Arts in Our Lives Essay Example | Topics and Well Written Essays - 500 words

Arts in Our Lives - Essay Example One observed that women had been portrayed in different art works both as the subject or the model, and as the artist. Either way, the talents and skills manifested by women artists could be deemed at par with their male counterparts. The works are very inspirational and one strongly believes that even viewers who do not have some inclination in the arts could not help but appreciate these art works in colorful and vivid designs. The experience was therefore very educational and informative. The Pearl Jam concert was viewed online and was noted to have been held on the 31st of March, this year, at the Lollapalooza Festival at Sao Paolo in Brazil (Concerts Videos). One had actually attended other concerts and believe that the atmosphere of being amongst the crowd is significantly different, as compared to viewing the concert online. However, one could view that there was much power and intent enthusiasm in the crowd as manifested by the highly responsive audience. Since Pearl Jam is an alternative rock band, the songs were full of energy, dancing, singing with the lead singer, and vividly showing genuine enthusiasm for the band. From the audience, one could see that male and female are both fans of the band and therefore exemplifies that music knows no bounds on terms of gender, racial or ethnic orientation, or demographic factors. Finally, the film Man of Steel is another Superman movie of contemporary times. Since one had been a fan of Superman ever since the character appeared in comic books and had been shown in previous films, the new film was no exception to the heightened anticipation and elation that was felt for the super hero. Although one thought that the film could not possibly detract from the previous plot, the new actor who assumed the role of Superman, Henry Cavill, was very effective in enticing

Management accounting information and criteria

Management accounting information and criteria Management accounting information should comply with a number of criteria including verifiability, timeliness, comparability, reliability, understandability and relevance if it is to be useful in planning, control, and decision-making. Management accounting information should comply with a various number of criteria including verifiability, objectivity, timeliness, comparability, reliability, understandability and relevance if it is to be useful in planning, control and decision-making. Shall discuss the criteria to serve its natural purposes, which is for planning, control and decision- making. The first criteria of management accounting information are verifiability .Verifiability means observable to outsiders, in the context of a model of information. It refers to the ability of accountants to ensure that accounting information is what it purports to be. It also means that the selected method of measurement has been used without error or bias. The outsiders cannot see them and so references to those variables in a contract between the two parties cannot be enforced by outside authorities. An example of verifiability is that of two accountants looking at the same information like inventory valuation and coming to similar conclusions. Objectivity is also one of the criteria that useful in planning and making decision. Accountant reliance on verifiable evidence such as delivery notes, invoice, orders, physical counts or paper in the measurement of financial result. Objectivity makes it possible to compare financial statements of different firms with an assurance of reliability and uniformity. For instance, management accountant should not alter or change when provide the information to top level managers so that the manager can make the accurate decision without being influenced. Besides that, timeliness is one of the important parts for management may need to balance the relative merits of timely reporting and the provision of reliable information. More accurate information may take longer to produce. Therefore, to provide information on a timely basis it may often be necessary to report before all aspects of ma transaction or other event are known thus impairing reliability. For example, a company may test-market a potential new product in a particular city. However, a long wait for the accurate marketing report may unduly delay managements decision to launch the new product nationally and the information will be of no avail to the decision making process. Thus, the managerial accountants primary role in the decision-making process which is decide what information is relevant to each decision problem and provide accurate and timely data, keeping in mind the proper balance these often-conflicting criteria. The next criteria will be comparability. Comparability helps to make compare the financial statements of an entity through time in order to identify trends in its financial position and performance. Besides that, it also helps to compare the financial statements of different entities in order to evaluate their relative financial position, performance and changes in financial position. Hence, the measurement and display of the financial effect of like transaction and other events must be carried out in a consistent way throughout an entity and over time for that entity and in a consistent way for different entities. By giving an example, management accountant prepare the accountant information is a consistent way for every year, it is much easier for company to make comparison with the past accounting information or related entities. Next, reliability is the quality of information that allows those who use it to depend on it with confidence. The reliability of an item is the probability that the item will perform a specified function under specified operational and environmental conditions, at and throughout a specified time.   The best way to specify the reliability of an item depends upon how the item is expected to function. Here, our focus among the above four demand times is on the interval and continuous time demand cases. In the interval case, we are concerned with mission reliability or simply reliability. This is defined as the probability that an item will operate without failure throughout a specified interval. For example, where we are scheduling the next weeks production, the equipment reliability or probability that the equipment will operate throughout the week is our concern. However, if we want to evaluate the performance of a piece of equipment with a continuous demand, for instance, within th e last two years, the focus should be on the expected mean time between the failures events that cause the equipment to go down. In this case we may also focus on the availability of the equipment, which can be defined as the fraction of time that the equipment was actually operating. The next criterion is understandability. Understandability is assumed users to have a reasonable knowledge of business and economic activities and accounting and a willingness to know more the information with reasonable diligence. Information about complex matters that should be included in the financial statements because of its relevance to the economic decision making needs of users should not be excluded merely on the grounds that it may be too difficult for certain users to understand. For the example, management accountant should prepare the accounting information or summarize of the report and analysis that easily understood to the decision maker in order to let them easy to make final decision. Lastly, relevance is also one of the important parts in planning, control and decision-making. To be useful, information must be relevant to the decision-making needs of users. Information has the quality of relevance when it influences the economic decision of users by helping them evaluate past, present or future events or confirming, or correcting there past evaluations. Different decisions typically will require different data. The primary theme of this chapter is how to decide what information is relevant to various common decision problems. For example, an analysis on a project should not have any information on indirect costs because it is not relevant for making decision of the project and should include any prime cost because it is relevant cast for the decision-making. Give a brief explanation of how the criteria detailed in (a) might be conflict with each other, giving example to illustrate where such conflict might arise. Each criteria of management accounting information is to satisfy the management needing for information useful for planning, controlling and decision making. However, these criteria also face conflict amongst one another. Conflict simply refers to the incompatibility or interference of ones idea, event, or activity with another. In this case, the conflict between criteria will happen when satisfying a criterion affects another criterion being difficult to fulfil as they are in collision with each other. Accounting information should be useful for decision-making, must have relevance and reliability of these two main qualitative characteristics. However, these qualities often can conflict, requiring a trade-off between various degrees of relevance and reliability. A forecast of a financial variable may possess a high degree of relevance to investors and creditors. However, a forecast necessarily contains subjectivity in the estimation of future events. Therefore, because of a low degree of reliability, generally accepted accounting principles do not require companies to provide forecasts of any financial variables. For examples, accounting information requirements associated with the timeliness, predictive value and feedback value, while the predictive value of accounting information may be due to a lack of verification, so that the reliability of damage; on the contrary, if always insisted truthfully, then wait until the conditions are ripe when the accounting information may have lost its predictive value. As the reliability and relevance cannot have both, one can only depending on the degree of emphasis by choosing one of the two, leading to a different accounting treatment. One of the most typical is the right choice of accounting measurement attributes. Besides that, another conflict can be a result of the criteria of Timeless and verifiability. Information is useful when it is timely. To be timely, the information must be available when needed to define problem or to be begin to identify possible solutions. Those criteria might conflict with verifiability. It is because when needed verifiability information, it may take time to calculate or to get it after production process is end. Verifiability is the useful information when it is accurate. Before relying on information to make decisions, it is important to ensure that the information is correct. For example, a production manager has to decide the actual amount of pineapple to be used in produce of 10000 units of pineapple juices. But, because of the time given is limited, he has to prepared the report to top management by forecast the amount of pineapple will be used. Although he is meet the criteria of timeliness, he is might not meet the criteria of verifiable. He do not used the actual amount of pineapple will be used. It is because there are some problems may occur during the production process: cost of pineapples is lower or others factors. When the production is end, he will able to know the actual amount of pineapple will be used. So, the criteria timeliness is conflict with the criteria verifiability. Another conflict is between timeliness and reliability of information. Information is said to be reliable when they incorporate all aspects of a transaction as well as other events in order to facilitate users in deciding on any issue regarding the latter. However, most of the times in providing timely reporting, those aforesaid transactions or events are never taken into account as it occurs after the report is prepared and thus impairing reliability. In interest of timeliness, the reliability of the information is sacrificed, every loss of reliability diminishes the usefulness of information and as time pass, and either the reliability of the information drops or increase accordingly. For example, the material supplier decides to supply only one of the Material A. Company Y is very interested and is capable to buy the Material A. The supplier is interested on selling the Material A to Company Y, but there is no contract signed between them. As time passes, the supplier received an offer from Company Zs, with a higher price and shorter time compared to Company Y. Therefore, Material A is selling to Company Z and Y loses the Material A. Company Y is reliable on material supplier to get the Material A yet the supplier needed to sell the Material A in a shorter time to get the profit. So, supplier decides to sell it to Company Z. Thus, the criterion of timeliness is conflict with criteria of reliability. Question: 2 (Information for decision-making) The overriding feature of information for decision-making is that it should be relevant for the decision being taken. However, decision-making varies considerably at different levels within an organization, thus posing particular difficulties for the management accountant. Describe the characteristics of decision-making at different levels within an organization. Decision making is intertwined with the other functions, such as planning, coordinating and controlling. Decisions are made in order to change the companys current status to a more desirable state of affairs. Therefore, relevant information needs to supply by the Management Accountant to top management to make decision. In an organization, different levels of management are making different types of decision. This can be showed at the figure below. Figure 1: Levels of decision making Top level managers, or strategic managers, are also called senior management and executives, are individuals at the top one or two levels in an organization. The Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief Informational Officer (CIO), President, Vice President, Chairman and Board of Directors are examples of top level managers. They have the long-term vision for the company. They are not involved in day-to-day tasks need to possess conceptual skill so as to set the goals for the organization as a whole. For example, Jerry Yang, the former chief executive of YAHOO!, was criticized when a $44.6 billion acquisition bid from Microsoft failed under his watch. They frame the organizational policy. They are also responsible for mobilization of resources. They generally make large budgetary decisions for the company and are responsible to the shareholders and the general public. The success or failure of the organization rests on the s houlders of the top level management. Middle level managers, or middle managers, are those in the levels below top managers. Middle managers job titles include General Manager (GM), Plant Manager, Regional manager and Divisional manager. Middle level managers are responsible for carrying out the goals set out by top management with setting goals for their departments and other business units. Tactical decisions, the medium term decisions about how to implement strategy, are delegated to middle managers. Middle management decisions might include marketing a new product, communicating with and managing lower management and determining what issues need to be addressed with top level managers. Each individual middle management department develops a strategy to meet its inner departmental goals. Lastly, lower level management, which included office managers, shift supervisor, department manager, foreperson, crew leader and store manager, are responsible for the daily management of line workers the employees who actually produce the product or offer the service. Although first line manager typically do not set goals for the organization, they have a very strong influence on the company. These are the managers that most employees interact with on a daily basis. Operational decisions, short term decision or also called administrative decisions about how to implement the tactics affect daily tasks and generally handled by lower level managers. Supervisors or team leaders may decide employee related issues, such as pay rates, training, evaluations and disciplining or terminating employees. For example, supervisor may decide to reward the most productive employee with an employee of the month award, or offer incentives such as gift certificates. Explain how the management accountant must tailor the information provided for the various levels. Nowadays, management accountant is provides the information to users who are part of the organization in various level. But different level management has different information needed. Therefore, management accountant must tailor the information for them. First, before management accountant provide any information, he / she must clear with the company vision as the middle and bottom management of organization. Usually the top management is responsible for the long term strategic plans with the strategic decisions for the next 5 years to 10 years. Therefore, top management will create a mission, which is more specific goal that unifies company wide efforts. So, management accountant should prepare budgets for top management accountant to decide which projects have to undertaken to achieve the companys goals. Budget is a strategic plan that details the action that must be taken during the following year. It also pinpoint the responsibility of achieving the budgets to respective managers inline the company policies. For example, management accountant prepare the imposed budgets to top management before imposed to middle management to achieve targets. In middle management, they are responsible for developing and carrying the tactical plans to accomplish the organizations mission. Tactical plans specify how company will use resource, budgets and people to achieve company goals within its mission. In this level, management accountant will use various methods to decide the profit with minimum production costs. Profit volume analysis is one of the methods to calculate changes in cost and sales in determine the profit. Management accountant will calculate breakeven point where the level of sales of company needs to achieve at zero profit. After that, management accountant also prepared the report on scare resources which the supply of resources is limited by define the limit factor. Then, management accountant will produce the product that give higher contribution per limiting factor and take considerations of qualitative factors before final decisions is made. Final decisions is means whether to make or to buy the decision. It is situ ation where an organization is given a choice to produce by own resources or pay other organization to make the product. After management accountant prepare the information in form of cost volume profit, limiting factors analysis and decisions about activities either to buy or to make, middle management have to decide, carrying the tactical plans and delegating the responsibility of jobs to the operational management. Lower lever management is responsibility to carrying the operational plans where is related to day to day plans in producing products or services. For example, management accountant will determine the economic order quantity for lower management to know the amount of inventory they should reorder order to minimize ordering cost and holding costs. Therefore, lower level management will order the maximum order. There is the information that will be management accountant provided to various levels in order to suit various levels needs. (c)Give an example of a typical management decision, state at which level this would normally be taken and what specific information shoud be supplied to the decision maker. A typical management decision is that the pricing which to determine how much the customer need to pay and the seller receives in exchange for a product. To get the firms sales objective need to set for the prices. In determining the firms revenue is that the managers pricing decision is extremely important .The selling price times the number of units sold will know how much is the revenue gain. The pricing decision need to be determine by the manager, then provide a simple and useful pricing structure taking into consideration all of your business costs. Continue with choose one of the suitable pricing strategy so that can establish a market presence and last fine tune and adapt the general pricing policy in response to trends, in the market place the manager should also practices new innovative strategies to help solidify the competitive position. Companies that set prices to maximize the profits want to set the selling price to sell the number units that will generate the highest possible total profits. If a company sets prices too low, it will probably sell many units but may miss out additional profits on each unit (and even lose money on each exchange). If company sets prices too high , it will make a large profits but will sell fewer units. Again the companies will losses money, and it also will leave with excess inventory. If the managers decide to maximize the profit, Firstly, the middle managers who responsible to carry out the goals that set by the top management will held this tactical decision which how to held this pricing decision. They need to know the price setting tools to measure the potential impact which is to count out the cost and how much need to charge for the selling price .Before deciding on final prices, middle managers can use cost oriented pricing and breakeven analysis to determine how much sales volume the company needs to start making profit and to measure the potential impact. A music store manager would price the CDs by calculating the cost of making them available to shoppers. How much that the manager need to charge for the product is need to depends on how much the company pay for the inventory and the supplier. They also need to count for the operating cost , and how much is the company profits goal plus the company price will affect by the competitive pressures, industry standards and the perceived value of your product or the services in the eyes of the company customer. Thus, price would include the costs of store rent, employee wages, utilities, insurance, and the CD manufacturers price. If the manufacture price is RM 8 if the manager decided to sell it for RM 8 then will not get any profit. So, the manager need to decide to sell for higher then rm8 so that can earn profit. To be profitable, the manager must charge enough to cover the product and other cost. These factors determine the mark up. So, the manager should charge a reasonable markup of RM 7 over the purchase cost means at RM15 selling price. The markup percentage is 46.7 because RM 7 divided by RM15 times 100% equal 46.7%. If the markup is RM 8, so the selling price is RM16. The manager need to determine how much to sell to break even. Knowing that the variable cost is RM 8 means that the company is depending on how many CDs are sold. Say that fixed cost for keeping the company open for one year is RM 100000(no matter how many CDs are sold) The number that the managers need to sell is RM 15 each, the manager need to sell it in the breakeven point which is 14286 CDs. Breakeven point equal RM100, 000 divided by RM15 minus RM 8 equal 14286 CDs. If the company sells less then 14286 units then their company will lose money. If sell more then 14826 units then will earn profit. Assume that all the cost and variable cost is the same so the manager need to determine how much the price need to charge to the product and how much units they need to sell so that to maximize th e profit. As a conclusion, the decision of the manager is very important to the company because it will affect the whole company whether it will earn profit or loss in the short run or even in the long run.

Themes of Language and Racial Identity in Native Speaker, By Chang-Rae

Chang-Rae Lee’s Native Speaker expresses prominent themes of language and racial identity. Chang-Rae Lee focuses on the struggles that Asian Americans have to face and endure in American society. He illustrates and shows readers throughout the novel of what it really means to be native of America; that true nativity of a person does not simply entail the fact that they are from a certain place, but rather, the fluency of a language verifies one’s defense of where they are native. What is meant by possessing nativity of America would be one’s citizenship and legality of the country. Native Speaker suggests that if one looks different or has the slightest indication that one should have an accent, they will be viewed not as a native of America, but instead as an alien, outsider, and the like. Therefore, Asian Americans and other immigrants feel the need to mask their true identity and imitate the native language as an attempt to fit into the mold that makes up what people would define how a native of America is like. Throughout the novel, Henry Park attempts to mask his Korean accent in hopes to blend in as an American native. Chang-Rae Lee suggests that a person who appears to have an accent is automatically marked as someone who is not native to America. Language directly reveals where a person is native of and people can immediately identify one as an alien, immigrant, or simply, one who is not American. Asian Americans as well as other immigrants feel the need to try and hide their cultural identity in order to be deemed as a native of America in the eyes of others. Since one’s language gives away the place where one is native to, immigrants feel the need to attempt to mask their accents in hopes that they sound fluent ... ...silenced in this country, in order to have voice and be visible in society, one must strive to be a white American. They feel the need to embody and assimilate to whiteness because the white race has a voice and is seen, rather than silenced and unseen, in society. They are privileged with the freedom of not having to cope with the notion of being marked, silent, and unseen in society. This creates pressures for Asian Americans and immigrants to suppress their own cultural identities and assimilate to whiteness in an attempt to potentially be able to prosper and make a life for them in America. Asian Americans feel as though being who they truly are and express their unique cultural identities will alienate themselves even more than they already are. Chang-Rae Lee Works Cited. Lee, Chang-Rae. Native Speaker. NewYork: Riverhead Trade, 1996. Print.

Operations Management Report on Lux Soap Essay

Acknowledgement: We thank all those people who helped us in preparing this report. Immense hard work has been done by all the members of our group in compilation of this report. We also thank our instructor Mr Jawad Bhatti, who has helped us always by providing us with the much-needed guidance, kind behavior, moral support and her valuable time. Our contact person in Unilever Pakistan, Ms. Sarah Siddiqui also provided us with her expertise in the construction of the report and we are extremely grateful to her for providing us with valuable insight and information with respect to LUX. The preparation of this report was a wonderful learning experience. We learnt to work in a group efficiently and equally. The experience gained by the preparation of this report will surely be beneficial for us in the future, always. 2 Executive Summary: Lux soap first produced in United Kingdom in 1899. It was produced by British company name Lever Brothers. Lever Brothers was founded in 1885 by William Hesketh Lever and his brother James. They using glycerin and vegetable oil such as palm oil to manufacture soap called â€Å"Sunlight Soap.† The flaked version of soap called Lux soap. Glycerin was a lucrative byproduct of the soap making process, and by the end of 1886, Lever brothers also had a glycerin factory. The beauty soap industry has a few major producers of which Unilever holds market share of slightly less than 50%. Other competing brands like Dove, Rexona and Capri have started to have a strong consumer base, but LUX.’s product features distribution and promotional activities have created high brand loyalty for which it is still the market leader. Since the 1930s, more than 400 of the world’s most famous female celebrities have been associated with Lux. Sarah Jessica Parker, Katrina Kaif, Aishwarya Rai and Mahira Khan are some actresses featured in Lux advertising campaigns in US, India and Pakistan. Today, Lux is the market leader in several countries including Pakistan, Brazil, India, Thailand and South Africa. Developed by Unilever, Lux (soap) is now headquartered in Singapore. Introduction Lux is a global brand developed by Unilever. The range of products includes beauty soaps, shower gels, bath additives, hair shampoos and conditioners. The brand was founded by the Lever Brothers (today known as Unilever) in 1899. The name changed from â€Å"Sunlight Flakes† to â€Å"Lux† in 1900, a Latin word for â€Å"light† and suggestive of â€Å"luxury.† In 1924, it became the first mass market toilet soap in the world. It is noted as a brand that pioneered female celebrity endorsements. As of 2005, Lux revenue is at 1.0 billion euros, with market shares spread out to more than 100 countries across the globe. Lux toilet soap was launched in the United States in 1925 and in the United Kingdom in 1928. Subsequently, Lux soap has been marketed in several forms, including hand wash, shower gel and cream bath soap. Since the 1930s, more than 400 of the world’s most famous female celebrities have been associated with Lux. Sarah Jessica Parker, Katrina Kaif, Aishwarya Rai and Mahira Khan are some actresses featured in Lux advertising campaigns in US, India and Pakistan. Today, Lux is the market leader in several countries including Pakistan, Brazil, India, Thailand and South Africa. Developed by Unilever, Lux (soap) is now headquartered in Singapore. About Unilever Unilever is a multinational consumer product manufacturing giant operating in over hundred countries all around the globe. Unilever Pakistan is the Pakistan chapter of Unilever, where the company holds 60.75% share whereas the Government of Peoples Republic of Pakistan holds 39.25% share. Unilever’s one of the most popular brand in Pakistani  market is LUX. They have segmented the local market for  LUX according to geographical locations. It further  differentiates these segments into Socio Economic Cluster  (SEC) which takes into account the criteria of education  and profession which ultimately measures the financial  ability of consumers. The cluster is divided into five parts starting from A to E. Unilever targets the urban and sub urban upper middle class and middle class segment of the population, who falls under A to C of SEC. Tactical marketing tools, 4P’s,  are extensively used by the  company  to  market  LUX.  Though LUX is produced in  Pakistan, Unilever Pakistan  maintains the same standard  all around the globe. The  product is available in six  different  fragrances  under  three different sizes. Since the  demand  for  beauty  soap  market is to a great extent oligopolistic, variations in price lead to price war which can eventually break down the company’s market share.  Thus Unilever cannot provide a better price than its competitors. But the price is affordable by most of the people. Unilever Pakistan has outsourced its distribution channels to third party distributors which allow them to distribute LUX in massive  bulks amounting to around ten million pieces. It undertakes the largest promotional activities in the beauty soap industry. The beauty soap industry has a few major producers of which Unilever holds market share of slightly less than 50%. Other competing brands like Dove, Rexona and Capri have started to have a strong consumer base, but LUX.’s product features distribution and promotional activities have created high brand loyalty for which it is still the market leader. History of lux soaps: Lux soap first produced in United Kingdom in 1899. It  was produced by British company name Lever  Brothers. Lever Brothers was founded in 1885 by  William Hesketh Lever and his brother James. They  using glycerin and vegetable oil such as palm oil to  manufacture soap called â€Å"Sunlight Soap.† The flaked  version of soap called Lux soap. Glycerin was a  lucrative byproduct of the soap making process, and  by the end of 1886, Lever brothers also had a glycerin  factory. Lever opened their small office in New York in 1895. The company started selling Sunlight and Lifebuoy but did not doing well until 1916. Lux soap was first launched in United States in 1916. The Lux trademark  was registered in United States in 1900.  Lux soap was launched in India in 1929  and later in Pakistan. The soap’s very first  advertisement  featured  actress  Leela  Chitnis as its brand ambassador. It was  popularly known as ‘the beauty soap of  film stars.  From 1930s right through 1970s, Lux soap colors and packaging were altered several times to reflect fashion trends. In 1958 five colors were made up the range: pink, white, blue, green and yellow. In 1990s, Lux launching its own range of shower gels, liquid soaps and moisturizing bars. Today, Lux soap is sold in 100 countries and sales achieved 1.0 billion euros in 2005 alone. From 1930s right through 1970s, Lux soap colors and packaging were altered several times to reflect fashion trends. In 1958 five colors were made up the range: pink, white, blue, green and yellow. In 1990s, Lux launching its own range of shower gels, liqui d soaps and moisturizing bars. Today, Lux soap is sold in 100 countries and sales achieved 1.0 billion euros in 2005 alone. Building the Beauty Soap Credentials: Introduced in the US in 1924, Lux became the world’s first mass market toilet soap with the tagline â€Å"made as fine as French Soap†. In the first 2 years of launch, Lux concentrated on building its beauty soap credentials. Advertisements offered consumers â€Å"a beauty soap made in the French method† at an affordable price, with the promise of smooth skin. Made with fine-texture, rich in fragrance, and manufactured using a method created in France, the first Lux toilet soap was sold for 10 cents apiece. 1928–1940: 9 out of 10 stars  This era saw key launches of LUX in the UK, India,  Argentina and Thailand. The brand concentrated on  building its association with the increasingly popular  movie world, focusing more on movie stars and their roles  rather than on the product. In 1929, advertising featured  26 of the biggest female stars of the day, creating a huge  impact among the movie-loving target audience. This was  followed by Hollywood Directors talking about the  importance of smooth and youthful skin. This pioneered  the trend of celebrity product endorsements.  In 1931, Lux launched a campaign with older stars, â€Å"I am over 31†. The series of print ads had stars talking about preserving youthful skin. Lux also launched campaigns featuring interviews with Stars and Close Ups of Stars, bringing to life the ‘9 out of 10’ idea 40s & 50s: Romancing the consumer Using movie star as role models, Lux’s strategy was to build relevance by looking at beauty through the consumer’s eyes. While still retaining the star element, the focus  shifted to the consumer and the role of the brand in her life. Advertising commercials showed ordinary looking women with direct references to stars, such as Deanna Durbin. 60s: Romancing the brand The 60’s saw a shift in advertising to product stories and the romanticizing of brand through its â€Å"sensorial & emotional† dimensions. This was the era of ‘the film star feeling’ and the ‘Golden Lux’, featuring stars such as Sandra Dee, Diana Rigg and Samantha Eggar. The bathing ritual, the ‘fantasy’ element that has been the imagery of Lux, was created in this era. The brand also moved forward with launching LUX in the Middle East, entering a more conservative market. 70s: Dimensionalizing beauty Reflecting the shift in beauty trends in the 70s, the Lux stars stepped down from their pedestals and were portrayed as multi-faceted women with natural, wholesome beauty that the ordinary consumer could relate and aspire to. The executions were more of ‘a day in the life’ of the stars with focus on their ‘natural beauty’. Stars included Brigitte Bardot and Natalie Wood. 80s: Owning the category space Establishing itself as THE beauty soap for stars and  beautiful women, the 80s emphasized the importance of  skin care – the first step to beauty. LUX was launched in  China at this time. Sophia Loren, Raquel Welch and Cheryl  Ladd were some famous celebrities used during this time.  In India actresses Hema Malini, Parveen Babi, Madhuri  Dixit, endorsed Lux soap. 90s – Early 2000s: Advanced skin benefits In the 90s, Lux moved from generic beauty benefits to focus on specific benefits and transformation. More emphasis on functionality and variant associations with different 12 skin types as well as mention of ingredients. The communication was far more regional specific and localized, using stars like Malu Mader and Debora Bloch. This period launched product brand extensions Shower Cream and Gels and Lux Super Rich Shampoo in Japan and China. 2000s: Beyond movie stars In early 2000, the focus shifted from specific skin benefits to a stronger emotional space. The brand provided the link between the aspirational role models and real life with the campaign, ‘Lux brings out the star in you’. The benefit was now more than just beauty, it was also about the confidence that comes from beautiful skin. In 2005, Lux encouraged women to celebrate and indulge their femininity with the â€Å"Play with Beauty† philosophy, with stars like Aishwarya Rai. The brand also connected with consumers to take a more ‘active’ stance on beauty. From 2008, building off the brand’s root  strengths, focus has shifted to beauty (vs.  femininity), appealing to consumers’  fantasies and aspirations. Lux believes  that ‘beauty is a female instinct that  shouldn’t be denied’ and showcases the  pleasure that every woman enjoys from  using her beauty, encapsulating that idea  in a simple phrase: Declare your beauty.  Today, LUX products are manufactured at 71 locations with more than 2000 suppliers and associates providing the raw materials. It has key markets in Pakistan, Brazil, USA, China, Bangladesh and South Africa, and is a market leader in India (for soap bars), Pakistan, Brazil, Saudi Arabia (for soap bars), Bangladesh, Thailand and Vietnam. Operations at Lux Unilever has established itself as a leader in the FMCG industry, given its wide product range which consists of home care, skin and hair care, beauty care and oral care products.  An FMCG (Fast-Moving-Consumer-Goods) is a regular model factory. Unilever under its skin care, soap category has 3 skincare brands; Lux (Middle Class), Dove (Upper Class) and Lifebuoy (Lower Class). Lux and Lifebuoy are produced (in-house production) in the factory located at Rahimyaar Khan in Pakistan while Dove is mainly imported as the production methods and procedure are extremely technical and critical to maintain the  high standards of the quality of the product. Another reason for importing Dove is the cost of production. Dove’s manufacturing is expensive due to the ingredients and raw material involved for it to produce in Pakistan and raw materials will be extremely expensive to import. Recently however, a rumor was spread in the market that Unilever Pakistan in order to cut down costs, will be outsourcing its production to Unilever South East Asian countries and will stop all the production in Pakistan. It was a rumor and completely untrue of them to be shifting to Malaysia. Unilever has one of the oldest factories in Pakistan and enjoy high EOS and have denied any intension to move production as it would be too expensive to produce outside Pakistan and import it back. The procurement of palm oil for Lux is the main ingredient in the production and manufacturing of the product. As palm oil is not produced in Pakistan, importing it from foreign suppliers is the best option available and costs are affordable for the company. Before the production is begun, capital expenditure is evaluated after which the setup is done for production in factories. The main raw material is in the production of Lux is palm oil which is imported due to its unavailability in the Pakistani region. This is the major head expense for Lux besides the facility itself. The production method for Lux and Life Buoy is batch processing and Dove is mainly produced through job order processing technique. Production is heavily dependent on palm oil. Production Process: The production method for Lux is batch processing and Dove is mainly produced through job order processing technique. Production is heavily dependent on palm oil. Lux Soap is the combination of animal fat or plant oil and caustic soda. The Soap needs two major raw materials: one is fat and the other one is alkali. Lux soap makers use fat that has been processed into fatty acids. This eradicates various impurities, and it produces as by-product water as an alternative of glycerin. Many vegetable fats, including olive oil and coconut oil, are also used. The alkali most commonly used is sodium hydroxide and sometimes, Potassium hydroxide is also used. Additives are used to enhance the color, texture, and scent of the soap. Palm oil is used for the manufacturing of Lux Soaps which is processed and bleached. This is then divided into two proportions as per the soap requirements; to manufacture Lux and Life buoy. After separation as per the proportions, alkali in the form of sodium hydroxide/ Potassium hydroxide are added to the palm oil barrels. Synthetic chemicals are added to clean and sterilize the mixture to remove any impurities. After this the mixture is divided into categories as per the product variety, after which perfumes and colors are added to give the soap a nice subtle fragrance and attractive color. Fragrances and perfumes are added to the soap mixture to protect the smell of dirt and leave behind a fresh smelling aroma. Substances to enhance the texture of soap include silica, talc, and marble pumice. Soap made without color is of a brown or dull grey color, but Lux manufacturers color the soap to make it more appealing to the end-user. Other material is then added according to the partic ular variety of soap. After the entire process of chemicals and ingredients have been added, the soap is further processed, cut and shaped into bars of soap according to the product specifications and SKUs of the product. The produced soap bars are then sent to packaging, where they are wrapped in the respective prepared packaging and transferred to warehouse until delivery has to be made. Loading and unloading of cargo and also wrapping of cargo is handled by labor but the process is mostly auto mated. Production Flow: Procured Palm Oil Is Processed And Bleached The Oil Is Divided Into Two Portions, For Lux And For Lifebouy Synthetic Chemcials Are Added To Clean And Steerelize The Mixture Other Ingredients Are Added As Per The Requirements Of The Product Variety Perfumes And Colours Are Added To The Mixture The Mixture Is Cooled, Further Processed And Cut Into Soap Bars The Bars Are Sent To Packagining Where They Are Wrapped In The Prepared Packs Packed Soap Bars Are Sent To Warehouses Until Delivery Costing and Expenses: The method of costing used for the manufacture of Lux Soaps is Batch Costing which is a part of Operation Costing. First of all the ingredients of the soap are mixed together in order to make a mixture. The entire mixture for the preparation of the soap produces, approximately, 1 lakh unit of soaps; this 1 lot will be treated as a batch  and will be automatically numbered by the help of machines during the process of packaging. The purpose of manufacturing the soaps using batch costing is that, it becomes easier for the company to track their product in the factory as well as in the market. For example, the end-user finds something wrong with the soap and sent a complain to the company, now if the management finds some defect in the manufacturing of the soap, it can easily track the batch number and withdraw all the soaps from the market that were produced in that particular batch. The cost of unit is determined by dividing the cost of the batch by the number of units produced in that batch. Given below is the cost sheet of Lux soap that shows the Material Cost, Prime Cost as well as the Factory Cost. PARTICULARS AMOUNT (in Rs.) Direct Material Acid Specialty chemicals Ordinary chemicals Perfumes TOTAL 6.45 0.11 0.04 0.81 7.41 Direct Labor 12.6 Direct Expenses 1.73 PRIME COST 21.74 Production Overheads Power 0.62 Maintenance 0.14 FACTORY COST 17 22.50 Revenue Generation and Costing: This table shows the details of the revenue and the cost generated to manufacture Lux Soaps REVENUE AND COST GENERATION OF LUX (Base for the preparation of Cost Sheet) PARTICULARS UNITS AMOUNT (in Rs.) Revenue Generated Sales Price Rs./packet 25 Sales Volume packets 3,20,000 Sales Revenue Rs. (in lakhs) 80 -Acid paise/ ml 4.5 -Specialty chemicals paise/ ml 2.75 -Ordinary chemicals paise/ ml 1.5 -Perfumes paise/ ml 7 Cost Generated Raw Material Prices Raw Material Volumes -Acid In 1000 litres 14.34 -Specialty chemicals In 1000 litres 0.41 -Ordinary chemicals In 1000 litres 0.29 -Perfumes In 1000 litres 1.15 -Acid Rs. (in lakhs) 6.45 -Specialty chemicals Rs. (in lakhs) 0.11 -Ordinary chemicals Rs. (in lakhs) 0.04 -Perfumes Rs. (in lakhs) 0.81 Rs. (in lakhs) 7.41 Raw Material Cost TOTAL Headcount -Manufacturing Numbers 11 -Marketing professionals Numbers 2 -Corporate employees Numbers 1 18 Average Monthly Salary -Manufacturing Rs./Month 10000 -Marketing professionals Rs./Month 15000 -Corporate employees Rs./Month 16500 Bonus on Salary (% of Salary) 12% Employee Cost -Manufacturing Rs./Month (in 10,000) 12.6 -Marketing professionals Rs./Month (in 10,000) 4.53 -Corporate employees Rs./Month (in 10,000) 1.63 TOTAL 18.76 Power Cost Rs. (in lakhs) 0.62 Packaging Cost Rs. (in lakhs) 1.73 Advertising Costs Rs. (in lakhs) 7.23 Commissions Rs. (in lakhs) 5.3 Maintenance Costs Rs. (in lakhs) 0.14 Insurance Premium Rs. (in lakhs) 0.5 Total Costs Rs. (in lakhs) 41.69 19 Strategy and Competitiveness: Vision: â€Å"We help people around the world meet every day needs for nutrition, hygiene and wellbeing, with brands that help people look good, feel good and get more out of life.† A clear direction: Unilever helps people around the world meet every day needs for nutrition, hygiene and wellbeing, with brands that help people look good, feel good and get more out of life. In 2009, they launched called The Compass – Unilever’s strategy for sustainable growth. At the heart of that vision is the philosophy of working to create a better future every day for their consumers and the communities in which they operate. Another key element of their strategy is our aim of doubling the size of Unilever while reducing our impact on the environment. It’s a goal the company is seeking to achieve by developing new ways of doing business through which can minimize our direct impact. The company is also working with suppliers, consumers and the retailers who sell the brands to improve their sustainability credentials too. By combining our multinational expertise with the deep roots in diverse local cultures, Unilever is continuing to provide a range of products to suit a wealt h of consumers. The company is also strengthening its strong relationships in the emerging markets they believe will be significant for future growth. â€Å"Achieving significant growth objectives while decoupling growth from environmental impact is a bold but challenging vision,† says Unilever CEO Paul Polman. â€Å"Not many companies have yet taken it on. But I believe it’s the only viable vision. One that builds on Unilever’s long-term heritage and achievement, while supporting a responsible future.† . Supply Chain Management: The supply chain of Lux is the core feature which looks after the efficient  running of the entire business production and processes. Supply chain is divided into two parts one is the efficiency and the other looks after quality control. Supply chain is the core of Lux sales since it is responsible to make the deliveries to the depot, distributer and ultimately the shops. To ensure the supply chain is well maintained Lux management has weekly meetings and a software to record our forecast, orders placed by distributors (primary sales) and ultimately the orders delivered to the distributor. MSO is in direct contact with the brand team. He is responsible for required production and also informs organizations about lag or delays in production and all logistics involved and other things related to production. Forecast is based on a trend line that is predicted out of exponential sales trend graph and marketing impact added on. There are 2 major raw materials that go into production besides acid and bases. One is palm oil which is ultimately brought to the factory for further processing. The other is perfume which is globally tested and supplied. Various people within the supply chain department are responsible for various functions such as one for forecast and right demand planning, one for production and quality assurance (R&D) and one for ultimate supply and logistics. The management of the supply chain has the following processes which creates the whole flow of the supply chain network: Planning: Demand Planning: This phase is the pre-production phase where business analysts and managers sit together and create a strategic plan based on two core functions, promotional value selling and the base line target. Demand planning is carried out for a period of 5 years at Lux Promotional Value Selling is where Lux managers sit together with the planning team and set targets to achieve in terms of sales and production after advertising and marketing campaigns Base Line is the bottom line target of sales which can be achieved even without any marketing efforts. This is what the brand will achieve in terms of sale at all costs Supply Planning: In this phase the team forecasts the demands with the supply in order to procure the material required for the manufacturing of the soap bars. The supply plan is derived from the demand plan. Material Requirement Plan is the procurement plan in which  vendors and suppliers are identified and the material is procured. The details of procurement are established and are further shared with the budget control team. Master Production Schedule is the detailed plan of how the product will be produced, All details are included in this portion in terms of batches, number of bars produced, time period, production methods and flow, Procurement is done and the material is sent to the production department Production where the manufacturing and packaging is done and stored Distribution where product is warehoused and further sent to distributors around Pakistan and the distributors further give it to whole sellers. Supply Chain flow: Planning Distribution †¢ Demand plan †¢ Supply plan †¢ Warehousing †¢ Distributors Demand Plan Production †¢Manufacturin g †¢Packaging †¢Promotional Value Selling †¢Base line target Procureme nt Supply Plan †¢MPS †¢MRP †¢Buying Department †¢Warehousing Strategy and R&D: Strategy: The strategy used by Unilever is in two regions, production and campaigns. In order to maintain their strategic function, the factory is one of the oldest in Pakistan. It was Rahim Yar Khan and it was initially Unilever HO. It was initially chosen because of the following factors: 1. Proximity to Labor: Majority of labor working in the factory reside close by in Punjab region which is densely populated 2. Proximity to Source of Supply: Water supply from the rivers flowing close by provide ease of water availability (Punjnad) 3. Storage and Warehousing: Since the factory site was owned by Unilever, there was no space shortage problem so expansion and new installments was possible along with ample space for warehousing. 4. Community Considerations 5. Accessibility Research and Development: In order to maintain the competitive advantage of being the leading beauty soap brand of Pakistan, the R&D department also supervises production and packaging. R & D and Supply both monitor production and quality. Each  machine involved is configured for production according to the amount required and for how much should be in each carton so that the carton does not explode. R & D carries out research and tries to increase efficiency by running machine trials. Further to ensure quality product is produced and any likely flaws are eliminated, batch inspections are done at random to check the quality. The Supply Chain acknowledges the capacity of the machinery and production figures, therefore R & D only work on improvement and monitoring. The R&D department also carries out focus groups and sample testing when introducing new variants in the product according to consumer insight gathered through research and development. The R&D is responsible for the 24  suggestions for upcoming variants, which is then strategically planned by the brand team and tested at a small scale. If successful, the new variant is sent for production. Total quality management: TQM is different for every company and is defined by each with respect to 5 major factors: 1. Conformance to specifications 2. Fitness quality 3. Value for price paid 4. Support services 5. Psychological factors Being a manufacturing firm, Lux observes strict manufacturing quality as the focus is on a tangible product with respect to the features, reliability and conformance. Total Quality management for Lux is split into R&D functions which look into formulation, quality assurance, and packaging and ultimately logistics transit trials. Various people within the supply chain department are responsible for various functions such as forecast and demand planning, one for production and quality assurance (R&D) and one for ultimate supply and logistics. The quality of production at lux relies on the following basic concepts: ï‚ ·

Dissent from Puritanism Essay

During the early part of English colonization of the Americas the main group of people that were sent to the Americas was religious and political outcasts. This included Puritans, Quakers many other religions, debtors and political dissidents. The Puritans and Quakers came to the Americas in search of political freedom. The Puritans settled in the northeast region of the United States mainly in modern day Massachusetts. During their long nearly 4 month Journey across the Atlantic Ocean the boat goers grew close to each other because of the treacherous voyage. This caused theses people to group together and form towns with government based on their religion, Puritanism. Puritanism was one of the driving forces behind the formation of early successful northeastern towns and colonies in America. Many people who immigrated to the northeastern English colonies of the Americas had a strong dislike for Puritanism. Many believed the religion was too archaic in its beliefs and ways of life. Because of the animosity of non-puritans towards puritans and vice versa this caused the two peoples to form separate ettlements and very distinct cultures. Due to the differences in the cultures and the increase of immigration to New England the new settlers had to find new geographically suitable locations to start new settlements, therefore fully populating the entire New England colony. This gave New England a wide variety of culture, goods, natural resources and the capability to export large amounts of goods to the mother country for a profit. The non-puritans had settlements more based on economic ethics and systems that would financially help the settlement. Puritans had ettlements with more theocratic governments and more devotion to their religion. Although the governments of the two cultures were somewhat different they were also similar in many ways as well. Both governments were democratic. The puritans had a direct form of democracy where only white male land owners could vote. The problem with this is that once the colony started to fill it became harder and harder for young white men to find a piece of land suitable to settle on and start their families. With no land they had no say in their government as well. This drove many young Puritan Men to leave their theocratic settlements to seek other settlements where land owning was not necessary to have a say in government. This allowed puritans and non-puritans to culturally diffuse and further enrich the culture of New England. The non-puritan settlements had a representative or indirect form of democracy. These settlements followed a more English form of government. They also were mostly follows of the Anglican Church (the most common religion in England at the time). Because of the religious diversity in early New England and the abundance of natural resources (mostly large amounts of lumber) the colony was able to thrive. The religious acrimony between the puritans and non-puritans actually helped the English colony of New England reach its full economic potential by spreading out the population of the settlers. Many factors contributed to the formation of New England, but The objection of Puritanism and Puritanism itself was the paramount reason that New England did as well as it did and as early as it did. Dissent from Puritanism By halpin19