The Blah of Blah :: essays papers

The Blah of Blah The 6-pounder field gun was a lightweight, mobile particle that was a favorite of the field artillery in the first half of the nineteenth century. Rapid changes in technology and design had largely superseded it by the first base of the American Civil War, but when superior weaponry was not available, some 6-pounders saw action. NOTE While some of the guns illustrated here may have vie little or no part in the Civil War, they are included here because photos of them have been published nowhere else. 6-pounder fight field gun, pose of 1819. Total length, 71.6 inches weight, 742 pounds total production, approximately 100 by Fort Pitt Foundry known survivors, 30. Known as a Walking Stick for its slimness, this is the first identify model with full rimbases. It pioneered simplicity of design that was not to be fully accepted for another forty years. Its 10-inch diameter reinforce, combined with the unreliable cast iron of that period, proved notoriously fragile. 6-pounder iron field gun, Pattern of 1827. Total length, 57 inches weight, 780 pounds total production, 98 by Fort Pitt Foundry known survivors, 7. A stubbier pas seul of the Model of 1819. 6-pounder iron field gun, Model of 1834. Total length, 60.5 inches weight, 835 pounds total production, 134 by Columbia and Fort Pitt Foundries known survivors, 16. The guns of this pattern were the last fieldpieces made by each foundry. 6-pounder dye field gun, Model of 1835. Total length, 65.6 inches weight, 740 pounds total production, 57 by Cyrus Alger and N.P. Ames known survivors, 19. This slimmer version of the later Model of 1841 represents the return to bronze as the pet material for fieldpieces. 6-pounder iron field gun, Model of 1836. Total length, 65.6 inches weight, 785 pounds total production, 13 by Alger known survivors, 3. Identical in design to the bronze Model of 1835 above. 6-pounder bronze field gun, Model of 1838. Total length, 59.3 inches weight, 690 pounds to tal production, 96 by Cyrus Alger and N.P. Ames known survivors, 29. A shorter version of the bronze Model of 1835 above with the same Registry outcome series continuing from it for both foundries. Markings on bronze Models of 1835 and 1838 fieldpieces. Unlike the markings on earlier and later cannon, the Registry Number, weight and inspectors initials are located on the focal ratio breech.

And Then There Were Three Essay -- Literature Writing Papers

And Then There Were Three From author to appearance, purpose to publisher, the creation of the Lyrical Ballads was far from simple. Though the blank-verse Tintern Abbey is one of the other poems hidden in the abide of just one edition of William Wordsworth and Samuel Taylor Coleridges ballads, the pastoral ode best represents the Wordsworthian anxiety that casts a shadow over the entire, complex publication of the Lyrical Ballads.Tintern Abbey was not meant to be a part of the Lyrical Ballads, but was added at the last minute, when the poems were already in the printing press (Moorman). Though hasty and not instead fitting, Wordsworths final addition to the first volume of the Lyrical Ballads became its most illustrious installation. Though both the Lyrical Ballads and Tintern Abbey eventually found their own total audiences, the single poem did not fit with the purpose of the whole.Wordsworth and Coleridge set out to conduct an try out. Coleridges short ballads were radical bec ause they were, in his own words, directed to persons and characters preternatural or at least romantic yet so as to transfer from our inward nature a human interest and a rubric of truth. Wordsworths mission was the opposite to give charm of novelty to things of every day (cited by Rannie). Though Wordsworths 1798 Advertisement and Prefaces of 1800 and 1802, and Coleridges 1817 Biographia Literaria explain the experiment clearly and directly, their initial intention for publication was nothing like the volumes of poems that were eventually produced.The idea for a joint effort eventually came out of the Wordsworth and Coleridges alliance on The Rime of the Ancient Mariner. While Coleridge produced the bulk of the poem, its ... ...ment within the volume, Tintern Abbey is at the forefront.REFERENCESGill, Stephen. William Wordsworth A Life. Oxford Clarendon Press, 1989.Graver, Bruce and Ronald Tetreault. Editing Lyrical Ballads for the Electronic Environment. 1998. Romanticism on th e Net. 4 blemish 2003. .Jordan, John E. Why the Lyrical Ballads? London University of California Press, 1976.Moorman, Mary. William Wordsworth The Early Years, 1770-1803. Oxford Clarendon Press, 1957.Rannie, David Watson. Wordsworth and His Circle. London Methuen & Co., 1907.Woof, R.S. Wordsworths Poetry and Stuarts Newspapers 1797-1803. 1962. University of Virginia. 4 March 2003..

FireArt, Inc. Essay -- Managing Management Business Essays

FireArt, Inc.Diagnosis of team ineffectiveness and corrective action plans FireArt, Inc. has encountered a dilemma where their competitors are now able to profitably affect short runs in the production of glass. Because of this competition, Jack Derry, the CEO of FireArt, Inc. has asked Eric Holt to put together a teamone person from each voice, and have a citywide plan for the companys strategic realignment up, running, and winning within six months. Eric, being the newly appointed Director of Strategy, knew his overall goal and creates a formal stem in order to fulfill the overall organizational mission of turning the company around. However even though a formal group is created, there is a need of specific goals and tasks. Eric who only had experience managing working group with professional from similar backgrounds actually created a working group than a team. Moreover, the members did non interact with one another prior to coming together, and did not perceive themselves to be in a group. While the team consists of various division heads of the organization, Randy Louderback the director of sales and marketing does not believe that groups are worthwhile. Eric formed this temporary group, which would ceases to exist once the job is carried out. This group, although temporary, never really gets withdraw the ground due to lack of leadership-management skills, lack of clear attainable goals, team structure and incompatibilities of the group members. Team Dynamics and StructureOne issue that is face up by the group is the lack of team dynamics as well as the pressure being felt to devise and implement a complete plan in six months. Some managers create groups to aide in team dynamics as groups serve functions such as organizational, psychological, and personal. The group that Eric rectify up was created to generate ideas in order to beat the competition. However, due to the conflict from the team members, idea creation was never brought about. Addit ionally, the psychological functions that give an outlet for connexion needs and the personal functions of increased self-esteem, increased security, and a sense of identity are never achieved. With the creation of his group, Eric was faced with a peer, in particular, that strongly believes that groups are useless. There are variables that affect the integration in groups of org... ...uctive thinking will help members think better to solve problems and contribute innovative ideas. The lack of ideas is demonstrated on how the first couple of times the members met they had difficulty coming up with innovative/creative ideas on how to solve the companys troubles. Also, when Ray, Maureen, and Carl presented their ideas they did not challenge Randys comment, Lets do everything, why dont we, including redesign the kitchen sink If they had, the team could have had an open handling on the merits of each and possibly evolved into a more cohesive problem solving group. Lastly, FireArt Inc. is family owned business and probably Jack Derry ultimately authorizes a draw play of decisions. However, for the team to be fully effective it will be important for the team to be granted decision-making authority. This will prevent the team from forming easily delightful and non-controversial solutions to the problem. Once the team is functioning properly any ideas on how save the company must be accepted. It is also important for the team to be certain that they are anchored in organizational realities that are outside of their control and affect the success of their efforts.

Distance Education Essay -- Teaching Educating School Essays

outdo Education quad education is a process that creates and provides memory access to learning when time and distance separate the author of information and the learners(Zhang, 1998, p.1). Distance education defies time and space and can help create a virtual schoolhouse, or a classroom without walls(Wheat, 1998, p.1). The need to get to the distance out of education has not been driven largely by sheer need to bridge physical separations. It has been based mainly on providing access as open as possible to those who are willing to avail themselves of the opportunities education affords them(Tam, 1998, p.3). Education needs to reach those who are disadvantaged by location, finance, time, and resources(Tam, 1998, p.3). Distance learning can also reach students with an unusual learning needs or unusual emotional problems, who need to take atypical courses, or who take visual learning styles(Dede, 1990, p.3). Distance learning is a strategy educational institutions are initiall y using to overcome inadequacies of local resources for meeting learners needs(Dede, 1990, p.3). Distance learning is hardly a new idea correspondence courses have been offered since the mid-1800s(Sonner, 1999, p.1). New technologies have simply given distance educators more options on how to supply distance learning to potential distance learners.Technology-Assisted Distance Education The technologies of distance education have been evolving from traditional technologies such(prenominal) as mail, telephone, fax, to instructional television, to VCR-based technology, and computers systems such as the Internet (Zhang, 1998, p.2). Internet-based distance courses are booming(Zhang, 1998, p.2) IP (Internet Protocol) is the way the ... ...ges. Hancock, Amy. (1999, March). The evolving terrain of distance learning. Satellite chats, 23(3), 4 pages. Leonard, David C. (1999, Winter). The Web, the millenium, and the digital evolution of distance education. Technical Communication Q uarterly, 8(1), 12 pages. Markel, Mike. (1999, April). Distance education and the myth of the new pedagogy. Journal of Business & Technical Communication, 13(2), 15 pages. Merisotis, Jamie P., & Phipps, Ronald A. Whats the difference? Change, 31(3), 6 pages. Sonner, Brenda S. (1999, Mar/Apr.). Success in the capstone business courseassessing the effectiveness of distance learning. Journal of Education for Business, 74(4), 5 pages. Zhang, Ping. (1998, Summer). A case study on technology use in distance learning. Journal of Research on Computing in Education, 30(4), 22 pages.

Blood Brothers by Willy Russell :: Blood Brothers Essays

job Brothers by Willy RussellBlood Brothers seems to have been set in the 1970s/80s aroundLiverpool. at that place is a lot about striking and major redundancies in it.Also about good deal moving out of Liverpool into the country (Skelmersdale ), in order to provide better housing and betterprospects for everyone.The hearty humour of the working class appears to highlight thedifferences among working and middle classes.The contrasts between the personalities and characters of MissJohnstone and Mrs. Lyons be clearly shown throughout the play butthese characteristics are mirror within where each characterresides. there is a clear and distinct line between the two socialworlds is obvious as Miss Johnstone and Mrs. Lyons are shown to liveat opposite ends of the social scale, Mrs. Lyons in a respectable areawith every topic money can buy, and Miss Johnstone in a rundown rigging ona council estate. This becomes even clearer when rice paddy says up inthe park which seems to sugges t that it is above the Johnstonesstatus and that it is attractive and open in identicalness to the estate.It also seems that neither parent cute their children mixing witheach other and also seemingly, boys from a assorted social class.Mrs. Lyons states You see why I take ont want you mixing with boys likethat You learn filth from them, after Eddie swears at her. It seemsto confirm her stereotypical views about the nature of people who wereless sound off than her, which obviously includes how she sees rice paddyto be.There is also a clear difference in the language and vocabulary thatis used by both different sets of people. For example Eddie refers tohis mother as my mummy which seems to be a quite mummys boy thingto say and a bit artificial and girly and also something a somewhat fashionablechild would say. In comparison Mickey, who lives in a rougherenvironment, refers to his mother as me mam which is a rathertypical thing for someone living as a child in working classL iverpool. He tends to be more colloquial and use more loose andslangy language where as Eddie tends to dilute his words andpronounce them all in the proper way. Mickey doesnt enunciate theends of his word (for example he says Yeh instead of Yes) whereasEddie has a much more formal way of pronunciation.Another big part of language which is used by both boys, eventually,is the matter of swearing. When Edward meets Mickey he is very politeand rather innocent but upon being introduced to Mickey he begins toBlood Brothers by Willy Russell Blood Brothers EssaysBlood Brothers by Willy RussellBlood Brothers seems to have been set in the 1970s/80s aroundLiverpool. There is a lot about striking and major redundancies in it.Also about people moving out of Liverpool into the country (Skelmersdale ), in order to provide better housing and betterprospects for everyone.The social climate of the working class appears to highlight thedifferences between working and middle classes.The contrasts between the personalities and characters of MissJohnstone and Mrs. Lyons are clearly shown throughout the play butthese characteristics are mirrored within where each characterresides. There is a clear and distinct line between the two socialworlds is obvious as Miss Johnstone and Mrs. Lyons are shown to liveat opposite ends of the social scale, Mrs. Lyons in a respectable areawith everything money can buy, and Miss Johnstone in a rundown semi ona council estate. This becomes even clearer when Mickey says up inthe park which seems to suggest that it is above the Johnstonesstatus and that it is attractive and open in comparison to the estate.It also seems that neither parent wanted their children mixing witheach other and also seemingly, boys from a different social class.Mrs. Lyons states You see why I dont want you mixing with boys likethat You learn filth from them, after Eddie swears at her. It seemsto confirm her stereotypical views about the nature of people who wereless well o ff than her, which obviously includes how she sees Mickeyto be.There is also a clear difference in the language and vocabulary thatis used by both different sets of people. For example Eddie refers tohis mother as my mummy which seems to be a rather mummys boy thingto say and a bit soppy and girly and also something a somewhat poshchild would say. In comparison Mickey, who lives in a rougherenvironment, refers to his mother as me mam which is a rathertypical thing for someone living as a child in working classLiverpool. He tends to be more colloquial and use more informal andslangy language where as Eddie tends to abbreviate his words andpronounce them all in the proper way. Mickey doesnt enunciate theends of his word (for example he says Yeh instead of Yes) whereasEddie has a much more formal way of pronunciation.Another big part of language which is used by both boys, eventually,is the matter of swearing. When Edward meets Mickey he is very politeand rather innocent but upon being introduced to Mickey he begins to

Blood Brothers by Willy Russell :: Blood Brothers Essays

Blood Brothers by Willy RussellBlood Brothers seems to have been set in the 1970s/80s well-nighLiverpool. There is a lot close striking and major redundancies in it.Also about tribe moving out of Liverpool into the country (Skelmersdale ), in narrate to provide break up housing and betterprospects for everyone.The social climate of the working class appears to highlight thedifferences among working and middle classes.The contrasts between the personalities and characters of MissJohnstone and Mrs. Lyons ar clearly shown throughout the play merelythese characteristics are mirrored within where each characterresides. There is a clear and distinct line between the two socialworlds is obvious as Miss Johnstone and Mrs. Lyons are shown to liveat opposite ends of the social scale, Mrs. Lyons in a respectable areawith everything currency can buy, and Miss Johnstone in a rundown semi ona council estate. This becomes even clearer when Mickey says up inthe park which seems to suggest th at it is in a higher place the Johnstonesstatus and that it is attractive and decipherable in comparison to the estate.It also seems that neither parent wanted their children mixing witheach other and also seemingly, boys from a different social class.Mrs. Lyons states You see why I dont want you mixing with boys likethat You learn filth from them, after Eddie swears at her. It seemsto abide her stereotypical views about the nature of people who wereless well off than her, which obviously includes how she sees Mickeyto be.There is also a clear difference in the language and vocabulary thatis mappingd by some(prenominal) different sets of people. For example Eddie refers tohis mother as my mummy which seems to be a sort of mummys boy thingto say and a bit soppy and girly and also something a somewhat poshchild would say. In comparison Mickey, who lives in a rougherenvironment, refers to his mother as me mam which is a rathertypical thing for someone living as a child in working classLiverpool. He tends to be more colloquial and use more informal andslangy language where as Eddie tends to abbreviate his raillerys andpronounce them all in the fitting way. Mickey doesnt enunciate theends of his word (for example he says Yeh instead of Yes) whereasEddie has a much more formal way of pronunciation.Another big voice of language which is used by both boys, eventually,is the matter of swearing. When Edward meets Mickey he is very politeand rather innocent but upon being introduced to Mickey he begins toBlood Brothers by Willy Russell Blood Brothers EssaysBlood Brothers by Willy RussellBlood Brothers seems to have been set in the 1970s/80s aroundLiverpool. There is a lot about striking and major redundancies in it.Also about people moving out of Liverpool into the country (Skelmersdale ), in order to provide better housing and betterprospects for everyone.The social climate of the working class appears to highlight thedifferences between working and middle cl asses.The contrasts between the personalities and characters of MissJohnstone and Mrs. Lyons are clearly shown throughout the play butthese characteristics are mirrored within where each characterresides. There is a clear and distinct line between the two socialworlds is obvious as Miss Johnstone and Mrs. Lyons are shown to liveat opposite ends of the social scale, Mrs. Lyons in a respectable areawith everything money can buy, and Miss Johnstone in a rundown semi ona council estate. This becomes even clearer when Mickey says up inthe park which seems to suggest that it is above the Johnstonesstatus and that it is attractive and open in comparison to the estate.It also seems that neither parent wanted their children mixing witheach other and also seemingly, boys from a different social class.Mrs. Lyons states You see why I dont want you mixing with boys likethat You learn filth from them, after Eddie swears at her. It seemsto confirm her stereotypical views about the nature of people who wereless well off than her, which obviously includes how she sees Mickeyto be.There is also a clear difference in the language and vocabulary thatis used by both different sets of people. For example Eddie refers tohis mother as my mummy which seems to be a rather mummys boy thingto say and a bit soppy and girly and also something a somewhat poshchild would say. In comparison Mickey, who lives in a rougherenvironment, refers to his mother as me mam which is a rathertypical thing for someone living as a child in working classLiverpool. He tends to be more colloquial and use more informal andslangy language where as Eddie tends to abbreviate his words andpronounce them all in the proper way. Mickey doesnt enunciate theends of his word (for example he says Yeh instead of Yes) whereasEddie has a much more formal way of pronunciation.Another big part of language which is used by both boys, eventually,is the matter of swearing. When Edward meets Mickey he is very politeand rather inn ocent but upon being introduced to Mickey he begins to

President of the United States of America Essay

The year 2008 saw the growth and emergence of various finishs around the creative activity. This progression was however modify and some judgment of convictions hampered by the various global economic and political occurrences that defined the year 2008. The beginning of 2008 witnessed elections and consequent political instability in Zimbabwe which defined the global political system tremendously. This elections, which were characterized by allegations of rigging and foul-play caused global cries against the incumbent president in Zimbabwe, sanctions were imposed on the country thitherby sending the country deeper into economic turmoil.These actions affected the global interaction of cultures in the sense that many Zimbabweans and Africans felt that the Western world was trying to impose its political culture on Africans who enjoy their culture to a great extent. This feeling of culture imposition from the Western world brought into Africa rejection of the Western culture irresp ective of the goodness of the culture(David, K. 72-75) The middle of 2008 witnessed the heating up of the more or less dramatic elections in the United States of America.This American election had an immense effect on culture around the world because the favorite candidate in the election, Senator recreate Obama, had various pagan backgrounds. Born to a Kenyan father and an American mother, Barrack has been viewed as the ideal world representative. His background and connection to the Asian ethnic community, to a great extent, complements his worldly representation. Consequently, this favorite candidate for the United States presidency, who represented various cultures around the world, emerged victorious because in him, Americans and the world felt represented in the affairs of the world politics.This election and the subsequent win of Barrack Obama for the White House cemented the cultural diversity of the American people and brought other foreign cultures to fame and scrutiny. This American election and the subsequent win for Barrack Obama as President of the United States of America, went a long way to encourage and promote inter-cultural integration around the world by marriage and lifestyle(David, K. 80-82) The end of the year 2008 witnessed a most devastating slump in the global economy as the world faced the mention crunch instigated by the mortgage crisis in the United States of America.This global economic melt-down led to a decrease in travel and purchasing causality of individuals. Therefore, there was a significant reduction in global interaction thereby causing a reduction in inter-cultural interaction. The reduction in the purchasing power caused a slump in global trade which is a key component of global interaction. This also because reduced cultural interaction on the global stage. The closing of 2008 witnessed the biggest political crisis of the year, the Middle eastmost Crisis. This crisis has had a devastating effect on the global c ultural integration due to its ever ever-changing form of violence.Many times, the violence is political with the Palestinians and the Israelites being the two aggressors. Sometimes, the crisis takes a religious angle with the Palestinians representing the Muslim faction while the Israelites represent the Jews. This Middle East crisis has therefore s baseborned down cultural interaction from the political and the religious angles(David, K. 93-96) Analysis of Arts and Culture in 2008 The year 2008 showed the different effects on liberal nontextual matteristic creations and culture by the political, economic and religious happenings around the world.The year just showed us how vulnerable global arts and culture is to extinction, and at the same time prosperity, thanks to the global economic, political and religious dispensation. Through political, economic and religious teaching, global arts and culture flourished and sometimes reduced to a very low point. This fact therefore poses a challenge to every human around the world to ensure the flourishing of global arts and culture by allowing and maintaining political, economic and religious stability. The future of global arts and culture as defined by 2008 is uncertain.The future lies in the choices of men. The right choices will lead to the positive development of arts and culture while the wrong choices will lead to negative developments. The future is unpredictable and uncertainit lies in our choices(David, K. 100-103) Arts in Global fundamental interaction Arts can play a huge role in global interaction. Through arts, experiences ar shared throughout the world. For instance, tourists travel all oer the world and are welcomed by different cultures which they end up assimilating with.They are attracted by the unique nature of the different cultures and styles and some end up purchasing commodities from those cultures which they take back home. This art work gives the tourists a story to tell to their loved o nes back in their homes. Therefore, through the making and selling of art work, one individual from one global destination earns a living, while others from various other destinations get entertained and have a story to share(David, K. 109-114). autochthonous Development of TalentIn the current global village, local talent has great potential of developing into independent industries. Different culture and art forms are always appealing. If the local talent can be given space to develop and grow, the global market always has room for accommodating new art works thereby creating employment and income for millions of people around the world who represent the various art and cultural backgrounds. This arts and cultural talent can be developed through national arts and cultural exhibitions where the arts and cultures are showcased to the rest of the world.These exhibitions should also develop business systems that can support trade and therefore enable the artistes to earn a decent liv ing. This is the only way to ensure sustenance of the various arts represented by people around the world(David, K. 112-118). panorama into the Main Global Initiatives on Arts, Culture and Society A small survey can be carried out to give a deeper understanding into matters impact arts and culture with the following specificsPurpose Statement the world at large need to take up the responsibility of promoting arts and culture through ensuring political, economical and religious stability. Hypothesis arts and culture thrive in a world of political, economical and religious stability. Objective To study the effect of politics, economic science and religion on arts and culture. The findings of the survey can then be recorded and analyzed to give a comprehensive conclusion to the survey. Work cited David, Kilcullen. (2007). Ethics, Politics, and Non-State state of war A Response to Gonzalez. Anthropology Today vol. 23, no. 3. pg 56-120

Memo in Finance Essay

This memo is being prepared to analyze the acceptability of the new performance facility for social club at different hurdle rates and the implications of accepting the same on company earnings, cash flow and contribution to fall in on equity. This will modulate the justification why this project was chosen as against other options. This project has positive net present value (NPV) at different rates of 10, 15% and 18%, which makes it acceptable.Positive NPV in finance theory means that at appeal of capital, the present values of cash outflow and outflows will be skillful to the company as it will increase the company cash position and earnings (Brigham and Houston, 2002). To illustrate if the NPV of $1,291,659. 16, if is assumed to be most accurate value base on cost of capital at 10%, then said amount is effectively an increase in cash under the balance plane of the same amount and increase in income under the income statement. See Appendix A.Increasing cash position improve s as well liquidity position of the company. fluidness position is measured by quick ratio and current ratio. In both cases, increasing cash, which is part of quick assets or current assets, by legitimate amounts without corresponding increase in current liability will definitely increase the said liquidity ratios and could strengthen the companys position against affirmable bankruptcy. It must be noted that computations in Appendix A treated as cash outflows the following rental or lease expense of $1.5 million a year, other expenses of $100,000 per year as cash outflows, project cost of $4 million and the corresponding levyes, while the cash inflows include the per annum revenues and the depreciation which was added back because it does not entail a cash outflow when deducted as part of operating expenses for tax purposes. In effect, the depreciation provided a tax shield for the project. In terms of its impact of return to equity (ROE), the same will also increase the said r ate even assuming that the $4,000,000 sign cash outflow at year 0 was financed by equity.If is assumed that company has a present equity of $100 million and the project cost of $4,000,000 was financed through equity or additional investment from owners, its 2003 income statement at $ 29. 4 million, assuming the same level of income, will be attained when the production facility is implemented, would increase to $30. 69 million. If the same amount is divided by new equity of $104 million, this could increase the ROE to 29. 51% from 29. 4% before the project.It is thereof recommended that the project of new production facility should be accepted by the company because the project has positive NPV and its MIRR of 18% is greater than cost of capital of 10%. See Appendix A. Recommendation is further based on increase in the cash position of the company, increase net earnings and increased return on equity that could further attract investors by possibly increasing the stock price of th e company. Appendix A- See Excel File References Brigham and Houston (2002) Introduction to fiscal Management, Thomson-South Western, USA. Case study- given with income statement

Explication of “a Birthday Present” by Sylvia Plath

George B 11/18/11 Explication of A Birthday inaugurate by Sylvia Plath For galore(postnominal) readers, the draw of Sylvia Plaths poetry is distinctly linked to her life as well as the proclivity to end her life. As Robert Lowell states in the former of Ariel, This poetry and life are not a career they tell that a life, regular when disciplined, is simply not worth it (xv). A Birthday Present, written by Plath in September of 1962 and hauntingly recorded in her own voice on audio in October of that same year, is just one of the many poems that comprise the collection titled Ariel.Its allusion to suicide is bare. Its main theme is the escape from life that dying provides. Plaths life as well as her desire to end it is well documented, primarily beca enforce she has chosen to record her rack existence in her prose and poetry. M. D. Uroff states, . . . she put the talker herself at the center of her poems in such a way as to make her psychological vulnerability and shame an emb odiment of her civilization . . . we should reconsider the nature of the speaker in Plaths poems, her relationship to the poet, and the end to which the poems are confessional (104).The novel, The Bell Jar, chronicles her college years and first attempt at suicide, and her poetry, primarily in the collection in Ariel, provides glimpses into her state of mind. She interjects herself into her work so deeply that it is unmistakable that the speaker in the poetry is Plath herself. With that firmly in mind, explicating this poem becomes a quest into the months that preceded her taking her own life on February 11th 1963. A figure used in the poem A Birthday Present is the veil The veil and what it may conceal is a theme that permeates the poem in binary forms.In line 1 when the speaker says, What is this, behind this veil, is it ugly, is it beautiful? The speaker continues in the successive lines to question not only what it is but for whom it is for. In line 16, outright there are ve ils, shimmering want curtains and in lines 17 and 18 veils are compared to the light translucent material that covered the kitchen window as well as the misty air in January one would imagine she saw from her flat in England. And once again in lines 55-57 when she says Only let down the veil, the veil, the veil.If it were death I would admire the deep gravity of it, its timeless eyes. Here she wants to let down the veil and face it head on, and in the case of death, embrace it. This is sure as shooting not the first time that the speaker has entertained the notion of ending her life. The speaker mentions in line 13 and 14 that she does not want a present as she is only alive by accident and in line 15, I would baffle killed myself gladly that time any possible way. Plath herself had a botched suicide attempt in her past that she used as a plot point in her novel, The Bell Jar.Biographer Caitriona O Reilly chronicles the incident in 1953 after Plath finished a guest editorship a t Mademoiselle in New York City. After prescription sleeping pills and Electroconvulsive therapy to combat depression, Plath attempted suicide through an overdose of sleeping pills (356). The accident, as the speaker refers to it, directly relates to the f be active that she was found alive and nursed back to health at least physically. There is excessively an aspect of what is expected from partnership of the speaker of the poem.Women in the 1950s were expected to get married and procreate, not getting seriously interested in development and careers. These things would prevent a woman from leading a happy and normal feminine life (Bennett 103). Bennett also speaks of this, Like most women in the 1950s Sylvia Plath appears to have accepted the basic assumptions of this doctrine or ideology even though she knew that in many respects they ran counter to the springs of her own nature(103). This certainly flew in the face of what Sylvia Plath was about.The speaker in the poem seems to lament this in lines 7 and 8, Measuring the flour, cutting off the surplus, / adhering to rules, to rules, to rules. Likewise, Is this one for the annunciation? / My God, what a laugh (9-10). Certainly, the ideals of society put forth in these lines, a womans place is in the kitchen and the comparison to the virgin birth of Christ, are an impossibility for an educated and tormented Plath. The speaker seems to have no other choice than ending the suffering.In the poem, there is a conflict concerning the end of the speakers life. In lines 21-26 the speaker is in essence asking for the relief of death and references the religious theme of the last supper in line 26, Let us eat our last supper at it, handle a hospital plate. Line 27-29 states the problem with the present that is wanted, I know why you go away not give it to me, / You are terrified/ the world will go up in a shriek, and your head with it,. The speaker continues to lobby for relief, I will only take it and go quiet ly. You will not even hear me open it, no paper crackle, / No falling ribbons, no scream at the end. / I do not think you credit me with this free will (Lines 33-36). The shame attached to suicide is overwhelming, not necessarily for the victim but those left to deal with societal pressures associated with it. The speaker seems to take this into account as she contemplates the act it is more important that those left behind are unscathed than the torture that the speaker is going through. Discretion is more important than directly confronting the underlying problems.Finally, the speaker appeals to the givers sense of duty when she describes how her death has been occurring incrementally but not nearly as quickly as she would like. The use of words like motes (small particles, like the dust particles that quite a little be seen floating in the sunlight) and carbon monoxide (deadly despite being undetectable by smell or sight) described as sweet breathable in the lines 37-43 are use d to show how the speaker has suffered for years from invisible or nearly invisible things for quite a long time To you they are only transparencies, clear air, (Line 37). Let it not come by word of mouth, I should be sixty/ By the time the whole of it was delivered, and to numb to use it (Lines 53-54). The speaker is frustrated by the gift bearer insistence that death come slowly the speaker cannot wait that long. A Birthday Present basically reads like a suicide note trying to reassure those left behind that death is really a grand relief. Lowell elegantly sums it up Suicide, father-hatred, self-loathing secret code is too much for the macabre gaiety of her control.Yet it is too much her arts immortality is lifes degradation. The surprise, the shimmering, unwrapped birthday present, the transcendence into the red eye, the caldron of morning, and the lover, who are always waiting for her, are death, her own abrupt and defiant death (Forward xiv). Defiant in death as she was in li fe, one can only hope that Plath has found what she was missing.Works Cited Bennett, Paula. My Life A Loaded Gun, Female Creativity and Feminist Poetics. Boston Beacon Press, 1986. Lowell, Robert. Foreword. Ariel. New York First Perennial Classics, 1999. xiii-xvi. Print. O Reilly, Caitriona. Sylvia Plath. N. p. , n. d. Web. 10 Nov. 2011. lthttp//www. us. oup. com/us/pdf/americanlit/plath. pdfgt. Plath, Sylvia. A Birthday Present. Ariel. New York First Perennial Classics, 1999. 48-51. Print. Uroff, M. D.. Sylvia Plath and Confessional Poetry a Reconsideration. The Iowa Review8. 1 (1977) 104-115. JStor. Web. 16 Nov. 2011. lthttp//www. jstor. org/stable/20158710gt.

The Great Gatsby has been described as a definitive record of the glamorous side of the Jazz Age

The Great Gatsby is full of lavish spending, huge parties and all round hedonistic enjoyment, video display a definitive record of the glamorous facial expression of the 1920s on every level.America in the 1920s had the highest living standard in the world, the coupled States owned around 40% of the entire worlds wealth, with this property the established rich spent their time living a glamorous life-style. In the 1920s the class of the established rich certainly knew how to be glamorous, as Fitzgerald shows through Daisy and gobbler Buchanan. The Buchanans residence was more elaborate then nick expected, it was a Georgian Colonial mansion, and they in any case had luxury items such as a motor boat and horses. Tom obviously took pride in his house and processions, saying that he has got a nice place.The money was also spent im chastely they always seem to hold a plentiful amount of alcohol, similar the cocktails which Tom drank like it was a drop on the bottom of a glass s howing he must drink a lot. This alcohol was bought illegally as prohibition was in place from 1920 to 1933 which banned the manufacture, sale and transportation of liquor in the USA. RACISMNot only did the established rich have luxury items, they also did not work for their money, giving them plenty of free time to spend as they please, Jordan Baker had enough time to take up golfing, and play in tournaments. save with all this money and free time the Buchanans lives are unfulfilled as they have spiritual goals, Daisy is unhappy in life and questions her purpose in life by saying What shall we do this afternoon? And the day after? And the next thirty years? this showing the darker side to the 1920s.Fitzgerald shows glamour through Gatsbys extravagant parties, Gatsby is new money as he worked for his money. From Gatsbys ridiculous quantities of oranges to the orchestra which played at his parties, Gatsby made sure that his parties were glamorous. At first Gatsbys parties seem mag ical, as Gatsbys blue gardens were alive with the whispering and the champagne and the stars. The floating rounds of cocktails permeated the garden and the air was alive with chatter and laughter, everybody seemed to be having a fantastic time. Fitzgerald and his wife Zelda would have known first-hand how glamorous these jazz age parties were as they often attended them and they lived a glamorous life style.Yet underneath the glamour of Gatsbys parties we see the bleaker side of the 1920s. Fitzgerald shows the work put in to the parties, to make the orange juice a butler had to press a little button two hundred times. After the parties eight servants toiled all day with mops and scrubbing-brushes repairing the ravages of the night before, as the party guests left so much decease in their way. Gatsbys parties may be glamorous but he paid a great deal to make them this way.It is alleged that Gatsby made his money immorally, by bootlegging, Tom suggests this when he said I picked him for a bootlegger the first time I saw him. It was easy to make money illegally in the 1920s, due to prohibition many found it easy to sell alcohol over the counter or to speakeasies, which were secret bars in the 1920s, these community were often called bootleggers. This was an illegal way of getting the money showing unglamorous, illegal acts were done to make these glamorous parties.Therefore alcohol in Gatsbys parties was plentiful, he even had his own bar, but this alcohol led to carelessness as owl eyes was drunk for about a week and alcohol also lead to recklessness in the form of car crashes, and violent actions with women kicking off into the night, dragged away by men said to be their husbands.Gatsby paid a great amount of money but did the guests really care about their host? Nick was one of the few guests, who had actually been invited, and of all of the guests who were at Gatsbys parties only one came to his funeral, this shows the caring attitude and shallowness of peo ple in the 1920s.Despite the unprecedented economic growth and excessive glamorous spending during the 1920s, the tornado between rich and poor became increasingly prevalent. As most of the characters are very wealthy the rich and glamorous atmosphere defines the novels tone, the way on the upper class lifestyle gives the novel a mood of extravagance. However, this society is contrasted with the poverty of those living near the Valley of Ashes which is based on T.S Elliotts poem The Wasteland. Like Elliotts wasteland, the Valley of Ashes is a hideous image of a spiritually dead world, a symbol of the collapse of moral values after the chaos of the war. In the Great Gatsby we see how the Wilsons live, which is a stark contrast from the Buchannans glamorous lifestyle. Nick could not imagine that the Wilsons lived in such a place, he thought the garage must be a blind, and that sumptuous and romantic apartments were concealed overhead. Their lifestyle is so unglamorous it gives the darker side of the Jazz age.Myrtle Wilson tried hard to climb the classes by having an affair with Tom Buchannan, but even the apartment he provides for her is elegant and Tom treats her badly, he even breaks her nose, in his eyes she will always be lower than Daisy. George also tries very hard to make his money honestly, when Tom comes in he is so eager to have some business, George is a failure of the American Dream, he will never achieve the glamorous lifestyle he wants to provide.

Philosophy Exam

PH220 Ethics and Values Morgan State University Dr. John Hersey Midterm Exam Directions Your exams must be submitted through SafeAssign on Blackboard. easy submissions allow be penalized 10 points (one full letter grade) and I lead not accept submissions after one week past the due date, which will result in a 0 for the assignment. Plagiarism merits automatic failure for the course. Put your name, PHIL 220 with section bit, Dr. Hersey, semester and year, Midterm Examination on the top left of the starting time page. Clearly identify section headings, item numbers, and descriptions.Remember the rubric for evaluation of written work from the syllabus. Any references to the text should be indicated simply by the page number in p arntheses. Section 1 Explanations Write a 4-5 sentence explanation for 5 of the learning. (20 points) The key is to be as thorough, concise, and essential as possible in the miserable space allotted. Full credit will be given for explanations that not o nly identify the concept, still also indicate its context and clean-living signifi bottomlandce. 1. Psychological egoism (Ch. 2) 2. Universal ethical egoism (Ch. 2) 3. Greatest happiness principle (Ch. 2) 4.Cost-benefit analysis (Ch. 2) 5. C are ethics (Ch. 2) 6. Intuitionism (Ch. 3) 7. Divine Command possibleness (Ch. 3) 8. erect will (Kant, Ch. 3) 9. Practical imperative (Kant, Ch. 3) 10. Prima facie duties (Ross, Ch. 3) 11. Virtue ethics (Ch. 4) 12. Happiness (Aristotle, Ch. 4) 13. Habit (Aristotle, Ch. 4) 14. Virtue as a mean (Aristotle, Ch. 4) 15. Excellence, de (Confucius, Ch. 4) 16. Mengzi on human reputation (Confucius, Ch. 4) 17. Moral absolutism (Ch. 5 and Rachels essay) 18. Cultural relativism (Ch. 5 and Rachels essay) 19. Fatalism (Ch. 6) 20. Hard determinism (Ch. 6) 21. Soft determinism (Ch. 6) 22.The Value of Life Principle (Ch. 8) 23. The Principle of Individual Freedom (Ch. 8) Section 2 Essays Write a response in answer to twain of the essay questions below. (4 0 points each) Though quality of consideration takes precedence over quantity of pages, 23 double-spaced pages for each essay seems to be a nigh(a) guideline for length. 1. In Ursula K. Le Guins short story The bingles Who Walk Away from Omelas, Omelas is a utopian city of happiness and delight whose inhabitants are intelligent and cultured. Everything about the city is pleasing except for the secret underlying Omelass happiness.Omelass good fortune requires that a single child is imprisoned and kept in filth, unforgivingness, and misery. Upon coming of age all of the citizens of Omelas are informed of the citys dark secret. After learning this secret most citizens remain in the city but some walk away. Many take this short story to be a sharp critique of useful moral philosophy. Evaluate this critique by (1) identifying the objection implied in the story, (2) developing a careful and complete explanation of the relevant aspects of Mills philosophy upon which you might base you r evaluation, and (3) arguing for the success or failure of this objection.You may find a copy of the short story on Blackboard. 2. Consider the following scenario. After colliding with an iceberg at sea the luxury liner RMS. Gigantic sinks in the North Atlantic. Four survivors devil adult males, one adult female, all with families safe at home, and a 10-year old boy, who is weak from injuries suffered during the sinking and whose entire family has already perished in the disasterare adrift on a lifeboat with barely one weeks provisions for all of them.On the seventeenth day adrift, with the survivors desperate for food, someone suggests that since the boy will most likely die anyway and doesnt have a family to take care of that the three adults should kill him and use his body for nourishment until they are rescued. In a detailed and thoughtful essay, write an answer to the question Is it permissible to kill the boy? from the perspectives of Immanuel Kant (Duty Ethics) and John St uart Mill (Utilitarianism). Your essay should include a careful and comprehensive consideration of the relevant aspects of their moral theories for addressing the question.Finally, give your own personalized moral evaluation of the question and the supporting reasons for your view. 3. Consider the following scenario. trey MSU students, Joy, Faith, and Hope, work at a soup kitchen any Saturday helping the homeless. Joy devotes every Saturday helping the homeless because she loves and enjoys doing it. While there is certainly some personal sacrifice in doing so, she cares so deeply for early(a)s and sympathizes with the homeless peoples plight so much that she willingly and consistently serves. Faith also helps every Saturday, but very rarely enjoys it.Some Saturdays she goes begrudgingly and others she must force herself to go. But she does go consistently because she recognizes that there is a universal demand to do good to others that cant be ignored. Hope is on the fast track to a career in politics and will be running for public smear immediately after graduation. She also helps out every Saturday, but works hard only when the local news organizations come around for interviews. In a careful and comprehensive essay analyze each of these persons actions from the perspective of Kants moral philosophy.Which of these persons actions has moral worth for Kant? why? Why do some not have moral worth? Are there any problems with such estimation? Do you agree or disagree with Kants evaluation of their actions? Explain in detail why or why not and justify your view? 4. Consider the following characterization from Dostoyevskys Crime and Punishment Look here on one side we have a stupid, senseless, worthless, spiteful, ailing, horrid old woman, not simply useless, but doing actual mischief, who has not an idea what she is living for herself, and who will die in a day or two in any case. . . On the other side, fresh young lives thrown away for want of help, and by thousands, on every side A hundred thousand good deeds could be done and helped, on that old womans money which will be buried in a monastery Hundreds, thousands perhaps, might be set on the right path dozens of families saved from destitution, from ruin, from vice, from the Lock hospitalsand all with her money. Kill her, take the money and with the help of it devote oneself to the service of humanity and the good of all.What do you mobilise, would not one tiny crime be wiped out by thousands of good deeds? For one life thousands would be saved from corruption and decay. One death, and a hundred lives in exchangeits simple arithmetic (Part I, Chapter 6). Explain the argument given in this passage. Is it a good act utilitarian argument (assuming the facts to be roughly as stated)? How would a rule utilitarian and a Kantian criticize this way of act utilitarian reasoning? Which of these two kinds of criticism (if any) do you find more convincing? Explain your reasoning in detail. 5. To what extent do you suppose that Jews, Christians, and Muslims use the Divine Command Theory approach rather than egoism or act or rule utilitarianism as a basis for their ethical systems? That is, do you believe that most Jews, Christians, and Muslims follow their religions moral rules because they believe that those rules were established by a supernatural being or for other reasons, for example for the promise of reward in the afterlife, out of fear of punishment, for salvation, etc.? Explain your answer in detail. 6. Moral rules can be very useful for governing our lives and guiding our actions.However, problems can devise in the application of such rules to unusual situations. In such cases adherence to rules can result in actions being performed that would be considered immoral. How does Aristotelian Virtue Ethics, with its violence on the development of a virtuous character, address the problem of moral rules? Be detailed and very specific in your consideration. To what extent do you think the problem of moral rules plays a role in modern morality? 7. Write a dialogue between two people who advocate antithetic positions on the issue of moral absolutism and moral relativism.Be thorough, thoughtful, and reflective. Style, humor, creativity, and cleverness in your examples are all welcomed, but make sure that the dialogue makes clear that you understand the key concepts concerning relativism and absolutism. 8. Write a dialogue between two people who advocate different positions on the issue of freedom. Be thorough, thoughtful, and reflective. Style, humor, creativity, and cleverness in your examples are all welcomed, but make sure that the dialogue makes clear that you understand the key concepts concerning freedom and determinism. . Do you think that suicide is morally justified? drawing on some of the ethical theories from our text, explain why you believe that it is or is not justified. If you believe that it is sometimes justified, then identif y and explain the conditions that make it justified. 10. Do you think that capital punishment is morally justified? Drawing on some of the ethical theories from our text, explain why you believe that it is or is not justified. If you believe that it is sometimes justified, then identify and explain the conditions that make it justified.

The Vampire Diaries: The Fury Chapter Seven

To cooperate at what? Meredith conveyed.Ill explain ab come to the fore that later. But first I want to sleep together whats been going on in town since I-left.Well, hysteria mostly, Meredith tell, raising an eyebrow. Your Aunt Judiths been pretty badly off. She h solelyucinated that she saw you- only(prenominal) it wasnt a h aloneucination, was it? And she and Robert have sort of broken up.I chouse, Elena utter grimly. Go on.Everybody at school is upset. I wanted to talk to Stefan, especially when I began to mirthful you werent really dead, scarcely he hasnt been at school. Matt has been, but on that points something wrong with him. He looks desire a zombie, and he wont talk to anyone. I wanted to explain to him that there was a chance you might not be gone invariably I thought that would cheer him up. But he wouldnt listen. He was acting totally out of character, and at one point I thought he was going to hit me. He wouldnt listen to a word.Oh, God-Matt. Something terribl e was stirring at the bottom of Elenas mind, some memory too disturbing to be let loose. She couldnt cope with anything to a greater extent incisively now, she couldnt, she thought, and slam dunked the memory back down.Meredith was going on. Its clear, though, that some other population are suspicious about your death. Thats why I said what I did in the memorial service I was afraid if I said the real day and place that Alaric Saltzman would end up ambushing you extraneous the house. Hes been filling all sorts of questions, and its a good thing Bonnie didnt know anything she could blab.That isnt fair, Bonnie protested. Alarics just interested, thats all, and he wants to help us through the trauma, like forrader. Hes an Aquarius-Hes a spy, said Elena, and maybe more than that. But well talk about that later. What about Tyler Smallwood? I didnt see him at the service.Meredith looked nonplussed. You mean you dont know?I dont know anything Ive been sleepy-eyed for four days in an attic.Well Meredith paused uneasily. Tyler just got back from the hospital. Same with Dick Carter and those four tough guys they had along with them on Founders Day. They were attacked in the Quonset hut that even out and they lost a lot of blood.Oh. The mystery of why Stefans Powers had been so much stronger that night was explained. And why theyd been getting weaker ever since. He probably hadnt eaten since then. Meredith, is Stefan a suspect?Well, Tylers father tried to make him one, but the police couldnt make the times work out. They know approximately when Tyler was attacked because he was supposed to meet Mr. Smallwood, and he didnt record up. And Bonnie and I whoremaster alibi Stefan for that time because wed just left him by the river with your body. So he couldnt have gotten back to the Quonset hut to attack Tyler-at least(prenominal) no form human being could. And so far the police arent thinking about anything supernatural.supposed to meet Mr. Smallwood, and he didn t show up. And Bonnie and I give notice alibi Stefan for that time because wed just left him by the river with your body. So he couldnt have gotten back to the Quonset hut to attack Tyler-at least no normal human could. And so far the police arent thinking about anything supernatural.Tyler and those guys cant identify the attacker because they cant remember a thing about that afternoon, Meredith added. Neither can Caroline.Caroline was in there?Yes, but she wasnt bitten. Just in shock. In spite of everything shes do, I almost feel sorry for her. Meredith shrugged and added, She looks pretty pathetic these days.And I dont think anyone get out ever suspect Stefan after what happened with those dogs at church today, Bonnie put in. My dad says that a big dog could have broken the window in the Quonset hut, and the wounds in Tylers throat looked sort of like animal wounds. I think a lot of people believe it was a dog or a pack of dogs that did it.Its a convenient explanation, Meredith said dryly. It means they dont have to think any more about it.But thats ridiculous, said Elena. Normal dogs dont behave that way. Arent people wondering about why their dogs would suddenly go mad and turn on them?Lots of people are just getting rid of them. Oh, and I heard someone talk about mandatory rabies testing, Meredith said. But its not just rabies, is it, Elena?No, I dont think so. And neither do Stefan or Damon. And thats what I came over to talk to you about. Elena explained, as clearly as she could, what she had been thinking about the Other Power in Fells church building. She told about the force that had chased her off the noseband and about the feeling shed had with the dogs and about everything she and Stefan and Damon had discussed. She finished with, And Bonnie said it herself in church today Something evil. I think thats whats here in Fells Church, something nobody knows about, something only evil. I dont suppose you know what you meant by that, Bonnie.But Bonn ies mind was running on another track. So Damon didnt necessarily do all those awful things you said he did, she said shrewdly. Like killing Yangtze and hurting Vickie and murdering Mr. Tanner, and all. I told you nobody that gorgeous could be a psycho killer.I think, said Meredith with a glimpse at Elena, that you had better forget about Damon as a love interest.Yes, said Elena emphatically. He did kill Mr. Tanner, Bonnie. And it stands to reason he did the other attacks, too Ill ask him about that. And Im having enough trouble dealing with him myself. You dont want to mess with him, Bonnie, believe me.Im supposed to leave Damon alone Im supposed to leave Alaric alone Are there any guys Im not supposed to leave alone? And meanwhile Elena gets them all. Its not fair.I dont know. Something tremendously strong-but it could be shielding itself so that we cant sense it. It could look like an ordinary person. And thats why I came for your help, because it could be anybody in Fells Church . Its like what Bonnie said during the service today nobody is what they seem. Bonnie looked forlorn. I dont remember give tongue to that.You said it, all right. Nobody is what they seem, Elena quoted again weightily. Nobody. She glanced at Meredith, but the dark eyes under the elegantly arched eyebrows were calm and distant.Well, that would seem to make everybody a suspect, Meredith said in her most unruffled voice. Right?Right, said Elena. But wed better get a note pad and pencil and make a list of the most important ones. Damon and Stefan have already agreed to help investigate, and if youll help, too, well stand an even better chance of finding it. She was hitting her stride with this shed of all time been good at organizing things, from schemes to get boys to fundraising events. This was just a more serious version of the old plan A and plan B.Meredith gave the pencil and paper to Bonnie, who looked at it. and then at Meredith, and then at Elena. Fine, she said, but who goes on the list?Well, anyone we have reason to suspect of being the Other Power. Anyone who might have done the things we know it did seal Stefan in the well, chase me, set those dogs on people. Anyone weve noticed behaving oddly.Matt, said Bonnie, writing busily. And Vickie. And Robert.Bonnie exclaimed Elena and Meredith simultaneously.Bonnie looked up. Well, Matt has been acting oddly, and so has Vickie, for months now. And Robert was dangling around outside the church before the service, but he never came in-Oh, Bonnie, honestly, Meredith said. Vickies a victim, not a suspect. And if Matts an evil Power, Im the hunchback of Notre Dame. And as for Robert-Fine, Ive crossed it all out, said Bonnie coldly. Now lets hear your ideas.No, wait, Elena said. Bonnie, wait a moment. She was thinking about something, something that had been nagging at her for quite a while, ever since- Ever since the church, she said aloud, retrieve it. Do you know, I saw Robert outside the church, too, when I was hidden in the choir loft. It was just before the dogs attacked, and he was sort of backing forrad like he knew what was going to happen.Oh, but Elena-Soberly, after a moments hesitation, Bonnie did. Who else? she said.Well, Alaric, Im afraid, Elena said. Im sorry, Bonnie, but hes practically number one. She told what she had overheard that morning between Alaric and the principal. He isnt a normal history teacher they called him here for some reason. He knows Im a vampire, and hes expression for me. And today, while the dogs were attacking, he was standing there on the sidelines making some sort of weird gestures. Hes definitely not what he seems, and the only question is what is he? Are you listening, Meredith?Yes. You know, I think you should put Mrs. Flowers on that list. Remember the way she stood at the window of the boarding-house when we were bringing Stefan back from the well? But she wouldnt come downstairs to open the door for us? Thats odd behavior.Elena nodded. Y es, and how she kept hanging up on me when I called him. And she certainly keeps to herself in that old house. She may just be a dotty old lady, but put her down anyway, Bonnie. She ran a move over through her hair, lifting it off the back of her neck. She was hot. Or-not hot exactly, but uncomfortable in some way that was similar to being overheated. She felt parched.All right, well go by the boardinghouse tomorrow before school, Meredith said. Meanwhile, what else can we be doing? Lets have a look at that list, Bonnie.Bonnie held the list out so they could see it, and Elena and Meredith leaned forward and readMatt HoneycuttVickie BennettRobert Maxwell-What was he doing at the church when the dogs attacked? And what was going on that night with Elenas aunt?Alaric Saltzman-Why does he ask so many questions? What was he called to Fells Church to do?Mrs. Flowers-Why does she act so strange?Why didnt she let us in the night Stefan was wounded?Good, Elena said. I guess we could also fi nd out whose dogs were at the church today. And you can watch Alaric at school tomorrow.Ill watch Alaric, Bonnie said firmly. And Ill get him cleared of suspicion you see if I dont.Fine, you do that. You can be assigned to him. And Meredith can investigate Mrs. Flowers, and I can take Robert. And as for Stefan and Damon-well, they can be assigned to everyone, because they can use their Powers to canvass peoples minds. Besides, that list is by no means complete. Im going to ask them to scout around town peeping for any signs of Power, or anything else weird going on. Theyre more likely than I am to recognize it.Fine, you do that. You can be assigned to him. And Meredith can investigate Mrs. Flowers, and I can take Robert. And as for Stefan and Damon-well, they can be assigned to everyone, because they can use their Powers to probe peoples minds. Besides, that list is by no means complete. Im going to ask them to scout around town searching for any signs of Power, or anything else w eird going on. Theyre more likely than I am to recognize it.Elena. ElenaStartled, Elena looked up, to see Merediths wary dark eyes and Bonnies alarmed expression. It was only then that she realized she was crouched close to Bonnies wrist, rubbing the biggest vein with her finger.Sorry, she murmured, sitting back. But she could feel the extra length and sharpness of her canine teeth. It was something like wearing twain she could clearly feel the difference in weight. She realized her reassuring smile at Bonnie was not having the desired effect. Bonnie was looking scared, which was silly. Bonnie ought to know that Elena would never hurt her. And Elena wasnt very hungry tonight Elena had always been a light eater. She could get all she needed from this tiny vein here in the wristElena jumped to her feet and spun toward the window, leaning against the casing, feeling the cool night air blowing on her skin. She felt dizzy, and she couldnt seem to get her breath.What had she been doing? She turned around to see Bonnie flock close to Meredith, both of them looking sick with fear. She hated having them look at her that way.Im sorry, she said. I didnt mean to, Bonnie. Look, Im not coming any closer. I should have eaten before I came here. Damon said Id get hungry later.Bonnie swallowed, looking even sicker. Eaten?Yes, of course, Elena said tartly. Her veins were burning that was what this feeling was. Stefan had described it before, but shed never really soundless shed never realized what he was going through when the need for blood was on him. It was terrible, irresistible. What do you think I eat these days, air? she added defiantly. Im a huntsman now, and Id better go out hunting.Bonnie and Meredith were trying to cope she could tell they were, but she could also see the revulsion in their eyes. She concentrated on utilize her new senses, in opening herself to the night and searching for Stefans or Damons presence. It was difficult, because neither of them was projecting with his mind as he had been the night theyd been fighting in the woods, but she thought she could sense a glimmerof Power out there in the town.When the bulb was finally screwed back in, it revealed Damon sitting casually but precariously on the sill of the open window, one knee up. He was blessed one of his wildest smiles.Do you mind? he said. This is uncomfortable.Elena glanced back at Bonnie and Meredith, who were braced against the closet, looking horrified and hypnotized at once. She herself shook her head, exasperated.And I thought I liked to make a dramatic entrance, she said. Very funny, Damon. Now lets go.With two such beautiful friends of yours right here? Damon smiled again at Bonnie and Meredith. Besides, I only just got here. Wont somebody be polite and ask me in?Bonnies chocolate-brown eyes, fixed helplessly on his face, softened a bit. Her lips, which had been parted in horror, parted further. Elena recognized the signs of imminent meltdown.No, they won t, she said. She put herself directly between Damon and the other girls. Nobody here is for you, Damon-not now, not ever. Seeing the flare of challenge in his eyes, she added archly, And anyway, Im leaving. I dont know about you, but Im going hunting. She was reassured to sense Stefans presence nearby, on the roof probably, and to hear his instant amendment Were going hunting, Damon. You can sit there all night if you want.Damon gave in with good grace, shooting one last entertained glance toward Bonnie before disappearing from the window. Bonnie and Meredith both started forward in alarm as he did, obviously concerned that he had just fallen to his death.Hes fine, said Elena, shaking her head again. And dont worry, I wont let himcome back. Ill meet you at the same time tomorrow. Good-bye. But-Elena- Meredith stopped. I mean, I was going to ask you if you wanted to change your clothes.Elena regarded herself. The nineteenth-century heirloom dress was tattered and bedraggled, the thin white muslin shredded in some places. But there was no time to change it she had to regimen now.Itll have to wait, she said. See you tomorrow. And she boosted herself out ofthe window the way Damon had. The last she saw of them, Meredith and Bonnie were staring after her dazedly.Your cloak, she said, pleased. For a moment they smiled at each other, remembering the first time he had given her the cloak, after hed saved her from Tyler in the graveyard and taken her back to his room to clean up. Hed been afraid to touch her then. But, Elena thought, smiling up into his eyes, she had taken care of that fear rather quickly.I thought we were hunting, Damon said.Elena turned the smile on him, without unlinking her hand from Stefans. We are, she said. Where should we go?Any house on this street, Damon suggested.The woods, Stefan said.The woods, Elena decided. We dont touch humans, and we dont kill. Isnt that how it goes, Stefan?He returned the pressure of her fingers. Thats how it goes, h e said quietly. Damons lip curled fastidiously. And just what are we looking for in the woods, or dont I want to know? Muskrat? Skunk? Termites? His eyes moved to Elena and his voice dropped. Come with me, and Ill show you some real hunting.We can go through the graveyard, Elena said, ignoring him.White-tailed deer feed all night in the open areas, Stefan told her, but well have to be careful stalking them they can hear almost as well as we can. other time, then, Damons voice said in Elenas mind.

External Failure and Internal Failure Cost

Definition and Explanation of tint bells The ideal of Cost Of Quality (COQ) has been around for many years. Dr. Joseph M. Juran in 1951 in his Quality Control Handbook include a section on COQ. The Quality Cost Committee under the Quality Management stratum was established by the Ameri hobo Society for Quality (ASQ) in 1961. However it was Philip B. Crosby who popularized the use of COQ because of his book Quality is Fre in 1979. Several current tone system standards, ISO 9000, QS-9000, AS-9000, impactence the use of COQ for quality improvement. The concept of Cost of Quality is confusing.It does not refer to be such as using a higher floor leather to make a wallet or using 14K gold instead of gold surface in jewelry. Instead the term quality monetary value refers to all of the cost that ar incurred to prevent defects or that result from defects in harvests. What is being referenced are the be due to the lack of quality or be to ensure quality is produced. We understand them as the costs that are associated with preventing, detecting, and correcting speculative work. Some authors refer to these costs as Cost of wretched Quality. Sometimes poor quality costs refer only to the trouble costs.Crosby refers to the COQ costs as Price of conformance (the prevention and appraisal costs) and the Price of non-conformance (the distress costs). These are divided into conformance and non-conformance costs, also called control costs and ill of control costs. Figure 1 Quality costs can be broken down into four broad groups. These four groups are also termed as four (4) types of quality costs. Two of these groups are know as prevention costs and appraisal costs. These are incurred in an effort to keep defective products from falling into the hands of customers.The other dickens groups of costs are known as immanent visitation and outer bereavement. cozy and external mischance costs are incurred because defects are produced despite efforts to prevent t hem therefore these costs are also known as costs of poor quality. However, we will be focussing on the internal costs failure and the external costs failure for this assignment. The non-conformance costs come into play when the software does not conform to the quality requirements. These costs are divided into internal failure costs and external failure costs. Types of quality costs are explained below Internal cost FailureFailure costs are incurred when a product fails to conform to its design specifications. Failure costs can be either internal or external. Internal failure costs result from identification of defects before they are shipped to customers. These costs include scrap, rejected products, reworking of defective units, and downtime caused by quality problem. The more effective a companys appraisal activities the greater the chance of catching defects internally and the greater the level of internal failure costs. This is the price that is paid to avoid incurring extern al failure costs, which can be devastating.On the non-conformance side, we have fault removal costs that can be attributed to the internal failure costs as well as the external failure costs. This is because if we found a fault and fate to remove it, it would always result in costs no matter whether costs in an internal or external failure. Actually, there does not have to be a failure at all. Considering reckon inspections, faults are found and removed that have never caused a failure during testing. It is also a bang-up example that the removal costs can be quite different due to the different techniques.When a test identifies a failure, there needs to be considerable effort spent to find the match fault. During an inspection, faults are found directly. Fault removal costs also contain the costs for necessary re-testing and re-inspections. outside Cost Failure When a defective product is delivered to customer, external failure cost is the result. extraneous failure costs incl ude warranty, repairs and replacements, product recalls, liability arising from legal actions against a company, and lost sales arising from a write up for poor quality. Such costs can decimate profits.In the past, both(prenominal) managers have taken the attitude, Lets go in front and ship everything to customers, and well take care of any problems under the warranty. This attitude generally results in high external failure costs, customer ill will, and declining market share and profits. External failure costs usually upset rise to another intangible cost. These intangible costs are hidden costs that involve the companys image. They can be three or four times greater than tangible costs. Missing a deadline or other quality problems can be intangible costs of quality.Internal failure costs, costs and intangible costs that impair the goodwill of the company occur due to a poor quality so these costs are also known as costs of poor quality by some persons. External failure also cause support costs. These are all costs connected to customer care, specially the effort from advantage workers identifying the problem. Finally, compensation costs could be part of external failure costs, if the failure caused some kind of damage at the customer site. We might also include loss of sales because of problematical reputation in the external failure costs but do not look at it in this paper because it is out of scope.Costs of quality assurance (Compiled from Gavett 1968, Adam and Evertt-1998) Prevention Costs Appraisal Costs Internal Failure Costs External Failure Costs Quality intend QC administration and systems intend Quality related training Inspection of incoming in process and final product Processes planning Design review Quality data analysis Procurement planning Market research marketer surveys Reliability studies System development Quality measurement and control equipment Product Qualification Qualification of existent Incoming Inspection stressin g Inspection in process Quality audits Incoming test and research laboratory tests Checking labor Laboratory or other measurement service Setup for test and inspection Test and inspection material Outside endorsements for certification Maintenance and calibration work Product re engine room review and exile release Field testing Final testing Rejections Scrap at full shop cost Failure analysis Scrap and rework, fault of vendor Material procurement Factory contact engineering Machine down QC investigations of failures Material review activity Repair and troubleshooting Excess inventory Recall Complaints handling Goodwill loss Warranty costs Bad publicity Field maintenance and product service Returned material processing and repair Fall in market share Replacement inventories Low employees esprit de corps Strained distributor relation References 1. Jones, Capers, Patterns of Software Systems Failure and Success, International Thompsom Computer Press, Boston, Mass. , 1996. 2. Crosb y, P. , Quality Improvement by means of Defect Prevention, Philip Crosby Assosiates, 1985. 3. Beecroft, G. Dennis, What is Your Quality Costing You? IIQP Newsletter, Winter 2000. 4. Campanella, Jack (Ed. ). Principles of Quality Costs (Third Edition). ASQ Quality Press Milwaukee, Wisconsin. 1999. 219pp. 5. Harrington, H. J. , Poor Quality Costs, Mercel Dekker, Inc. , 1987. 6. Morse, Roth, and Poston, Measuring, Planning, and Controlling Quality Costs, National Association of Accountant, 1987.

Nike Business Strategy

Nikes Gameplan for harvest-home thats skillful for all centering insertion give-and-take rapscallion 1 of 29 M-Prize victor This drool is adept of ten winning entries in the Long-Term Capitalism Challenge, the third and final pin of the Harvard traffic Review / McKinsey M Prize for direction insertion. Story Nikes Gameplan for branch thats keen for All by Lorrie Vogel General Manager of Considered throw at Nike Inc. Co-Authored by Agata Ramallo Garcia October 17, 2012 at 129pm 18 36 0 Comments 2 Ratings oerall 4 Innovative 4 Detail SummaryInnovation is a understructure of the Nike stag. Our partnership was founded by 2 mucklearies, Bill Bowerman and Phil Knight, who coiffure erupt to reinvent gymnastic footgear. Over the previous(prenominal)(a) decade, our generate to visualise and produce kick downstairs, swift, lighter crops has evolved into an even lots(prenominal) ambitious agenda to ingraft long verge sustainability into our transmission line. This broader vision calls for impudently approaches to spirit, attention, partnership and new cocks and metrics to support integration and adoption throughout Nike. many a(prenominal) of Nikes http//www. managementexchange. om/story/nike%E2%80%99s-gameplan- emersion-that%E2%80%99s- hefty-all 21/02/2013 Nikes Gameplan for egression thats thoroughly for All instruction Innovation transform pageboy 2 of 29 management unveilings for sustainable off sort out started innately, with the merged Responsibility and Considered Design Teams. As internal efforts took hold, the focus expanded externally. Nike is at a time reinventing its supplier, industry and line of railway line line kinds. It is tether industry efforts for systemic change and pursuing an agenda of truly disruptive transformation.Also you scum bag readBusiness Ethics ComprisesNike D be to Dream moving-picture appearance http//vimeo. com/11680452 Moonshot(s) Develop holistic exercise prizes se t apart on direction-setting bottom-up and outside-in Retool management for an open realness Context NIKE, Inc. based near Beaverton, Oregon, is the worlds leading inventioner, seller and distributor of authentic athletic footwear, app bel, equipment and accessories for a colossal variety of sports and fitness activities. Wholly-owned NIKE subsidiaries include Cole Haan, which designs, markets and distributes prodigality shoes, handbags, accessories and coats Converse Inc. , hich designs, markets and distributes athletic footwear, app arl and accessories Hurley International LLC, which designs, markets and distributes action sports and youth lifestyle footwear, apparel and accessories and Umbro International Limited, which designs, distributes and licenses athletic and casual footwear, apparel and equipment, primarily for global football (soccer). In 2011, NIKE Inc. earned $20. 9 cardinal in revenues. NIKE Brand Footwear revenues in 2011 introduceed 55% of total NIKE, Inc rev enues, followed by NIKE Brand apparel with 26%, and 5% for NIKE Brand equipment.Approximately 36% of NIKE, Inc. revenues were derived in North America, maculation the remainder are from crossship canal the globe. http//www. managementexchange. com/story/nike%E2%80%99s-gameplan- crop-that%E2%80%99s- impregnable-all 21/02/2013 Nikes Gameplan for Growth thats equitable for All Management Innovation eXchange pageboy 3 of 29 http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats bang-up for All Management Innovation eXchange scalawag 4 of 29 After decades of phenomenal growth and becoming matchless of the worlds crown brands (Interbrand 2010), Nike intentionally shifted its scheme to integrate sustainability as a vehicle for growth. We dedicate come a long way, from our association with the discontent of globalization in the late1990s (and later establishing one of the first embodied responsibi lity (CR) departments), to setting the bar in embedding sustainability into assembly line practice. We no durable view sustainability as option.Rather it is a seam imperative, an innovation fortune and a potential competitive advantage. As chief operating officer Mark Parker nones The age of abundance is over. The definition of business work is expanding. Innovation is being delimitd. Expectations are being redefined. At Nike, we believe the world must innovate faster for growth that is good for all. Triggers Innovation is our core competency. Starting in 1964, Nikes founders, Phil Knight and Bill Bowerman, olfactory modalityed for ways to mitigate upon the Onitsuka Tiger discharge shoes they were selling.They werent merely distributors, they col craunchated on design ideas. The legacy of innovation in search of better, lighter, faster crossroad performance evolved and deepened over time. It labours e rattling department, knead and soulfulness in our company from th e overlap design process, through harvest-festivalion, marketing and distribution. Phil and Bill had a vision that sparked and guided their innovation and approach. While the business has evolved and crowing exponentially, that iodine-minded vision continues to feed innovative thinking, design and business practices today.In addition, several signifi burnt events in the 1990s and early 2000s prompted a shift in Nikes vision and approach the labor crises connect to sourcing and manufacturing practices and scenario planning, which surfaced potential vulnerabilities across the business. The company as sanitary went through a re musical arrangement to align more intimately to consumers. Within this change, the company moved to embed sustianbility across the company with finance and intersection point squads taking a niftyer role in the process alongside our VP of CR.In the early 1990s, public reaction to labor practices in factories from which we sourced harvestion triggere d innovations in how we oversee and manage our supply range. We took responsibility and create stringent standards for our manufacturing partnerships the Code of trade (CoC). While the CoC became a significant priority for us and our business partners, it was shit that in that location still was more to be wear thine to oversee and manage our supply chain. We formed the CR committee of the avow panel. We disclosed our manufacturing plant locations. We took appraises o share rearment about our expectations and our progress against strict operational guidelines. These moves signaled our seriousness about the final result and our desire to move quickly and find solutions. The action with the superior impact has been transparence. It has enabled us to better capture the problems and shape more approriate solutions.. http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats sizable for All Management Innovation eXchange Page 5 of 29 We overly recognized that corporate responsibility had to be a part of Nikes business.We consolidated CR functions under the the newly created VP of CR position, led by Maria Eitel, which brought together our labor and environment strategies. By 2001, we established Nikes Board of Directors CR delegation, set long environmental endings, and jointly published worker survey findings with the Global Alliance. These two important management shifts the installment of an internal governance model and formalization of CR Reporting put us in the position to pro diligently manage our entirely sustainability agenda. Nike was embarking on a journey to understand the current power of transparency, collaboration and governance.In December 2004, Hannah Jones, became our second VP of CR reporting to Mark Parker, who was then co-president of the Nike brand. Mark Parker currently become chief executive officer of NIKE, Inc. In assuming the chief executive officer position, he brought a passion and commitment for sustainability. co-occurrent with these management changes, we entered into an internal cultural shift, recognizing that we cannot solve these challenging issues alone. The commitment to transparent, operation-wide sustainability morphed into embedding sustainability as a future business bear onr for growth.In 2007, Nike conducted (along with SustainAbility, a consulting firm) a scenario planning on global trends much(prenominal) as urine, health, and energy, alongside change magnitude worldwide concern about climate change. This was not just about our sustainability strategy it was part of our business strategy. We became acutely aware of our dependence on inunct for hooeys and fossil fuel energy. We were vulnerable, as some companies are, to escalating oil prices and looming carbon restrictions from anti-climate change regulation. The waste occupation, utilization of materials and irrigate by contract manufacturers likewise posed major risks.All of these issues were deemed significant and shine uped the areas of our value chain and our business that had the most potential for innovation. It eventually led us to our long-run vision to build a sustainable business and create value for Nike and our stakeholders by decoupling profitable growth from cons handy resources. The labor crises, the management shifts and the scenario planning exercise were all pivotal moments. Collectively, they triggered a commitment to drive sustainability into e actually aspect of Nikes business. We extradite a new vision weve redefined goals as in Nike harm, at that place is no finish line.It requires innovation in our design process, our growthion, our sourcing, our tools and metrics, and our whole team structure. Fortunately, innovation is in our cultural DNA and provides a unfluctuating foundation. Even so, embedding sustainability thinking in our strategy and then educating every person and evolving the process in the company is a gainsay that takes time, continual re opinion, and unerring commitment. Early on, we missed twain(prenominal) signals and without delay we clear more than stronger tools, teams and a goal that is structured to make progress against our bold sustainability goals. It is clear to us that our long -term potential, and the long-term potential of virtually every other major company in the world, will be severely pres legitimated by these external factors, Parker contends. Key Innovations & Timeline Innovation is at the very tit of our culture at Nike. whiz of the cornerstones of innovation is a willingness and desire to shoot. And, while we founder wise(p) much from our past and others have learned much from our experience, we believe the next era in the development from an industrial economy toward a sustainable economy will teach greater slightons than learned before.This evolution requires us to innovate faster, more radically, mo re disruptively inside of Nike and throughout out our whole ecosystem. It is a top to bottom, bottom to top, inside out and outside in innovation. In 2008, we produced a delineation for our design team. Considered Design lays out a vision for the products we strive to produce. On screen, you see a close up of a runners shoes, pacing through puddles and mud. It evolves into a poetic series of athletes in action. Considered Design video http//www. youtube. com/watch? v=1WuyE_x8Vs8 http//www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats erect for All Management Innovation eXchange Page 6 of 29 The accompanying voiceover This is not a shoe, it is an ethos, a shoe reborn as a tennis court, or basketball or a better shoeWhy do products have a shelf life? What if there was a closed loop cycle? A shoe cant change the world, but an ethos can. The video was intended to inspire. It also set forth a mandate a nd a vision. How could Nike design products that have no shelf life?How can we re workout and reinvent products? How could we work towards a closed loop vision? This vision was the first important step in movement a new era of innovation. Our chief executive officer Mark Parker has a vision to embed sustainability as an ethos, as a a catalyst of innovation to deliver product and services that deliver superior athletic performance and pass up enviromental impact and at long last drive profitable and sustainable growth for the company Its not about a few people making sustainable products, says Nike Considered GM, Lorrie Vogel.Its about making sure that every person in the system adopts a contrary world view, sense of purpose and approach to their job. In order to embed sustainability and make it central to our ethos, we have made significant organizational changes, developed new tools and performance metrics, and redefined our relationship with suppliers and industry peers. We started with a focus on our own internal capabilities, knowledge and practices our internal innovation phase. Over time, we have expanded our focus to include suppliers and industry peers our external innovation phase.Internal Innovation Phase collective Responsibility and The Considered Group In 2004, Nikes various sustainability possibilitys (including environmental responsibility) had not really worked their way into routine business decisions. CR was perceived as a risk management function not a valuable market opportunity. It was isolated from Nikes business units as an add-on or layer to the business strategy and not as a core driver. The good news was that business unit managers spoke aspirationally about the potential of effective CR.Our team set the conceptual metric of return on investiture squared or ROI2 as CRs new strategic compass, emphasizing that business decisions include both financial and corporate responsibility returns people, planet and profit. If CR d elivered ROI2, it was helping the business succeed and improve its social and environmental footprint. We took a strategic approach to CR that emphasized value inception, collaboration with business units and proactive strategic planning. We wanted to show how we could help them deliver returns on investment to our shareholders.The end goal for us had to be that businesses institutionalize CR into the DNA of the company so that CR is a living, vivacious approach to how one does business. By organizing CR around ROI2, we hoped it would evolve from being seen as a price to being an intrinsic part of a healthy business model, complete with profitability and sustainable growth. ROI2 is Nikes measure of creating an exponential return from integrating corporate responsibility into our business. Take waste, for example.In FY05-06 we care to the full documented and deliberate the amount of waste generated across our holy supply chain. In one year, the cost of waste across footwear al one was estimated at $844 cardinal. Everyone is involved in initiatives to reduce our waste across the supply chain from designers to chief financial officer to business partners. Less waste is better for margins and better for the environment. By exploitation design to reduce our waste, were tapping one of our greatest resources innovation and fueling other insights and successes.This provided the backdrop to our evolution and to the targets we set over the course of the next five years. http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2 %80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 7 of 29 Under our CEOs guidance and influence, the team began exploring where surpass to start integrating this strategy into Nikes ecosystem. We focused on our product inception process and honed in on product design as a key intervention point.Due to its position at the beginning of the supply chain, the design function offered great opportunity to design out environmental issues. We wanted to help Nike design the future as strange to retrofit the past. According to one of my colleagues the choice to work with designers was natural The designers job is to design the future. Its natural that they would be huge champions of sustainability and they thrive on daunting, new problems. Also, because design is situated at the beginning of the supply chain, the design function is an opportune intervention point. In late 2005, the Considered Design ethos was formally embedded within our business strategy, with a focus on high-performing, aesthetically pleasing greener products. The Considered Group is a think tank, tool box, internal consultancy, competitive catalyst, and an antenna to the outside world. It serves as the hub of the Considered design ethos rate the choices, consider the impacts. Their mandate is to provide inspiration, education, and the tools to drive sustainability best practices deep into Nikes product creation units and processes.The teams objectives include helping Nike assess the entire product lifecycle. The whole structure of Considered Design is thoughtfully knowing to cultivate innovation. Instead of commanding and controlling how the business units implement sustainability, the team places responsibility for sustainability in the transfer of designers. The team is a centralized hub with reach into key Nike functions. The hubs spokes are product creation units, to which Considered disseminates knowledge, tools, and support. The team has both environmental and product creation expertise and collaborates closely with the related product engines.Considereds GM, Lorrie Vogel, explained the organizing school of thought If you dont know how to translate environmental knowledge into products and processes, youll always be outside of the product creation engine. The Considered team was surprised by how difficult it was to create usable metric s for the product teams. They developed a holistic, predictive way to score products at different intervals throughout the development process. After 18 months of extensive work on developing the right metrics for the tools, the Considered proponent was introduced in September 2007.The force provided predictive metrics that would work uniformly across Nikes varied footwear line. It evaluated a products bill of materials (BOM), a roster of all materials specifications for a shoes components, employ Nikes Materials Assessment Tool, an abbreviated life cycle analysis for raw materials. The Index scored environmentally preferred materials (EPMs) on multiple criteria including toxic hazard, energy and body of water usage, recycled content, recyclability, and other supply chain responsibility issues. As a learning and motivation tool for Nikes product teams, the Index included a Change doer year.Teams could win points for up to three new significant footprint-reducing product or pro cess ideas. Lesser awards were also given to teams that adopted other teams recent innovations. The Index was carefully calibrated to reward only those products that performed supra Nikes historical averages, with Bronze representing baseline sustainability and Silver and Gold both qualifying as Considered the characteristic was purely internal. The Considered team planned to toughen the Indexs scoring over time. As one manager noted, The intention is that we just keep raising the bar.As we do, business units will have to improve. The Considered team trained product teams how to use the Index. It built a network of Considered super-users who served as internal category experts on Considered questions and provided feedback to the Considered team. done super-users, Considered would provide updates on noteworthy examples of inspirational implementation and innovation. http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gam eplan for Growth thats Good for All Management Innovation eXchange Page 8 of 29The Index ran on an intranet calculator. Product teams could self-score their products in a minute by entering their products BOM depend and clicking checkboxes for design and process options. While teams scored their product at the end of the development process to receive an formalised Considered rating, many product teams used the Index at interim product gates. The very fact that the information and scoring was public was motivating. It cultivated peer emulation and energized the stride of adoption and innovation. From the beginning, the team had visible CEO level support.As Vogel explained, CEO Mark Parker believes that sustainability is the future of Nike. He also wanted to see the scores up on the wall so that we could really track and learn from the process. Since Nike began setting targets years ago, we have learned the greatest opportunity to drive change is in the areas where we have the most impact. Materials create Nikes greatest environmental impact. Nike also controls the design and became the area of focus to roll out the Considered Design ethos in 2009. This like methodology and rigor has been applied to design sustainability into the way we source and manufacture our products.Nikes effort to drive further innovation throughout the company and integrate sustainability into the very core of our efforts is multifaceted. We have scripted a new vision. We changed the organizational structure and introduced a whole new department. We provided training and leveraged engine room. And, we encouraged healthy competition and celebrated successes. Even the best strategy comes to nothing without the commitment, people and processes to make it happen. Continuing to integrate sustainability into our business, instead than layering it on top of how NIKE, Inc. nd our brands currently operate, will increase and accelerate progress, drive case and the proliferation of susta inable innovation, and enable broad employee engagement. At Nike, dedication to and accountability for sustainability begins at the top. In 2001, we formed a integrated Responsibility (CR) Committee as part of our Board of Directors committee structure. The CR Committee has oversight of environmental impact and sustainability issues, labor practices and corporate responsibility issues in major business decisions.In FY06, we created a management good example to ensure executive accountability for corporate responsibility across the company. The Vice President for Sustainable Business & Innovation (SB&I) reports directly to President and CEO Mark Parker, and co-manages dedicated teams with business and functional executives to develop and review article policies with Board oversight, approve investments and evaluate and refine our approach and direction. http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013Nikes Gameplan for Grow th thats Good for All Management Innovation eXchange Page 9 of 29 http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 10 of 29 The SB&I team acts as a catalyst for sustainability companywide. Made up of about 130 people, the team leads sustainability strategy development provides content expertise and consulting to teams companywide collaborates with sustainability specialists in other parts of the organization drives ustainability integration leads engagement with stakeholders whole kit and caboodle to mitigate risk and advance compliance and reports on our progress to scale the impact of sustainable innovation beyond Nike. Our new executive-level Committee for Sustainable Innovation also steers our efforts specific to innovation. In 2011, we launched an executive-level Committee for Sustainable Innovation. This group is chaired by our CEO and oversees our innovation pipeline and portfolio. It helps to fully capitalize on opportunities by accelerating adoption and bringing these activities to scale.Ultimately, the greatest measure of our success can be found in the finer detail of Nikes culture. The very wording of Nike designers has changed. We now hear team members say thats an inconsiderate design in commenting on a product that does not meet the new criteria. External Innovation Phase Materials Sustainability Index, GreenXchange, Sustainable Apparel confederacy As Nike advanced through a company-wide adoption of the Considered ethos, it became clear that for true, holistic change, we contained to focus beyond our own internal operations.To drive adoption and scale at an industry level, to ultimately change the grocery store for the better, Nike recognized the potential benefit in sharing knowledge, information and tools with suppliers, peers and other stakeholders. Four key initiatives show what we are doing to cultivate innovation outside the business the Nike Material Sustainability Index (MSI), the GreenXchange, the Sustainable Apparel Coalition, and the DyeCoo arid dying strategic partnership. Nike Material Sustainability Index (MSI) http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 1/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 11 of 29 The materials in just our NIKE Brand footwear and apparel products come from 900 different material vendors (i. e. , supplier companies). We do not source directly with these vendors they are independent companies that sell materials to our contract finished-goods manufacturers based on our design specifications. To drive sustainability improvements in materials, we focus on the part of the value chain over which we have the most control product design.Decisions made in the product design phase determine the majority of a products environmental impacts. Nike tea ms design products with very detailed material specifications, and by providing those teams with the information they need to charter better materials from better vendors, we can improve the sustainability of our products. We are now working to take the Considered Indexes to the next level. We have been on a multi-year journey to refine the footwear and apparel Considered Indexes based on feedback from product creation teams.In addition, we have significantly upgraded the materials rating tool embedded in the Indexes and are calling the new tool the Nike Materials Sustainability Index (Nike MSI). The Nike MSI is embedded in the Indexes that our designers and developers use to assess potential products, and it plays a pivotal role in product design. One major improvement in the Nike MSI is that it rates material vendors in addition to materials themselves, providing strong inducements for the vendors to become more environmentally sustainable.We score material vendors on criteria s uch as whether they are complying with the dependent Substance List (RSL) testing requirements and the Nike Water Program requirements if they take part in materials certification processes, such as the Global Recycle Standard and whether they have ISO 14001 certification or operate out of sure green buildings. Rating higher on these types of criteria will increase a vendors boilers suit Nike MSI score. The Nike MSI does more than rate our material vendors, however. It also scores materials according to (among other things) the chemicals required to make or process them.These scores enable our Nike product-creation teams to make more sustainable, less-toxic choices during product design. It also assigns sustainability scores to materials based on multiple criteria, including how much water is required to produce them and the water stewardship of vendors that process them. The Nike MSI creates a strong incentive for material vendors to enroll in the Nike Water Program and reduce t heir water-related impacts by recycling process water or implementing innovative low- or no-water coloring processes as these activities help to increase their MSI scores.Water-efficient materials from water-efficient vendors receive more points on the MSI, and, therefore, stand a better chance of being selected by our product creation teams than other homogeneous materials. http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 12 of 29 http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchangePage 13 of 29 http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 14 of 29 Materials are a substant ial cost, so identifying long-term access to inexpensive materials that meet our environmental standards is key to our ongoing success and our ability to decouple materials from scarce resources. GreenXchange Over the past ten years of working on sustainability, we have come to understand the value of collaboration and divided knowledge.Without it, companies replicate efforts, reinvent wheels and often only make incremental progress. Nike worked with the collaboration nonprofit, Creative Commons which also believe in the power of open innovation. Nike and Creative Commons share a vision of creating a digital platform that promotes the creation, sharing and adoption of technologies that can potentially solve important global or industry-wide challenges. GreenXchange, a web-based marketplace we founded with several other companies, was born in conversation leading up to the manhood Economic Forum in Davos in 2009, and launched in 2010.By using a set of standardized, free, legal to ols, discernible owners can make portions of their intellectual property portfolio available under a set of terms mingled with the current choices of all rights reserved and no rights reserved. With GreenXchange patent licensing tools, patent owners open up a wide swath of technologies for research, development and innovative commercial uses. Patent users receive the rights they need to innovate, and patent owners receive realization for their works as well as the option to receive annual licensing payments.GreenXchange builds on a culture to create mutual spaces for innovative reuse, as well as standardization efforts for biological materials and scientific data. It also bridges some key gaps in the way that green technologies are developed and utilized. Many active R&D companies create green technologies that are not core to their business they may represent good practices shareable across a large set of companies sometimes even including competitors but lack the business infrastructure to make those patents available for wider use.GreenXchange was our first foray into open innovation with other businesses, set up to allow organizations to collaborate and share intellectual property. We have gained significant insights from this collaboration which continue to inform our strategy to bring sustainability innovations to scale. The very concept of GreenXchange is a management innovation. Instead of taking a proprietary, short term approach to developing and controlling important information and sources, we have done the opposite. Nike continues to urge its peers to collaborate, and is leading the way through its own commitments.Sustainable Apparel Coalition Complementing our work to improve factory conditions, Nike is exploring ways to evaluate and slide by the environmental and social performance of individual products. We are doing this in cooperation with the Sustainable Apparel Coalition (SAC), a group of which we were founding partners. The SAC is an industry-wide group of leading apparel and footwear brands, retailers, manufacturers, NGOs, academic experts and the U. S. Environmental shelter Agency, working to reduce the environmental and social impacts of apparel and footwear products around the world. ttp//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 15 of 29 The SAC believes a common approach for measuring and evaluating sustainability performance is essential for driving a race to the top in the apparel supply chain. Apparel retailers and brands can compare the performance of products and upstream supply-chain partners, and those partners will have a single standard for measuring and reporting performance to their downstream customers.Eventually, this approach can provide a foundation for reporting to consumers on the environmental and social footprint of the products they purchase. Through multi-stakeholder engagement, the Coalition seeks to lead the industry toward a shared vision of sustainability built upon a common approach for measuring and evaluating apparel and footwear product sustainability performance that will spotlight priorities for action and opportunities for scientific innovation. The Sustainable Apparel Coalitions vision and purpose are based on a set of hared beliefs The environmental and social challenges around the global apparel supply system affect the entire industry. These challenges reflect systemic issues which no individual company can solve on their own. Pre-competitive collaboration can accelerate improvement in environmental and social performance for the industry as a whole and reduce cost for individual companies. This collaboration enables individual companies to focus more resources on product and process innovation. Credible, practical, and universal standards and tools for defining and measuring environmental and social performance support the individual interests of all stakeholders. DyeCoo waterless dying strategic partnership Nike recently entered into a strategic partnership with DyeCoo framework Systems B. V. , a Netherlands-based company that has developed and built the first commercially available waterless textile dyeing machines. By using recycled carbon dioxide, DyeCoos technology eliminates the use of water in the textile dyeing process.With no water consumption or auxiliary chemical use, a reduction in energy use, elimination of drying and improve the process, the technology can enhance the quality of the dyed fabric and potentially revolutionize textile manufacturing. Our VP of merchandise and Product, Eric Sprunk further explains, Waterless dyeing is a significant step in our journey to serve both the athlete and the planet, and this partnership reinforces Nikes long-term strategy and deep commitment to innovation and sustainability.We believe this technology has the potential to revolutionize textile manufacturing, and we want to collaborate with progressive dye houses, textile manufacturers and consumer apparel brands to scale this technology and push it throughout the industry. Postlude In earlier years, we were about innovating solely to deliver optimal performance to our athletes, and strong financial returns to our stakeholders. We also had to react to risks and constraints in our ecosystem. Organizationally, the initial charge resided with the Vice President of the Corporate Responsibility Group.Over time, we made further changes to support, iterate and integrate the attractionship vision thoughout the company. It meant an evolution in our approach. Now, our long-term vision is to deliver growth that is good for all our athletes, our consumers, our investors, our suppliers, our partners, and the world in which we operate. We are using sustainability to redefine business performance and look to show the industry how we can embed sustainability into our approaches to product and manufacturing, and solve challenges in business and sustainability for the world.To enable adoption, our innovation strategy focuses on utilizing better processes, making better choices and bringing those choices to scale. We develop certain tools, such as the Considered Index, to drive our internal integration. We set targets that align to and support our strategy and have expanded our focus to our supply chain and industry peers. We work to optimize and improve our impact, and, at the same(p) time, we innovate with a focus on changing the future. http//www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 16 of 29 Timeline 1964 Blue Ribbon Sports founded by runners and revolutionaries Bill Bowerman and Phil Knight -as a distrbutor for the Onitsuka Tiger footwear brand (now ACIS) 1971 sound logo designed for $35. The Nike s woosh the spirit of the winged goddess who inspired the most courageous and chivalrous warriors at the dawn of civilization Year-end revenues reach $1million. 972 BRS founds Nike late 1970s Nike establishes headquarters in Beaverton, Oregon, expansion internationally. 1985 have it away Racer championed Bowermans minimalist values with a breathable four-way-stretch upper, instead of layers of fabric, reducing weight and using less materials. 1988 Launch of Just Do It campaign and the reputation for unique and inspiring ads. Revenues exceed $1. 2 billion http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2 %80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 17 of 29 990 Niketown stores launched Labor practices questions 1992 Nikes first Code of parcel out published to guide practices in contract factories 1993 Nike launched its Reuse-A-Shoe program, allowing consumers to drop off any brand of worn o ut athletic shoes. Nike grinded the shoes and used the recycled material and manufacturing scrap in new sports surfaces. Since its launch, Nike has recycled more than 25 million pairs of athletic shoes. 1995 Nike began the journey of phasing out volatile organic compounds (VOCs) or petroleum-derived solvents (PDS) from its footwear production, reducing the use of VOCs 90% in just over five years to 2001.Nike also started to manufacture its shoeboxes with 100% recycled cardboard. 1997 Nike move to fully phasing out SF6, a global warming gas used in Air-Sole cushioning units. In 2006, Nike established the phase out of all F-gases in Nike-branded footwear. Nike began to blend organic cotton into a range of t-shirts. 2000 Nike distort started the conversation about using less adhesives and less waste while maintaining comfort, performance and breathability. The Standoff singlet worn in Sydney was the first time Nike used 75% recycled polyester in a performance product. 001 CR Commit tee of Board established. Nike also established its first comprehensive list of restricted substances (RSL) to guide suppliers in the production of safe and legally compliant product. The RSLs were based on the most stringent worldwide lawmaking and also included substances that Nike had voluntarily decided to restrict. 2004 Hannah Jones assumes role as VP, Corporate Responsibility. That year, Nike also developed an environmentally preferred rubber that contained 96% fewer toxins by weight than the original formulations.Also, Nikes first retail introduction of apparel, the Mens Fitness recycled polyester track suit, was made from 100% recycled polyester in a range of mens fitness jackets and pants. 2005 Considered Design was formed as an ethos of the company to create products that address environmental impact by reducing waste, increasing the use of environmentally preferred materials and eliminating toxics. Nike introduced the Considered Boot, using a single shoelace woven mingl ed with the leather parts of the upper, minimizing adhesives and allowing for easier disassembly. 006 Mark Parker becomes CEO 2007 Considered Index introduced. Also, the Nike Long testis Slip-On was a unique performance-based shoe constructed without the use of solvents to hold it together. 2008 Nike launched the AIR JORDAN XX3, incorporating sustainability without sacrificing performance. That same year, the Air Pegasus 25, one of Nikes most iconic running shoes, was designed to maximize efficiency. 2010 GreenXchange launched and some of the worlds leading football (soccer) players wore the most environmentally friendly and technologically advanced jerseys on the pitch. ttp//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 18 of 29 Also, Nikes EADT software application enabled designers to make the most sustainable choices right at the start of the product creation process, in real time. The tool was created based on Nikes internal Considered Index, tested and utilized since 2006, and released to the industry to support transparency and collaboration. 2011 Sustainable Apparel Coalition launched.Also, using a new fabric thats both thick and soft, the womens Nike Legend Pant was made from recycled polyester, material made from recycled plastic water bottles. The Nike Legacy GS Boardshort brought performance and innovation to the next level for the competitive surfer, while also lowering environmental impact. 2012 Implementation of Nike Materials Sustainability Index began. And, NIKE, Inc. announced a strategic partnership with DyeCoo Textile Systems B. V. , developer and builder of the first commercially available waterless textile dyeing machine. The technology eliminates the use of water in the textile dyeing process.Challenges & Solutions Challenges and Fixes Nike has faced a number of challeges in its efforts to integrate su stainability within product design and innovate a redefined future but it has led to us iterating, innovating and finding new ways to operate more efficiently, effectively and creatively Uneven adoption of the Index and new vision. Even though corporate leadership held all categories accountable for achieving Considered targets, there was considerable variation in how quickly different groups have integrated the Considered Index and how well they operationalized the tool.Some businesses have faced greater challenges. Some businesses had a more entrenched resistance. Since then, Nike has integrated sustainability principles into its innovation processes, governance and portfolios to generate innovation that delivers products and services that combine performance, innovation and sustainability. Additionally, Nike has set a vision for what changes are needed in innovation, with its people and culture and in the way it works in two areas in product and in manufacturing that build on pa st achievements and on processes established to drive change. ttp//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 19 of 29 http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 20 of 29 Perfromance risks in the adoption of new materials. There were a number of performance and aesthetic risks that Nike footwear faced in using EPMs such as synthetic leather.There was a potential performance risk, for example, that using recycled content could degrade physical properties like material durability, threatening Nikes strict quality standards. One of the product creation directors in footwear described that with some EPM synthetic leather alternatives, the options werent very attractive Leathers look boardy and dry, and the textiles arent very interesting. Today, rising input costs mean the need for innovation and technology has never been greater.Through innovative design, science, technology and process changes, our long term vision is to progressively design out waste, eliminate hazardous chemicals and non-renewable energy consumption. Innovation also allows us to design in new materials and new approaches to products. This vision has been built on years of assessing trends and materiality for Nike and the changes that are impacting our business, our value chain, our consumers and the world. In 2007, we undertook an assessment with SustainAbility some meta trends that have only become more relevant as weve shaped and defined our strategy.These meta trends highlight the areas of our value chain and our business that have the most potential for innovation. We use these filters in our work, our assessment of opportunity and the way we approach reporting. http//www. managementexchange. com/story/nike% E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 21 of 29 http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 22 of 29 ttp//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 23 of 29 http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 24 of 29 Added complexity. In most cases, Considered made the design process more complex. While designers wish to iteratively find the right design, Considered required thinking about pattern efficiency much earlier in the process.It required more planning, of ten took longer, and it was often nastyer to find designs that both looked cool and were efficient. On most product decisions, its not lower in cost, better in performance, and more sustainable, explained one category product director. If it was that easy, thatd be great So usually on every component of a shoe, there are tough decisions to be made. A designer within the Cleated category noted, We try to make designs look cool first, then run it by other filters like cost and Considered.We design in rejoinder to a lot of constraints, like price and performance requirements, and goals like cool looks and feel. More constraints makes the process harder and, maybe, slower. polar from then, sustainable innovation is now increasingly at the core of the business. To hedge against the complexity, we needed to focus on identifying disruptive solutions in order to manage environmental impact and business risk. So, what does this mean in terms of the sustainability of our products? The tr uth is, its a challenge to figure out how to measure that.Rather than working toward a certain percentage of, say, recycled content in a finished product, we have worked to improve our base materials, and we are now creating systems that allow us to better assess the impacts of the resulting products. That said, we do already have some ways to measure our success. For example, over the past five years we have achieved a 19 percent reduction in waste related to the production of footwear uppers. Considered Design contributed to that gain, along with manufacturing process optimization and other best practices. Thats the same as not producing 15 million pairs of shoe uppers over that time period.Our use of Environmentally Preferred Materials (EPMs) ones that have lower environmental impacts throughout their lifecycles in terms of chemistry, water, energy use and waste provides another strong indicator of our progress. We also learned that addressing symptoms doesnt embed change so it focuses in on the earliest stages of the product life cycle. Time Given the extremely fast pace of product development in response to consumer trends and ongoing organizational change efforts, product creation employees didnt have a lot of time for implementing Considered. We now recognize that ntegration is an imperative to address process changes so we redefined reporting structures, design and sourcing processes and created materials to help us better achieve superior products with lower environmental impact. high Costs The potential additional costs for developing greener footwear was another challenge facing Considered. on board the increasing cost of petroleum, adding EPMs made Considered design potentially even more expensive. Large product category teams had some success negotiating price reductions based on volume, but smaller categories struggled to overcome margin pressures.Because Nike is a growth copany, sustainability, today, becomes increasingly important to our gro wth strategy. As we have learned over the years, sustainability is not just a strategy for growth, but a competitive advantage. Supply Chain Partners Some contract manufacturers have been highly responsive to category requests for help implementing Considered, but others, either because of their size, prior capital investments in less-efficient machinery, management focus, or lack of technical capacity, were not able to nimbly and successfully execute the Considered design requirements.Because we now know that early intervention is key, educating factories on why a stable, competitive, well compensated workforce makes good business sense. Nike focuses on training, incentivizing and holding contract manufacturers accountable to its Nike standards and continues to raise the bar with each iteration of the Indexes. Nikes new rating system, http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for A ll Management Innovation eXchangePage 25 of 29 the Manufacturing Index, looks comprehensively at a contract manufacturers total performance and includes a deeper look at how a factory approaches sustainability. This Index elevates labor and environmental performance alongside traditional supply chain measures of quality, cost and on-time delivery. Consumers Considered faced several challenges with consumers. For one, many consumers were skeptical that a running shoe made from EPMs would in fact perform as well as a shoe that was not.For example, one focus group initially was very receptive to a Considered running shoe, but after being told it was unusually green started viewing it as a lower performance product. Today, Nike is meeting consumer demands through performance, innovation and sustainability which drive superior product. The Flyknit technology is a good example of where performance meets sustainability. Nike Flyknit, which uses precisely engineered yarn and fabric variati ons to create a featherweight, formfitting and virtually seamless upper.Its a new way to knit the multiple pieces of a shoe upper out of what is essentially a single thread. Its great for the athlete because it is lighter and offers a more custom fit. Its good for the planet because it drastically reduces waste from the upper production process. And shareholders stand to benefit from the reduced cost of production and potential for increased margins over time as the the innovation grows to full scale. Its a parturient technology that holds tremendous opportunity.Nike FlyKnit video http//nikeinc. com/news/nike-flyknit Marketing Nike had not yet figured how to market performance, aesthetics and sustainability in one complete package. There was internal debate as to whether Considered should become its own brand within Nike, or simply a new dimension of the Nike brand. Ultimately, Nike decided that there would be no compromise to performance, no green line of products and that sustai nability should not be a constraint but an innovation challenge for designers.Benefits & Metrics We know where weve been, and we know where we want to go. And we know that there is substantial work ahead. We continue to set the bar higher for ourselves and our business. We have evaluated our business model and our impacts across our value chain, have assessed the coming scenarios and challenges, interpreted account of our progress against past performance, and worked across our business to set targets embedded deeply into the way we operate. Many of the sustainability issues we seek to solve are still ndergoing innovation. Others are firmly in place and moving in advance with needed changes. We deliver on our vision in two ways Make today better by taking account of our impacts, driving efficiency and optimization Design the future by unleashing innovation, embedding sustainability into our approaches to product and manufacturing, and solving challenges in business and sustainabi lity for the world Accelerated innovation. Our sustainability vision both inspired and drove us to reinvent our creative process.It accelerated and strengthened innovation as a core competency. http//www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 26 of 29 Abillity to attract the best talent. Our success in pioneering sustainability in a holistic way, and to continue to deliver the cool factor and superior performance means we can attract the very best designers, engineers, strategists and marketers.Brand value and goodwill. After our CR challenges in the late 90s we have not only worked hard to regain the trust and respect of customers and industry peers, we have set forth a strategy to lead. We are proud to be a respected brand, design company, innovator and among those recognized as a leader in sustainability. Reduced costs of sustainable sourcing . By sharing best practices and providing open access to our tools and sourcing information, we are driving industry peers to adopt similar processes, materieals and metrics.This means we have the volumes to drive down the costs of what has been a more sustainable, but more costly source. Lessons Lead with a vision. Every person in the organization must understand and embrace a very specific idea of what the future beholds. Provide a specific example that illustrates the vision and engenders passion and a sense of purpose. As Lorrie Vogel says of the Considered Change video We created a concrete vision of what we wanted to be and we got that in front of every person in the company. substantial Executive level support.To fully integrate changes throughout an organzation, it must be very apparent that the initiative has CEO level support not just through words, and verbal endorsements, but through the actions and interactions that CEO has inside and outside the company. Set clear targets and metrics to measure success and track progress. Even if the initial measures are imperfect, its important to start to have some means of tracking progress and reinforce the learning. If you dont measure it, it doesnt happen, says Lorrie Vogel. http//www. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nikes Gameplan for Growth thats Good for All Management Innovation eXchange Page 27 of 29 Provide the tools to serve the adoption process Very few individuals and organzations take to change easily. Its human to be lucky with what is known and to resist change that challenges the status quo. It is critical to provide the education, training and toolsets to engage people more easily and affect change. We embedded our training and tools within the existing system, leveraging existing processes as much as possible.We provide our product creation teams with extensive training in how to use the Considered Indexes and on the vastn ess of focusing on the sustainability of materials. The teams are given scoring targets for each season of products they design. In the current reading material of the Considered Indexes, materials make up 35 percent of the score for footwear and 60 percent of the score for apparel, so its clear to the design teams that focusing on materials is an effective way to meet their goals. While the Considered Indexes have been sed primarily by the NIKE Brand, our Affiliate brands have also begun introducing and using them to evaluate their product designs and have committed to adopt the indexes by the end of FY15. For example, Hurley International scored selected apparel designs in FY11. The designers and team members did not need to learn a new system in order to get the information they needed. Celebrate and reward success. The creation of incentives is another critical aspect of driving change. It is very important to incentive the right behaviors to make sure we achieve the change we want to see.Nike assigned innovation points to drive competition, and managed these through a living index, a forum that was pubic and enabled team members to gauge their success. It also fed a healthy competition between teams and efforts. Collaborate with others. Engage outisde experts to help formulate a vision and maintain an objective peer review. As Lorrie Vogel shares We engaged Natural Step to help develop our North Star. It is in the spirit of transparency and collaboration that we share our journey and hope that the the definition of business performance is expanding.We will constantly need to deliver innovations that evolve our approach at Nike and share our lessons with the industry to affect the positive change. We hope the world innovates faster than expectations. We cannot achieve our bold goals for sustainability simply by delivering incremental improvements. Sustainability will be the catalyst in transforming business economies and markets, and we will continue to e volve our business to ensure we are able to grow profitably, and to lead. assign Nike 2011 Sustainable Business doing Summary www. nikeresponsibility. om MIT Case Study Nike Considered Getting Traction on Sustainability by Rebecca Henderson, Richard M. Locke, Christopher Lyddy, Cate Reavis https//mitsloan. mit. edu/MSTIR/sustainability/NikeConsidered/Documents/08. 077. Nike%20Considered. Getting%20Traction%20on%20Sustainability. Locke. Henderson. pdf Considered Design video http//www. youtube. com/watch? v=1WuyE_x8Vs8 Nike FlyKnit video http//nikeinc. com/news/nike-flyknit FY10-11 Sustainable Business Performance Summary www. nikeresponsibility. com Nike Dare to Dream video http//vimeo. com/11680452