Risk Assessment Is the Health, Safety and Environmental Management Coursework

Hazard Assessment Is the Health, Safety and Environmental Management - Coursework Example This article investigates the techniques for chance recognizable proof that are relevant to the wellbeing, security, and natural issues. Conceptualizing is a technique utilized over all orders to recognize chance. Gatherings of experts meet up and verbally distinguish the dangers that are in their areas. In this technique, all the individuals included should be educated and well furnished with the general information so they can value the assessments of the others. Important documentation is required after the conceptualizing exercise with the goal that the data can be put away for use in the assessment work out. Meetings can likewise be utilized to distinguish dangers that will undoubtedly happen in a specific field of intrigue. Precautionary measure ought to be assumed the sort of individual interviewee since it influences the dependability of the sort of data that will be gathered. It is ordinarily exhorted that a meeting is done after a meeting to generate new ideas to have prope r inquiries to pose in the meeting. Nonetheless, interviews are constrained to the capacities of the facilitator and subsequently he/she ought to be equipped in completing meetings. Tests can be performed to distinguish a hazard. In the wellbeing division, analyses can be performed on creatures that have response trademark like those of people. In the earth tests can be saved, tests performed on them, and the aftereffects of the examinations used to distinguish a hazard. Dangers can be recognized by perusing reported information. Looks into were done already and information from books and diary is a significant wellspring of data in chance distinguishing proof. In any case, the specialist ought to be mindful when utilizing this information to guarantee that it is applicable and from a tenable source. A great deal of research has been done in the wellbeing and wellbeing segment and the recorded data could offer arrangements in recognizing dangers. Recorded authentic information that is generally acknowledged as a reality could be utilized in chance distinguishing proof

Financial Market and Institutes

Question: Talk about the Financial Market and Institutes. Answer: Presentation Segment 1 Section A : a): The general principle of the planning offering money related assistance manual for the customer when the substance giving monetary guide becomes clear that the administration is probably going to be given to the customer. Be that as it may, there are cases which gets basic to time and are appropriately given to the necessities of customers. On the off chance that the customers gives guidance that they need the administration to be given quickly or when they indicate the time. It isn't sensible to offer support to the customer with no guidance. As such the element gives the customer the explanation that contain data pertinent to the monetary help gave. The guide in regards to the monetary help must be given to the customer inside five days after the announcement is given, or sooner on the off chance that it is practicable (Ammer et al .2012). b): The money related assistance guide can be given by method of monetary exhortation and by giving speculation arrangements. c): Financial help direct is an archive which has been intended to help the customer in concluding whether to purchase any budgetary item or not. It contain data about the element offering budgetary support, the money related administrations offered, the item and administrations gave by the substance, compensation got by the element and how the other individual are paid regarding the administrations gave by the element. It likewise contains data about the method of managing the grievance which the customer may have about the item and administrations and it ought to likewise contain the contact subtleties of conveying the grumble. The protection arrangement of the substance giving monetary exhortation (Andersen and Kunkel 2013). Part B : A few inquiries are posed by the money related help direct while a portion of the open finished inquiries to be posed from the customer may incorporate the complete estimation of benefits and the pay earned by the customer and if there would be any adjustment in pay in the ongoing years. Subtleties of the current money related circumstances must be requested. Part C: The individual data about the customer is asked legitimately from the customer itself or from the outsiders or some other sources. So as to refresh the contact subtleties of the customer, the substance depends on the openly accessible data. Other data is traded through the lawful consultants or different delegates. A few other data would be gathered without informing the customer. So as to assemble data about the protection, the element needs to contact the back up plan. James looks for exhortation on his present venture technique and he is effectively occupied with share showcase. He has given the substance the arrangement of offers which he has purchased and contributed. The salary articulation is additionally given by the customer, the benefits, other pertinent data has likewise been given. Utilizing these data, the consultant and they would have the option to direct and administrator the item and administration. Consultant will look for exact data and the customers need to keep the counselor refreshed about any progressions to guarantee that the suggestion is made pertinent to the individual needs and circumstances (Ennew and Waite 2013). Part D : The spending should be worked out. The appraisals of surplus salary consistently should be asked which would be put towards sparing. The inquiries need to pose from customer is the pay left in the wake of deducting the measure of assessment. Some other salary has likewise to be represented. The costs should be contemplated Yearly compensation = $ 160000 Available pay = $ 174500 Expense on available pay = $ 52512 Pay after expense = $ 121988 Dividend= $ 8500 Intrigue = $ 1800 Cost = $ 15000 for holidaying every year Toatal month to month pay according to ANZ adding machine = $ 10158 Absolute month to month costs = $ 1250 In this manner, surplus = $ 8908 Along these lines, the evaluated salary and costs ought to be asked from the customer. The measure of assets he has arranged in real money account. On the off chance that he has whatever other risk which he needs to pay off, ought to likewise be mulled over. Segment 2 Section A : James Macready has been putting resources into the offers since he was youthful and has an arrangement of portions of various organizations tune in on the Australian stock trade. The charges, charges ,expenses and some other risk identified with the portfolio must be asked from the customer. The money holding, process installment, quarterly or yearly report of the assessment installment and the related archives should be requested. On the off chance that the customer needs the control of existing advantages for the budgetary warning, they have to gracefully them with the yearly expense report for getting the subtleties of assessment data. For this situation, James is holding an arrangement of offers, so the warning needs to approach of having the main research of the business. The records identifying with the normal announcing and surveys of the portfolio the online access in regards to the subtleties of the portfolio and the printable yearly reports ought to be given to the warning too. This would help in kill g the everyday contribution in the portfolio, this would empower the customer James in keeping the control on the determination of the speculation pro cedure. There can be some charge related managerial issues which may ruin the presentation of the portfolio. The strategy for paying the charges by the customer must be represented, regardless of whether the expenses is paid by any outsiders or there is any record for paying resource based expenses and whether the customer follow any expense structure that is packaged which implies it incorporates both the costs and charges. Such kinds of authoritative issues should be represented with the goal that the warning body can make the proposal as needs be (Brigham and Ehrhart 2013.). Part B: James Macready is quick to aggregate riches for the future and alongside that it needs to keep aside some measure of cash ascribing to the random costs. He hopes to get come back from his venture at the pace of 9 % per annum. He has been putting resources into the offers and is very much familiar with the market situation and does the full research of the organization before contributing. He has understanding that the business sectors continues fluctuating the arrival from the portfolio continues changing and various segments has various qualities of tax collection and development. He needs the portfolio to shift decently and ought not be presented to wide vacillations. Any fall in the arrival is considered him to be the calculative dangers and it trusts that the market developments will have in support of its of the stocks. Macready needs to collect riches for long haul as he has surplus assets to do as such. Considering the above realities the customer could be finished up as a sel f-assured financial specialists looking for development as he can stop a large portion of his overflow in the speculation and has an enthusiasm for gathering riches for long haul. He is eager to acknowledge higher instability with moderate dangers. He needs to amplify the arrival by appropriately enhancing the portfolio. This should be possible by applying some forceful speculation methodology which needs some forceful stocks to be remembered for the portfolio which would expand the arrival in the positive situation. The customer can't be finished up as forceful financial specialists since he wouldn't like to be presented to the dangers and he can't be a preservationist speculator likewise on the grounds that he is eager to face moderate challenges and looking for development and settle on its venture choice while keeping a watch available developments. He has a choice of putting resources into wide scope of benefits classes. Segment 2: Part C : The arrangement of James contained the portions of the ten organizations which is recorded on the Australian stock trade. He is feeling that the presentation of the organizations isn't up to desire and the arrival of the organizations is likewise not certain. So he is needing to expand the portfolio with the goal that the arrival from the portfolio is augmented. One of the methods of expanding the portfolio is including the hazard free resources in the portfolio which is the administration bonds, treasury charges which will give a fixed return. the customer ought to in Australian government bonds which gives a steady and standard pay as the intrigue and chief sum is paid by the Australian government and can be sold effectively on the stock trade. The customer has a tendency towards putting resources into the universal organizations. He ought to be savvy in picking the perceived and presumed organization so the exchanges are done calm. The speculation ought to be made in those nation which cash esteem is more than the Australian dollar, with the goal that the arrival can be expanded. Other thing is that the assessment investment funds ought to likewise be contemplated. The warning ought to prescribe the customer to put resources into such portions of the organization recorded on the Australian stock trade which delivers franked profit which means such organization has franking credits joined to them, as such the organization has just made the assessment installment. This would shield the financial specialists from paying extra duty hence sparing the measure of expense paid. Organizations having franking credits ought to be incorporated and they should frame a significant piece of the portfolio (Martellini et al, 2014). The pro minent organizations should shape portfolio. Putting resources into the worldwide values would be good for the financial specialists since it conveys a high pace of premium and furthermore the administration of Australia needs the inflow of remote money into their, so it is advantageous to put resources into the global market conveying higher loan cost. Australian oversaw subsidize have been created to the speculators which are unconcerned with the market which would help them in enveloping the global markets. It would give the speculators a chance to put resources into an exceptionally enhanced market. The financial specialist needs to search for the best performing shared assets in Australia. What's more, which has a potential for high development . this would give assurance of capital as

Interview Question What Would Be Your Ideal Working Environment

Interview Question What Would Be Your Ideal Working Environment It might sound like a silly question but when hiring managers ask about your ideal working environment, they are giving you an opportunity to shine.The question is rather important and it will be a good opportunity to show them why you’re such a good fit â€" giving them another reason to hire you.In this guide, you will learn everything you need to know to get this question right. The guide is divided into the following sections:The purpose of this questionThe three core aspects to build your answer onTips for making your answer greatExample answersThe big mistakes you must avoidThe steps to prepare for the questionSo, let’s get started!THE PURPOSE OF THE QUESTIONWhen it comes to answering job interview questions thoroughly and with poise, you should understand the reasons behind those questions. You can be more successful with your answer if you know what the interviewer wants to hear.So, what is the purpose of asking about your ideal working environment? The interviewer will es sentially be focused on two things.Your understanding and knowledge of the company cultureEmployers don’t want to employ people who aren’t passionate about working for a specific company. The interviewer wants to check if you’ve done your research into the company and the role rather than having just walked in unprepared.So, you really shouldn’t take this as a question about your ideal work environment. Rather, this question is actually, “Do you know what our working environment is and what do you like about it?”Your values and their alignment with the company cultureOf course, the interviewer doesn’t just want you to talk about the organization and what you know about it. The question does look into your values as well â€" those things you appreciate in a work community. You don’t want to lie here but simply focus on those elements you appreciate in your working environment.The deeper point here is about aligning your values with the organizations work environment. You want to ensure you show how well you would fit in the workplace because you share common values with the company.BUILD YOUR ANSWER AROUND THREE CORE ASPECTS OF A WORKING ENVIRONMENTThree core aspects define most working environments. When you are conducting your answer, you should focus on and talk about these three things in your answer.It’s especially important to strike that balance of your ideals and values and the kind of working environment the company offers in relation to these three things. As mentioned above, you want to show you’re a good fit and these core work environment elements can help you highlight it.Formal vs. informalThe first big thing is whether you like a formal working environment or not. Below is a chart of the kinds of things that define informal and formal work environments.FormalInformalClear structures, especially in terms of hierarchy.Business attire often in use.Strict work times that you must adhere to.Defined spaces for work and other activi ties.Relaxed and fewer formal structures, especially in terms of hierarchy.Flexible work hours.Informal dress codes.It’s a good idea to look around the company’s website and in your research find what type of work environment the employer has. If there’s a clear difference between the two styles, you could consider mentioning the benefits of that in your answer and how your work style fits that specific structure.For example, if the company has a very informal work environment, you could highlight your ability to think on your feet and come up with innovative ways of doing things on your own â€" thus, working better in a creative and less formal space.Big vs. small companyIn some situations, it can be helpful to talk about the company size when answering the question. This can be especially beneficial if you are joining a small company but it can work with larger corporations.Both have their benefits and it’s a good idea to list those down when thinking about your answer. Yo u can even look at your work history and the kind of companies you’ve worked with in the past. For instance, if you’ve worked in larger companies but you’re now interviewing for a smaller business, you can mention the lessons you learned. You could say that working in a busy environment taught you to appreciate peer relationships or efficient rules and regulations.The idea is to reflect your history, the possible future workplace and your own preferences. With this and the structures mentioned above, the key is not to pick one or the other but to highlight the positives of both in light of your personality and the kind of work environment you’d be working.Work-life balanceYou might also want to talk a bit on the topic of work-life balance. This is slightly tricky and you’ll learn more about why in the section on the mistakes you must avoid. But it’s, nonetheless, an important part of a working environment and your job interview might even directly ask about it.You should conduct some research and have an idea of what kind of work environment the company promotes. If they allow a lot of flexibility in terms of work schedule, you can bring up the good things about this and highlight why you’d flourish in that environment. For example, you can say you prefer flexibility because it suits your style of being a more creative thinker.The key is to make a note of the importance of having a balance â€" you don’t want to emphasize your need to get time off all the time.However, you can talk about how important it is to bond with your colleagues, for example. It’s also a good idea to describe any possible personal and professional development opportunities you know about.You want to emphasize how you want to improve your skillset, even on your own time because you are ambitious and hardworking.TIPS FOR ANSWERING THE QUESTIONYou can now have the core things you want to talk about in your answer. But what else should you know about answering the question effectively?It’s important to focus on four elements when constructing your answer. You should:Showcase your ability to adapt and be flexibleYou don’t want your answer to sound too rigid. You can’t make it about a single type of environment and that’s it. This is crucial especially when you don’t know that much about the company and it’s working environment.You want to showcase your ability to be flexible and your willingness to adapt. You can talk about how you like to learn new things and ways of doing things â€" the employer is looking for these qualities in a candidate.Talk about values as well as the environmentYou should also focus on big values such as sustainability or family-focused workplaces. You don’t just want to talk about a physical space or the business structures. The truth is that a company’s values will showcase in the work environment as well. A company that’s looking to improve the local community will probably have a strong team-building envir onment. It’s a good idea to match your answer with the company’s broader vision.Emphasize growth and developmentEmployers will appreciate employees that want to develop their skills. Therefore, you want to talk about how you enjoy a work environment that nurtures talent and helps it to grow.The interviewer is looking for someone with a long-term interest in the role. You don’t want to make it seem like you’re using the role as a stepping-stone. So, talk about how much you value in improving in your role and the importance of loyalty, for example.Mention your personalityOf course, you should always show a bit of who you are with your answer. While it’s important to tailor the answer to match the workplace, you also want to highlight what kind of person you are to truly let the interviewer see why you’d be the best pick.You should focus on your top qualities and especially those needed in the job. If you are good at communication, you can mention how you’re a big people person and you love working environments that allow you to meet and collaborate with people.If you’re big on innovative thinking, you can mention that you work best in environments that are flexible and creative. Show your talent by describing it and matching it with the workplace.3 SAMPLE ANSWERSTo help you get creative and have an idea of a good answer, here are three sample answers for you to examine.“My ideal work environment is one that focuses on teamwork. I like companies like yours that put an effort in gelling the group together and making sure everyone is supported. I like that sort of structure and formality of knowing what you’re supposed to do and when you are aware of the situation. I work best when I have a group of positive people working around me and where I can focus on putting my talent to work.”The answer is direct and it highlight the candidate’s desired workplace and appreciation towards specific type of employers. It shows what the candidate would n eed to succeed.“I enjoy working in a small business environment because I like to get to know the people I work with. I loved the drive small businesses have to improve and innovate. I like trying to find improvements and working with people who are just as passionate is really important to me. I feel like you get it much more in a small business environment than in a large corporation.”Again, the above highlights the person’s skills and shows what kind of working environment can boost them.“I’m a big people person and I love big companies with a diverse staff. I think the more people with different backgrounds you have, the better your ideas and implementation will be â€" you get more opinions and viewpoints. I like flexible working environments as well. I think it supports my creativity and innovation a lot more than very rigid spaces. Of course, rules do matter but I like environments where you have a framework and the people can just excel within it as they want.”Thi s answer highlights the person’s personality and skills. It talks a lot about values, which is a good choice. It explains what kind of values and spaces the person understand and shows the reasoning behind it.MISTAKES YOU SHOULD AVOIDThe above will help you in building your answer. You know why the questions are asked, the building blocks of good answers and the tips to focus on the right things. But you can also improve answering the question by knowing what are the things you shouldn’t be saying.You have to avoid making four major mistakes when answering this question about your ideal work environment. These are:Mistake #1: Build your answer just with the company’s website informationWhile you have to tailor your answer with the company in mind, you can’t just look at what the company says about its working environment and parrot those as your favorite. You have to be honest and avoid saying meaningless clichés.Mistake #2: Making the answer just about yourselfIt’s impor tant to touch on the wider company culture and its impact on you. While you can’t just parrot the company culture, you also don’t want to make the mistake of talking just about what you want to have around you. It’s a great answer if you can also point out the importance of team culture.Mistake #3: Talking about your desire to have holidays and time off workHaving a good work/life balance at work is important to us all. But your answer shouldn’t be about how much you love to spend time off work. The question is about your ideal work environment, not your ideal time away from work. So, don’t mention your love of holidays or taking time off work.Mistake #4: Focusing on negative work environmentsAbove all, you want your answer to be positive. When you think about your ideal work environment, it can be tempting to think about what you don’t want the workplace to be. But this isn’t going to be a good option in a work interview.In fact, negative attitude and focus on the neg ative is hardly ever a good idea in an interview. This is because it can come across judgmental and whiny â€" qualities the employer won’t appreciate in its employees.PREPARING FOR THE QUESTIONYou should now have a good idea of the kind of answer you should give. You probably have a few ideas in mind and it’s time to start forming your answer in your head in preparation with your answer. To ensure you focus on just the right things in your preparations, here are the three steps to take:Step 1: Research the company, focusing on the company cultureAs you have noticed, many of the good answers are built around an understanding of the company’s working environment. Your answer should be to show them how you’d fit that environment and make a great addition to the team.Therefore, you have to start building your answer by knowing what the company is like.You can start by examining those three core aspects first. Find an answer to the questions:Is it a large or a small company?Does it have formal or informal structures?What kind of approach does it have to work-life balance?You should enhance your understanding by also researching the company culture and vision. This kind of information is usually available on the company website. If you know anyone in the organization, you should also ask him or her what it’s like working for the company.Step 2: Identify the things you want from a workplace to flourishYou should then consider your own ideal working environment. The best way to do this is to think about the kind of work environment that helps you to be at your best. It’s important to think about your ideal working environment honestly because lying won’t really get you far.So, go over the things you’d actually want from a workplace. Think about what type of environment best matches your skills â€" perhaps you can think of the previous workplaces and consider the pros and cons for each.Step 3: Align the two and find common groundThe ideal answer would r eflect your fit with the company’s working environment. You want to have an idea of the kind of workplace you’re going into because it gives the interviewer the peace of mind you’d fit right in. You want to highlight those qualities.Of course, this doesn’t mean you should just parrot what the company culture is and lie about your actual preferences. You want to find common ground between what the company working environment is and what you like. In your answer, you want to focus on the strengths of the workplace and how it helps your best qualities to stand out.Build your answer by examining what you know about the company and what kind of work environment best suits you. Stay neutral but show your personality, using the tips mentioned above. When you’re authentic but focus on highlighting your match to the organization, you will succeed in giving just the right answer.THE BOTTOM LINEThe interview question, “What would be your ideal working environment”, is just anothe r opportunity for you to highlight your match.You want to reflect your skills and talent in the light of the kind of working environment the company has. You want to put the interviewer at ease that you would fit in the organization and flourish in the position.When you know this while maintaining your authenticity, you will succeed in answering this common interview question.

John F. Kennedy One of Greatest U.S. Presidents - Free Essay Example

Sample details Pages: 3 Words: 892 Downloads: 1 Date added: 2019/05/05 Category Politics Essay Level High school Tags: John F Kennedy Essay Did you like this example? President John F. Kennedy is arguably one of Americas greatest U.S. Presidents. Don’t waste time! Our writers will create an original "John F. Kennedy One of Greatest U.S. Presidents" essay for you Create order Elected in 1960, he brought an energy and grace to the Oval Office (John F. Kennedy: World War II Naval Hero to President). John F. Kennedy, the 35th President of the United States, was assassinated in Houston, Texas on November 22, 1963. He was commonly known by his initials, JFK. John F. Kennedy possessed many qualities that helped him become a great President. He had incredible charisma, was highly competitive, a risk taker and he was very courageous. claim When President Kennedy was assassinated the United States became immediately immersed in a state of mourning for this great leader. John F. Kennedy was full of charisma. This was definitely part of his leadership style. He was able to win over the people of the United States with his charm and become one of the most well known Presidents. In an essay written concentrating on JFKs leadership qualities, it was written, What makes a charismatic leader different from others is his vision to encapsulate obedience of the followers. Using unconventional methods allows a charismatic leader to convince followers that they are not the ?normal leaders-they are new, different, and inspiring. Trust and credibility comes from the willingness of these people to sacrifice themselves for the betterment of people and organizations. Charismatic leaders usually have high follower expectations, and are able to encourage these expectations by using unconventional behaviours to establish credibility, sensitivity, and appeal (John F. Kennedy and His Leadership Style History Essay). A study of President Kennedy and his many traits could not overlook his competitive nature. One of the most common personality traits found among presidents is a highly competitive nature. This makes sense, as any person who wants to become a president has to be constantly striving towards the top. As a result of wanting to be president, John F. Kennedy was known as being highly competitive. Whether this was a simple game or the presidency of the United States, John F. Kennedy always put his heart and soul in what he did (John F. Kennedy Personality Traits). Data #1 He was highly competitive and rarely settled for anything in his life other than the best. Is this a continuation of competitive? John F. Kennedy, himself, stated There are risks and costs to a program of action. But they are far less than the long-rang risks and costs of comfortable inaction. data #2 JFK believed and lived by the thought that a person would not get anywhere unless they were willing to take risks. The trick is knowing what risks to take and what risks to not take. The Cuban Missile Crisis helped solidify ?risk taker as a trait of John F. Kennedy. Along with a series of other risks taken both in his presidency and during his election, John F. Kennedy was not adverse to taking risks when it benefited himself and his country (John F. Kennedy Personality Traits). Data #3President Kennedy knew, also, when not to take risks. Even though it caused problems with some of his staff, he did not back down. Many people admired John F. Kennedy for his courage and bravery. He exhibited these qualities even before he was elected President of the United States. Jack joined the U.S. Navy in 1941 and two years later was sent to the South Pacific, where he was given command of a Patrol-Torpedo (PT) boat. In August 1943, a Japanese destroyer struck the craft, PT-109, in the Solomon Islands. Kennedy helped some of his marooned crew back to safety, and was awarded the Navy and Marine Corps Medal for heroism (History.com Staff). Data #1 After he became president, JFK continued to exemplify the great trait of courage. At one particular time, he found himself at odds with the Soviet Union and its volatile leader, Nikita Khrushchev. After a U.S.-backed invasion of communist Cuba in April, 1961 ended in disaster at the Bay of Pigs, Khrushchev concluded that JFKs administration was weak. In the autumn of 1962, the Soviet Union began shipping nuclear missiles to Cuba, from there they could be aimed at t he United States from just a few hundred miles away. When JFK found out about these missiles, he imposed a naval quarantine on Cuba and pondered an invasion (SparkNotes Editors). Data #2 needs backing between these two datas. After two weeks, where the entire world was on the edge of nuclear war, Khrushchev finally agreed to remove the missiles, ending the crisis (SparkNotes Editors).Data #3 There is no doubt that his courage during this time in history saved our country many lives and much destruction. Most people considered John F. Kennedy to be a really good person. A lot of people liked him as President of the United States of America. His predominate characteristics helped him to win over many voters and citizens of the United States. His incredible charisma helped him foster the trust of the people. John F. Kennedys competitive nature drove him to constantly strive towards the top of whatever he was endeavoring. He was willing to be a risk taker knowing that he would not achieve his goals if he was willing to take the risks. The courage he exhibited in making the hard decisions was part of his nature and one that helped him to become a beloved President of the United States of America.

High Levels Of Stress On Teens Essay - 2218 Words

What is causing significant amounts of stress on teens, and what are they using to cope? What is the world doing to help them? What can we do to help? Teens are struggling to cope with the complex issues today. But is stress no more than an easy excuse, because teens are handed tasks that they simply don t want to do? High levels of stress can also be early signs of possible emotional or mental health issues. What can we as a community do to change this large amount of stress put on teens, because they feel like the amount of work given to them is too much, and adults expect too much for them? Probably too many questions here. Keep your intros shorter. 3 in 4 parents feel that their child is under too much pressure from school ,exams, and SAT s 90% said that they fear that their child is struggling to cope 1 in 5 have sought some kind of mental health support. 2 in 3 said that their child was at risk of burnout 79% of kids said that they felt that they were made to grow up to fast 52% of parents said that they let their child have a day off of schools to take some time off and relax 20% of parents say that homework assignments are to difficult for their child s age group Northeast students are significantly more likely to talk about school stress(why) or pressure with their parents. (71.31%) followed by the students from the Midwest (70.25%) 51.85% of parents sought out additional academic help Save these facts for the body paragraphs of your essay. 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They’re stressing teenagers out by pushing them to apply for college early, making them take college prep classes and making them take tests such as the ACT to see whether they qualify for the college they re applying to or not. There has been many studies conducted to try and figure out what causes teenagers so much stress at theirRead MoreProblems with High School Education1060 Words   |  5 PagesProblems with High School Education Public education has been a staple to American society since the mid nineteenth century. However, in the years since, the public school system has developed many flaws. The system that was originally created to enhance the lives of students and better society now causes much detriment. Although public education claims to be the â€Å"great equalizer† there are many problems ignored by school reform policies that hinder the learning of children. IncomeRead MoreDecreasing Academic Stress in Schools1080 Words   |  5 Pagesmodern day high school. 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You have to work hard and these four years of your life, will impact everything that you do. If you mess up even

Groups graphs and surfaces Free Essays

Graphs, Groups and Surfaces Introduction In this paper, we will discuss the interactions among graphs, groups and surfaces. For any given graph, we know that there is an automorphism group associated with it. On the other hand, for any group, we could associate with it a graph representation, namely a Cayley graph of presentations of the group. We will write a custom essay sample on Groups graphs and surfaces or any similar topic only for you Order Now We will first describe such a correspondence. Also, a graph is always embeddable in some surface. So we will then focus on properties of graphs in terms of their relation to surfaces. Thus, by using the Cayley graphs to describe a group, we can talk about the embeddability of a group. In this way, we see that we can talk about the geometries of a group by looking at their Cayley graphs. Another useful geometric tool to analyze groups is the Dehn diagram. Therefore, in the last section, we will give some comments on how graph theory may be helpful to Dehn diagrams of Coxeter groups. 2 Cayley Graph of Group Presentations In this section we will see how Cayley graphs correspond to a particular presentation of a group and how the properties of a group are reflected in the Cayley graphs. Definition 2. 1. Let G be a group How to cite Groups graphs and surfaces, Papers

The Rolling Stone Essays - Control Characters, DOS Memory Management

The Rolling Stone ---------------------------------------------------------------------- Microsoft Windows 95 README for MS-DOS Device Drivers August 1995 ---------------------------------------------------------------------- (c) Copyright Microsoft Corporation, 1995 This document provides complementary or late-breaking information to supplement the Microsoft Windows 95 documentation. ------------------------ How to Use This Document ------------------------ To view Msdosdrv.txt on screen in Notepad, maximize the Notepad window. To print Msdosdrv.txt, open it in Notepad or another word processor, then use the Print command on the File menu. In syntax lines, except where noted, lowercase text signifies replaceable parameters and uppercase text must be typed as it appears. NOTE: The Config.txt file contains more Help for MS-DOS commands. Also you can type the name of the command at the command prompt, followed by a slash and question mark (/?). For example: CHKDSK /? -------- CONTENTS ANSI.SYS DBLBUFF.SYS DISPLAY.SYS DRVSPACE.SYS, DBLSPACE.SYS EGA.SYS EMM386.EXE HIMEM.SYS RAMDRIVE.SYS SETVER.EXE -------- ANSI.SYS ========= Note: In this section, uppercase letters in syntax and ANSI escape sequences indicate text you must type exactly as it appears. Defines functions that change display graphics, control cursor movement, and reassign keys. The ANSI.SYS device driver supports ANSI terminal emulation of escape sequences to control your system's screen and keyboard. An ANSI escape sequence is a sequence of ASCII characters, the first two of which are the escape character (1Bh) and the left-bracket character (5Bh). The character or characters following the escape and left-bracket characters specify an alphanumeric code that controls a keyboard or display function. ANSI escape sequences distinguish between uppercase and lowercase letters; for example,A and a have completely different meanings. This device driver must be loaded by a DEVICE or DEVICEHIGH command in your CONFIG.SYS file. Syntax DEVICE=[drive:][path]ANSI.SYS [/X] [/K] [/R] Parameter [drive:][path] Specifies the location of the ANSI.SYS file. Switches /X Remaps extended keys independently on 101-key keyboards. /K Causes ANSI.SYS to treat a 101-key keyboard like an 84-key keyboard. This is equivalent to the command SWITCHES=/K. If you usually use the SWITCHES=/K command, you will need to use the /K switch with ANSI.SYS. /R Adjusts line scrolling to improve readability when ANSI.SYS is used with screen-reading programs (which make computers more accessible to people with disabilities). Parameters used in ANSI escape sequences: Pn Numeric parameter. Specifies a decimal number. Ps Selective parameter. Specifies a decimal number that you use to select a function. You can specify more than one function by separating the parameters with semicolons (;). PL Line parameter. Specifies a decimal number that represents one of the lines on your display or on another device. Pc Column parameter. Specifies a decimal number that represents one of the columns on your screen or on another device. ANSI escape sequences for cursor movement, graphics, and keyboard settings: In the following list of ANSI escape sequences, the abbreviation ESC represents the ASCII escape character 27 (1Bh), which appears at the beginning of each escape sequence. ESC[PL;PcH Cursor Position: Moves the cursor to the specified position (coordinates). If you do not specify a position, the cursor moves to the home position--the upper-left corner of the screen (line 0, column 0). This escape sequence works the same way as the following Cursor Position escape sequence. ESC[PL;Pcf Cursor Position: Works the same way as the preceding Cursor Position escape sequence. ESC[PnA Cursor Up: Moves the cursor up by the specified number of lines without changing columns. If the cursor is already on the top line, ANSI.SYS ignores this sequence. ESC[PnB Cursor Down: Moves the cursor down by the specified number of lines without changing columns. If the cursor is already on the bottom line, ANSI.SYS ignores this sequence. ESC[PnC Cursor Forward: Moves the cursor forward by the specified number of columns without changing lines. If the cursor is already in the rightmost column, ANSI.SYS ignores this sequence. ESC[PnD Cursor Backward: Moves the cursor back by the specified number of columns without changing lines. If the cursor is already in the leftmost column, ANSI.SYS ignores this sequence. ESC[s Save Cursor Position: Saves the current cursor position. You can move the cursor to the saved cursor position by using the Restore Cursor Position sequence. ESC[u Restore Cursor Position: Returns the cursor to the position stored by the Save Cursor Position sequence. ESC[2J Erase Display: Clears the screen and moves the cursor to the home position (line 0, column 0). ESC[K Erase Line: Clears all characters from the cursor position to the end of the line (including the character at the cursor position). ESC[Ps;...;Psm Set Graphics Mode: Calls the graphics functions specified by the following values. These specified functions remain active until the next occurrence of this escape sequence. Graphics mode changes the colors and attributes of text (such as bold and underline) displayed on the screen. Text attributes 0 All attributes off 1 Bold on 4 Underscore (on monochrome display adapter only) 5 Blink on 7 Reverse video on 8 Concealed on Foreground colors 30 Black 31 Red 32 Green 33 Yellow 34 Blue 35 Magenta 36 Cyan 37 White Background colors 40 Black 41 Red 42 Green 43 Yellow 44 Blue 45 Magenta 46 Cyan 47 White Parameters 30 through 47

Salesoft Analysis Essays

Salesoft Analysis Essays Salesoft Analysis Paper Salesoft Analysis Paper Case 15 SaleSoft, Inc. (A) Synopsis Greg Miller and Bill Tanner, Executive Vice President and CFO, founded SaleSoft in July 1993 with the objective of marketing PROCEED, a Comprehensive Sales Automation System (CSAS). While PROCEED had received very favorable responses from prospects, converting interest to actual sales was taking a long time with only five PROCEED systems having been sold to-date. In September 1995, with limited funds and the need to show performance before seeking additional venture capital, Gregory Miller, the president and CEO of SaleSoft, and William Tanner, the executive vice president and CFO, now need to decide the future course of action for their company. They are faced with the question of whether or not to introduce a Trojan Horse[1] product. This product can be developed, with some work, using the existing modules of PROCEEDs Sales System that have already been developed. Trojan Horse (TH) could potentially distract SaleSoft from its primary objective of becoming a leader in the high end of the Sales Automation (SA) software industry. In addition, there is a risk that it might cannibalize sales from the PROCEED product that SaleSoft is currently marketing. Finally, TH can potentially prevent SaleSoft from forming relationships with consultants whose support is critical to the success of PROCEED. Yet, TH might offer an easy way for SaleSoft to get into new customer accounts, gain quick sales, and generate much needed revenues. The situation is complicated by the fact that current PROCEED customers are expecting SaleSoft to deliver the complete PROCEED solution as soon as possible. Should Sale5oft complete the development of the PROCEED product and continue trying to sell PROCEED to select customers? or, should the firm make an all out effort to launch TH to a much larger customer base? This note was prepared by Professor Das Narayandas with the assistance of Research Associate Sara Frug for the sole purpose of aiding classroom instructors in the use of SaleSoft, Inc. A), HBS case No. 596-112. It provides analysis and questions that are intended to present alternative approaches to deepening students comprehension of business issues and energizing classroom discussion. Copyright @ 1998 by the President and Fellows of Harvard College. Used with permission. Positioning This case can be used to illustrate the challenges faced by suppliers with limited resources that operate in markets with long buying cycles. It can also be used to link buyer behavior, product design (bundling), and pricing issues. The case is best taught in a business marketing, entrepreneurial marketing, or a high technology marketing course. It can also be used very effectively towards the end of a basic marketing strategy course. At HBS, this case is taught as the transition between the Understanding the Customer and Managing the Value Proposition modules in the second-year Business Marketing elective, and on the last day of the Business Marketing Module in the Strategic Marketing Management program for senior marketing executives. Objectives The teaching of this case involves the following objectives: 1. Linking product policy and pricing issues with the customer acquisition and retention process. More specifically, Understanding the role of a Trojan Horse product in developing a customer migration path that facilitates customer acquisition and enhances their retention. Quantifying a products benefits or value to a customer, and integrating this value with other strategic and tactical issues to set price. 2. Understanding the complexity of a decision making unit (DMU) and the associated decision making process (DMP) in the purchase of complex, technological products. More specifically: Understanding the decision making process (DMP), its stages, time frame, and the people (the DMU composition) involved. Understanding the link between a customers DMP (or buying cycle) and a vendors selling cycle. 3. Understanding sales and marketing issues faced by a start-up operating in an embryonic market by comparing/contrasting approaches required to sell products of varying complexity. 4. Exploring the role of a vendors organizational structure in defining its ability to implement marketing strategy. 5. Understanding the role of automation in linking sales, marketing, and service functions in a firm. Recommended Readings Major Sales: Who Really Does the Buying? – HBR-82305 Automation to Boost Sales Marketing – HBR 89105 Teaching Questions 1. What is your plan? Do you plan to continue with PROCEED or will you introduce the TH product? Provide support for your plan. 2. What is the buying cycle for PROCEED? Who are the people involved in the purchase of a CSAS solution? What is the role of consultants? 3. What is SaleSoft’s current approach to selling PROCEED? 4. Quantity the benefits of CSAS to a customer using the information given in Exhibit 7. 5. What value does TH provide a customer? How is this different form the customer value delivered by PROCEED? 6. What is a Trojan Horse? How does it facilitate customer acquisition and retention? 7. How will you price TH? 8. How do you think SaleSoft’s organization structure will affect its ability to sell PROCEED or TH? Details of the Discussion Flow What is your plan? Do you plan to continue with PROCEED, or will you introduce the TH product? The various comments supporting going ahead with TH or PROCEED are as follows: PROCEED vs. TH Continue with PROCEEDSell Trojan Horse |We have spent too much time on PROCEED to walk away from it now. |PROCEED has only generated interest | |Tanner – We will lose our first mover advantage in the CSAS market if we |Selling TH is very much like selling CMS and there are so many | |divert our attention to TH. |success stories in the CMS market. Customers don’t need to be | | |educated on the benefits of TH. Most Sales VPs will grab it at | | |any price. |TH will prevent SaleSoft from partnering with consultants who are very |The cost involved and the time required to develop the TH product | |important to the firm. |are not very high. We can afford to do it. | |SaleSoft has committed to current customers that remaining modules of PROCEED |Tanner – We don’t need consultants to sell TH. | |will be read by June 1998. | | |Twenty Prospects for PROCEED want to see completed product before making any |Tanner – It’s a much bigger and broader market than the PROCEED | |purchase commitments. market. | |Miller knows what he is doing. He has shown that he can make it work – he was|TH is an easy way to get into customer accounts, gain quick sales,| |successful in bringing order to chaos in the MRP area. |generate much needed revenues (pg. 1). | |The competition is going to heat up very quickly in the TH market – Microsoft |Industry experts think it is unlikely that one vendor will be able| |and Lotus are planning to enter. All the CSAS competitors are small and like |to do it all (pg. ) | |SaleSoft – this is an easier battle for SaleSoft. | | |We dont have the skills to mass market products – we dont know how to sell |Customers are very skeptical about CSAS and the ability of CSAS | |TH. |vendors to survive in the long-run (pg. 2). | |Creating awareness for TH is very expensive – half a million dollars over the |It is easier to quantify the benefits of TH, and it needs no | |n ext six to eight months. customization (pg. 9). | |We just need to convert 6 of the 20 prospects to hit $5. 7 million in sales**. |TH is easy to sell – only the sales VP needs to get on-board. | |Given that there are just five players in CSAS and we are better than the |There are too many players involved in the purchase of PROCEED | |others, (using Exhibit 3) this is not difficult. |(pg. 9). | |(** $2,400/seat * average of 400 seats per prospect |TH needs only 1/3rd the time taken for selling PROCEED (pg. 9) | |* 6 = 5. 6 million) | | | |Tanner – We will not relinquish the PROCEED market if we go after | | |TH (pg. 10) | Once some of these issues for and against have been brought up, the instructor can push the discussion to the next theme in the following manner: â€Å"It looks like both sides have legitimate reasons to support their action plan. Those who are against PROCEED seem to be disturbed by the lack of sales in the last eighteen months. They also believe that TH will not have the same problems as PROCEED. Those who support it believe that more PROCEED sales are just around the corner and that selling TH is no different from selling PROCEED in terms of difficulty. In either case, it seems that understanding the purchase process for the PROCEED product will help us understand why some people think that PROCEED is the wrong product for SaleSoft and others think it is the right product. Let’s understand the CSAS buying cycle as given on case page 4. † What is the buying cycle for PROCEED? The buying cycle begins when the senior management realize that a CSAS might solve existing sales, marketing, and service problems. The case doesn’t provide any details about how long this stage takes. It is useful to ask the students what the catalyst is for this stage to happen. Typical responses here focus on the top management’s frustration with the inefficiencies that exist with current systems and their inability to control and improves sales, marketing, and service processes. Once top anagement have seen that they are able to bring order to the manufacturing, inventory, and materials handling functions, like Miller (pg. 7) they think that automation might provide answers to managing sales, marketing, and service issues. Some students might counter these comments by pointing out that automating sales and marketing functions is very different from MR P systems (see pg. 2 on the general belief that there was no standardized approach to sales order cycle). Next, the subsequent stages of the CSAS buying cycle can be captured in the following manner. In addition to text on pg. , there is a lot of information in Exhibits 4 and 5 on the issues raised by different members of the DMU, their concerns, and the benefits they seek from CSAS solutions. Using these three sources of information, the instructor needs to push the students to answer the following questions for each stage: What is this stage in the buying cycle all about? Who are the people involved in that stage? What are their roles? What do they want at this stage? Are they positive or negative about the CSAS product? (This format is what the students would have read in the assigned reading â€Å"Major Sales: Who Really Does the Buying? by Tom Bonoma. ). I have found that there is wide variance in the student analysis on who is involved in each stage and what are their motivat ions. Rather than trying to clarify these issues, I take them as they come. There is a lot of energy at this point and it doesn’t help to challenge students on their views. Invariably, this job is well done by other students who will object to comments with which they disagree. It is important that the instructor captures the following points: 1. Consultants get involved very quickly in the cycle and get more powerful over time. 2. Senior management plays a bigger role in the beginning and in the end. However, in the middle stages they have a limited role to play. 3. Line managers are involved more in the intermediate stages that involve systems design. 4. Users might only be involved towards the end. This is not clearly spelled out in the case and students will debate this issue. Some will insist that users will be involved throughout. Others will quote the case and suggest that it is only with the pilot test that users get involved in the process. [2] Below, is an example of a table that came out of a class discussion in my Business Marketing Class. SaleSoft Buying Cycle Stage Involvement Activity Timeframe (months) Need IdentificationCEO, CFO, VP Sales,Realization by senior 21-30 VP Marketing, VPmanagement that CSAS might Servicesolve existing problems Need ClarificationVP Sales, VP Mktg. , VPEvaluation of potential to 3-4 Service, VP MIS, SAautomate existing processes and Consultantsspecification of the order in which functions are to be automated Need Definition andVP MIS, IS Managers,Evaluation of how different 2-3 SpecificationSales, Managers,functions to be automated are Marketing Managers,related and how data is to be SA Consultantscollected, stored, and analyzed Evaluation ofCEO, CFO, VP MIS, SADecision on which system (h/w 6-8 Software/hardwareConsultantss/w) to purchase, short-listing of And vendorvendors Alternatives Pilot Testing andSales Reps, SalesCustomization of CSAS and pilot3-4 CustomizationManagers, MIS dept. ,testing SA consultant, CSAS vendor Rollout 4-6 An important point for the instructor to point out here is that it is common for the DMU composition to change as we go from one stage to another. On a side board, the instructor can also separately capture the orientation of each DMU member towards CSAS. DMU |Orientation |Under- |Interest in |Reasons | |Member |to CSAS |standing of |Implementing | | | | |CSAS |CSAS | | |CEO |+/- |Low |+/- |+Would like more control and higher sales marketing | | | | | |efficiency | | | | | | | | | | | |- Has other things to think about | | | | | | | |CFO |+ |Low |+/- |same as above | |VP Marketing |+/- |Low |+/- |+Wants more control | | | | | | -Fears that other will have access to data. Erodes power | | | | | | | |VP Sales |+/- |Low |+/- |same as above | | | | | | | |VP Service |+/- |Low |+/- |same as above | | | | | | | |Sales Reps |-/+ |Low |-/+ |-Worried about sharing customer information- if everyone | | | | | |knows everything about my customer, what is my role? | | | | | |+This will make me more efficient | |Consultant | | | |+This is my livelihood | What is the SaleSoft’s selling cycle for PROCEED? Students will be quick to point out that SaleSoft enters into the picture at the end of Stage 4 of a customer’s buying cycle, and that too only if it happens to be selected as a CSAS vendor. One way to run this part of the discussion is to draw a ladder on the board, with one vertical line for the customer’s buying cycle for PROCEED and the other for SaleSoft’s selling cycle, and build the rungs as links between the two vertical lines. In this case, the process highlights the fact that SaleSoft does not have an approach that maps onto the customer’s selling cycle. This is a very big learning point for students and is worth the drama. I usually turn to the student who is giving me this information with a total look of bewilderment and disbelief saying something to the effect of â€Å"Is this firm out of its mind? Doesn’t it understand the process of selling? To the above figure, the instructor can then add the following information that highlights the role of consultants. The instructor can also use the point out how intermediaries can become powerful in buyer-seller transactions by getting in between the two sides very early in the process and keeping the two sides apart after that. An example that the instructor can use here is the important of getting the product specified in a customer’s RFQ (request for quotation). In many high-tech business this is considered to be more than half the battle won. [3] In cases where a competitor’s product was specified, vendors should realize that there is a good chance that they have already lost the sale. [4] At the point, the instructor can say something like, â€Å"Well, clearly the selling approach is not right. What about the economics of a CSAS purchase? Does SaleSoft have a good story to tell the customer? How much value does a customer get from PROCEED? † What are the benefits of CSAS? Case Exhibit 1 fleshes out the benefits of CSAS. Case Exhibit 7 provides more numbers that students can use to calculate these benefits. There are three sources of benefits detailed out in Exhibit 7: sales cycle reduction, startup time reduction for new employees, and employee turnover reduction. For Company A (a financial services firm), this translates into $7. 5 million in additional sales. Selling time reduction x ($ sales/ year) Additional Sales due to Sales cycle reduction= Avg. selling time = 6 x $120m = $6 million / year 120 Additional Sales due to reduction in start-up time for a new sales rep = Days reduced in startup x ($ sales / rep / year) x Days to startup x (# of new reaps) # days to startup Workdays / year =14 x$120m x 60 x 24 = $1. 1 million / year 60 120 300 Additional sales due to reduction in sales rep turnover (% reduction) x (current turnover) x ($ sales / rep) x Days to startup Workdays / year = 0. 1 x 24 x ($1m) x 60 = $480,000 / year The total additional sales for Company A from using CSAS are = $7. 6 million w/o PROCEEDwith PROCEED Sales Costs (at 30$ of sales)$127. 6 million$127. 6 million S elling Costs (at 30$ of sales)$38. 28 million$36 million * + commissions on $7. 6 million = 36 + . 1 x 7. 6 = $36. 76 million Difference38. 28 – 36. 76 = $1. 52 million *-$120 million x . 30 = $36 million. Using PROCEED, cost of sales remains the same as it would be if sales volume were $120 million w / o PROCEED. We can also get to this number by working directly from the savings. If we assume that selling costs don’t change, then the company saves 30 percent (row 3 of Exhibit 7) of the additional sales in costs less commissions of 10 percent. Thus, the firm gets $7. 6 x . 20 = $1. 52 million in the first year after implementing PROCEED. The Costs of implementing CSAS for Company A are: Initial Costs = H/w + PROCEED license fee + start up + Implementation training costs + annual costs of internal resources = $1. 5 m + $600k + $200k + $180k + $150k = $2. 63 million Thus, the pay back time for the CSAS investment is around 1 ? years. For Company B, the results are even more dramatic and the pay back period is less than a year. For company B that is in computer h/w, the analysis is as follows: Selling time reduction x ($ sales / year) Additional Sales due to Sales cycle reduction = Avg. selling time = 15 x $350m = $29. 16 million / year 180 Additional Sales due to reduction in start-up time for a new sales rep = Days reduced in startup x($ sales / rep / year) x Days to startup x (# new reaps) # days to startup Workdays / year = 20 x $350 x 90 x 88 = $8. 2 million / year 90 250 300 Additional sales due to reduction in sales rep turnover = (% reduction) x (current turnover) x ($ sales / rep) x Days to startup Workdays / year = 0. 15 x 88 x ($1. 4m) x 90 300 The total additional sales for Company B from using CSAS are = $42. 9 million w/o PROCEEDwith PROCEED Sales$392. 9 million$392. 9 million Selling Costs (at 35% of sales)$137. 5 million$122. 5 million + commissions on $42. 9 million = 122. 5 + . 04 x 42. 9 = $124. 2 million Difference137. 5 – 124. 2 = $13. 3 million We also get this by working directly from the savings: if we assume that selling costs don’t change, then the company saves 35 percent (row 3 of Exhibit 7) of the additional sales in costs less commissions of 4 percent. Thus, the firm gets $13. 3 million in the first year after implementing PROCEED. The Costs of implementing CSAS for Company B are: Initial Costs = H/w + PROCEED license fee + start up + Implementaiton training costs + annual costs of internal resources = $3. 6 m + $1. 44m + $450K + $430k + $350k = $6. 27 million Thus, the pay back time for the CSAS investment is less than half a year (. 47 years). Using the above information, the instructor can draw a stacked column of the benefits and call it the â€Å"value column† or the â€Å"value line. † Executives are very likely to get in at this point with their own versions of bars, pies, stars, and other ways in which their firms represent customer value At this point, the instructor can push the class by saying something like, I think that SaleSoft has a good selling story. Not only is the firm going to get additional sales, it will have reduced sales rep turnover and higher sales rep morale. In addition, the investment pays for itself in less than 6 months for Company B. The economics and other benefits that we spoke about should make this an easy sell, shouldnt it? There will be a skeptic who is primed to get into this discussion now (and there will always be one, dont worry) saying that the value line is just a part of the selling story. Using Exhibit 5 (Typical Concerns Regarding CSAS Solutions) that provides a breakdown of specific concerns about the benefits of CSAS for each member of the DMU, this student will bring up everal issues highlighting the following: 1. The value of PROCEED needs to be sold at every level of the organization. Not every person in the DMU cares about the sources of benefits as defined by the value line. 2. The CEO and CFO need to be convinced that the system will work and that SaleSoft will not go out of business leaving them with no support. Further, there will be arguments that the three sources of benefits are very hard to measure and unrealistic. 3. The VP MIS needs to be convinced that the operation of the system will be as promised. 4. The Sales managers and VP Sales need to be assured that their salespeople will use the system well. . The Sales Reps need to be reassured that the system will benefit them. This sets the stage for the instructor to say something like, So creating these value lines is not the end. We also need to take this value line and convert it into a legitimate selling story that our sales reps can take to their customers. At this point, the instructor can mention to the students that this is a potental area where things can break-down between marketing and sales. Marketing develops value propositions with all these benefits quantified. However, when they then toss it over to Sales to take it to their customers, Sales find it very difficult to manage. The next thing you know, there is a breakdown in the initiative. I reiterate the fact that it is here the most large companies are facing problems in implementing their new strategic marketing initiatives. Marketing is so consumed by figuring out the process of where and how they create customer value that sometimes they don’t pay attention to what they need to do to help Sales develop a strategy to extract the value that they have created. Next, the instructor can move the discussion along by shifting the focus from PROCEED to TH. How does TH compare to PROCEED? Selling TH is different from PROCEED in several ways. First, unlike PROCEED, TH is focused only on sales. This signficiantly reduces the number of people involved in the buying cycle as well as the need to build consensus between the traditionally diverse sales, marketing, and services departments of customer firms. TH delivers enormous value to Sales VPs of firms that are involved in selling big-ticket items with long, and complex selling cycles. These Sales VPs find it difficult to provide their firms with accurate forecasts, which in turn affects the firm’s ability to plan operations and resources. Thus, TH might be an easier sell than PROCEED. Looking at the value line created for PROCEED, students will point out that all the benefits listed for PROCEED are also applicable to TH. Compared to PROCEED, TH needs minimal customization (customizing the program requires only small alterations such as changing the number and names of segments in the opportunity pipeline). Some students will point out that TH might not really by a TH for PROCEED, since it appears to be addressed to a market segment that is not the same as the PROCEED product. Not all PROCEED prospects would necessarily want to start their automation efforts with TH. Also, not all TH users might be interested in the complete PROCEED product. This is the point where the instructor needs to run a discussion on what is the role of TH, how does one design a TH product, and what is the link between TH and the customer acquisition and retention process. What is a Trojan Horse? How does it facilitate customer acquisition and retention? TH is a good solution in situations where the complete product is very expensive and involves a high level of risk for customers. In these cases, customers might not be willing to make the investments in the vendor. As is the case with PROCEED, vendors are able to generate interest in the product but are not able to convert this interest into actual sales. In these situations, if there is an opportunity to unbundle the complete product into distinct products that can be sold and used independently, and it is also possible for the customer to add modules over time without risking any loss in past investments, then TH can be a very effective tool for the vendor. TH provides with an opportunity to penetrate a customer account faster and more economically. A good TH product will also facilitate and ensure future sales of other products to the customer. For the customer, TH offers an opportunity to reduce the risk and the investments involved. The customer is able to use the TH product and experience the benefits fro that product before making any further investments. It also gives the customer a chance to assess the capabilities of the vendor to support and serve them over time. TH also provides the vendor with an opportunity to make some money relatively quickly. Vendors can use TH to create a barrier to entry for competitors by increasing the switching costs to the customer. Designing the TH product involves the integration of product bundling/unbundling issues with pricing issues. In designing a TH product, the vendor should be careful not to design a TH that becomes an end in itself such that customers do not see the need to buy the full product. How much of the functionality of the full product should be incorporated in the TH product? What should the price of the TH product be compared to the full product? How should the vendor manage the migration of customers from the TH product to other products? Exhibit 1 provides a set of PowerPoint slides that I use to discuss these issues in greater detail. Based on what we have discussed, how will you price TH? Based on customer value, one could potentially make the case that TH should be priced at the same level as PROCEED, i. e. , $2,400 per user. This is base on the fact that the value line for TH is the same as that of PROCEED. Some students will point out that this price is difficult to justify given that SaleSoft is having trouble selling PROCEED at $2,400. Other students will suggest that if SaleSoft were to go after prospects that had never seen PROCEED or used a CMS product, then it is possible for SaleSoft to price TH at $2,400 or even higher. Using competition as a basis, given that TH is closer to a CMS product, students are likely to suggest a price anywhere from $200 to $400. Finally, in the case, Miller has suggested a price of $1,000, and Tanner has suggested a price of $400 per user. Students that suggest a low price will point to the fact that SaleSoft has to minimize customer resistance and reduce marketing and sales costs. At a price of $400 per user to below, they will suggest that TH will sell like hot cakes. They will quote Tanner who says, â€Å"at this price, our salesforce will have to just go out and pick up these orders. † Those that suggest a price closer to $1,000 per user will argue that at a lower price, SaleSoft is leaving money on the table. Given the enormous benefits TH provides customers, these students, like Miller, will want to charge a higher price to extract a reasonable value for themselves. It is also possible to do the following break even calculations to determine the price of TH. TH Cost = Development cost + Init. Marketing cost + ongoing marketing costs = $200,000 + $500,000 + $200 / user At $1,000 (as per Miller), SaleSoft would need = 700,000 = 875 users to break even 1000 200 And at $400 (as per Tanner), SaleSoft would need = 700,000 = 3500 users to break even 400 200 Using the results of this analysis and information from Exhibit 7 that suggests that SaleSoft can expect to get 200 users per prospect, one can conclude that SaleSoft needs 875 / 200 = 5 customers at $1000/seat and 3,700 / 200 = 18 customers at $400 per user to break even. The instructor can then ask the students how many prospects they think SaleSoft is likely to be able to get in the next 9 to 12 months. This is also the ideal spot for the instructor to draw the attention of students to Exhibit 8. â€Å"What do you think of the way this firm has been organized? Do you think the organization has been set up to sell PROCEED? Would it need to be changed if TH were introduced? How do you think SaleSoft’s organization structure will affect its ability to sell PROCEED or TH? A look at Exhibit 8 suggests that a plurality of employees comprise the development department, with the next largest number of individuals working in support services. Both the sales and the marketing departments are small, with only five and four members, respectively. It is interesting to point out that Miller seems to recognize this when he points out that SaleSoft has neither the resources to have separate sales forces for the two products nor the will in the sales department to sell PROCEED if TH is available. Students will look at all this information and suggest that this firm is still organized to develop products- not to sell them. They will suggest that Miller completely re-organize the firm and build up selling capability very quickly. The instructor can push students on this point by asking the following question, â€Å"If you are an entrepreneur in a high tech industry and have been developing products for a while, when will you change the organization? How will you change it? It is very easy to say that Miller should do it. However, students have to understand that this is a non-trivial issue. The instructor can highlight that the transaction from being product development oriented to becoming marketing/sales oriented is a very tough one and is usually the place where many high tech startup firms falter. In these businesses, the need to innovate continuously and develop new product only complicates issues further. What Happened? As the case points out, Miller and Tanner were looking for an additional $2 million of venture capital. Late in 1995, they decided to use the TH proposal as their trump card to get more investments from the venture capitalist (VCs. ). As a condition to giving more money, the VCs demanded that SaleSoft put the PROCEED project on the back burner and push ahead with the TH product. SaleSoft made a big announcement that it had now positioned itself as an â€Å"Opportunity and Pipeline Management† company. The VCs did not allow the organizational structure to be changed in any manner since they saw this as major and unnecessary expense. As a result, when asked to sell the TH product, the firm’s sales reps took the standalone TH product to the same set of prospects to whom they had been trying to sell PROCEED. Two things happened as a consequences. First, competitors that were trying to sell CSAS to these prospects immediately seized upon this chance. They started telling the prospects that if they wanted a sales forecasting and opportunity pipeline manager, then possibly TH was a good bet. However, if they were looking for a complete CSAS solution (which these prospects were) then TH wouldn’t cut it. Further, with SaleSoft calling itself the pipeline manager, it was more or less clear that SaleSoft had pulled out of the CSAS marketplace. The other thing that happened was that these prospects had moved so far down the buying cycle that they were not willing to go back and put everything on hold and shift their attention to buying TH. Add to this the competitive reaction and there is little doubt about what happened. TH sales did not take off quickly and Miller and Tanner had to back to the rawing board to think of how they were going to manage the whole process. Teaching Process One way to manage the wealth of information in the case is to break up the discussion into several times. Theme 1: As the case revolves around a bi nary decision, the best way to begin the discussion is with a comparison of PROCEED and TH. There is usually an even split in class with support for both products. The instructor can lead the class to the next theme by pointing out that people who support TH appear to suggest that SaleSoft will not be successful if it continues to sell PROCEED, and those who support PROCEED appear to suggest that SaleSoft is on the verge of getting a major break in PROCEED sales. Clearly, it is the interpretation of the current PROCEED sales that is at the heart of their analysis of both sides. Theme 2: Here, the instructor needs to walk the class through details of the different stages in the CSAS purchase process (or buying cycle). It is important that the instructor needs to push the discussion on who is involved in each stage, their needs, and what they are looking for in that stage of the buying cycle. Having done that, the instructor then can ask the class to map SaleSoft’s selling cycle onto the customer’s buying cycle. It becomes evident that SaleSoft enters the picture very late in the game and is at the mercy of consults. Once this issue has been identified, the instructor can transition the class to the next theme by asking the following question, â€Å"Okay, we have found that SaleSoft is very late in getting into the game. That is clearly not good, but let’s live with that for the moment. At least, do they have a good selling story to tell? Does PROCEED deliver value to a customer? † Theme 3: The third theme is all about understanding and quantifying the benefits of PROCEED to the customer and revolves around the numbers in Exhibit 7 of the case. The instructor can build a column, (or, a line) of benefits to a customer. With the customer value line developed, the instructor can get details on costs to a customer of buying PROCEED. The instructor can then summarized by saying something like â€Å"With these kind of numbers and a pay back period of less than a year, customers should be lining up at SaleSoft’s door to buy the product. But that’s not what is happening. What’s wrong with our analysis? † This leads to the idea that it is not enough to come up with these value lines, it is also important for the firm to figure out how it is going to sell these benefits to the customer. Will a customer see this value? Are there other factors that were not considered? Theme 4: Next, the instructor can move the discussion to the other side and ask how students see TH solving all these problems. The associated decision that needs to be addressed is about how to price the TH product. The instructor should then ask the students if they think that the TH product should be sold to PROCEED prospects. Most of the students will say that the TH product has to be sold to a different set of customers and that it is good for those customers who don’t want to buy PROCEED today but might be prospective customers for PROCEED in the long-run. The instructor should capture this issue on the board since it will be very useful to go back to in the summary. The instructor can also choose to use this time to do a short lecture on the role of TH: how does TH help manage customers better over time? When is it useful to think about a TH product? What factors should be considered in the design of a good TH product? etc. Linked to the pricing decision of the TH product is the issue of whether SaleSoft has the capability to sell this product. This leads to the next theme in the case discussion. Theme 5: The instructor can then bring the attention of the class to the organization chart in case Exhibit 8. The instructor can initiate this part of the discussion by asking a question like, â€Å"What do you think about this organization? What is it designed to do? The discussion then revolves around the issue of whether one should organize proactively, or reactively in developing markets. How should a start-up firm that is still focused on product development develop an organization that will take care of market development? SaleSoft’s organizational structure, not atypical for a start-up firm, might make it difficult for the firm to be successful in a mass marketing strategy. Theme 6-7: Here the instructutor can tell the class what happened and ask them how they would respond to SaleSoft’s decision to market the TH product. It is important to get the customer and competitor’s veiwpoint here. Finally, the instructor can do a short 5-10 minute lecture that summarizes the learning from this case discussion. Some Additional Thoughts For the last three years, I have visited the Sales and Marketing Automation Conference that is held in Boston every year. It is amazing to see the turnover of firms in this business. More than half the firms seem to be new ones. Interestingly, the people in the booths seem familiar. They just have changed jobs and work for new firm every time I see them. During one visit with Professor Ben Sharpiro, we asked several vendors to tell us more about their product, and who were their main competitors. The most common answers were (a) we are the only ones who have truly integrated sales and marketing automation software in the business, and (b) we really don’t think we have any competitoin. In the last twenty minutes of the class, I tell students that SaleSoft decided to launch TH and that it did not change its organization very much. I then ask them to tell me what they thought would happen. Students very quickly get to the point that SaleSoft must have gone back to its PROCEED prospects with this new product. Next, I ask them how this customer would react. Most say that there will be a signficant customer resistance to this move by SaleSoft. However, there are some who think that these prospects have not bought because they have doubts about CSAS. I take these comments as they come and then ask students to tell me how competitors would react to this move by SaleSoft. There are a few students who come up with the point that the competition can do best by acknowledging that the TH product is good but something that the customer really doesn’t want, and also that SaleSoft would be unlikely to deliver a CSAS product to the customer in the long-run. After this discussion, I run a short 10 minute lecture on the role of TH in helping vendors manage customers more effectively and link product line management (bundling) issues with pricing (value extraction)- especially when the products are expensive, complex, and require major changes on the customer’s part, and customers are risk averse. Managing the product line across customer life cycles and providing customers with a clear-cut migration path that reduces their risks and maximizes value to them will always ensure that vendors retain customers. TH also can be very effective in providing vendors with resources in the beginning that will help them survive and support themselves in the market development stages. Exhibit 1 of this teaching note is a PowerPoint slide presentation that I use to discuss the role of TH in managing customers and managing the firm. Issues to Manage There are a few issues that the instructor will need to watch out for. First, it is possible that some students raise the issue that cost of converting the existing modules of PROCEED’s Sales System appears to be too high. That it is difficult to understand how SaleSoft did not anticipate this when developing the system. This is an issue that cannot be answered satisfactorily using information in the case. The instructor can manage this issue by directing the students to the information on the page where Miller clearly explains why this happened. Second, some students try to take the easy way out and suggest that Miller should sell SaleSoft to a large software firm that is seeking to enter this market. The instructor can address this by saying, â€Å"What would Miller think of your idea? Miller says he brought order to chaos in manufacturing and is going to do the same in selling, marketing, and service. How are you going to make him walk away from what he sees as a tremendous opportunity? Students quickly understand the passion that the entrepreneur has in his baby. I also ask students whether this is the time to sell the firm. Given the current situation, would Miller be able to get a good price for the firm, or would he be better off getting some more sales before trying to sell the company. The term Trojan Horse is used to refer to an object or action used to gain easy entry into areas that might otherwise be difficult to access. The Trojan War is the subject of Homers Iliad and is thought to reflect a ten- year siege of Troy by the Greeks circa 1200 b. c. The fall of Troy is recounted in Virgils Aeneid: according to Virgil, the Trojans, having held out against the Greeks for 10 years, were tricked into hauling inside their city walls a large wooden horse (the so-called Trojan Horse) left as gift for the Trojans by the Greeks. The belly of the wooden horse was full of Greek soldiers who, once inside, opened the city gates at night and thus let in their compatriots to sack Troy. There is an interesting question here about how one would select the sample for the pilot test: should the test sample constitute people who will be most comfortable with the product, or should it be done with a group of people who are very skeptical about it? Should the test site be one of the more important markets for the customer, or should it be done in one of the secondary markets where there is less at stake for the customer? I had the opportunity to sit in on a couple of pilot test design sessions and found that th ese were issues on which the parties involved had a lot of trouble coming to any sort of agreement. The vendor and product champion (on the customer side) wanted to have a sample of favorably disposed users in a high profile office of the customer. They felt that this would given them a higher chance of success. The customer’s senior management wanted to pilot test using skeptics in a low profile market. I usually take a minute to bring this issue to the attention of the students. Given the time constraint, I usually don’t get into a long distance on this issue. * I have had executives come back to me after class with their versions of ladders and how they just realized what was missing in their own sales approach. [1] In my own personal experience, I have found that vendors that do a win / loss analysis of orders, very often find a dramatic difference in the probability of winning a bid when the specifications have been designed to favor a competitor’s product as compared to when the specifications are more favorable to their own product

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