Wednesday, October 30, 2019

A Bright New Boise Movie Review Example | Topics and Well Written Essays - 500 words

A Bright New Boise - Movie Review Example The play was filmed was perceived to win the hearts of many faithful believers in the performance, and was aimed to create awareness for the people to be prepared of the coming back of Jesus Christ. Therefore, it advocates for the people to repent and be prepared to the end of the earth, or the start of the spiritual judgments. The play was timely, as it coincided during the current times of rise of religious crusading in America. This includes the crisis in religious arena such as the rivalry between the Christians and Muslims, or the competing churches, where the play advocates for deliverance from the church crisis. The major themes of the play were to create the notions among the faithful and families to make human connections. However, this paper is objected at reviewing the play on the way it achieved it thematic goals, especially the approaches used to create impact among the audience. The setting of the play starts in the break room of the Hobby Lobby craft stores in the Idah o, where Will applied for a job after a tragic scandal in his home village town, which involved his evangelical church. In the Hobby Lobby, Will meets his teenage boy, whom he left when he was a baby, particularly the Day of Reckoning.

Monday, October 28, 2019

Reconstitution of a Partnership Essay Example for Free

Reconstitution of a Partnership Essay Partnership is the relation between persons who have agreed to share the profits of the business carried on by all or any of them acting for all. An essential element of partnership is to have an agreement and wherever a change takes place in this relationship it results in reconstitution of the partnership firm. Reconstitution of the firm may happen under any of the following circumstances and as a result there will be a change in the profit sharing ratio: 1) Change in the profit sharing ratio amongst the existing partners; 2) Admission of a new partner; 3) Retirement of an existing partner; 4) Death of a partner and 5) Amalgamation of two partnership firms Change in the profit sharing ratio of existing partners: The partners of a firm may decide to change their profit sharing ratio and in such eventuality, the gaining partner (i. e. the partner whose share has been reduced) unless otherwise agreed should be paid some compensation and the compensation is the value of goodwill represented by the gain because the change in profit sharing ratio means that one partner is purchasing from another partner of the profits. For example; James and Jones, two partners of a firm are sharing the profits of the firm in the ratio of 3:1 and if it is decided that in future both will be equal partners, it means that James is selling to Jones  ¼ th (3/4-1/2) share of profits. Therefore, Johns will pay to James an amount equal to one fourth of the total value of goodwill. In concrete terms, suppose, the profit is $20000 previously James would get $15000 and Jones would get $5000. After the change in the profit sharing ratio, each would get $10000. James, therefore, loses annually $5000 and Jones gains $5000. If the goodwill is valued at $40000, Jones must pay James one fourth of $40000 namely $10000. This adjustment is usually made by passing an adjustment entry. In this case, Johns capital account will be debited and James capital account will be credited with $10000. In addition to the adjustments for goodwill, the change in profit sharing ratio also requires the adjustment of profit/loss on revaluation of assets and reassessment of liabilities, accumulated reserves and profit (or loss) etc. Sacrificing ratio and gaining ratio: Change in the profit sharing ratio of existing partners will necessarily mean that one or more partners are surrendering a part of their share in the profits in favor of one or more other partners. A part of share being so surrendered is termed as sacrificing ratio while the share gained by each partner is termed as gaining ratio. Sacrificing ratio is computed by deducting the new ratio from the old ratio. Gaining ratio is computed by deducting the old ratio from the new ratio. References: http://classof1.com/homework-help/accounting-homework-help/

Saturday, October 26, 2019

Two Different Attitudes, Two D Essay -- essays research papers

Two Different Attitudes, Two Different Worlds   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  In this essay I am going to compare and contrast the speakers and the stories of 'Homage to my Hips'; and 'Her Kind';. The speakers in this stories have very different attitudes, and approaches in telling their story about the same topic. While talking about the oppression of women, both Lucille Clifton and Anne Sexton take the own stance on the situation. While Clifton expresses her proud and self-confident attitude, Sexton on the other hand speaks in a very snotty, self-righteous tone. Each of these extremely influential woman, that I will be talking about describe their own individual experiences. These experiences create a very clear, individualistic tone that makes the poems of these two writers differ in many ways.   Ã‚  Ã‚  Ã‚  Ã‚   The speaker in 'Homage to my Hips'; carries a very proud and self-confident attitude. The best example of this would be when the speaker says, 'These hips are mighty hips. These hips are magic hips. I have known them to put a spell on a man and spin him like a top!';(Pg705). That line is so powerful, it portrays the image that she thinks that bug women are better than men. The speaker in this poem is also a very brave and daring type of women. 'They don't like to be held back. These hips have never been enslaved, they go where they want to go';(Pg705), that line shows how brave the speaker is. It conveys the message that ...

Thursday, October 24, 2019

Marketing Is Everything

HER JANUARY-FEBRUARY 1991 Marketing Is Everything by Regis McKenna he 1990s will belong to the customer. And that is great news for the marketer. Technology is transforming choice, and choice is transforming the marketplace. As a result, we are witnessing the emergence of a new marketing paradigm – not a â€Å"do more† marketing that simply turns up the volume on the sales spiels of the past but a knowledge- and experience-based marketing that represents tbe once-and-for-all death of the salesman. Marketing's transformation is driven by tbe enormous power and ubiquitous spread of tecbnology.So pervasive is technology today tbat it is virtually meaningless to make distinctions between technology and nontecbnology businesses and industries: tbere arc only tecbnology companies. Tecbnology has moved into products, the workplace, and the marketplace with astonishing speed and thorougbness. Seventy years after tbey were invented, fractional borsepower motors are in some IS to 20 bousebold products in tbe average American home today. In less than 20 years, the microprocessor has achieved a similar penetration. TWenty years ago, there Regis McKenna is chairman of Regis McKenna Inc. a Palo Alto-headquartered marketing consulting firm that advises some of America's leading high-tech companies. He is also a general partner of Kleiner Perkins Caufield &) Byers, a technology venture-capital company. He is the author of Who's Afraid of Big Blue? (Addison-Wesley, 1989) and The Regis Touch (Addison-Wesley, 1985]. DRAWING BY TIMOTHY BLECK T 65 MARKETING IS EVERYTHING were fewer than 50,000 computers in use,- today more than . 50,000 computers are purchased every day. The defining characteristic of this new technological push is programmahility.In a computer chip, programmability means the capability to alter a command, so that one chip can perform a variety of prescribed functions and produce a variety of prescribed outcomes. On the factory floor, programmability transforms the production operation, enabling one machine to produce a wide variety of models and products. More broadly, programmability is the new corporate capability to produce more and more varieties and choices for customers – even to offer each individual customer the chance to design and implement the â€Å"program† that will yield the precise product, service, or variety that is right for him or her.The technological promise of programmahility has exploded into the reality of almost unlimited choice. Take the world of drugstores and supermarkets. According to Gorman's New Product News, which tracks new product introductions in these two eonsumer-products arenas, between 1985 and 1989 the number of new products grew by an astonishing 60% to an all-time annual high of 12,055. As venerable a brand as Tide illustrates this multiplication of brand variety. In 1946, Procter & Gamble introduced the laundry detergent, the first ever. For 38 years, one version of Tide served the entire market.Then, in the mid-1980s, Procter & Gamble began to bring out a succession of new Tides: Unscented Tide and Liquid Tide in 1984, Tide with Bleach in 1988, and the concentrated Ultra Tide in 1990. To some marketers, the creation of almost unlimited customer choice represents a threat – particularly when choice is accompanied by new competitors. TVenty years ago, IBM had only 20 competitors,- today it faces more than 5,000, when you count any company that is in the â€Å"computer† business. Twenty years ago, there were fewer than 90 semiconductor companies; today there are almost 300 in the United States alone.And not only are the competitors new, bringing with them new products and new strategies, but the customers also are new: 90% of the people who used a computer in 1990 were not using one in 1980. These new customers don't know ahout the old rules, the old understandings, or the old ways of doing business – and they don't care. What the y do care about is a company that is willing to adapt its products or services to fit their strategies. This represents the evolution of marketing to the market-driven company. Several decades ago, there were sales-driven companies.These organizations focused their energies on changing customers' minds to fit the product – praeticing the â€Å"any color as long as it's black† school of marketing. As teehnology developed and competition increased, some companies shifted their approach and became eustomer driven. These companies expressed a new willingness to change their product to fit customers' requests – practicing the â€Å"tell us what color you want† school of marketing. In the 1990s, successful companies are becoming market driven, adapting their products to fit their customers' strategies.These companies will practice â€Å"let's figure out together whether and how color matters to your larger goal† marketing. It is marketing that is oriente d toward creating rather than controlling a market; it is 66 HARVARD BUSINESS REVIEW January-February 1991 based on developmental education, incicmcntul improvement, and ongoing process rather than on simple market-share tactics, raw sales, and one-time events. Most important, it draws on the base of knowledge and experience that exists in the organization. T ese two fundamentals, knowledge-based and experiencebased marketing, will increasingly define the capabilities of a successful marketing organization. They will supplant the old approach to marketing and new product development. The old approach – getting an idea, conducting traditional market research, developing a product, testing the market, and finally going to market – is slow, unresponsive, and turf-ridden. Moreover, given the fast-changing marketplace, there is less and less reason to believe that this traditional approach can keep up with real customer wishes and demands or with the rigors of competition.C onsider the mueh-publieized 1988 lawsuit that Beecham, the international consumer products group, filed against advertising giant Saatchi ; Saatchi. The suit, which sought more than $24 million in damages, argued that Yankelovich Clancy Shulman, at that time Saatchi's U. S. market-research subsidiary, had â€Å"vastly overstated† the projected market share of a new detergent that Beecham launched. Yankelovich forecast that Beecham's product, Delicare, a cold-water detergent, would win between 45. 4% and 52. 3% of the U. S. arket if Beecham backed it with $18 million of advertising. According to Beeeham, however, Delicare's highest market share was 25%; the product generally achieved a market share of between 15% and 20%. The lawsuit was settled out of court, with no clear winner or loser. Regardless of the outcome, however, the issue it illustrates is widespread and fundamental: forecasts, by their very nature, must be unreliable, particularly with technology, competitors, cu stomers, and markets all shifting ground so often, so rapidly, and so radically.The alternative to this old approach is know ledge-based and experience-based marketing. Knowledge-based marketing requires a company to master a scale of knowledge: of the technology in which it competes; of its competition; of its customers; of new sources of technology that can alter its competitive environment; and of its own organization, capabilities, plans, and way of doing business.Armed with this mastery, companies can put knowledge-based marketing to work in three essential ways: integrating tbe customer into tbe design process to guarantee a product tbat is tailored not only to the customers' needs and desires but also to the customers' strategies; generating nicbe thinking to use tbe company's knowledge of cbannels and markets to identify segments of tbe market tbe company can own; and developing the infrastructure of suppliers, vendors, partners, and users wbose relationships will help susta in and support tbe company's reputation and technological edge.The otber balf of this new marketing paradigm is experiencebased marketing, wbicb empbasizes interactivity, connectivity, and creativity. With tbis approacb, companies spend time with tbeir customers, constantly monitor tbeir competitors, and develop a feedback-analysis system tbat turns this information about the market and the competition into important new product intelligence. At the same time, tbese companies botb evaluate their own )anuary February 1991 HARVARD BUSINESS REVIEW 67 MARKETING IS EVERYTHING echnology to assess its currency and cooperate with other companies to create mutually advantageous systems and solutions. These close encounters – with customers, competitors, and internal and external technologies – give companies the firsthand experience they need to invest in market development and to take intelligent, calculated risks. In a time of exploding choice and unpredictable change, market ing – the new marketing – is the answer. With so much choice for customers, companies face the end of loyalty.To combat that threat, they can add sales and marketing people, throwing costly resources at the market as a way to retain customers. But the real solution, of course, is not more marketing but better marketing. And that means marketing that finds a way to integrate the customer into the company, to create and sustain a relationship between the company and the customer. The marketer must he the integrator, both internally – synthesizing technological capability with market needs – and externally bringing the customer into the company as a participant in the development and adaptation of goods and services.It is a fundamental shift in the role and purpose of marketing: from manipulation of the customer to genuine customer involvement; from telling and selling to communicating and sharing knowledge; from last-in-line function to corporate-credibilit y champion. Playing the integrator requires the marketer to command credibility. In a marketplace characterized by rapid change and potentially paralyzing choice, credibility becomes the company's sustaining value.The character of its management, the strength of its financials, the quality of its innovations, the congeniality of its customer references, the capabilities of its alliances – these are the measures of a company's credibility. They are measures that, in turn, directly affect its capacity to attract quality people, generate new ideas, and form quality relationships. The relationships are the key, the hasis of customer choice and company adaptation. After all, what is a successful brand hut a special relationship?And who hetter than a company's marketing people to create, sustain, and interpret the relationship between the company, its suppliers, and its customers? That is why, as the demands on the company have shifted from controlling costs to competing on product s to serving customers, the center of gravity in the company has shifted from finance to engineering-and now to marketing. In the 1990s, marketing will do more than sell. It will define the way a company does business. The old notion of marketing -was epitomized hy Marketing Is Everythins, and Everything T A/T / +' IS IViarKCting he ritual phone call from the CEO to the corporate headhunter saying, â€Å"Find me a good marketing per- ^†Ã¢â‚¬Ëœ^ ^† ‘^†^ ^^ marketing operation! † What the Q^Q wanted, of course, was someone who could take on a discrete set of textbook functions that were generally associated with run-of-the-mill marketing. That person would immediately go to Madison Avenue to hire an advertising agency, change the ad campaign, redesign the company logo, redo the brochures, train the sales force, retain a high-powered public relations firm, and alter or otherwise reposition the company's image.HARVARD BUSINESS REVTEW lanuary-February 1991 68 Behind the CEO's call for â€Å"a good marketing person† were a number of assumptions and attitudes about marketing: that it is a distinct function in the company, separate from and usually subordinate to the core functions; that its job is to identify groups of potential customers and find ways to convince them to buy the company's product or service; and that at the heart of it is image making – creating and projecting a false sense of the company and its offerings to lure the customer into the company's grasp.If those assumptions ever were warranted in the past, however, all three are totally unsupportable and obsolete today. Marketing today is not a function; it is a way of doing business. Marketing is not a new ad campaign or this month's promotion. Marketing has to be all-pervasive, part of everyone's job description, from the receptionists to the board of directors. Its job is neither to fool the customer nor to falsify the company's image. It is to integrate the customer into the design of the product and to design a ystematic process for interaction that will create substance in the relationship. To understand the difference between the old and tbe new marketing, compare how two bigb-tech medical instrument companies recently bandied similar customer telepbone calls requesting tbe repair and replacement of their equipment. Tbe first eompany – call it Gluco – delivered tbe replacement instrument to tbe customer witbin 24 hours of tbe request, no questions asked. Tbe box in wbich it arrived contained instructions for sending back tbe broken instrument, a mailing label, and even tape to reseal tbe box.Tbe pbone call and tbe excbange of instruments were handled conveniently, professionally, and witb maximum consideration for and minimum disruption to tbe customer. The second company – call it Pumpco – bandied tbings quite differently. Tbe person wbo took the customer's telepbone call bad never been asked about repairing a piece of equipment; sbe tbougbtlessly sent tbe customer into tbe limbo of bold. Finally, sbe came back on the line to say tbat tbe customer would have to pay for tbe equipment repair and tbat a temporary replacement would cost an additional $ 15.Several days later, tbe customer received tbe replacement witb no instructions, no information, no directions. Several weeks after the customer returned tbe broken equipment, it reappeared, repaired but witb no instructions concerning tbe temporary replacement. Finally, tbe customer got a demand letter from Pumpco, indicating tbat someone at Pumpco bad made the mistake of not sending tbe equipment C. O. D. To Pumpco, marketing means selling tbings and collecting money; to Gluco, marketing means building relationsbips witb its custotners.The way tbe two eompanies bandied two simple eustomer requests refleets tbe questions tbat customers increasingly ask in interactions witb all kinds of businesses, from airlines to software makers : Wbicb company is competent, responsive, and well organized? Wbicb company do I trust to get it rigbt- Wbicb company would I ratber do business witb? Successful companies realize tbat marketing is like quality integral to tbe organization. Like quality, marketing is an intangible tbat tbe customer must experience to appreciate.And like quality – wbicb in tbe United States bas developed from early ideas like HARVARD BUSINESS REVIEW )anuary-February 1991 69 MARKETING IS EVERYTHING planned obsolescence and inspecting quality in to more ambitious concepts like the systemization of quality in every aspect of tbe organization – marketing bas been evolutionary. Marketing bas shifted from tricking tbe customer to blaming the customer to satisfying the customer – and now to integrating tbe customer systematically.As its next move, marketing must permanently shed its reputation for hucksterism and image making and create an award for marketing much like tbe Malcolm Baldr ige National Quality Award. In fact, companies tbat continue to see marketing as a bag of tricks will lose out in sbort order to companies tbat stress substance and real performance. Marketing's ultimate assignment is to serve customers' real needs and to communicate tbe substance of tbe company – not to introduce tbe kinds of cosmetics tbat used to typify tbe auto industry's annual model cbanges.And because marketing in tbe 1990s is an expression of tbe company's cbaracter, it necessarily is a responsibility tbat belongs to the whole company. The Goal ofMarketing Is to Own the Market, Not fust U. S. companies typically make two kinds of mistakes. Some get caught up in the excitement and drive of making things, particularly new creto Sell the ations. Others become absorbed in the competiPwduct ^^^^  °^ selling things, particularly to increase their market share in a given product line. Both approaches could prove fatal to a business.Tbe problem witb tbe first is tbat it lea ds to an internal focus. Companies can become so fixated on pursuing tbeir R&D agendas that they forget about tbe customer, tbe market, tbe competition. They end up winning recognition as R&D pioneers but lack the more important capability – sustaining their performance and, sometimes, maintaining their independence. Genentech, for example, clearly emerged as the R&D pioneer in biotechnology, only to be acquired by Rocbe. Tbe problem with the second approach is that it leads to a market-sbare mentality, which inevitably translates into undershooting the market.A market-share mentality leads a company to think of its customers as â€Å"share points† and to use gimmicks, spiffs, and promotions to eke out a percentage-point gain. It pusbes a company to look for incremental, sometimes even minuscule, growtb out of existing products or to spend lavishly to launch a new product in a market where competitors enjoy a fat, dominant position. It turns marketing into an expensive fight over crumbs rather than a smart effort to own the whole pie. Tbe real goal of marketing is to own the market – not just to make or sell products. Smart marketing means defining what wbole pie is yours.It means thinking of your company, your technology, your product in a fresh way, a way that begins by defining what you can lead. Because in marketing, what you lead, you own. Leadership is ownership. When you own the market, you do different things and you do tbings differently, as do your suppliers and your customers. When you own tbe market, you develop your products to serve tbat market specifically; you define tbe standards in that market; you bring into your camp third parties who want to develop their own compatible products or offer you new features or add-ons to aug- 70 HARVARD BUSINESS REVIEW January-February 19yi ent your product; you get the first look at new ideas that others are testing in that market; you attract the most talented people because of your ack nowledged leadership position. Owning a market can become a self-reinforcing spiral. Beeause you own the market, you become the dominant force in the field; beeause you dominate the field, you deepen your ownership of the market. Ultimately, you deepen your relationship with your customers as well, as they attribute more and more leadership qualities to a company that exhibits such an integrated performance. To own the market, a eompany starts by thinking of a new way to define a market.Take, for instance, the case of Convex Computer. In 1984, Convex was looking to put a new computer on the market. Because of tbe existing market segmentation. Convex could have seen its only choice as competing for market sbare in the predefined markets: in supercomputers where Cray dominated or in minicomputers where Digital led. Determined to define a market it could own. Convex created the â€Å"mini-supercomputer† market by offering a product with a priee/performance ratio between Cray's $ 5 million to $15 million supercomputers and Digital's $300,000 to $750,000 minieomputers.Convex's product, priced between $500,000 and $800,000, offered teehnological performance less than that of a full supercomputer and more than that of a minicomputer. Within this new market. Convex established itself as the leader. Intel did the same thing with its microprocessor. The company defined its early products and market more as computers than semiconductors. Intel offered, in essence, a computer on a chip, creating a new category of products that it could own and lead. Sometimes owning a market means broadening it; other times, narrowing it. Apple has managed to do both in efforts to create and own a market.Apple first broadened the category of small computers to achieve a leadership position. The market definition started out as hobby computers and had many small players. The next step was the home computer – a market that was also crowded and limiting. Tb own a market, Apple i dentified the personal computer, which expanded the market concept and made Apple the undeniable market leader. In a later move, Apple did the opposite, redefining a market by narrowing its definition. Unquestionably, IBM owned the business market; for Apple, a market-share mentality in that arena would have been pointless.Instead, with technology alliances and marketing eorreetly defined, Apple created – and owned – a whole new market: desktop publishing. Once inside the corporate world with desktop publishing, Apple could deepen and broaden its relationships with the business customer. Paradoxically, two important outcomes of owning a market are substantial earnings, which can replenish the company's R&D coffers, and a powerful market position, a beachhead from wbich a company can grow additional market share by expanding both its teehnological capabilities and its definition of the market.The greatest praetitioners of this marketing approach are Japanese companies i n industries like autos, commercial electronics, semiconductors, and computers and communications. Their primary goal is ownership of certain target markets. The keiretsv industrial! structure allows them to use all of the market's infrastructure to achieve HARVARD BUSINESS REVIEW January-February 1991 * r ^ MARKETING IS EVERYTHING this; relationships in technology, information, politics, and distribution help tbe company assert its leadership. Tbe Japanese strategy is consistent.Tbese companies begin by using basic research from tbe United States to jump-start new product development. From 1950 to 1978, for example, Japanese companies entered into 32,000 licensing arrangements to acquire foreign technology at an estimated cost of $9 billion. But the United States spent at least 50 times tbat much to do the original R&D. Next, these Japanese companies pusb out a variety of products to engage the market and to learn and then focus on dominating tbe market to force foreign competitors to retreat – leaving them to barvest substantial returns.Tbese buge profits are recycled into a new spiral of R&J3, innovation, market creation, and market dominance. Tbat model of competing, which links R&D, technology, innovation, production, and finance – integrated through marketing's drive to own a market – is the approacb tbat all competitors will take to succeed in the 1990s. In a world of mass manufacturing, the counterpart was mass marketing. In a world of flexible Technolo2V n^^nufacturing, the counterpart is flexible market7-. 7 ine. The technology comes first, the ability to marJZ VUI Vt^Ci j^gj follows.The tecbnology embodies adaptability, programmability, and customizability; now comes marketing that delivers on those qualities. Today tecbnology has created tbe promise of â€Å"any thing, any way, any time. † Customers can have their own version of virtually any product, including one that appeals to mass identification rather than individu ality, if tbey so desire. Think of a product or an industry where customization is not predominant. The telephone? Originally, Bell Telephone's goal was to place a simple, all-black pbone in every home. Today there are more than 1,000 permutations and combinations available, ith options running the gamut from different colors and portahility to answering machines and programmability – as well as services. Tbere is the further promise of optical fiber and the convergence of computers and communications into a unified industry with even greater technological choice. How about a venerable product like the bicycle, which appeared originally as a sketch in Leonardo da Vinci's notebooks? According to a recent article in the Washington Post, tbe National Bicycle Industrial Company in Kokubu, Japan builds made-to-order bicycles on an assembly line.The bicycles, fitted to each customer's measurements, are delivered within two weeks of the order – and the company offers 11,231,8 62 variations on its models, at prices only 10% higher than ready-made models. Even newspapers tbat report on this technology-led move to customization are themselves increasingly customized. Faced witb stagnant circulation, the urban daily newspapers have begun to customize their news, advertising, and even editorial and sports pages to appeal to local suburban readers. The Los Angeles Times, for example, has seven zoned editions targeting each of tbe city's surrounding communities.What is at work here is the predominant matbematical formula of today's marketing: variety plus service equals customization. For 72 HARVARD BUSINESS REVIEW January-February all of its handying about as a marketing buzzword, customization is a remarkably direct concept – it is the capacity to deal with a customer in a unique way. Technology makes it increasingly possible to do that, but interestingly, marketing's version of the laws of physics makes it increasingly difficult. According to quantum physics, things act differently at the micro level Light is the classic example.When subjected to certain kinds of tests, light behaves like a wave, moving in much the way an ocean wave moves. But in other tests, light behaves more like a particle, moving as a single ball. So, scientists ask, is it a wave or a particle? And when is it which? Markets and customers operate like light and energy. In fact, like light, the customer is more than one thing at the same time. Sometimes consumers behave as part of a group, fitting neatly into social and psychographic classifications. Other times, the consumer breaks loose and is iconoclastic.Customers make and break patterns: the senior citizen market is filled with older people who intensely wish to act youthful, and the upscale market must contend with wealthy people who hide their money behind the most utilitarian purchases. Markets are subject to laws similar to those of quantum physics. Different markets have different levels of consumer energy, stages in the market's development where a product surges, is absorbed, dissipates, and dies. A fad, after all, is nothing more than a wave that dissipates and then becomes a particle.Take the much-discussed Yuppie market and its association with certain branded consumer products, like BMWs. After a stage of bigh customer energy and close identification, the wave has broken. Having been saturated and absorbed by the marketplace, the Yuppie association has faded, just as energy does in the physical world. Sensing the change, BMW no longer sells to the Yuppie lifestyle but now focuses on the technological capabilities of its machines. And Yuppies are no longer the wave they once were; as a market, they are more like particles as they look for more individualistic and personal expressions of their consumer energy.Of course, since particles can also behave like waves again, it is likely that smart marketers will tap some new energy source, such as values, to recoalesce the youn g, affluent market into a wave. And technology gives marketers the tools they need, such as database marketing, to discern waves and particles and even to design programs that combine enough particles to form a powerful wave. The lesson for marketers is much the same as that voiced by Buckminster Fuller for scientists: â€Å"Don't fight forces,- use them. Marketers who follow and use technology, rather than oppose it, will discover that it creates and leads directly to new market forms and opportunities. Take audiocassettes, tapes, and compact discs. For years, record and tape companies jealously guarded their property. Knowing that home hackers pirated tapes and created their own composite cassettes, the music companies steadfastly resisted the forces of technology – until the Personics System realized that technology was making a legitimate market for authorized, high-quality customized composite cassettes and CDs.Rather than treating the customer as a criminal, Personics saw a market. Today consumers can design personalized music tapes from the Personics System, a rewed-up jukebox with a library of HARVARD BUSINESS REVIEW (anuary R-bmary 1991 73 MARKETING IS EVERYTHING over 5,000 songs. For $1. 10 per song, consumers tell tbe macbine wbat to record. In about ten minutes, tbe system makes a customized tape and prints out a laser-quality label of tbe selections, complete witb tbe customer's name and a personalized title for tbe tape. Launcbed in 1988, tbe system bas already spread to more tban 250 stores.Smart marketers bave, once again, allowed tecbnology to create the customizing relationship witb tbe customer. We are witnessing tbe obsoleseence of advertisg-1^ tbe old model of marketing, it made sense as oveS fTOm ^^^ wbole formula: you sell mass-produced tn lU Q 3 j^ygg market tbrougb mass media. Marketing's job was to use advertising to deliver a message to tbe consumer in a one-way communication: â€Å"Buy tbis! † Tbat message no longer w orks, and advertising is sbowing tbe effects. In 1989, newspaper advertising grew only 4%, compared witb 6% in 1988and9% in 1987.According to a study by Syracuse University's Jobn Pbilip Jones, ad spending in tbe major media bas been stalled at 1. 5% of GNP since 1984. Ad agency staffing, researcb, and profitability bave been affected. Three related factors explain tbe decline of advertising. First, advertising overkill bas started to ricocbet back on advertising itself. Tbe proliferation of products has yielded a proliferation of messages: U. S. customers are hit witb up to 3,000 marketing messages a day. In an effort to bombard the customer with yet one more advertisement, marketers are squeezing as many voices as they can into tbe space allotted to tbem.In 1988, for example, 38% of primetime and 47% of weekday daytime television commercials were only 15 seconds in duration; in 1984, those figures were 6% and 11 % respeetively. As a result of the shift to 15-second commercials, th e number of television commercials bas skyrocketed; between 1984 and 1988, prime-time commercials increased by 25%, weekday daytime by 24%. Predictably, bowever, a greater number of voices translates into a smaller impact. Customers simply are unable to remember wbich advertisement pitcbes wbich product, much less wbat qualities or attributes might differentiate one product from anotber.Very simply, it's a jumble out tbere. Take tbe enormously clever and critically acclaimed series of advertisements for Eveready batteries, featuring a tireless marching rabbit. Tbe ad was so successful tbat a survey conducted by Video Storyboard Tests Inc. named it one of tbe top commercials in 1990 for Duracell, Eveready's top competitor. In fact, a full 40% of tbose wbo selected tbe ad as an outstanding commercial attributed it to Duracell. Partly as a consequence of tbis confusion, reports indicate that Duracell's market share has grown, while Eveready's may have sbrunk sligbtly.Batteries are not the only market in whicb more advertising succeeds in spreading more confusion. The same thing bas happened in markets like athletic footwear and soda pop, where competing companies have signed up so many celebrity sponsors that consumers can no longer keep straight who is pitcbing wbat for whom. In 1989, for example. Coke, Diet Coke, Pepsi, and Diet Pepsi used nearly three dozen movie stars, athletes, musicians, and television personalities to tell consumers to buy more cola. But wben tbe 74 HARVARD BUSINESS REVIEW January-February 1991 moke and mirrors bad cleared, most consumers couldn't remember wbetber foe Montana and Don Jobnson drank Coke or Pepsi – or botb. Or wby it really mattered. Tbe second development in advertising's decline is an outgrowth of the first: as advertising has proliferated and become more obnoxiously insistent, consumers bave gotten fed up. Tbe more advertising seeks to intrude, tbe more people try to shut it out. Last year, Disney won the applause of commercial-weary customers when the company announced tbat it would not screen its films in tbeaters that showed commercials before the feature.A Disney executive was quoted as saying, â€Å"Movie theaters should he preserved as environments where consumers can escape from the pervasive onslaught of advertising. † Buttressing its position, tbe company cited survey data obtained from moviegoers, 90% of wbom said tbey did not want commercials sbown in movie tbeaters and 95% of wbom said tbey did want to see previews of coming attractions. More recently, after a number of failed attempts, the U. S. Congress responded to the growing concerns of parents and educators over the eommercial content of children's television.A new law limits tbe number of minutes of commercials and directs tbe Federal Communications Commission botb to examine â€Å"programlength commercials† – cartoon shows linked to commercial product lines – and to make each television station' s contribution to cbildren's educational needs a condition for license renewal. Tbis concern over advertising is mirrored in a variety of arenas from public outcry over cigarette marketing plans targeted at blacks and women to calls for more environmentally sensitive packaging and products.The underlying reason bebind botb of these factors is advertising's dirty little secret: it serves no useful purpose. In today's market, advertising simply misses the fundamental point of marketing – adaptability, flexibility, and responsiveness. Tbe new marketing requires a feedback loop; it is tbis element tbat is missing from tbe monologue of advertising but that is built into the dialogue of marketing. Tbe feedback loop, connecting company and customer, is central to tbe operating definition of a truly market-driven company: a company that adapts in a timely way to the changing needs of tbe customer.Apple is one such company. Its Macintosh computer is regarded as a machine that launched a revolution. At its birth in 1984, industry analysts received it with praise and acclaim. But in retrospect, the first Macintosh had many weaknesses: it had limited, nonexpandable memory, virtually no applications software, and a blackand-wbite screen. For all tbose deficiencies, bowever, tbe Mac bad two strengtbs tbat more than compensated: it was incredibly easy to use, and it bad a user group tbat was prepared to praise Mac publicly at its launeb and to advise Apple privately on bow to improve it.In other words, it had a feedback loop. It was tbis feedback loop tbat brougbt about change in tbe Mac, wbicb ultimately became an open, adaptable, and colorful computer. And it was changing the Mac that saved it. Months before launebing tbe Mac, Apple gave a sample of tbe product to 100 influential Americans to use and comment on. It signed up 100 tbird-party software suppliers wbo began to envision applications that could take advantage of the Mac's simplicity. It HARVARD BUSINESS RE VIEW (anuary-February 1991 75MARKETING IS EVERYTHING trained over 4,000 dealer salespeople and gave full-day, hands-on demonstrations of the Mac to industry insiders and analysts. Apple got two benefits from this network: educated Mac supporters who could legitimately praise the product to the press and invested consumers who could tell the company what the Mac needed. The dialogue witb customers cmd media praise were worth more than any notice advertising could buy. Apple's approach represents the new marketing model, a shift from monologue to dialogue.It is accomplished through experience-based marketing, where companies create opportunities for customers and potential customers to sample their products and then provide feedback. It is accomplished through beta sites, where a company can install a prelaunch product and study its use and needed refinements. Experienced-based marketing allows a company to work closely with a client to change a product, to adapt the technology â€⠀œ recognizing that no product is perfect wben it comes from engineering. This interaction was precisely the approach taken by Xerox in developing its recently announced Docutech System.Seven months before launeh, Xerox established 25 beta sites. From its prelaunch eustomers, Xerox learned what adjustments it should make, what service and support it should supply, and what enhancements and related new products it might next introduce. The goal is adaptive marketing, marketing that stresses sensitivity, flexibility, and resiliency. Sensitivity comes from having a variety of modes and channels through which companies can read the environment, from user groups that offer live feedback to sophisticated consumer scanners that provide data on customer choice in real time.Flexibility comes from creating an organizational structure and operating style that permits the company to take advantage of new opportunities presented by customer feedback. Resiliency comes from learning from mistakes – marketing that listens and responds. The line between products and services is fast Marketing a Product d Service Is Is iVl(irK6tll2g Q. 1 rOuUCt gj-jjj ]viotors makes more money from lending its eroding, what once appeared to be a rigid polarity ^^^ ^^^ become a hybrid: the servicization of prod^^^^ ^^^ ^^ productization of services. When Gen- ustomers money to buy its cars than it makes from manufacturing the cars, is it marketing its products or its services? When IBM announces to all the world that it is now in the systems-integration business – the customer can buy any box from any vendor and IBM will supply the systems know-how to make the whole thing work together – is it marketing its products or its services? In fact, the computer business today is 75% services; it consists overwhelmingly of applications knowledge, systems analysis, systems engineering, systems integration, networking solutions, security, and maintenance.The point applies just as well to less grandiose eompanies and to less expensive consumer products. Take the large corner drugstore that stocks thousands of products, from cosmetics to wristwatches. The products are for sale, but the store is actually marketing a service – the convenience of having so much variety collected and arrayed in one location. Or take any of the ordinary products found in the home, from boxes of cereal to table lamps to VCRs. All of 76 HARVARD BUSINESS REVIEW January-February 1991 hem come with some form of information designed to perform a service: nutritional information to indicate tbe actual food value of the cereal to tbe health-conscious consumer; a United Laboratories label on tbe lamp as an assurance of testing; an operating manual to belp tbe nontecbnical VCR customer rig up tbe new unit. Tbere is ample room to improve tbe quality of this information – to make it more useful, more convenient, or even more entertaining – hut in almost every case, the service information is a critical component of the product.On the other side of tbe hybrid, service providers are acknowledging tbe productization of services. Service providers, such as banks, insurance companies, consulting firms, even airlines and radio stations, are creating tangible events, repetitive and predictable exercises, standard and customizable packages tbat are product services. A frequent-flier or a frequent-listener club is a product service, as are regular audits performed by consulting firms or new loan packages assembled by banks to respond to cbanging economic conditions.As products and services merge, it is critical for marketers to understand clearly what marketing the new hybrid is not. Tbe serviee component is not satisfied by repairing a product if it breaks. Nor is it satisfied by an 800 number, a warranty, or a customer survey form. Wbat customers want most from a product is often qualitative and intangible; it is tbe service tbat is integral to the product. Ser vice is not an event; it is the process of creating a customer environment of information, assurance, and comfort. Consider an experienee that by now must have become commonplace for all of us as consumers.You go to an electronics store and buy an expensive piece of audio or video equipment, say, a CD player, a VCR, or a video camera. You take it bome, and a few days later, you accidentally drop it. It breaks. It won't work. Now, as a customer, you have a decision to make. When you take it back to the store, do you say it was broken wben you took it out of the box? Or do you tell the truth? The answer, honestly, depends on how you think the store will respond. But just as honestly, most customers appreciate a store that encourages them to tell the truth by making good on all customer problems.Service is, ultimately, an environment that encourages honesty. The company that adopts a â€Å"we'll make good on it, no questions asked† policy in the face of adversity may win a custo mer for life. Marketers who ignore the service component of their products focus on competitive differentiation and tools to penetrate markets. Marketers who appreciate the importance of the product-service hybrid focus on building loyal customer relationships. Technology and marketing once may bave Technology looked like opposites.The cold, impersonal sameness of technology and the high-touch, human Technology uniqueness of marketing seemed eternally at odds, Computers would only make marketing less personal; marketing could never leam to appreciate the look and feel of computers, datahases, and the rest of the high-tech paraphernalia. On the grounds of cost, a truce was eventually arranged. Very simply, marketers discovered that real savings could be gained hy KARVAKD BUSINESS REVIEW lanuary-February 1991 Markets 77 MARKETING IS EVERYTHING using technology to do what previously had required expensive, intensive, and often risky, people-directed field operations.For example, market ers learned that by matching a database with a marketing plan to simulate a new product launch on a computer, they could accomplish in 90 days and for $50,000 what otherwise would take as long as a year and cost at least several hundred thousand dollars. But having moved beyond the simple automation-for-cost-saving stage, technology and marketing have now not only fused but also begun to feed hack to each other. The result is the transformation of both technology and the product and the reshaping of both the customer and tbe company.Technology permits information to flow in both directions between the customer and the company. It creates the feedback loop that integrates the customer into the company, allows tbe company to own a market, permits customization, creates a dialogue, and turns a product into a service and a service into a product. T he direction in which Genentech has moved in its use of laptop and hand-held computers illustrates the transforming power of technology as i t merges with marketing. Originally, the biotechnology company planned to have salespeople use laptops on their sales calls as a way to automate the sales function.Sales reps, working solely out of their homes, would use laptops to get and send electronic mail, file reports on computerized â€Å"templates,† place orders, and receive company press releases and information updates. In addition, the laptops would enable sales reps to keep databases that would track customers' buying histories and company performance. That was the initial level of expectations – very low. In fact, the technology-marketing marriage has dramatically altered the customer-company relationship and the joh of the sales rep. Sales reps have emerged as marketing consultants.Armed with technical information generated and gathered by Genentech, sales reps can provide a valuable educational service to their customers, who are primarily pharmacists and physicians. For example, analysis of the largest study of children with a disease called short stature is available only through Genentech and its representatives. With this analysis, which is hased on clinical studies of 6,000 patients between the ages of one month and 30 years, and with the help of an on-line â€Å"growth calculator,† doctors can better judge when to use the growth hormone Protropin.Genentecb's system also includes a general educational component. Sales reps can use their laptops to access the latest articles or technical reports from medical conferences to help doctors keep up to date. The laptops also make it possible for doctors to use sales reps as research associates: Genentech has a staff of medical specialists who can answer highly technical questions posed through an on-line question-and-answer template.When sales reps enter a question on the template, the e-mail function immediately routes it to the appropriate specialist. For relatively simple questions, online answers come back to the sales rep within a day. In the 1990s, Genentech's laptop system – and the hundreds of similar applications that sprang up in tbe 1980s to automate sales, marketing, service, and distribution – will seem like a rather obviHARVARD BUSINESS REVIEW January-February 1991 78 ous and primitive way to meld tecbnology and marketing.The marketer will bave available not only existing tecbnologies but also tbeir converging capabilities: personal computers, databases, CD-ROMs, grapbic displays, multimedia, color terminals, computer-video tecbnology, networking, a custom processor tbat can be built into anytbing anywhere to create intelligence on a countertop or a dasbboard, seanners that read text, and networks tbat instantaneously create and distribute vast reacbes of information. As design and manufacturing tecbnologies advance into â€Å"real time† processes, marketing will move to eliminate tbe gap between production and consumption.Tbe result will be marketing workstations †“ the marketers' counterpart to CAD/CAM systems for engineers and product designers. Tbe marketing workstation will draw on grapbic, video, audio, and numeric information from a network of databases. The marketer will be able to look tbrougb windows on tbe workstation and manipulate data, simulate markets and products, bounce concepts off otbers in distant cities, write production orders for product designs and packaging concepts, and obtain costs, timetables, and distribution scbedules.Just as computer-comfortable cbildren today tbink notbing of manipulating figures and playing fantastic games on tbe same color screens, marketers will use the workstation to play botb designer and eonsumer. Tbe workstation will allow marketers to integrate data on historic sales and cost figures, competitive trends, and consumer patterns. At tbe same time, marketers will be able to create and test advertisements and promotions, evaluate media options, and analyze viewer and readersbip data. And fi nally, marketers will be able to obtain instant feedbaek on concepts and plans and to move marketing plans rapidly into production.Tbe marriage of technology and marketing should bring witb it a renaissance of marketing RikD – a new capability to explore new ideas, to test tbem against tbe reactions of real eustomers in real time, and to advance to experience-based leaps of faith. It should be the vehicle for bringing tbe customer inside the company and for putting marketing in tbe eenter of tbe company. In tbe 1990s, tbe critical dimensions of tbe company – including all of tbe attributes tbat togetber define how the company does business – are ultimately tbe functions of marketing.That is wby marketing is everyone's job, wby marketing is everytbing and everytbing is marketing. ^ Reprint 91108 HARVARD BUSINESS REVIEW liinuary-February 1991 79 Harvard Business Review Notice of Use Restrictions, May 2009 Harvard Business Review and Harvard Business Publishing New sletter content on EBSCOhost is licensed for the private individual use of authorized EBSCOhost users. It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses.Academic licensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources. Business licensees may not host this content on learning management systems or use persistent linking or other means to incorporate the content into learning management systems. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. For rates and permission, contact [email  protected] org.

Wednesday, October 23, 2019

Fools and Love

In the play, A Midsummer Night’s Dream, Shakespeare draws the reader’s attention to the roles of Nick Bottom, and Puck. Nick Bottom and Puck are both considered to be the fools in this play, although both characters fulfill this role in different ways. Bottom is a contemporary fool, who is overconfident and lacks common sense. While Bottom is very confident in himself, especially his acting ability, he is not a very intelligent character. Puck’s role in the play is more of a traditional fool. Puck plays practical jokes and enjoys entertaining though mischief. Puck’s service to the fairy king, Oberon, is similar to a jester’s role in a medieval society. Though the two fools of the play are very different, they offer several helpful observations about life and love. Bottom and Puck teach the audience valuable lessons about taking love too seriously, instead of enjoying it as it comes. The fools also offer insight on the consequences of being overly confident in oneself. The first lesson that the fools offer is that love should not be taken too seriously, but enjoyed just as it comes. Puck offers this insight in his quote, â€Å"Lord, what fools these mortals be† (Act 3, Scene 2, Line 116). After attempting to make Demetrius fall in love with Helena, Puck’s plan self-destructs when he realizes that he has put the love potion on the wrong man. When Puck watches the reaction of the young lovers, he realizes how silly it is for them to all be chasing after love so desperately, rather than taking it as it comes and enjoying it. Nick Bottom offers this same lesson through his short relationship with Titania, the fairy queen. Though Bottom is obviously not a perfect match for the beautiful Titania, he enjoys her affections while they last, never second-guessing that she could be in love with him. Though Titania’s affections for Bottom are induced by a potion, Bottom throws himself into his newfound relationship with her, unaware that Puck has transformed Bottom’s head into that of a donkey. When Bottom awakes and Titania’s affections for him have ended, Bottom enjoys the memories as though a dream. The second lesson that Shakespeare impresses upon his audience is the effect of over-confidence on others. Early in the play, Bottom gathers with the other actors to start planning their play. Rather than listen to Peter Quince, the stage manager, and take direction from him, Bottom wants to tell everyone what to do. He tells Quince how to announce the parts and how to organize the actors. Then, Bottom wants to play every single part in the play, and brags about how wonderful his portrayal of each character would be. Shortly after this scene, Puck changes Bottoms head into that of a donkey, which is symbolic of Bottom’s conceited behavior. Upon his entrance in the play, all of the other actors run away from Bottom and his grotesque appearance. Upon seeing Bottom, Quince yells, â€Å"O’ monstrous! O, strange! We are haunted. Pray, masters! Fly, masters! Help† (Act 3, Scene 1, Line 99-100). Puck changed Bottom’s appearance to match his personality by placing the head of the donkey on his shoulders. Puck, although obviously less power hungry than Bottom, also shows that he has plenty of confidence in himself. Puck exhibits his over-confidence at several points in the play, bragging about the tricks that he has played on others and enjoying laughing at their misfortune. The audience sees that Puck is also confident in his ability to serve Oberon, as well. When Oberon send Puck out to find Helena in the woods, Puck replies, â€Å"I go, I go, look how I go, swifter than arrow from the Tartar’s bow† (Act 3, Scene 2, Lines 100-101). By comparing his speed and accuracy to that of the Tartars, who were famous for their skill with a bow and arrow, Puck shows that he believes himself to be equally as accurate. This shows the audience a very confident Puck, but the audience cannot help but realize that Puck’s comparison of himself to the Tartars is an overexaggeration. Ironically, Puck is the reason that the mix-up with the love potion happened, so in effect, he is obviously not as accurate as he might like to think. The third lesson that is conveyed in the play is the basic concept that ignorance can be bliss. Nick Bottom is portrayed as an overly self-assured and ignorant fellow. He is absorbed in all things of himself and does not take much interest in anything that does not directly affect him. After Puck turns his head into that of a donkey, his fellow actors run away from him in fear. Instead of wondering what happened to scare them off, Bottom brushes it off and doesn’t think about it further. And again, when Bottom is awakening from his slumber in the forest after his short-lived romance with Titania, Bottom again shows his ignorance. Bottom remembers all of the things that had happened to him through the night, but he refuses to accept them as anything more than a dream. By brushing off these events as a mere fantasy, Bottom rejects reality and chooses to be ignorant of the events and remember them as nothing more than a dream. Puck is also ignorant of other people in the play. Puck’s only concern is entertaining himself and Oberon, and he does not consider anyone else in his actions. Early in the play, Puck talks about the pranks that he has been known to play, telling the audience that, â€Å"†¦ sometimes lurk I in a gossip’s bowl, in very likeness of a roasted crab, and when she drinks, against her lips I bob and on her withered dewlap pour the ale. The wisest aunt, telling the saddest tale, sometimes for three-foot stool mistaketh me; then slip I from her bum, down topples she, and â€Å"tailor† cries, and falls into a cough† (Act 2, Scene 1, Lines 47-54). By turning himself into a crab and lurking in a bowl of ale to scare a woman, and making himself appear to be a stool so that when a woman sits on him, he can make her fall, Puck makes it obvious that he cares about nothing but entertaining himself and his king. Again, in Act Three, Puck shows his selfishness when he realizes that he has made a mistake with the young lovers in the woods and the love potion meant for Demetrius and Helena. When Puck tries to fix it, he realizes that now both men will fall in love with Helena. Rather than try to remedy the problem, Puck thinks it will be fun to watch. Puck shows his complete lack of interest in the young couples when he says, â€Å"Then will two at once woo one; that must needs be sport alone. And those things do best please me that befall preposterously† (Act 3, Scene 2, Lines 118-121). Puck shows a disregard for the true feelings of the young lovers so long as it is entertaining to him. In conclusion, A Midsummer Night’s Dream, contains two fools who are able to share insight into life and love throughout the play. Shakespeare strategically places Nick Bottom and Puck in the play as fools, but these fools have a purpose. Shakespeare uses Bottom and Puck to teach his audience valuable lessons about the importance of living in the moment of love, instead of taking love too seriously. Puck and Bottom also show the audience is that over-confidence is not an attractive quality in anyone. The fools also give new meaning to the old adage, â€Å"Ignorance is bliss†, through their actions in this play. Shakespeare illustrates this through the self-serving actions of both Bottom and Puck throughout the play. By using Bottom and Puck to illustrate these lessons, Shakespeare allows the audience to see how ridiculous these two characters are, thus enabling the audience to laugh at them while still receiving his message. Works Cited Shakespeare, William. A Midsummer Night's Dream. New York, NY: Bantam Books, 1980.   

Tuesday, October 22, 2019

2014 NZ Child Poverty Monitor Essay

2014 NZ Child Poverty Monitor Essay 2014 NZ Child Poverty Monitor Essay 2014 Child Poverty Monitor Tracking progress on reducing child poverty in New Zealand 260,000 Crowded homes and child poverty Children in poverty are more likely to live in crowded housing 180,000 go without need kiwi kids 24% 17% that’s LIVE IN that’s poverty the things kiwi kids they Material Hardship Income Poverty 35 out of kiwi hardest end* kids of poverty ARE AT THE children of the 10% of living in poverty live this way for many years Severe Poverty Persistent Poverty Data source – Child Poverty Monitor: 2014 Technical Report childpoverty.co.nz *this is based on the most recent available data from 2012 visit www.childpoverty.co.nz to read the full report for more information and 2014 Income Poverty Income poverty measures look at the amount of money families have to pay bills and purchase everyday essentials 60% of nz’s median income adjusted after tax for family size and type less than poverty children LIVE IN their families LIVE off that’s 260,000 kiwi kids 1 in 4 Income is after housing costs as this is a significant and fixed portion of household spending. It shows what is left for other essentials. 63+37+F 1 in 3 1 in 3 53+47+F 1 in 6 ON AVERAGE: pasifika children poverty arein BENEFICIARY HOUSEHOLDS 53% 47% SOLE PARENT FAMILIES TWO PARENT FAMILIES *this is based on moving line poverty measures. Other data here are based on fixed line measures of poverty www.childpoverty.co.nz Data source – Child Poverty Monitor: 2014 Technical Report maori children poverty european children poverty arein children in poverty by FAMILY TYPE 37% 63% ADULTS IN PAID EMPLOYMENT arein children in poverty by household INCOME CHILDREN ARE MORE THAN TWICE AS LIKELY TO BE IN POVERTY THAN THOSE AGED 65+ * 2014 Material Hardship Material hardship means kids are living in households where they go without the things most New Zealanders consider essential 180,000 go without kiwi kids regularly the things they need www.childpoverty.co.nz Data source – Child Poverty Monitor: 2014 Technical Report 17% that’s 2014 Severe Poverty 1 in 10 Children in severe poverty are living in households with both low incomes and material deprivation the things they need and their low family income means they don’t have any opportunity to change this *this is based on the most recent available data from 2012 www.childpoverty.co.nz Data source – Child Poverty Monitor: 2014 Technical Report are at the 10+90+F 10% OF CHILDREN ARE LIVING IN SEVERE POVERTY 6% severe poverty while they are going without kiwi hardest end kids of poverty * of NZ’s total population are living in 2014 Persistent Persistent Poverty Poverty Children in persistent poverty are in families with low incomes over long periods of time 35 children in families whose average income over 7 years is below the income poverty line www.childpoverty.co.nz Data source – Child Poverty Monitor: 2014 Technical Report are likely to children live this way for in poverty many years of the out of Children in persistent poverty are in families with low incomes over long periods of time Spending long periods of time in poverty from a young age makes it difficult for

Monday, October 21, 2019

Assination of JFK essays

Assination of JFK essays The history altering election of November 8,1960 made JFK the youngest president ever elected at the age of 43, and the first Roman Catholic president. JFK became a name that everyone recognized as a fair and restrained leader. In this election JFK slid just passed the Republican candidate, Richard Nixon, in what was the closest battle for office since 1916. JFK was born in Brookline Massachusetts, a suburb of Boston, on May 29, 1917. He was born second into a family of nine children, to Joseph P. Kennedy Sr. and Rose Fitzgerald Kennedy. His wealthy family had many tragedies, including the loss of Joseph Jr. who died while on a mission in World War II, and his sister Kathleen who died in a plane crash in France in 1948. In 1926 the Kennedy family moved to New York City, then to Bronxville, NY a short time latter. Kennedy's father served in politics for many years. Kennedy, like his father served politics also. In 1946 Kennedy became a candidate for the Democratic nomination of the House from Massachusetts' eleventh Congressional District and was elected in 1947 and served until 1953, in 1952 Kennedy decided to run against incumbent Senator Henry Cabot Lodge for the United Sates Senate in the November election. Kennedy fought a strenuous campaign and in 1953 took his seat in the Senate until 1961. On September 12, 1953 Kennedy married Jacqueline Lee Bouvier, the daughter of John V. Bouvier, and stepdaughter of Hugh D. Auchincloss. He served in the Senate until 1961 when he was elected President of the United States of America. On November 8, 1960 Kennedy defeated Nixon by a vote of 34,277,096 to 34,107,646, a difference of 169,450. Kennedy had won the election with 50.1% of the nation's votes. Kennedy was inaugurated as the thirty-fifth President of the United Sates on January 20, 1961. In his address, he pledged to dedicate the energy and sacrifice of a new generation and new ...

Sunday, October 20, 2019

Formal vs. Informal English (Why and When Grammar Matters)

Formal vs. Informal English (Why and When Grammar Matters) Formal vs. Informal English (Why and When Grammar Matters) Lately, there’s been a lot of debate about whether correcting people’s grammar makes you a snob (or, in the words of one commentator, â€Å"patronizing, pretentious and just plain wrong†). As proofreaders, this puts us in a difficult position: On the one hand, we don’t want to be â€Å"patronizing, pretentious and just plain wrong.† On the other hand, we’re basically professional pedants, using our knowledge of English to help people communicate. Please dont call us grammar Nazis, by the way. Were very much against fascism, even the grammatical kind. Perhaps the real question is when it’s appropriate to insist on particular grammatical standards. First, though, we should consider the difference between formal and informal English. Formal English Formal English sticks to the prescribed rules of spelling and grammar. This is far more common in writing than speech, especially academic writing and in professional settings. In this kind of English, it’s typical to: Use conventional grammar and spelling Avoid contractions (e.g., â€Å"don’t† or â€Å"should’ve†) and slang Use academic or technical language Always use complete sentences, as well as longer or more complex sentences Require consistent use of terminology/punctuation This kind of writing can seem â€Å"snobby,† especially if the author uses very obscure words or complicated sentences. But a good writer will use formal English to ensure clarity and precision. The advantage of formal English is that it helps people in a particular field or subject area to communicate by providing a standard style of writing. This is why colleges use academic English, but being able to use formal language is valuable elsewhere, too. The important thing is knowing when to use formal English: e.g. at work, in college papers, when communicating with authority figures, etc. Its also useful for talking with the Queen of England. Admittedly, this isnt a daily issue for most people. Informal English Informal English essentially refers to forms of written or spoken English that don’t stick closely to conventional spelling and grammar or that use a lot of slang and informal words. This is the kind of everyday language we use when talking with friends or emailing someone we know well. There is, obviously enough, no standard form of informal English, since it simply refers to non-standard English, which can even encompass â€Å"txtspk†! Theres no such thing as formal txtspk. So far. Does Grammar Really Matter? When using formal English, yes, grammar and spelling are important. It’s not that formal English is inherently â€Å"better† regardless of the circumstances; it’s simply that using formal English in professional or academic settings aids communication and clarity. By comparison, mistakes like mixing up â€Å"their† and â€Å"they’re† in a college paper could imply a lack of care or attention, even if the reader can tell what you intended. However, if you’re just hanging out with friends and you feel an urge to tell someone off for splitting an infinitive, it could seem insulting or annoying to the person you’re correcting. Thus, if grammar matters more to you than your friends, feel free to be as pedantic as you like. Otherwise, it might be best to save formal English for when it really counts. If you already carry a red pen for correcting mistakes wherever you go, you might want to try a career in proofreading.

Saturday, October 19, 2019

Problem solving skills Essay Example | Topics and Well Written Essays - 500 words - 1

Problem solving skills - Essay Example The math trial is to be done by students who will be divided into two groups to promote team work among them. The maths trail will have four stops of 6 minutes each so that the pupils get to answer questions and do not have much time to lose concentration, (Ollerton, 2007). Questions to be asked would be: are all the chimes in the park of the same length? Do they make the same sound? How is the length of the chime and pitch of the tone related? They will be determining the period. One pupil will sit on the swing, the second will count the number of 10 back and forth swings and divide by ten. This is to be repeated using different distances. Does this affect period? Other swings with different lengths of chains are also to be tried with the same experiment to determine if the length of the chain affect period of the swing. The last questions will be counting the number of trees that are in the resting place, measuring and comparing their diameters too. The first stop will be at the chimes. Chimes are fascinating due to the beautiful musical motes they make. Some need to be stricken by a stick to make sounds. This exercise will help pupils in learning to explore and observe, (Morgan, 2006). The second stop would be at the slides. Slides usually provide a lot of fun to both adults and children. Some are usually steeper than others. The third stop will be at the swings. Swings provide a feeling of relaxing when playing on it. This will require pupils to help each other. Three will volunteer to dot is as others watch and help in observation. The last stop will be in a protected open field that has a few trees and shrubs. This will help pupils in developing observational skills, estimation, measuring and content knowledge, (Ollerton, 2007). In conclusion, math trials offer huge learning experiences at all ages easily. Math trials can be organized to address specific topics or just help the

Friday, October 18, 2019

Managing Organisational Behaviour Essay Example | Topics and Well Written Essays - 2250 words - 1

Managing Organisational Behaviour - Essay Example al behavior motivational strategies that encourage individual or team responsibility for work performance and quality can be said to have the interests of their employees at heart. The paper emphasizes on the motivational techniques applied by the organization, the expectations of the management and the impact of these actions on the employees as well as the organizational productivity. Organizations strive to ensure that employees are aware of the organizational goals to enhance coordination in the workplace. The management tasks are made easy when employees are motivated through understanding the organizational goals. The goal theory postulates that people are motivated when they realize the expectations of the organization (Hitt et al. 2005). It requires that goals are set and employees adequately informed regarding the cause of action and also receive feedback appropriately. However, the question that arises is whether motivating the employees through goal setting is actually on humanistic basis or it is for the benefit of the organization. In essence, the goal of venturing in business is to generate profits for the organization. Employees are facilitators of the accomplishment of organizational goals. Their skills and commitment are required for the organization to remain competent in the operating environment. It is therefore prudent for managers to ensure th at they promote a shared vision, which encourages the employees to own organizational goals. Once they own the goals and increase productivity, the organization gains in terms of profitability and therefore it is capable of offering better compensation packages. From this perspective, the employees are also portrayed as beneficiaries of motivation. In essence, there is usually a reciprocal relationship between the employer and the employees. If the organization does not perform well in the market, there can not be enough finances to cater for employees’ needs. Motivation through reward schemes is also

Establish an International Business in Frontier Market Research Paper

Establish an International Business in Frontier Market - Research Paper Example As it is, the value chain extends from the coffee growers at the extensive large scale farm and small scale farms, to the factory for drying and husking and to the millers who take over the grinding process. The unpacked coffee goes through the sorting process at the millers that is supervised by the coffee board of Kenya for quality and grading purposes. Marketing agents then take over the sales process. This is the likely scenario where the company can come in. The selling is done through either direct sale by highly unregulated but established and networked brokers who then sell the coffee to the overseas buyers or through auctions at the Nairobi Coffee Exchange that are well regulated by the Kenya Coffee Traders Association. Coffee exporters in Kenya opt for the auction procedure because of its associated transparency in pricing. The company would also pursue this option as it seeks to break into the coffee export business in Kenya. Global coffee consumption is on the rise thus boosting demand. Global demand has also been increased by other increasing uses of coffee especially in the medical field that were previously unknown. The increasing global demand of the product provides an international business opportunity for the company. Kenya is one of the fastest growing economies in Africa. Its strategic geographical location makes it a suitable location for conducting an export business. The country also has a relatively calm political environment compared to other frontier markets in Africa. Turbulence was experienced in the 2007 elections but a new constitution dispensation and the increased democratic space has seen the country claim the bragging rights as one of the most mature democracies in Africa. The prevailing stable political environment creates a favorable investment climate for international investors (Hill 214). As the

Thursday, October 17, 2019

Pytons Research Paper Example | Topics and Well Written Essays - 250 words

Pytons - Research Paper Example Since pythons are non-venomous, they depend heavily on bank heavily on their strength to catch their prey, because of their strength they can swallow large animals like pigs, dogs, cats etc. Reticulated pythons are considered to be the world’s longest snakes, these pythons measure up to 33 feet long. Pythons bite their prey and then they wrap their body around their prey and use their strength to squeeze it until the prey is suffocated and is unable to breath. Hence their prey dies and once the prey is dead they swallow the whole body and eat it in single gulp (Goldish). It is said that a python takes several days to digest its prey. Pythons lay 2-10 eggs and incubation time for their eggs is 56 days. On an average the life span of a python is around 25 years, but 48 years is the maximum a ball python has said to have lived. Bibliography SZG Docent. What are Snakes? 11 May 2011 . Shine, R. Australian Snakes: A Natural History. New York: Reed Books, 1991. Goldish , M. Reticulat ed Python: The World's Longest Snake. New York: Bearport Publishing Company, 2010.

Economics of Race and Gender Assignment Example | Topics and Well Written Essays - 500 words - 1

Economics of Race and Gender - Assignment Example The various chapters show the inter-related dependence of the gender based equity amongst the adult members of the family unit In the third chapter, Blau et al. (2009) claim that the family continues to act as an economic unit where the adults remain the major decision makers and make rational decisions through informed choices for the welfare of the whole family rather than for individuals. It is especially true for semi urban and rural areas where the family is intrinsic part of social structure and still acts as the integrated economic unit. The challenges of the fast changing social equations and societal values have also brought forth the gender biases as major controversial issues. The chapter reasserts that the significant contribution of gender stratification to economy within and outside the family. The chapter four elaborates that in the home economics of the changing society, the distribution of time between household and labor market is closely linked to home labor time where the market goods are changed into commodities that are utilized for the maximum good of the family. The authors assert that the time spent on home production is as important as the time spent on paid work that helps to buy goods from the market. They have redefined home production efforts of the women at home and made them as vital part of home economics. They emphasize the gender equity amongst the working population vis-Ã  -vis wage, work distribution and consequently influencing consumption pattern of the goods produced. Thus the authors have given a new perspective to equitable distribution to the gender based economic contribution within and outside the home. The fifth chapter clearly demonstrates the new changing perspectives vis-Ã  -vis gender based stratification of job and emphasis on gender equality. Blau et al. consider that the discrepancy in the roles of

Wednesday, October 16, 2019

Pytons Research Paper Example | Topics and Well Written Essays - 250 words

Pytons - Research Paper Example Since pythons are non-venomous, they depend heavily on bank heavily on their strength to catch their prey, because of their strength they can swallow large animals like pigs, dogs, cats etc. Reticulated pythons are considered to be the world’s longest snakes, these pythons measure up to 33 feet long. Pythons bite their prey and then they wrap their body around their prey and use their strength to squeeze it until the prey is suffocated and is unable to breath. Hence their prey dies and once the prey is dead they swallow the whole body and eat it in single gulp (Goldish). It is said that a python takes several days to digest its prey. Pythons lay 2-10 eggs and incubation time for their eggs is 56 days. On an average the life span of a python is around 25 years, but 48 years is the maximum a ball python has said to have lived. Bibliography SZG Docent. What are Snakes? 11 May 2011 . Shine, R. Australian Snakes: A Natural History. New York: Reed Books, 1991. Goldish , M. Reticulat ed Python: The World's Longest Snake. New York: Bearport Publishing Company, 2010.

Tuesday, October 15, 2019

Design Thinking Thesis Example | Topics and Well Written Essays - 2000 words

Design Thinking - Thesis Example But the designer bubble burst during the 50s and 60s when designers began to be looked upon as tools of capitalist society till they redefined their role in the 70s as developers of culture and lifestyle. Today: "The word "design" has a lot of different meanings when people think of design they think of an artefact that's been designed well such as a chair, a car or a building. Or they thin1k of design as style or fashionThe term "design thinking" has gained popularity because it makes it easier for those outside the design industry to focus the idea of design as a way of thinking about solving problems, a way of creating strategy by experiencing it rather than keeping it an intellectual exercise, and a way of creating and capturing value"2 Design consultant Linda Naiman states that, "The revolution taking place in design - as it emerges from its traditional role of serving commerce - to a role of leading, shaping and directing the way we live and work, presents tremendous opportunities" For the purpose of this paper we will focus on the definition, "Design is the thought process comprising the creation of an entity," Archer too saw design as a complex and shared rational logical sequential activity that would solve problems and bring innovation and change. Today designing is a skill required by architects, fashion designers, urban architects, products and industrial design, engineers, landscape designers, the automobile industry and interior decorators. But the culture of design has been with us from the stone age when man first began to create tools to shape and control his environment but these primary inventions happened in a disorganized and an unplanned way. Designer thinking today by contrast blends aesthetics as well as ergonomics to improve our lifestyle and develop culture. The great architect and designer Charles Eames, Lawson states, " the culture of design was greater then the creation of a new chair. It was part of a much bigger socio-cultural process of 'adding valuethrough an injection of creative individualism that distinguished designer goods' frommass production." 3 And so Nike and Yves Sainte Loraine were born as virtual personality cults of Design Culture.2 Since designers redefined their role as the developers of culture they had a wide scope since, "culture should be regarded as the set of distinctive spiritual, material, intellectual and emotional features of society it encompassesart literature, lifestylesvalue systems traditions and beliefs." 43Today from being just architects or product refiners and innovators, designers are the definers of good taste, better lifestyles and efficiency in diverse fields, all of which embrace the designer culture that was vigorously promoted by advertising companies as a key international marketing strategy in

Monday, October 14, 2019

The novel Fight Club by Chuck Palahniuk Essay Example for Free

The novel Fight Club by Chuck Palahniuk Essay The novel Fight Club by Chuck Palahniuk is a Generation X classic, so it makes sense that the film became one as well.   Starring Edward Norton and Brad Pitt as the two sides of the same brain, director David Fincher takes a critical look at the rampant consumerist world that drains the humanity from its victims and replaces them with robotic automatons.   The way the characters in the film deal with this problem, besides going crazy, is through violent confrontation with each other, in an attempt to purge their demons and cleanse their souls. Rather than just a slick film about a violent subculture, Fight Club is the interrelated critique of capitalism and its dehumanizing effects.   The central protagonists in the film, Jack and Tyler, represent two opposing views on consumerism. Jack is representative of a generation of men condemned to corporate toadyism, with emotional lives and investments mediated through the allure of commodities and goods.   No longer a producer of goods, Jack exemplifies a form of domesticated passivity, alienated, and without ambition.   On the other hand, Tyler represents an embodied freedom that refuses the seductions of consumerism, while fetishizing self sufficient production from soaps to explosivesthe ultimate negative expression of which is chaos and destruction, both products of late capitalism (Giroux 12). Consumerism in Fight Club is criticized primarily as an ideological force and existential experience that weakens and domesticates men, robbing them of their primary role as producers and relegating them to mere tools of forces that control them.   The importance of this is not lost on director David Fincher, but the director is less interested in fighting oppressive forms of power than he is in exploring the ways in which men yield to it. Freedom in Fight Club is not simply preoccupied with the de-politicized self, it also lacks a language for translating private troubles into public rage, and as such succumbs to the cult of immediate sensations in which freedom degenerates into collective impotence.   Moreover, consumerism, for David Fincher, can only function with the libidinal economy of repression, particularly as it rearticulates the male body away from the visceral experiences of pain, coercion, and violence to the more â€Å"feminized† notions of empathy, compassion, and trust.   Hence, masculinity is defined in opposition to both femininity and consumerism while simultaneously refusing to take up either in a dialectical and critical way. When not making a political statement, Fight Club functions less as a critique of capitalism than as a defense of authoritarian masculinity wedded to the immediacy of pleasure sustained through violence and abuse.   Survival of the fittest becomes the clarion call for legitimating dehumanizing forms of violence as a source of pleasure and sociality. Pleasure in this context has little to do with justice, equality, and freedom than with hyper modes of competition mediated through the fantasy of violence.   More specifically, this particular rendering of pleasure is predicated on legitimating the relationship between oppression and misogyny, and masculinity gains its force through a celebration of both brutality and the denigration of the feminine.   Fight Club’s vision of liberation and politics relies on gendered and sexist hierarchies that flow directly from the consumer culture it claims to be criticizing. The anti-consumerist theme and violent escapism of the film is described by New York Times critic Janet Maslin who says: â€Å"Fight Club watches this form of escapism morph into something much more dangerous.   Tyler somehow builds a bridge from the anti-materialist rhetoric of the 1960s†¦into the kind of paramilitary dream project that Ayn Rand might have admired.†Ã‚   The over-the-top rejection of enslavement to consumerism manifests itself in a dark, sometimes pointless orgy of violence. But, there is a point to it all and a method to the madness – freedom.   The ultimate goal of the narrator, Tyler, Project Mayhem is to liberate themselves from the bonds of conformity to a culture they view as shallow and erroneous.   Though this opinion may be shared by many Generation X’ers and children of the 60s, the methods used in Fight Club are cultural rebellion to the extreme.   The freedom they achieve is largely an illusion, but justified in the words of Tyler:   â€Å"Its only after weve lost everything that were free to do anything† (Fight Club).   The movie takes two hours of stark, violent, often sexist action to reveal its message of simplicity.   However, a viewer must look past the blood, acid burns, and bone-crunching punches to find it. Works Cited:    Fight Club. Dir. David Fincher. Perf. Brad Pitt and Edward Norton. 1999. DVD. Twentieth Century Fox, 2000. Giroux, Henry. â€Å"Private Satisfactions and Public Disorders.†Ã‚   Penn State University.  Ã‚   (July 2000).   February 15, 2006.   http://www.gseis.ucla.edu/courses/ed253a/FightClub Maslin, Janet.   â€Å"Fight Club: Such a Very Long Way From Duvets to Danger.†   The New York Times.   October 15, 1999.   February 15, 2007. http://www.nytimes.com/library/film/101599fight-film-review.html.

Sunday, October 13, 2019

The Macroeconomic Concept Of The Multiplier Economics Essay

The Macroeconomic Concept Of The Multiplier Economics Essay Currently, Chinas economic is growing rapidly. Living standard of the people has improved and urban rural income has substantially improved. The balance of the household shaving is increasing year by year and china has maintained a high saving rate. The marginal propensity of consume trend to drop, which is extremely unfavorable for the future development of the country economy and it will directly affect the growth rate of GDP. So, all this will become fetters in the process of the development of the economic. In this paper, I will evaluate the extent to which a thorough understanding of the macroeconomic concept of the multiplier would help government to manage their own macro economy. Macroeconomic Macroeconomists study aggregated indicators such as GDP, unemployment rates, and price indices to understand how the whole economy functions. (Burda Wyplose,2005) Macroeconomists develop models that explain the relationship between factors such as national income, output, consumption, unemployment, inflation, savings, investment, international trade and international finance. In contrast, microeconomics is primarily focused on the actions of individual agents, such as firms and consumers, and how their behavior determines prices and quantities in specific markets. (Sloman, 2006) While macroeconomics is a broad field of study, there are two areas of research that are emblematic of the discipline: the attempt to understand the causes and consequences of short-run fluctuations (Griffiths Wall, 2008) in national income (the business cycle), and the attempt to understand the determinants of long-run economic growth (increases in national income). 3. Macroeconomic Multiplier theory Macro-economic multiplier theory is based on marginal propensity to consume by the British economist J.M. Keynes, which explains the relationship of multiples theory between investment and income. The Keynesian multiplier theory is an extension of the field in the international balance of payments, in terms of constant exchange rates and price. It analyzes that income adjustment play a role in the international balance of payments. Its basic content is that investment change brings the impact to the total national income greater than the investment itself, such as a change is often a multiple of the investment changes. (Sloman Wride, 2006). As economic sectors are interrelated, so an investment in a particular sector will not only increase the income of this sector, but also cause a chain reaction in the various sectors in the national economy, thereby increasing investment and income of other sectors, increase of multiplier the national income exponentially. In fact, the multiplier formula simply gives the multiplier as the inverse of the marginal propensity to withdraw (mpw): K=1/mpw. (Sloman, 2006:464). (Show below figure1-3) Figure 1: The multiplier: a shift in injections (Source: Sloman Wride 2006:488) Multiplier  ¼Ã‚  à ¢- ³Y/à ¢- ³J  ¼Ã‚ Ãƒ ¢- ³Y/à ¢- ³W  ¼Ã‚  (c ¼Ã‚ a)/(b ¼Ã‚ c) Figure 2: The multiplier: a shift in withdrawals (Source: Sloman Wride 2006:488) Multiplier  ¼Ã‚ Ãƒ ¢- ³Y/à ¢- ³W  ¼Ã‚  (c ¼Ã‚ a)/(a ¼Ã‚ b) Figure 3: The multiplier: a shift in the expenditure function (Source: Sloman Wride 2006:489) Multiplier  ¼Ã‚  à ¢- ³Y/à ¢- ³J  ¼Ã‚  (c ¼Ã‚ a)/(b ¼Ã‚ a) 4. The current macroeconomic situation in China Presently, China is facing the most severe situation since the Asian financial crisis, which is the most difficult time of the economic development since the new century. In terms of the entitative economy, China is the one of the country in this round of financial crisis which is affected hardly. The industrial sector, energy and raw material sectors and the real estate sector have large impact in this financial crisis.  ¼Ã‹â€ China country review, 2008 ¼Ã¢â‚¬ °. From the fourth season in 2008, Chinas economic development problems start to show their impact as a result Industrial production and exports are declined, unemployment increased. From judgments of the countrys economic situation, the Government fully recognized the seriousness of the economy and from the macroeconomics of the multiplier made the measures to following: 4.1. Augment the multiplier to achieve increase in national income In the short term, we can be augmenting the multiplier to achieve increase in national income i.e. raise the marginal propensity to consume and reduce the marginal propensity to save. At present, Chinas savings continue to increase and reached about 15 trillion Yuan, so there is a large potential of consumption. In this situation, the government application of the macroeconomics of the multiplier stimulates consumption. (Wilkinson, 2005:477) .Such as: Reduce the bank deposit interest rates and the collection of interest on income tax; energetically develop tourism, improving holiday economy; improve the minimum subsistence level, increase laid-off workers and retirees personnel subsidies; Appropriately reduce tax on consumption of the general goods, at the same time assess high tax on consumption goods of special. For example, economic crisis havent just affected the issue of workers to return home, but also opportunities of employment. Survey show that from 2002 to 2007, there was an average increase of 5.6% in the migrant workers in the first half, but last year the amount of this growth was only 1.6%, about 4 % poorer than usual.(China Develop Institute 2008) By using multiplier theory, if you make a simple projection, (Wilkinson, 2005:144). i.e. 4 percentages is equivalent to 5.4 million people, these people should be roughly equivalent to the group of migrant workers who should have working out but lost the opportunities in the economic crisis situation. If we add the unemployed people to return home early in this year, this group of people (accounting for 15% of migrant workers) are about 25 million migrant workers who lost their jobs or jobs opportunities due to economic crisis. 4.2. Augment investment to achieve increase in the national income In the long term, the marginal propensity to consume in a steady state, then the multiplier is fixed, so we need to increase investment and improve the national income. (Voyles, 2009) In China, the government makes a lot of policy and adjust fiscal policy and monetary policy, adopted a proactive fiscal policy and appropriately loose monetary policy. There are production, consumption, investment, exports in various field, etc. Now, the state has invested 4 trillion Yuan (China Develop Institute, 2009) in railroad this year and next year, which will stimulate domestic demand. By 4 trillion Yuan package of investment programs, the central government invested 540 billion in this year. But there are 160 billion investments in the original budget this year, so after adjusting for new investments in the State this year was only 380 billion. If the multiplier effect is 1:3, then the central government can bring up more than 1 billion investments. Therefore ¼Ã…’Government expending is an important source by way of investment, which play an important role in the direction of investment and optimization the investment structure. 4.3. Export expansion to achieve increase in the national income China is facing unprecedented opportunities and challenges since joined WTO, we must seized the opportunity and integrate with the international economy, improve the structure of export products and increase the proportion of high value-added exports, improve terms of trade, through external trade bring out the rapid development of the national economy to increase national income. In recent years, the contribution of export in Chinese economics growth rate is around 20% (China Develop Institute, 2009), and now we have to compensate the sharp decline in exports by investment and consumption demand. By using multiplier theory, If the export growth rate is measured by the level of 10%, then the investment growth rate reach to 10% and 2 trillion Yuan of domestic investment and demand-pull may be achieved in the same year. In general, to maintain a GDP growth rate of 8%; if exports rate this year is 6%, it is very difficult to reach 8%, if it rely on 2 trillion domestic investment and demand-pull; if the exports this year have zero-growth, it is absolutely impossible if they rely on 2 trillion domestic investment and demand-pull to achieve 8%. 5. Drawbacks of the Multiplier theory 5.1. Ignores the time lags In the Keynesian multiplier theory, investment, consumption, national income etc all of them are liquidity and change over time. The number of the increase can only be compared with the different periods of the same length. The increase in the periods of different length cannot be explained by using this theory. The Multiplier theory ignore the time lags discuss the flow of change that it is meaningless. (Sloman, 2006:475) For example, in last year, Chinas export was increased to 17%, where textile products have negative growth rate. Relatively, mechanical and electrical products had grown with a high growth rate. But now, it has begun to enter in the difficult term. Last year, Chinas export of electromechanical products maintained a positive growth, as order form have a longer period for machinery and electronic products and as a impact of the time lags shrinking foreign order forms were fewer and start to increase on lay-off of the mechanical and electrical products manufacturing. 5.2. Ignore the difference of the capital flows and capital stocks The multiplier can only exist in stock of the flow, such as money, loans, stock and so on. The multiplier can not exist in the capital flows (McAleese 2004:471), such as investment, consumption, demand, income, etc. and it cannot be extended to the flow of money. For example, recently, China Eastern Airlines exposed that the gas has a loss of 6.8 billion Yuan and CITIC Pacific has lost 200 million Yuan. (China Develop Institute, 2009). The amount lost by companies is huge, due to the misleading by Multiplier theory. According to estimate, so far Chinas financial institutions and enterprises has been loss of approximately 2 trillion Yuan in the overseas investment .Therefore, we can not focus only on the production and GDP growth. 6. Conclusion Keyness multiplier theory is an important component of the system macro-economic theory. But multiplier theory has some drawback, as it ignores the distinction between capital flows and capital stock, ignores the factor of the time lags and led to wrong conclusions. In this situation, where saving are high and consumption is less, application of the Keyness multiplier theory manage the country own macroeconomic. Firstly, through improving the social security system and consummate pension, unemployed, market of the medical insurance and the building of housing accumulation fund. Secondly, Growth accelerated from the current investment in China, demand has increased. Implementation of a positive fiscal policy and increased investment is necessary. The government needs to extend the consumption. Finally, In terms of the export tax rebate rate not high, the government can be used promptly refund in full rebate solution to bring part of the cash flow difficult problem for lag of the export tax rebate. In terms of the export credit, the government makes to encourage measures and to expand exports. Meanwhile, the active use of WTO preferential policies for developing countries to expand exports, optimize the export product mix, improved condition of th e trade.