated through advancement in technology. In terms of enrollment or towards furthering of research activities in universities as well as the smooth functioning of online based distance education courses are all faci litated through utilization of technological advancement. Competitor analysis: Griffith University is a major competitor of CQU and caters to over 50,000 students in both regular courses as well as distance education courses that are facilitated online. The university has five campuses in Australia in Gold Coast, Logan, Brisbane, Queensland, Mt Gravatt and South Bank. The university was established in the year 1971 and is headed by Chancellor Henry Smerdon and vice-chancellor Ian O'Connor. The academic departments in the university are segregated into four major sections comprising of Arts, Law Education, Griffith Business School, Griffith Health and Griffith Sciences (Griffith.edu.au 2017). The aim of the university is towards engaging in outstanding scholarship that has a high degree of impact towards the society along with emphasis on facilitating groundbreaking researches in its campuses. The primary objective of the university is towards becoming the most influential educational institution in Australia with a considerable recognition as an educational in stitution in Asia Pacific region as well as recognizing and valuing culture and educational diversity in its campuses (Griffith.edu.au 2017). The university positions itself as an innovation driven educational institution with strong academic prowess in terms of various subject streams. The university has an Office of Marketing and Communications that maintains the online website platforms and social networking sites facilitating online promotional activities. Moreover, the office also initiates events and on-campus promotions across schools in Australia for facilitating the enrollment of domestic students in the university. Moreover, the marketing and communications office at the University undertakes various online awareness programs regarding the degrees and certified programs offered by the universities towards its prospective domestic and international students. SWOT analysis: Strength Considerable presence in the Australian education sector with 24 campuses around Australia Catering towards educational services of over 35,000 students Offering over 300 courses in graduate, undergraduate, research studies and vocational training programs Weakness Limited international exposure with absence of offshore campuses Limited and inadequate degree of presence in metropolitan areas in Australia with small sized campuses with low student capacity in metropolitan areas Opportunity Increase in the number of internet users throughout the globe, as well as betterment of connectivity across borders, facilitates opportunity towards attracting international students Technological improvement facilitating offering of online based distance education courses by the university resulting in increasing number of enrollments Threats Severe degree of competition from other universities based in Australia Comparatively less efficient research facilities at the university as compared to top Australian universities Aggressive marketing tactics by other universities towards attracting international students Value and brand positioning analysis: Zeriti et al. (2014) stated that value positioning by an organization results towards evaluation of an organization's products and services by its prospective customers. The value positioning pertaining to CQU arises out of the differentiated services that are provided to the prospective students at its campuses. The educational services at CQU are disseminated between the establishment of campus, study center, study hub and delivery site. Services are differentiated between the four forms of CQU establishment where campus and delivery sites facilitate full component of their program. Whereas study center is a smaller version of campus and the study hub is primarily a facility for the students to utilize internet and computing facilities. In terms of brand positioning, the university positions itself as an educational instruction that is driven by innovation. Moreover, the company capitalizes upon its presence in 24 different locations across Australia along with course offerings of over 300 courses in order to position itself as a university facilitating courses in locations with the varied cost of livings and cultural environments. Proposed marketing aim and promotional objective for 2018: The proposed marketing aim pertaining to CQU should be towards reaching out to more number of international students both through its official website and social networking sites as well as through conducting and participating in overseas education fairs. Moreover, using school campus promotional campaigns in order to attract more number of enrolments by domestic students in the university. In addition, CQU should emphasize upon its presence in over 24 locations around Australia along with offering over 300 courses towards attracting students that are more international. Since international students bring in larger revenues as opposed to domestic students and students enrolled in online courses thereby the primary target of the marketing campaign shall have to be international students. Marketing mix strategies: Products CQU provides educational services pertaining to various streams and subjects ranging from business management courses to accountancy courses to humanities to technology-based engineering courses. The university offers over 300 courses and certificate programs that are aimed towards facilitating undergraduate, graduate and research based degrees along with offering various vocational training and courses. Price There is a prevalence of differentiated pricing in terms of charging enrollment fees and tuition fees from domestic and international students with international students paying more for enrollment in courses. Moreover, the course fees also differ based on the subjects covered in the courses. For instance, business management and engineering courses have a higher enrollment and tuition fees as compared to courses on humanities. Promotion The promotional activities of CQU are undertaken through different marketing channels. The most effective promotional activities comprise of online marketing campaigns through using the university's official website and social networking sites to reach out to both domestic and international students. Moreover, campus promotions in schools across Australia along with participation in an education fair in Australia and abroad facilitate promotional activities. Place CQU has a presence in over 24 locations across Australia with large and small campuses in various locations including metropolitan cities. The considerable presence in Australia enables the university towards catering to over 35,000 students annually. Competitive strategies: The university focuses towards intensive marketing of its online courses because the costs of facilitating courses online by CQU are lower than regular courses. Since the enrollments and course fees are more for the international students as compared to the domestic students thereby it is justified that the university primarily targets international students as compared to domestic students. Through its presence in Australia through 24 different campuses, CQU reiterates towards its mission of providing quality education anywhere across Australia from the metropolitan cities to the nations interiors. Media and budget allocation for 2018: Marketing Budget for 2018 Particulars Amount ($) Market research 100,000 Website Marketing 400,000 Marketing in Social Networking Sites 700,000 School campus marketing 500,000 Print marketing 300,000 Participation in domestic education fairs 250,000 Participation in international education fairs 700,000 Total 2,950,000 Market research is highly required in terms of strategizing the marketing campaign owing to stiff competitions from other universities in terms of attracting students. The emphasis upon online marketing is considerable owing to the fact that reaching out to both domestic and international students is efficiently facilitated through online marketing channels. Moreover, school campus marketing and participations in international education fairs are highly effective towards attracting domestic and international students respectively. Expected outcome: The expected outcome from the marketing activities pertaining to CQU shall be towards increasing the degree of enrollments of international students since the emphasis of the marketing campaigns is towards the prospective students from abroad. Moreover, through various school campuses promotion, the awareness regarding the courses and training provided by CQU are communicated to the domestic students. Conclusion: The current study entailed a thorough evaluation pertaining to internal and external analysis of CQU. The various forms of analysis undertaken through in the current study facilitated towards providing an overview pertaining to the education sector in Australia along with an enumeration of different factors that are affecting the enrollment prospects of CQU. References: About Us - CQU. (2017).Cqu.edu.au. Retrieved 30 May 2017, from (https://www.cqu.edu.au/about-us). Baker, M. J. (2014).Marketing strategy and management. Palgrave Macmillan. Education.gov.au (2017). Retrieved 30 May 2017, from (https://www.education.gov.au/higher-education-0) Gladstoneobserver.com.au (2017). Retrieved 30 May 2017, from (https://www.gladstoneobserver.com.au/news/engineering-still-popular-course-cqu/2903095/) Griffith.edu.au (2017). Retrieved 30 May 2017, from (https://www.griffith.edu.au/about-griffith/governance/mission-statement) Gummesson, E., Kuusela, H., Nrvnen, E. (2014). Reinventing marketing strategy by recasting supplier/customer roles.Journal of Service Management,25(2), 228-240. Leonidou, L. C., Leonidou, C. N., Fotiadis, T. A., Zeriti, A. (2013). Resources and capabilities as drivers of hotel environmental marketing strategy: Implications for competitive advantage and performance.Tourism Management,35, 94-110. Lusch, R. F., Vargo, S. L. (2014).The service-dominant logic of marketing: Dialog, debate, and directions. Routledge. Ministers.education.gov.au (2017). Retrieved 30 May 2017, from (https://ministers.education.gov.au/colbeck/australias-international-education-sector-worth-more-previously-estimated) Monitor.icef.com (2017). Retrieved 30 May 2017, from (https://monitor.icef.com/2016/11/australias-education-exports-surpass-aus20-billion/) Profile.id.com.au (2017). Retrieved 30 May 2017, from (https://profile.id.com.au/australia/qualifications) Sheth, J. N., Sisodia, R. S. (2015).Does marketing need reform?: Fresh perspectives on the future. Routledge. Solomon, M. R. (2014).Consumer behavior: Buying, having, and being(Vol. 10). Engelwood Cliffs, NJ: Prentice Hall. Studyinaustralia.gov.au (2017). Retrieved 30 May 2017, from (https://www.studyinaustralia.gov.au/explore-australia/explore-australia) Studyinaustralia.gov.au (2017). Retrieved 30 May 2017, from (https://www.studyinaustralia.gov.au/explore-australia/explore-australia) Timeshighereducation.com (2017). Retrieved 30 May 2017, from (https://www.timeshighereducation.com/world-university-rankings/central-queensland-university#ranking-dataset/612573) Zeriti, A., Robson, M. J., Spyropoulou, S., Leonidou, C. N. (2014). Sustainable export marketing strategy fit and performance.Journal of International Marketing,22(4), 44-66.

European Studies Essays (5384 words) - Economy Of The European Union

European Studies annon Discuss the relative merits/demerits of an agricultural policy oriented to price reform rather than one based upon structural reorganisation The common market shall extend to agriculture and trade in agricultural products. Agricultural products means the products of the soil, of stock-farming and of fisheries and products of first-stage processing directly related to these products....The operation and development of the common market for agricultural products must be accompanied by the establishment of a common agricultural policy among the Member States (1) From the beginning of the European Union, EU policy has given emphasis to the agricultural sector. To this end, a Common Agricultural Policy (CAP) was established in 1963. (2) Provisions for this policy were made in the Treaty of Rome. The aims of this policy were to increase agricultural productivity, to ensure a fair standard of living for the agricultural community, to stabilise markets and to ensure reasonable prices for the consumer. (3) This is unusual in the context of the Treaty of Rome which provided for free trade and movement of resources. Agriculture was ill-adapted for this approach. Protection was given, not only by customs duties, but also by a variety of agricultural policies. This essay will discuss the merits and demerits of a the pre-1992 CAP with its emphasis on price reform, in comparison with the post-1992 CAP which was oriented to structural reform. It cannot be denied that there were merits of the pre-1992 price reform policy. There was a bountiful food supply with an increased variety and quantity of food. Farmers yields increased, particularly the large farmers. Producers were protected from the external market due to community preference and, therefore, domestic agriculture could develop. There were also spin offs in food production. Although some of the policies created good returns for farmers, the demerits of said policies far outweighed any advantages they had. The core-periphery divide was widened, quantity became more important than quality and consumers had to pay higher prices. Agricultural practices caused damage to the environment and international trading relations were strained. Until 1993 the EU rarely supported farmers by paying them direct subsidies from the taxpayers. (4) Instead the 30 billion ECU (and often more) was spent in the buying up of surplus commodities at minimum official prices and was also used to pay subsidies to traders to sell surpluses on the lower-priced world markets. (5) During the 1960s the price system was devised. The first problem with price policies is that of fluctuating and differing exchange rates. Green Money was the first solution to be developed to counter the problem of differing exchange rates. This, however, could be manipulated by politicians to achieve different price levels in the member states than those indicated by the common price level. The lowering of the green currency towards a depreciating average rate, raised farms price levels in the national currency. (6) This meant that while regular citizens suffered from the devaluation of the currency, farmers were protected from this trend. Also although the higher prices were an advantage for the farmer, they were a nuisance for consumers. Monetary Compensatory Amounts (MCAs) were used in the 1970s when devaluations by France and revaluations by Germany made Green Money redundant. MCAs operated as levies on the French exports and subsidies on French imports. The reverse was applied to Germany. (7) MCAs, while allowing Community trade to continue even though common pricing was never established, had more disadvantages than advantages. They allowed the real level of prices to vary from country to country. This led to the distortion of production as farmers in the countries which have strong currencies, were paid more than farmers in countries with a weak currency. MCAs are also expensive to operate. MCAs were replaced in 1979 by the European Currency Unit (ECU) as part of the European Monetary system (EMS) which had been introduced in 1978. (8) An agricultural ECU which was 14% more valuable than the ECU was introduced. Until 1993 and 1995, when adjustments were made to this, vast amounts of officials were needed every day to administer the agri-monetary system and the monetary amounts had to be changed weekly. (9) The original agricultural price policy in CAP had three main components. The first of these was the target price, which was the basis for establishing all other prices. It is meant to provide a satisfactory return for the farmer. Threshold prices are the minimum entry prices for imports (higher than EU prices for domestic products) and they also safeguard against the undercutting of target prices. An intervention price is used if the market prices fall. If surplus production occurs, the

TRAVELCOMFORT BUSINESS PLAN

TRAVELCOMFORT BUSINESS PLAN Executive Summary TravelComfort UK, Incorporated is a start-up travel agency that specializes in small and escorted luxury touring packages for its selective clients.Advertising We will write a custom essay sample on Travelcomfort business plan specifically for you for only $16.05 $11/page Learn More The agency is strategically located in Hill Gate Notting, London- to better serve its customers across the UK. This location has of late experienced rapid growth in the number of discriminating or selective luxury tour clients. TravelComfort is a partnership between 4 experienced travel scholars named as Josh Foster, Rochelle Night, Mike Manning and Joshua Awozele. The first 2, other than sitting on the board are also the company’s Chief Executive and Operations Manager respectively. The last 2 do not have additional managerial roles. The first 2 have had extensive training in travel business, especially in sales and marketing to oversee the operations of this new venture. Their knowledge will thus be useful in this starting period. Other than the 2 managerial staff, and the additional 2 board members, the company intends to use an independent sales force of 6 individuals to keep its overhead expenses low hence increasing its sales returns. The owners feel that this will be the surest way of maintaining profitability and its subsequent expansion in this highly competitive travel service industry.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In addition, the company will make use of the 4 marketing mix to market itself to its customers as well as establishing best relationships with agent travel firms. More so, to ensure that it achieves its profitability and expansion outcomes, the management intends to source for a long-term loan of UK pounds 60,000 from Standard Chartered Bank to finance its required start-up capital of appro ximately  £120,000. The company is characterized by a strong commitment to customer value, service and specialized luxury tour needs; characteristics that set it apart from other UK travel agencies thus constituting its best attractions and unique selling points. Market Research of the UK travel industry A research article by Tassiopoulos highlighted that though there had been a major trend towards responsible and ethical consumptions across UK’s consumer markets, the demand for services in the UK travel industry had risen to match those in other sectors, with tourism given as an example.1 This increase has also coincided with increases in consumer expectations across the country. To expound on this, this plan went ahead to stress that in each holiday, a significant and a growing number of travellers in the UK were looking for better and high quality products. As such, the experiences provided by tour and travel firms should be able to enable the traveller’s access à ¢â‚¬Ëœreal’ living cultures within or without their nations. Nonetheless, previous researches highlighted that though UK travellers had accustomed themselves to taking shorter trips in most cases, at the same time, they expected to derive more value from such short trips.2Advertising We will write a custom essay sample on Travelcomfort business plan specifically for you for only $16.05 $11/page Learn More A scholarly study by Pfister and Tierney summarized the above notions by arguing that nowadays, holidays spender’s across the UK preferred ‘real’ holidays that were characterized with a lot of authenticity.3 These expectations contradicted the scenarios dating 10 years back in this same country. Supporting the above frameworks, Page and Connell combined their findings to assert that in the UK, there has emerged a growing interest in the pursuit of more adventurous forms of travel agencies.4 For instance, the demand for the market has of lately shifted to those agencies that offer specialized travel and tour services such as land based expeditions of the nature of the Graham Land as well as skiing activities. On the other hand, drawing inferences from the Independent on Sundays, the authors of this plan established that the recent economic recession has been a blessing to the UK tour travel industry. This is for the reason that the ever increasing economic recession has increased costs of overseas holidays by a high of 10%- 7% more than domestic holidays.5 This in return has meant that more Britons have preferred to spend their holidays in their country as a budgetary precaution. TravelComfort will strategically position itself to maximise on this great opportunity. To add, Hogson went ahead to review statistics that also revealed that the travel and tourism industries across the UK had for years pursued profits within flexible, unrestricted and fast-moving environments.6 This, according to Robinson had led to most travel agencies failing to establish monitoring systems and formal objectives. They instead chose to seize each opportunity as it came their way without considering its long term effect.7Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More To address this, TravelComfort has established and stated its mission statements. This will in turn assist it to achieve its outcomes since the mission statements will be used as statements of guidance and reference. Specific Target Market The stiff competition in the UK tour and travel industry has created the impetus to clearly understand the specific and the ever changing needs of the differentiated customer groups.8 TravelComfort has studied the market and identified UK citizens especially the retired or working couples who would like to go for adventure as constituting its key target market. Other than those, the company will emphasis on corporate travellers (business conference travellers) and any other travellers from any part of the world. Unique Selling Points These were comprised by the following brief features, concepts and benefits that our clients were happy to associate with our branding. In line with the above, TravelComfort has positioned itself to cater for speciali zed clientele group in the UK. As such, the company will offer small-group, budgetary and luxury modes of adventure travel. These will mainly target UK clients with a small global market presence also targeted in the plan. TravelComfort seeks to have a competitive advantage over its rivals by small but more exclusive packaged tours. These will enable our few clients to receive immediate personal or special attention from our travel hosts. As we expand, we intend to cultivate this niche of one-on-one contact to catch and retain on all our potential clients. The company will also provide accurate, first-hand and instant information concerning all its services to its customers. This can be achieved through mass-messaging or emailing service to registered clients. Market size/growth trends According to the statistics by the UK Office for National Statistics, the financial year ending February 2011 saw a total of 84.6 million travellers visit or depart from UK (visitors to UK were 29.6 m illion while visits abroad by the region’s citizens was 55.0 million).9 This number of travellers a combined drop of 6% compared to the previous year. The reason cited for the drop in the number of visitors was the bad weather. Table 1 showing the number of visitors entering or leaving the UK (Souce: UK Office for National Statistics, 2011). Despite the reduction in the number of travellers, the projected market growth for the UK travel industry stands at 10%. Of the total market size, TravelComfort aims to garner at least 5% of the market by the end of second year of operation. Competitive Environment At present, competition has been intense in the retail travel agency industry in Europe.10 As such TravelComfort will face stiff competition from both external and internal travel agencies. In the case of internal competitors, the company will compete with Thomson Travel Group-UK’s largest tour operator and Going Places-UK’s second largest travel agency.11 Other than the two, internal competitors will also include online travel agencies such as eDreams, Ebookers, Expedia, Iglue, LastMinute and Key2Holidays amongst others. External competitors will comprise of CN Travel Touristic Group- Germany’s largest travel agency and TravelPlanners from USA amongst others. Of late, the UK travel industry has been characterised by constant fluctuations both in service quality and sum of service providers.12 We intend to capitalize on this and broaden our market share. The competitive edge of our company will see us attract and retain customers through provision of up-to-date and accurate information. The company will also offer competitive discounted prices to win on repetitive customers. More so, the company will make use of IT and avail online tickets to its clients. To achieve on the above, the company will rely on the efforts of its experienced founders and personnel. These have great experience in luxury retailing, offering travel, achieving high-net-worth and offering and providing personalized services. Company Description TravelComfort is a full-service travel agency offering full-line travel planning for all its customers. The agency links all business, recreational and adventure travellers with travelling and accommodation firms. As was earlier highlighted, this agency is a partnership between Josh Foster, Rochelle Night, Mike Manning, and Joshua Awozele-who cofounded the agency in January of 2012. The company is located at Office Complex, Nottingham Hill Gate- London. The objectives of the company are as follows: To achieve a profitable status within the first year To garner a 5% market share within the first 2 years To increase its workforce to 20 by the second year (January 2012) and appoint a full-time Business Manager to enhance sales operations Expand the company’s corporate sales by  £ 85,000 each month. This is to happen by the 6 month of the agency’s operation. Services provided The compa ny will provide primary travel services that include, but unlimited to, hotel arrangements, bus and airline ticketing, car rental arrangements, conference planning, charter and tour services, student or employee-tour services and vacation packages. If these services are sold online, the agency will attain a sales margin of 10%. However, this is expected to rise to 15% if they are sold through agents. Marketing Plans/Strategies The company will make use of the four aspects of marketing mix to sell its services to its customers. These are: Pricing strategies The company will offer competitive rates to make its services affordable to all classes of people. In addition, the company will offer a 10% discount to the second ticket purchased by the same consumer. This will attract repetitive consumers to the agency thus increasing its market share. Promotion/Advertising strategies These will focus on the following: Buying ‘space’ in the UK daily newspapers for promotional adve rts on the agency’s services Creating a website where clients will be able search and review their services. The site will then allow them to make online reservations. This site will also be hyper-linked to social networking sites and other travel sites Distributing brochures or posters to strategic places to sell company services Product/ Service strategies The company has already achieved this strategy by incorporating a variety of services within service line. Distribution strategies The company intends to distribute some of its operations for instance, by using agents to market its services. Operational plans TravelComfort will ‘purchase’ its services from the above listed service companies using the following procedure: The company’s Operation’s Manager (Mr Night) will be tasked with negotiating with service industries on the awarding of service agency contacts. In this case, the agency will target to be awarded a commission of 10% on each tic ket (in this case service) sold. The company will then strive to sell more to improve on its profitability. The company intends to sell its services by using its other six sales-representative employees. These employees will improve service efforts by delivering tickets and making telephone follow-ups on their return. These will garner repeat sales and businesses. Besides their coordination, the 2 partners will perform initial sales management until the hiring of the Business Development Manager. Sales forecast The company targets to have sold services worth  £2,516,430 by end of 2012 and  £4, 50,100 by end of 2013 and 8,000,000 in the third year of 2014. This plan is based on the service arrangements to be increased between the agency and its partners. The following table 2 summarises the sales, gross and net profit’s highlights. The values are all in ‘0000 TravelComforts Projected Highlights Sales G/P margin Net Profit Margin Yr 1  £250  £80  £15 Y ear2  £450  £125  £45 Yr 3  £800  £225  £12 To achieve the forecasted sales above, the following sales programs are to be implemented: Issuing sales awards to those sales representatives who will be the top four in terms of highest grossing sales Issuing awards to employees who excel in delivering exemplary tour services to Travel comfort clients. This will create a scenario of retaining and attracting clients hence increasing the sales. The firm intends to implement e-commerce by allowing on-site ticket sales and registration through its Computerised Reservation System. This will ease the process of acquiring or accessing the firm’s services hence increasing the number of discriminative clients. Related to the above, the management intends to position customer care agents in its London office to carry out the role of selling tickets through the phone mode. The firm’s marketing and ticketing services are also to be re-distributed across key attraction points (a scenario commonly called sales retailing) across London to win on the potential passers-by who can top up as its customers. For instance, off-site sales are to be carried out at hired sites. For instance, the management plans to engage stadium managers across the UK to catch on the increased spectator audience. This is so because the management carried an earlier research that proved that spectators in the VIP ticketing category were likely to form a special group for the specialized tour services across London. Break-even analysis The levels of sales need to service all personal requirements and costs will be calculated as follows: Sales (required to break even) =  £ (Business Survival Budget/Drawings + Overheads/Operating Expenses) Sales=  £300,000 +  £400,000=  £700,000 TravelComfort’s Monthly Break-even points Figure1 depicting the break-even analysis From the above figure, it is projected the company will break even half-way through the third month. At this time, the company will have required to have sold an estimated â‚ ¬ 700,000 meet its personal requirements (drawings) and all its costs comfortably. Key Personnel Mr. Josh Foster- Company’s Chief Executive Mr. Foster is one of the co-founders of the agency. Having graduated with a distinction in Business Management, Sales and Marketing, he will spearhead the company’s growth. His strength to multi-task across dynamic environments will see him represent the agency at key stakeholder conferences. He will also spearhead the agency’s expansion module. Mr. Rochelle Night-Operations Manager Mr. Night will coordinate all agency operations. His leadership skills will ensure that a link exists between the sales representatives and the customers. He intends to maximise on his supervisory role at Easyjet Travel Agency to implement his new duties. Other than the two above, the following also topped up as Travel Comfort’s board members: Critical risks of the venture The following risks were identified as potential risks associated with this venture. Emerging travel agency businesses that were likely to cause stiff competition. The financial crisis that was likely to cause shifts in consumer demands (consumers were likely to reduce on their leisure expenditures). The company was likely to lose contact with some of foreign customers. Contingency planning The following measures will be implemented to safeguard the performance of the venture if sales reduce by more than 5% as projected. The management will carry out reviews to determine if the forecasts were realistic. If they were not, new estimates will be forecasted based on the sales statistics at hand. In this case, the last trading period’s actual results will be projected for achievable targets to be determined. If the forecasts were real, the management will review its budget to obtain a realistic one. In this case, the management will determine the expenses to be r educed and the margins to e improved. In this case the pro-forma revenues will be decreased by a realistic percentage based on the conditions facing the company. Having implemented the above, the company will carry out the following actions to improve on its performance: Carry out an aggressive promotion to increase its service awareness. Establish reward schemes for its sales team to motivate them in reaching more consumers. For instance, by rewarding employees who surpass a weekly target of  £ 20,000 with a 15% commission Likewise, the company willl try to re-negotiate its contracts with its partners. In this case, the management will point out the difficulties facing the travel agency and request a re-view of the engagements on mutual basis. Offering/ Funding The following table summarized the company’s start-up summary Item(s) Description Total amount Expenses Office supplies, rent, consultant’s fees, utilities, insurance, internet charges, website creation charges, communication bill etc  £80,000 Assets Furniture, cash, computers etc  £ 120,000 Owners’ Contributions Primarily cash  £ 150,000 Loans/ Borrowing From Standard Chartered Bank  £ 200,000 Total start-up funding  £ 550,000 Financial Plan Profit Loss Account The following is the profit and Loss account (projected for the first three years). Note: All figures are in  £. Year1 Year 2 Year 3 Sales (Direct and Indirect) 2,516,430 4,110, 345 5, 815,100 Less cost of sales 1, 910, 000 3, 515, 650 4, 910, 000 Gross profit 606,430 594,695 905, 100 Less Expenses 450,130 480,520 520,000 Pre-tax net income 156, 300 114,175 385, 100 Taxes Paid 18,900 11, 600 41, 200 Net income 137,400 102,575 343,900 Pro-forma Balance Sheet The following balance sheet has also been projected for the first three years. Balance Sheet (projected for the 1st three years) Note: All figures are in  £. Year 1 Year 2 Year 3 Total Current Assets 450,000 4 20, 500 455, 100 Total Long-term Assets 150,000 214,000 139, 900 Total Assets 600,000 634,100 595,000 Current liabilities 250,000 242, 100 245,000 Long-term liabilities 200,000 112,000 0 Total Liabilities 450,000 354, 100 245,000 Total Capital 150,000 280,000 350,000 Total Capital and Liabilities 600,000 634,100 595,000 Reference List Doganis, R, Flying off course: the economics of international airlines, 3rd edition, Routledge, Newyork, 2002. Hogson, A, The travel and tourism industry: strategies for the future, CABI Publisher, Oxford, 1987. Horne, S J, Swarbrooke, Leisure marketing: a global perspective, Butterworth-Heinemann, UK, 2005. Independent on Sundays, Recession ‘is good news for UK travel industry’, 2008. Web. Needham, A, Business for higher awards, Heinemann, UK, 1999. Evans, N, Strategic management for travel and tourism, Butterworth-Heinemann, UK. Page, S Connell, J, Tourism: A modern synthesis, 2nd edn., PublisherCengage Learning EMEA, Stamford, 2006. Pfister, R Tierney, P, Recreation, event, and tourism businesses: start-up and sustainable operations, Human Kinetics, Leeds, UK, 2008. Plunkett, J W, Plunketts airline, hotel travel industry Almanac 2007: Airline, hotel travel industry market research, statistics, trends leading companies, Plunkett Research, Ltd., Texas, 2006. Robinson, P, Operations Management in the Travel Industry, CABI, Oxford, 2009. Tassiopoulos, D, New tourism ventures: an entrepreneurial and managerial approach, Juta and Company Ltd, Cape Town, South Africa, 2009. UK Office for National Statistics, Travel and tourism: Overseas visits still subdued, 2011, retrieved https://www.ons.gov.uk/. Footnotes 1 D Tassiopoulos, New tourism ventures: an entrepreneurial and managerial approach, Juta and Company Ltd, Cape Town, South Africa, 2009, p.309. 2 J W Plunkett, Plunketts airline, hotel travel industry Almanac 2007: Airline, hotel travel industry market research, statistics, trends leading co mpanies, Plunkett Research, Ltd., Texas, 2006, p.62. 3 R Pfister, P Tierney, Recreation, event, and tourism businesses: start-up and sustainable operations, Human Kinetics, Leeds, UK, 2008. 4 S Page J Connell, Tourism: A modern synthesis, 2nd edn., Cengage Learning EMEA, Stamford, 2006, p.81. 5 Independent on Sundays, Recession ‘is good news for UK travel industry’, 2008. 6 A Hogson, The travel and tourism industry: strategies for the future, CABI Publisher, Oxford, 1987. 7 P Robinson, Operations management in the travel Industry, CABI, Oxford, 2009, p. 254. 8 A Needham, Business for higher awards, Heinemann, UK, 1999, p.19. 9 UK Office for National Statistics, Travel and tourism: Overseas visits still subdued, 2011. 10 S, Horne J, Swarbrooke, Leisure marketing: a global perspective, Butterworth-Heinemann, UK, 2005, p. 233. 11 R Doganis, Flying off course: the economics of international airlines, 3rd edition, Routledge, Newyork, 2002, p.159. 12 N Evans, Strategic man agement for travel and tourism, Butterworth-Heinemann, UK, pp. 172-177.

Social Performances of Shell Company Research Paper

Social Performances of Shell Company - Research Paper Example Royal Dutch/Shell Group of Companies is one of the largest global groups of energy and petrochemicals companies with around 101,000 employees in more than  90 countries and territories. Shell is expanding rapidly to other countries and they have almost monopolized the global energy market with their huge financial capabilities and resources. Most of the Shell companies are operating independently in each of the countries by the people who know the needs of the community and the environment well. They have the authority and autonomy to make all normal business decisions. One of the major success factors of Shell Company is their respect to the community in which they operate. Unlike many other corporate giants, Shell is keen in spending a portion of their profit for the wellbeing of the society or community in which they operate. Moreover, they are giving more emphasis to the environment protection. Social performance is accepted as the core of their business strategy for sustainable development.Most of the big companies declare their corporate social responsibility and these declarations often lie on paper alone. On the other hand, Shell is not like that. They don’t have much belief in public declarations and they don’t like the publicity for their actions. They are normally done things with least publicity compared to other big companies. Shell company has reportedly paid approximately $36 billion in taxes and royalties from 2005-2008 to the Nigerian government which can be used to promote development, reduce poverty and support econ omic growth4. It is a well-known fact that Nigeria is a poor country which is struggling to find enough resources to eradicate poverty.  Ã‚  

Cross of Gold Research Paper Example | Topics and Well Written Essays - 500 words

Cross of Gold - Research Paper Example While the majority of the politicians were more concerned with helping those that funded their campaigns, Bryan was among the very few who were truly concerned for the well-being of his potential voters. He fought for them diligently, knowing that by not allowing silver to be used as currency, people would be pushed over the edge as they would further feel the strain of their out-of-control debts. However, the other politicians wanted gold to remain the only currency, which would mean that citizens would never be able to get out of debt. While silver would mean rampant inflation, it would also increase the nation’s prosperity and provide a quicker solution to the nation’s debt. Unfortunately, gold was the ideal currency for bankers and businesses as there would be no inflation to harm them, and they were reluctant to see it set aside for silver. Bryan was not bothered by the strong stances held by bankers, businessmen, and the politicians who were pro-gold. If anything, Bryan was baffled that politicians, the economy, and citizens alike could greatly benefit from using silver as legal tender, yet still have many people against using silver. Though the arguments against silver could hardly be debated, Bryan felt that the needs of the citizens, â€Å"the struggling masses, who produce the wealth and pay the taxes of the country,†2 especially the farmers, were more important than the greed of bankers and businessmen. Bryan’s famous speech was spoken completely on behalf of the citizens that needed the financial relief, impressing the importance of adding silver to the legal tender that included gold, stating that politicians â€Å"shall not crucify mankind upon a cross of gold†3. It was Bryan who made it clear the kind of damage that could be caused by not allowing silver to be circulated as legal tender.à ‚