A Cultural Review of Germany in the 1940’s According to Essay Example for Free

A Cultural Review of Germany in the 1940’s According to Essay It has been stated, to comprehend the present an individual must know and comprehend the past. Concentrating on that quote explicitly to understanding the past is the thing that The Diary of Anne Frank permits the peruser to do. There are a wide range of societies around the globe and numerous societies inside societies. Taking a gander at Germany in the timeframe of the 1940’s, the peruser can see that there in actuality is a culture inside in a culture. The incredible thing about this bit of writing is that it is the real individual in the way of life composing what is happening during that time period. The Diary of Anne Frank lets the peruser jump into a piece of history that the way of life was not the same as some other and experience what it resembled to be a Jew in the 1940’s in Western Europe. It is kind of unexpected how during that timeframe there were individuals living in harmony and individuals living in unrest. This journal just tells about her experience while she is hanging out, yet it additionally offers reference to what exactly is going on outside her family’s cover up out. So starting there of view the peruser can get the perspective on what the way of life resembled while Jewish individuals were hanging out and what is resembled to be removed and placed in an inhumane imprisonment. Living in harmony may mean how the German individuals are living since they don't need to confront mistreatment from the legislature or it could mean how the Jewish that are living in alcoves find a sense of contentment since they have not been sent to an inhumane imprisonment yet. Then again living in strife can imply that the Jewish individuals are living trepidation of being gotten and taken to an inhumane imprisonment and that the individuals that are as of now in the camps are as of now in disturbance. At the point when it is said that somebody is living in dread implies that they are frightful in light of the fact that something may transpire. For this situation the reality they could be detracted from their families on the off chance that they are trapped secluded from everything. In Anne Frank’s case, she is apprehensive on the grounds that she needs to be an entertainer and those fantasies may never materialize. It is additionally the dread of not knowing. Being in anticipation of not recognizing what will happen is here and there more terrible that what really will occur. While Jewish individuals are living in forts there is no uncertainty they are living in dread. The peruser can tell that in certainty the entirety of the occupants with Anne Frank are living in dread in light of the fact that each time something happens they accept that it is the Green Police coming to get them. Living in the inhumane imprisonments is living in trust. Not comprehending what is happening outside the fence of the camp is surrendered over to the creative mind of the individual glancing out it. In some cases the best way to proceed onward throughout everyday life, particularly living in a death camp, is to seek after something better. Much the same as with regards to religion, individuals accept that there is a higher force. It gives them plan to proceed onward to the following day supposing that there was no higher capacity to put stock in and give a reason for living then in actuality what might be the motivation to live. The peruser can see this proof in light of the fact that the dad of Anne Frank tells everybody that they don't need to live in dread any longer and they can live with the expectation that the war will end. It might be implausible to state that opportunity was as yet accessible to the Jewish individuals. In any case, while hanging out there was still some opportunity that they could appreciate. Supper time was something that everybody anticipated during the day. Simply having the option to eat was such an ethical sponsor. Despite the fact that it was quite possibly a potato and bread, it despite everything had an impact that invigorated them to proceed onward to the following day. Life in the German death camps was similarly intolerable. Subsequent to showing up, the Jews found the camps weren’t far superior to the railway’s steers vehicles. Many lines of sleeping quarters style houses remained in the focal point of these camps. Inside each sleeping enclosure there was minimal more than beds, three or four high with little space among them and barely any room in which to move. There was little food and water there as well. Thousands in the camps kicked the bucket from starvation, infection, and presentation to the components. Others were taken shots at the impulse of the Nazis monitors. Those Jews that worked had their lives saved yet were taken care of sufficiently just to keep them alive. Nobody knows without a doubt what number of kids were slaughtered yet it is assessed at between 1. 2 and 1. 5 million. The kids that endure did so in light of the fact that they were covered up in homes, cellars and cloisters or lived with Christian families who hid their characters. Before the finish of the war 6,000,000 Jews had been murdered somehow inside and outside inhumane imprisonments across Europe. Never in mankind's history had such huge numbers of been murdered in light of what their identity was. Jews not promptly chose for eradication confronted a living demise in the inhumane imprisonment, which additionally included non-Jewish detainees, a considerable lot of them adversaries of the Nazi system. The SS, who ran the camps, enjoyed cruel embarrassing and brutalizing their defenseless Jewish casualties. They get up at 3 am. They need to dress rapidly, and make the bed with the goal that it would appear that a matchbox. For the smallest anomaly in bed-production the discipline was 25 lashes, after which it was difficult to lie or sit for an entire month. Everybody needed to leave the encampment right away. Outside it is as yet dull or, in all likelihood the moon is sparkling. Individuals are trembling a direct result of absence of rest and the virus. So as to heat up a piece, gatherings of ten to twenty individuals stand together, consecutive in order to rub against one another. There was what was known as a wash-room, where everybody in the camp should wash. There were just a couple of fixtures and there were 4,500 individuals in that area. Obviously there was neither cleanser nor towel or even a hand-hanky, with the goal that washing was hypothetical as opposed to functional. In one day, an individual there came a humble individual in fact. They used to get a large portion of a liter of dark, unpleasant espresso. That was all they got for what was called breakfast. At 6 a. m. a headcount and they all needed to prepare for action, in fives, as indicated by the encampment, of which there were 22 in each segment. They remained there until the SS men had fulfilled their game-playing impulses by funny requests to take off and put on tops. At that point they got their report, and checked us. After the headcount work began. They went in bunches some to construct railroad tracks or a street, some to the quarries to convey stones or coal, some to take out excrement, or for potato-burrowing. restroom cleaning, encampment or sewer fixes. This occurred inside the camp walled in area. During work the SS men beat up the detainees brutally, cruelly and for reasons unknown. They resembled wild brutes and, having discovered their casualty, requested them to introduce their rear, and beat them with a stick or a whip, as a rule until the stick broke. The casualties shouted simply after the primary blows, a short time later they fell oblivious and the SS men at that point kicked at the ribs, the face, at the most delicate pieces of a person’s body, and afterward, at last persuaded that the casualty was toward the finish of their quality, The SS would arrange another Jew to pour one bucket of water after the other over the beaten individual until they woke and got up. A most loved game of the SS men was to make a boxing sack out of a Jew. This was done in the accompanying manner: Two Jews were stood up, one being compelled to hold the other by the neckline, and a SS man prepared giving him a take out. Obviously, after the main blow, poor people casualty was probably going to fall, and this was forestalled by the other Jew holding him up. Sometime later, Hitlerite killer had prepared along these lines for 15 minutes, and simply after poor people casualty was totally broken, shrouded in blood, his teeth took out, his nose broken, his eyes hit, and they discharged him and requested a specialist to treat his injuries. That was their method of taking consideration and being liberal. Another standard SS propensity was to kick a Jew with a substantial boot. The Jew had to remain to consideration, and at the same time the SS man kicked him until he broke a few bones. Individuals who remained close to enough to such a casualty regularly heard the breaking of the bones. The torment was awful to such an extent that individuals, having experienced that treatment, kicked the bucket in distress. Aside from the SS men there were other master executioners. These were the supposed Capos. The name was a shortening for sleeping shelter police. The Capos were German hoodlums who were likewise camp prisoners. Be that as it may, in spite of the fact that they had a place with us, they were special. They had an uncommon, better sleeping quarters of their own; they would be wise to food, better, practically ordinary garments. They wore unique red or green riding pants, high calfskin boots, and satisfied the elements of camp gatekeepers. They were more regrettable even than the SS men. In each segment stood a hangman's tree, for being late for the head check, or comparative wrongdoings, the camp senior hanged the guilty parties. Work was really useless, and its motivation was fatigue and torment. At twelve early afternoon there was a break for a supper. Remaining in line, we got a large portion of a liter of soup each. Generally it was cabbage soup, or some other watery fluid, with-out fats, dull. That was lunch. It was eaten in all climate under the open sky, never in the sleeping enclosure. No spoons were permitted, however wooden spoons lay on each bunk most likely for appear, for Red Cross councils. One needed to drink the soup out of the bowl and lick it like a canine. From 1 p. m. till 6 p. m. there was work once more. I should underline that in the event that we were fortunate we got a 12 oclock supper. There were long stretches of discipline when lunch was given along with the night feast, and it was cold and harsh, so our stomach was unfilled for an entire day. Evening work was the equivalent: blows, and blows once more. Until 6 p.m. At six there was the night headcount. Again we had to get ready. Checking, getting the report. Generally we were left getting ready for an hour or two, while some p

Qantas Group for Growth and Sustainable †Free Samples to Students

Question: Talk about the Qantas Group for Growth and Sustainable. Answer: Presentation Built up in 1920, Queensland, Australia Qantas isn't just one of the biggest, nut additionally one of the most established aircraft organizations on the planet. The organization has accumulated ubiquity in the market for the offering top notch assistance and offices at sensible evaluating and is known for its domestics and worldwide carriers (Investor.qantas.com, 2017). The carrier gloats to have a help that exceed expectations in giving security to the clients and the representatives, operational unwavering quality in the administrations and giving client assistance to the travelers . There are universal, household just as territorial battles administrations accessible with Qantas (Investor.qantas.com, 2017). There are roughly 30,000 workers over a system of activity of around 141 goals in Australia, the UK, Europe, US, Africa, and Asia-Pacific. Throughout the years the organization has made a notoriety of being one of the main decisions of the individuals in the event of going all through Australia. The vision of the organization is to offer the client a wonderful ride at a sensible reasonable. There are two significant brands working inside the association: Qantas and Jet Star. The organization has adjusted to the maintainability plan of action and is engaged with various CSR exercises making a practical future one of the significant targets of the organization (REUTERS, 2017). Points and goals To construct a reasonable future for the association To guarantee bother free ride for the travelers To decide sensible cost for the administrations To turn into the market head Interior condition Analysis The non-imitable variables of the association is that it has a long notoriety of furnishing the travelers with great sensible rate value reasonable tickets and has likewise earned generosity and has set benchmarks over the long haul of guaranteeing most extreme security for the travelers (Investor.qantas.com, 2017). Aside from this the organization has considerable rundown of airplanes stacked with high innovation offices guaranteeing the organization accomplish its target. The human asset of the organization incorporates the administration of the association just as the representatives who help in maintaining the everyday business of the association. The different activity divisions of the association are: pilots, lodge group, ground staff, building and the IT office, fund office client care office, advertising and correspondence office. The organization has answered to have an Underlying Profit Before Tax of $1,401 million of every 2016/17 (REUTERS, 2017). The organization has a high brand esteem that is one of the major inside quality of the association which gives the organization an edge over the rivals in the market. The administration of the association is centered around growing the business and accomplishing it with the assistance of supportable measures, the organization has greatest benefits from the household and provincial courses, and the organization is one of the main significant distance carriers on the planet and is constantly extending its activities (Investor.qantas.com, 2017). The organization has vital union with 13 different carriers from around the globe in the idea called oneworld, this permits the aircraft to guarantee that the travelers offered with perfect support across in excess of 1,000 goals around the world. In this coalition if Qantas can't take the travelers to the last goal, they urge the explorer to fly with the oneworld accomplice carriers (Botha et al. 2014). Outer business condition The outer business condition will be investigated with the assistance of PEST examination Political: As the nation of origin is Australia the organization gets a great deal of exchange freedoms as the administration has liberal exchange approaches empowering business. The political state of the nation is steady which enables the organization to concentrate on the key administration and improvement of the association. The organization needs to keep the work laws and the assessment laws so as to guarantee smooth tasks. Then again the organization likewise needs to agree to the principles and guidelines o flying and exchange with different nations of tasks. The association likewise has great relations with severe governments like Middle-east and China (Investor.qantas.com, 2017). Financial: The monetary state of Australia is genuinely steady the association is affected with the conditions, for example, swelling or wretchedness in the economy. Change in the oil costs inside the nation additionally impacts the gainfulness of the business. Another central point that impacts the business is the vacillation of the money rates. The tax collection arrangement of the administration likewise impacts the activities of the business (Gupta, 2013). Social: The Company has a picture of giving safe and ties down battles without issue while in transit to the goal as the national transporter it appreciates the trust of the individuals of Australia. As the travel industry is a huge industry in Australia both worldwide and locally the organization likewise is in consistent interest for its administrations. Innovative: innovation is one of the most significant elements that sway the carrier business as the association is continually developing to furnish the clients with higher offices and guarantee security measures to stay aware of the altruism of the organization. Developing the activities by interfacing it with the developing innovation accessible has guaranteed that the organization gets an edge over the rivals in the market. Innovation has empowered Qantas Airline to turn into the primary organization that has performed arriving with the assistance of applying satellite innovation (Ho, 2014). Key arranging So as to build the effectiveness of the workers, the organization ought to take part in improving the aptitudes and skill of the individuals particularly the ones who are in the client care administration. Speaking with the end client is one of the significant parts of keeping up the notoriety of the organization, thus the administration ought to guarantee that the administrators in this office are appropriately prepared and can impeccably speak with the clients in regards to the issues and the complaints. The organization can fuse innovation to guarantee bother free registration for the travelers at the territorial air terminals like the significant ones. Another practical improvement in the association can be made in the site where individuals can undoubtedly purchase tickets without setting off to any outsider site. The UI must be made simple. In the corporate level the organization should concentrate on the way of life of the day by day working of the organization, the association ought to guarantee that the individuals working for the organization are focused on the association with the goal that they can help in accomplishing the points and targets of the organization. This will likewise help the organization in holding the representatives. Upper hand and maintainability Coordinated cost authority and separation methodology are the methodologies that are fused by the organization. The organization centers around furnishing the travelers with top notch offices with sensible value; cost authority is feasible for the association as the organization has the assets to guarantee it. Course division is one of the manners by which the organization guarantees separate procedure where the carrier offers support dependent on the kind of traffic to diminish operational expense (Investor.qantas.com, 2017). The organization follows the triple primary concern plan of action with regards to supportability there are various strategies that the organization needs to guarantee that they satisfy the duty they have towards nature and the general public. Decrease of fuel outflow has been one of the significant targets of the organization. The leader program of the organization is called Qantas Future. It centers around six key territories; it covers zones as wide as airplane and eco-friendliness, to maintainable items and in-flight programs. Previously mentioned the organization has a universal coalition with 13 other global aviation routes so as to guarantee that the travelers can be furnished with greatest help to arrive at their goal. This Alliance is called Oneworld. Increment showcase power, broadening, vertical extension, rebuilt its serious degree and extend capacities are a portion of the reasons the organization has joined mergers and acquisitions. Throughout the years the organization hosts converged with a few third gatherings and this has now and then been a triumph or a disappointment for instance the JetSet Travel world Limited merger was a disappointment (Qantas.com, 2018). Initiative in the association In 2014, the organization reported changes in the initiative or the official group to help the compliment structure for the more extensive Qantas bunch official group. The organization is currently lead by Chief official Qantas Domestic: Andrew David and Chief official Qantas International: Gareth Evans. They have driven the association towards new statures and greatness concentrating on a manageable development. The system and standards followed by the Australian Securities Exchange (ASX) Corporate Governance Council's Corporate Governance Principles and Recommendations, third Edition (ASX Principles).The Board maintains, the standards and the estimations of the association in the business by holding fast to the worldwide morals standard. A portion of the capacity of the board is settling on approaches and choices, observing the qualities and morals of the associations culture, delegating and expulsion of the significant official situations in the organization and so forth (Tricker, 2015). End It very well may be finished up structure the above conversation is that Qantas Airways is an organization that is centered around the nature of administration and the offices of the travelers so as to guarantee that the organization workers a few approaches and choices. The new group is likewise centered new target with the assistance of old qualities and standards. Reference list: Botha, A., Kourie, D., Snyman, R. (2014).Coping with nonstop change in the business envi

Reading Books and Using Computers Essay

Perusing books can take us to any spots and time. Simply read and let your creative mind investigate. It likewise can give us further information to the things that encompasses us. Also, it help us in our cognizance, rehearses our familiarity, and numerous others. It can likewise visit us to the Egypt, Greece, Spain and many spot here on earth without squandering cash, and vitality. It additionally takes us past the space, cosmic systems, meteors, stars and all through the universe with no requiring of rocket. What's more, in conclusion, it let us meet Romeo and Juliet, Achilles, Julius Caesar, Cleopatra, and obviously our God and rescuer Jesus Christ. All data about them is originated from books. We will never know them without the books. Some of them perhaps genuine and others might be only a story. Book is actually our companion; it could take us, meet individuals we want. In any case, these days, since perusing books is exhausting and you need to peruse for close to 7 days or mon th, understudies today are so languid to that and they generally have the discourse of â€Å"it’s a misuse of time†. Without a doubt, understudies treat their books as their foe and simply recall them when they have a test or tests. It’s so tragic that books had nearly been overlooked by understudies that became companions by their progenitors once. see more:essays on PCs Utilizing Computer is generally training today’s age. It is nearly required in the general public. You can likewise be called an ignorant when you don’t realize how to utilize it, on the grounds that even a 7 years of age child can utilize the PC. PC is anything but difficult to utilize, dependable, quick, and devour a brief timeframe. What's more, today you don’t need to need to peruse a book for close to 7 days and extend your creative mind to know the substance of the story, by just web and a â€Å"YouTube† site, and a tick you could watch your ideal novel in a flash. With moving, talking, singing, moving, battling, and numerous others activity that books can't do. That’s why understudies are keen on utilizing PC in light of its brilliant and alluring highlights that extremely engaging age of understudies today. As far today 3D is the most cutting edge highlight that produce by PCs which is the motivation behind why understudy nearly overlook the books as of now. What's more, you could complete the novel for just 2 †3 hours and have sufficient opportunity to go through it with your adoration ones or your hubby. Additionally, you can coordinate pursuit data as opposed to in the books. Also, ultimately it can let you impart to the individuals in different nations, to your families, companions, or not. PCs are broadly required by each in all of us. Not to follow the â€Å"new design line† we can say. In any case, not to be left by today’s life and â€Å"rules† particularly in applying a vocation that for the most part all activity require information in utilizing PCs and can have the ability to contend to the world. Books and Computers are both useful to our life and living. They are both wellspring of data that causes us know the things we needed to know. They give data, give more information and help us to fulfill our interest. They are both take us to different places here on the planet and to the stars known to mankind and to the spot we just find in our fantasies. Without a doubt they are both required and must be required. Be that as it may, of late as the world advance to innovative world, that it’s like â€Å"life is only a click†, books have been overlooked and keep dusty in the library, while PCs had been increasingly required by the general public. Library was very on account of its strategy â€Å"Keep Quite† as well as there are nobody there with the exception of the staff or the curator. While web cafã © were so hot, uproarious and packed. This investigation had been led to know the best and compelling wellspring of data among PCs and books. Furthermore, the regular purposes for it. What's more, finally, to know why this marvels is going on in our general public, world and universe today. Goals: 1. To count the favorable circumstances and weaknesses of understanding books and utilizing PCs. 2. To realize the successful one among books and PC. 3. To know which understudies lean toward among books and PCs as their wellspring of data. Theory: 1. Perusing books will have such a large number of favorable circumstances without any detriments, while utilizing PC will have a greater number of points of interest than books however with numerous disservices as well. 2. The compelling one is utilizing PC since its quick, simple, solid and expend just a brief timeframe instead of books. 3. The viable one is utilizing PC as a result of its multi-purposes and uses that are compelling to the learning of the understudy. Centrality/Importance of the Study This investigation might be valuable to the accompanying: School Administrators. The consequence of this investigation might be utilized by school executive to recognize what sort of source data the educator and the school staff that may use for a superior and successful instructing. Instructors. The investigation may enable the instructor to improve their picked procedure in instructing with the goal that they will convey their exercise to understudy unmistakably and justifiable. School Librarians. This examination may enable the custodian to encourage will the library as the wellspring of viable and dependable room of data through books and PC with web. Understudies. This investigation will tell understudies the significance of books and PC, their points of interest and hindrances with the goal that they may restrict their self to utilize them, and to know the sort of wellspring of data they will use in a particular issue. Guardians. The Parents will moreover be profited by the consequence of the investigation such that they can manage their youngsters for utilizing a such data in the opportune time and spot, and give restrict them when they over utilizing it. Future Researchers. The aftereffects of this examination will give the future scientists the premise of their own exploration in utilizing PC and understanding books. Furthermore, how both wellspring of data help us. Meanings of Terms Wellspring of Information Understanding Web Site Familiarity Extension and Delimitation This is a trial investigation of chose 30 first year undergrads of Capiz State University Poblacion Campus during the school year 2012 †2013.

The Link between Fat and Cancer by Jacque Wilson - 550 Words

The Link between Fat and Cancer by Jacque Wilson (Essay Sample) Content: Insert NameProfessors nameCourse/classDateThe Link between Fat and Cancer by Jacque WilsonCancer is one of the dreaded illnesses in the world. This is because once it reaches an advanced stage the victim has very little chance of survival. It is not known what exactly causes the ailment. However, researchers have been able to prove that some factors and behaviors significantly increase the likelihood of suffering from the disease. These include smoking and genetics (Anslem). Jacque Wilson wrote the article, The Link between Fat and Cancer, to shed light on one of the least known causes of cancer: high fat levels.The writer starts out by presenting some startling statistics obtained from a recent study on the link between obesity and cancer. According to a renowned cancer specialist, a considerable number of Americans are unaware that there is a correlation between cancer and high fat levels. Yet tens of thousands of the cancer cases are attributable to obesity. Worse still, considering that the number of people who have excess fat is increasing, there is a chance that obesity may become the leading cause of the chronic ailment. In this respect, there is a need for a concerted effort in sensitizing the population, both in the US and worldwide (Wilson).The researchers observed almost a million grownups for more than a decade and were able to record useful information (Wilson). It was established that obesity was the cause of the cancer cases that led to the deaths of at least ten percent of the women and men that were included in the sample. In this case, the high fat levels significantly increase the chances of suffering from more than 10 types of cancers. According to the scientists, it is not absolutely clear how high fat levels cause the chronic ailment, but from their observations, they were able to come up with some suggestions. Firstly, it is possible that high body fat is a catalyst for rapid cell division and growth. The accumulation of cells causes swellings that may turn into cancerous cells. For women, the increase in fat leads to secretion of more estrogen, which is known to cause tumors in the mammary glands. In addition, high fat levels force the body to secrete more quantities of the hormones responsible for promoting or stopping the growth of cells, which in some cases makes it impossible to repair damaged cells and hence the affected cells become cancerous (Wilson). Besides that, obesity has other negative consequences. The condition makes it difficult for patients and doctors to identify the early symptoms of cancer. Also, the dense layers of fat make the x-ray machines and other imaging devices in effective. That is, it becomes impossible to differentiate the cholesterol tissues from the tumors. In case the cancerous growths are detected, operating on the obese patients to remove the alien tissues is dangerous as such individuals can easily be affected by the viruses and bacteria that abound in medical theaters (Wilson). Worse still, even after the ...

Improving Management Styles - 1097 Words

Improving Management Styles and Their Function In the article When the Problem is Management, author Lawrence Sawyer takes a look at the different styles that managers have in their practice, how they can better perform their functions and how they relate to the four basic functions of management. As an internal auditor, Mr. Sawyer provides some insight to these managers in helping them and their departments make better use of the tools they have and points out what basic function they are violating. This article and its basic points relate directly to the assigned 1st week s reading in our Management 330 textbook and is an excellent example in how to relate the reading to a real life example. Ways to improve one s own organization†¦show more content†¦This article and its main points directly relate to discussions in class and assigned reading about managers. As we learn about what managers do in the text, the examples given in the article give good insight and problem solving scenarios to work out. We can also see how change is good and can be controlled in shaping and helping to direct the focus that is desired for an organization. This can also be applied to work experience. Being a part of the huge organization that Citigroup is, being department specific can be adhered to and still provide ample opportunities to apply learning from the article. Being a working agent in the collections department, it is easy to see the habits and decision-making process that goes on between managers. The four functions of management discussed apply to collections in an important way. Goals need to be set in monthly and quarterly quotas to keep delinquency down. Rules and procedures are set for agents to use in daily collection efforts. Coordinating the efforts of all agents and establishing chain of command authority help the department remain organized. Managers are very influential in driving Management Functions 5 agents to work efficiently and quickly, while being thorough and specific in their collection efforts. Constant evaluation is also done of individual work and as goals are set, an assessment is done t o keep futureShow MoreRelated Improving Management Styles Essay1056 Words   |  5 Pages Improving Management Styles and Their Function nbsp;nbsp;nbsp;nbsp;nbsp;In the article When the Problem is Management, author Lawrence Sawyer takes a look at the different styles that managers have in their practice, how they can better perform their functions and how they relate to the four basic functions of management. 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LaptopsPalm(99) Essay Example For Students

LaptopsPalm(99) Essay Eric AllenCI366PC Notebook and Palm Computers10/5/99Weve come a long way from the first successful portable computer. The Osborne, was introduced in 1981 and weighed 25 pounds, it came with 64 kilobits of memory. The Osbornes limited capacity and portability made it awkward compared to todays notebooks. And the cost was close to $1800, thats not to affordable for the 1980s. Through relentless pursuit of technology, notebooks of today are just a step-down from the desktop PC. The notebooks of today are lightweight, weighing about 7 pounds and just as functional as your home computer. These notebooks occupy the same software and operating systems as the desktop. With the performance of todays notebooks nothing, time and speed will not be sacrificed. Lets take a closer at what features and options they have to offer. ProcessorThere are two main manufactures of processors used in notebooks today, Intel and Advanced Micro Devices Inc. (AMD). The Intel processor is by far the most popular. Most processors have 32 kilobytes of cache memory directly on the processors chip. This type of memory is known as L1 cache. Without this L1 cache, when traveling outside the processor for information you has to slow down to the bus speed. The bus speed in notebook computers is 33MHz or 66MHz, thats slowing you down compared to the speed of the processor ex. 350Mhz. Through improvements AMDs product has become more popular, they are noted for offering lower priced notebooks. Lets talk about clock speed, both Intel and AMD K6 use megahertz to measure clock speed. Due to the differences in architecture, between the 2 chips, the K6-2 processor rarely performs at the level of the Pentium II processor with similar clock speeds. (Computer Shopper September 1999 and PC World July 99)MemoryAnother issue to take into consi deration is how much RAM (Random Access Memory) a unit has. RAM is an electronic storage area, where programs and data will be stored before the processor can manipulate it. Having insufficient RAM, the processor will wait to get its next instruction. Also you need to know how much RAM you can add later. There are a few types of ram the notebook has to offer. SDRAM is a type of RAM found in notebooks, its a newer standard, and it offers a higher performance. What exactly is SDRAM (Synchronous Dynamic Random Access Memory)? SDRAM is a new variant of DRAM that includes an on chip burst counter. The burst counter allows to increment column addresses and increase of the burst access. With SDRAM the CPU and RAM are locked together by the same clock, this allows SDRAM to anticipate the CPUs next move. This is telling you that SDRAM will operate very quickly and contains its contents without being refreshed. One downfall to SDRAM is if your computer is running less than 66MHz, your computer will not be able to satisfy the needs represented by SDRAM. This factor doesnt come into consideration with todays high-speed notebooks. With todays ability you can interplace chips to the consumers needs. A more expensive type of RAM chip available is VRAM (Video RAM), with 2 data paths for access, rather than just one. VRAM can manage 2 functions at once, and doesnt require the system to complete one function before starting the other, so it allows faster operation for the whole video system. VRAM chips enhance graphic performance, of video adapters to speed the creation of on screen images. (PC World July 1999)StorageThe main form of data storage in notebook computer is the hard drive. Generally more hard disk space is better, but large hard drives, can become filled and offer slower performance. Other storage devices are available such as a diskette drive and a zip drive. So you are given the opportunity to save hard disk space through these devices. (PC World July 1999)MultimediaMultimedia facets of notebook computers include, working together to provide good audio and video capabilities. The components involved are CD-ROM, DVD- ROM drive, speakers, display, sound adapter card, and video adapter card. This factor is of no importance, unless its important to the consumer. With multimedia components you have the risk of running up the price, especially with the top of the line components. (PC World July 1999)DisplayThe quality of a notebook display is one area thats important not to overlook. A dim or fuzzy display that may cast a glare from certain angles, can cause eyestrain, and make your experience with a notebook undesirable. A flat lightweight display technology used in notebook computers is known as LCD (liquid crystal display). This display is made up of special molecules in the screen that have the ability to bend and twist light to create images. The two major categories of notebook displays are active matrix (also known as TFT thin film transistor) and passive matrix. Passive matrix display- uses a technology known as high performance addressing, whose displays arent as bright or clear as TFT, but the price can be intising. This less desirable display uses a series of crisscrossed wires to create pixels at the wire intersection. This display simply signals each pixel whether to let light pass through it. The display can be uncomfortable to use, due to a fuzzier and slow refreshing display. One benefit of the passive matrix is a slightly superior dual-scan passive matrix, and the fact is this technology is cheaper. Well you can stop squinting now and well focus on the more desirable display known as active matrix. This display uses individual transistors to control and adjust each pixel of the flat screen. The display creates a sharp, easy to view picture as well as comfort to your eyes. (PC World July 1999, www. PC Magazine.com)Battery When considering a notebook the battery life is of the UT most importance. If you intend to use a notebook, traveling or working in the field, where AC power is not available, long battery life is the alternative. Currently we have two main batteries to offer: Lithium-ion (Li-Ion) and Nickel-metal hydride (NiMH). Lithium-Ion battery generally offers the longest run times and least amount of weight. (PC World July 1999)ConnectivityHow much connectivity do we need and what is available? It all depends on the purpose of your notebook. Notebook computers have the ability to connect either to telephone lines for Internet access or Ethernet lines to gain access to a L AN (local area network) includes modems and NIC (network interface cards). The most common are modems, due to the Internet many manufacturers offer internal modems. The most common modem is the 56Kbps. Another alternative is the PC card or PCMCIA. The PC card is a device that inserts into the PC card slot to increase its functions. Any system using PC cards should have some software called a card service manager or card soft. Many laptops ship with card soft. If youre running DOS or NT, it will be tougher to configure software to use the PC card. To make life easier ensure the notebook handles a PC card ex: Windows 95/98, card services manager, and the card are compatible. There are three types of PC cards; Type I is usually for memory upgrades, Type II is usually for modems or peripheral connection ex: CD-ROM, and Type III is usually for portable hard drive. Some units are equipped with IR (infrared data transfer capabilities for connecting with other computers and printers. Greek Mythology (952 words) Essay(PC World July 1999, Popular Science May 1999)Operating SystemThere are two main types of operating systems offered, the Palm OS and Windows CE. The Palm OS, is Microsofts chief competitor in the realm of palm computers. The Palm OS enjoys a larger development base, meaning hundreds of applications are available online to enhance your palms functionality. Now, Windows CE is Microsofts bid in the PDA operating system market. The palm sized adaptation includes pocket Outlook and Mobile Channels (lets users subscribe to supported websites) and can also synchronize with the desktop PC. Microsofts predominant operating system is a smaller version of the popular Windows desktop, which provides user with a similar look and feel. (PC World July 1999, Popular Science May 1999)DisplayEven know these devices are fairly new, they were first introduced in black and white. Through demand and advances in technology the more popular color screen was introduced, and has proven successful in the hand held market. The touch screen lets you run applications by tapping on them and entering data. The technology used for the screen is known as LCD (liquid crystal display), the same used in laptops. Once again we have active matrix and passive matrix displays, active matrix being the superior of the two. The 256 color active matrix LCD uses ambient light to generate color rather than powering each pixel to glow. (PC World July 1999, Popular Science May 1999)Memory RAM is a form of storage media in which user information, such as contacts and appointments can be stored. Ram requires a power source to maintain information, most have back up batteries. Solid state technology is give to this unit to add durability. Solid state technology is the process of writing and reading information entirely from RAM, PDAs also use this to store information. To give you an idea on how much information 2MB of RAM can store. The capacity is; 6000 appointments, 1500 to do items, 1500 memos, and 200 e-mail messages. If this is an insufficient amount of memory, then ensure to have a Type II compact Flash slot. The expansion slot allows you to upgrade the memory. (PC World July 1999)ProcessorThe chips found in PDAs are not full fledged processors. RISC instruction set is used, by manufactures. Reduced Instruction Set Computer (RISC) have increased processing speed of processor, due to the reduced size of the instructions set, which is a major advantage in these small devices. Manufactures limit the instruction sets supported by these chips, resulting in power consumption and space both valuable issue in the PDA. A multiprocessor without interlocked pipeline stages (MIPS) is incorporated into the PDA. This design is used to streamline the processor in the PDA. (www.PC Magazine.com)SoftwareMicrosoft also includes pocket versions of its popular office applications of Windows CE. Pocket Outlook provides personal information management (PIM), but Pocket Word and Pocket Excel lets its users function outside the office. An example: Active Sync is only for Microsoft Outlook, so to alleviate such a problem you can purchase third-party synchronization programs. Some third-party programs available are Pumas Intellisync, ACT, and Lotus Organizer. Theres also Pocket Power Point for presentations, plus Pocket Out look also gives the ability to surf the web. There is something called Outlook conduit software that allows you to convert files from a PIM program into a format that can be transferred to a palm connected organizer. All that PIM (personal information manager) is software with organizational features; Outlook is often included as your PIM. Conduits let you synchronize with a large selection of PIM programs. The synchronizing software allows yo u to communicate between your palm computer and desktop PC. (PC World July 1999)Input devicesHandwriting recognition software lets users write on the display screen, the device used is a stylus (pen liked device used for computing tasks, wont scratch the screen). Usually a special set of characters the program recognizes, they will closely resemble natural characters. Other DevelopmentsThe PDA has become ubiquitous in the business world. A host of third party vendors entered this enormous market. Through this rush over 2000 software titles, and 400 hardware devices enable Palms to take everything from paging, printing, GPS mapping to web access, editing spreadsheets, and using enterprise applications. GPS (global positioning system) uses data beamed down from GPS satellites, the palm displays your current longitude and latitude, elevation and other information. Technology will continue to grow, as the need for the palm computer. Even know these products are relatively new they have a promising future, because they are technologically sound and target a technological driven market. (www. PC Magazine.com)1.The instruction set supported by the Palm computer is called. a. CICS b. RISC c. SCSI d. PCI2The process of writing and reading information entirely from RAM. (PDAs use this to store information. a.solid state technologyb.pipelining c.personal information managerd.both a. and b. 3. Type of RAM chip that can perform reads and writes at the same time with two data paths for access. a. SDRAM b. Static RAM c. VRAM d. Dynamic RAM e.None of the above4.To ulitize your PC card what software must be possessed?a. DOS b. Window 95/98 c. Card Soft d. both b and c e. All of the above5.Main form of storage in the notebook computer?a. hard drive b. CD-ROM c. zip drive d. jazz drive6.Uses a series of crisscrossed wires to create pixels at the intersection. a. gas plasma b. active matrix c. passive matrix d. PIM7.A power conservation technology that will be introduced with the PIII notebook. Is known as?a. Geryserville b. PCMCIA c. power up d. solid state technology8.Which of the following are input devices used by the PC notebook?a.external mouseb.touch padc.pointing stickd.Fujitsus ergo trace.All except a9.Which of the following are operating systems for the Palm computer?a.palm OSb.windows CEc.Card Softd.Both a and b10.The palm computer uses what to access web, paging, enterprise applications, and spreadsheets?a.GPS satelliteb.Palm OSc.PIMd.Outlook

Mary Kay free essay sample

The VIP automobile program is our problem child. The cost of all three automobile incentive programs is eating our lunch. These words were spoken in the summer of 1989 by Dick Bartlett, president and chief operating officer of Mary Kay Cosmetics. tC In 1984, the company had introduced the VIP (Very Important Performer) car program to motivate its top-performing, nondirector beauty consultants (i. . , independent saleswomen). The program, which originally awarded the use of compact size Oldsmobile Firenzas to eligible beauty consultants, was modeled after the company’s acclaimed pink Cadillac program, introduced in 1969, for which only director-level consultants were eligible. The pink Buick program, Mary Kay’s third program, was also reserved for sales directors, but was based on less difficult performance criteria than the Cadillac program. Under all three car programs, Mary Kay awarded the use of a new car to eligible beauty consultants who sustained the required sales and recruiting levels for the designated number of months. We will write a custom essay sample on Mary Kay or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Winners maintained the use of their cars for two years as long as they continued to meet the required sales volumes on a monthly basis. The company bore all the costs associated with leasing the new General Motors cars from ARI Leasing, insuring the cars, and then selling the used ones as consultants returned them. No The car programs had proven to be very effective motivators, helping company sales through a period of market stagnancy in the mid1980s. Over time, however, the cost of running the programs had escalated substantially. The cost of the VIP program in particular had skyrocketed in the late 1980s, with the number of leased cars approaching 3,000 in early 1989. In addition, there were approximately 1,000 Cadillacs and 1,000 Buicks in force in 1989. The number of car winners as a percentage of the total number of beauty consultants had doubled from 1. 5% in 1986 to 2. 5% by yearend 1988. Do Mary Kay’s management now faced the difficult challenge of containing further program cost increases without upsetting the powerful incentive system that was the firm’s primary source of growth and success. In addition to reducing total car program costs (especially VIP costs) as a percentage of sales, management was interested in redirecting the dollars behind other elements of its incen tive compensation plan for greater cost effectiveness. Also, management wanted to provide reward and recognition for a range of performance levels that was broad enough to meet the varying career interests of current and prospective beauty consultants. Hilary Weston prepared this case under the supervision of Professor Robert Simons as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright  © 1990 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www. bsp. harvard. edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) Company Background op yo rP os 190-103 Mary Kay Cosmetics Inc. was an international manufacturer and distributor of premium skin care, hair care, and body care products. Mary Kay products were not available through retail stores. In 1988, its products were sold throughout the United States exclusively by a network of over 175,000 independent (self-employed) women who ranged in status from beauty consultants to national sales directors. (Mary Kay also sold internationally in seven countries. ) This sales force met directly with customers in their homes and offices to demonstrate and sell Mary Kay products. The firm’s 1,436 company employees worked out of its Dallas headquarters and manufacturing facility and its five regional distribution centers. In 1988, the company’s 25th anniversary, Mary Kay Cosmetics achieved record sales of $406 million, up 26% from $326 million in 1987. The original mission of company founder Mary Kay Ash had been to be a â€Å"teachingoriented† organization that provided women with exceptional opportunities for professional achievement, economic success, recognition, personal development, and independence. The organization had remained true o this goal, but had expanded its mission during the 1980s to include greater emphasis on consumer needs, product innovation, and quality. As revised in 1987, the Mary Kay Mission was â€Å"To achieve preeminence in the manufacturing, distribution and marketing of personal care products by providing personalized service, value, convenience and innovative solutions to consumer needs through our independ ent sales force. † Company Philosophy The â€Å"Consultant’s Guide† book provided to new beauty consultants stated the firm’s philosophy as follows: tC From the beginning, the Company has grown based upon the same philosophy: every person associated with the Company, from Chairman Emeritus to the newest recruit, lives by the Golden Rule, â€Å"Do unto others as you would have them do unto you† and the priorities of God first, family second, and career third. In describing the company’s commitment to the independent sales force, Chairman Rogers asserted, â€Å"Every aspect of the Mary Kay system is aimed at promoting a successful career for the beauty consultants. It’s through her succeeding that we all succeed. . . We’re committed to total customer satisfaction; and to the customer, a beauty consultant is Mary Kay. † No A director of sales development explained the relationship between the company and its sales force: There are five things that all consultants seek. We refer to them as STORM: Satisfaction with a task well done (self-worth); Teamwork (a sense of belonging); Opportunity (to succeed); Recognition; and Money. These five needs are being met through various aspects of our business. Do Company Ownership and Structure In 1984, after several years of extraordinary growth, a decline of 14% in sales and 8% in earnings had triggered a sharp drop in the corporation’s share price. In December 1985, in response to both the depressed share price and to their own desire to manage for the long term rather than for quarterly earnings, Chairman Mary Kay and her son, Richard Rogers (president and CEO at the time), led a management leveraged buyout for a price of approximately $315 million. Mary Kay and Richard also wished to avoid the impact that public financial reporting could have on sales force 2 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) 190-103 op yo rP os t attitudes during a sales and stock price decline. Negative attitudes could easily trigger further sales and recruiting declines. Two years later, in November 1987, Mary Kay assumed the title of chairman emeritus and Rogers, 44, became chairman (retaining his title as CEO). Dick Bartlett, former executive vice president of Marketing, was named president and chief operating officer (COO). Mary Kay management prided itself on its lean internal staff. President Bartlett placed himself at the bottom of the organization, surrounded by staff support functions. Above him were the four operating divisions—Marketing, Sales, RD/Manufacturing, and Distribution—which â€Å"served† the sales force. Bartlett placed Mary Kay’s customer base of 15 to 20 million households at the top of the organizational structure. Exhibit 1 depicts the internal organizational structure and Exhibit 2 shows the hierarchical structure of the sales force as well as the profile of a typical beauty consultant. ) Bartlett explained the role of his internal organization and how it operated: Our goal is to support the independent sales force of 175,000 beauty consultants, because our sales force is our lifeblood. Our job in supporting the consultants involves a cont inual effort to update and improve the quality and selection of our products and to refine our facilities and procedures. We also have to anticipate and respond to the consultants’ needs. This all requires creativity and flexibility. tC One of my first challenges as president was to break down departmental fiefdoms. I instituted three types of meetings that bring together managers from different departments. The weekly Sales and Marketing meetings are religiously attended by top management. I never miss those meetings. They’re where the hot topics are raised and discussed. We’ve also created what we call â€Å"CATS†Ã¢â‚¬â€Creative Action Teams. These cross-functional temporary task forces are formed on an ad hoc basis whenever any employees identify a specific problem or opportunity which they think they can take on, especially those affecting quality improvement. The purpose of the CATS is to nurture creativity and keep the organization flexible. We track the progress of all CAT projects at our weekly meetings, and employees are usually recognized for successful completion. The main personal link between the company and the sales force was the group of six regional sales development directors. One of them described his role: Do No The job of the six of us is to bridge the gap between the growing sales organization and the company. We picture ourselves as their voice internally. Each of us covers a geographic region containing 700 to 800 sales directors and 30,000 to 40,000 beauty consultants. We wear a lot of hats—information conduit, administrator, motivator, personal and financial advisor, and so on. Also, there’s an expectation on the part of each consultant that their own personal considerations will be taken into account. Let’s say a woman works all year and misses a director’s goal by $18, we’d destroy her if we didn’t give her a break. We need to be flexible, so we make those kinds of calls. Sales Force Support In addition to personal contact with the field, Mary Kay Cosmetics employed an elaborate set of tools and programs designed to motivate, recognize, and develop its beauty consultants: Communications The company produced a constant flow of written material for the sales force, including a monthly magazine, weekly newsletters, training manuals, and product brochures. It also 3 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 190-103 Mary Kay Cosmetics: Sales Force Incentives (A) op yo rP os t provided video and audiocassettes (for recruiting, training, and motivating), promotional sales aids, and a telephone hot line for advice and answers. Mary Kay also regularly solicited feedback from consultants and customers by conducting surveys and focus groups. The company used this information to improve existing products and packaging and to develop new products and selling tactics. Events Mary Kay sponsored a variety of contests, conferences, and other events for the consultants, which combined all three elements mentioned above—motivation, recognition, and education. The biggest event was the annual seminar, which in 1988 was attended by 25,000 consultants. (The three-day event was divided into four back-to-back identical sessions because of its sheer size. The seminar was open to all consultants and directors; however, registrants paid their own way to attend and participate in the festivities and training sessions. The climax was a gala awards night in which consultants of all levels were honored and rewarded for their achievements before an applauding crowd of thousands. Rewards ranged from ribbons, jewelry, furs, and luxury trips to the crowning of â€Å"queens. † Sale force activities Ongoing support within the beauty consultant networks was another important ingredient in the Mary Kay formula for direct selling. Despite the high level of company support, the vast majority of a consultant’s interaction was with her unit director and the other 30 to 150 consultants in her unit, and not directly with Mary Kay management, which had no formal control over the sales force. 1 tC Because Mary Kay Ash believed that people could be â€Å"praised to success,† the company fostered a sale force culture based on positive reinforcement and recognition. This was achieved through several means. First, the company did no sales force recruiting; the independent consultants personally chose heir own new recruits. This personalized approach increased the likelihood of successful director-consultant relationships. Also, the company provided guidelines to assist the independent sales force in motivating and training its members. For example, the companysuggested Monday unit meetings were the primary forum for the sharing of product information, selling tips, and success stories, as well as group praise. These weekly unit meetings not only served as a support group and training class, but also created peer pressure to succeed. In â€Å"Memo,† the company’s weekly newsletter to directors, and in the Director’s Guide, the company provided directors with many kinds of creative tips and tools for training and developing their units and conducting effective meetings. Do No Recognition and prizes The majority of beauty consultants did not attend the annual seminar or receive cars and other large prizes. All active consultants, however, were motivated to increase their sales and recruiting by a constantly available array of prizes and recognition for incremental progress. Company-sponsored gifts and prizes were offered for achieving sales and recruiting goals and winners’ names were listed in Applause, Mary Kay’s monthly magazine for consultants. In addition, directors, at their own expense and discretion, rewarded their unit members for achieving various milestones. The gifts and prizes handed out by directors to beauty consultants usually took the form of jewelry and other accessories, often with the Mary Kay logo on them, and were usually awarded in front of a group. (Exhibit 3 lists a representative sampling of the type and cost of directors’ gifts to unit members. For example, upon signing up her first recruit, each consultant received a string of imitation pearls and congratulatory applause at her unit’s weekly meeting. At each step in her Mary Kay career, a consultant received additional recognition and status symbols, including â€Å"ladder† pins with varying numbers and types of gems, which indicated her level of 1The signed agreement between an independent beauty consultant and the company stipulated certain basic guidelines that the consultant was required to follow, such as her legal responsibility to represent the company and its products honestly and accurately. Mary Kay Cosmetics, however, had virtually no management control over the independent contractor sales force. 4 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) 190-103 op yo rP os t achievement. (See Exhibit 4 for the hierarchy of nonfinancial sales force incentives. Senior Vice President of Sales Bart Bartolacci described the role of recognition as an incentive: As Mary Kay herself would say, â€Å"A $5 ribbon plus $20 worth of recognition is worth more than a $25 prize. † In other words, give them a check, but give it to them on stage. Then they will really respond. I would never take away the recognition element. It would be like putting my head on a chopping block. Some of the women really don’t need the money at all, but the recognition is addictive. In fact, the top people in our sales organization motivate their units through recognition, not expensive prizes. Financial incentives The financial incentives, however, were also considered an indispensable ingredient in the firm’s direct selling strategy. According to management, the power and appeal of Mary Kay’s incentive system were rooted in the carefully designed combination of compensation, advancement opportunity, prize incentives, and recognition. According to the Mary Kay Marketing Plan (i. e. , the incentive compensation and advancement plan), a consultant’s income was determined by a very clear and objective method, based on her selling and recruiting activity. No organizational constraints limited the pace at which a consultant could advance her status and increase her income. In 1988, the highest paid sales director earned over $400,000 and roughly 90 others had six-figure incomes. The company, via its beauty consultants, aggressively advertised the Marketing Plan’s objectivity and unlimited earning potential to attract new recruits. The specific components of the plan were based on the following premise, as explained by Sales Group Executive Vice President Barbara Beasley: tC There are three things we want beauty consultants to do: order products, sell products to customers, and recruit new consultants. Recruiting is really the big source of growth because sales per consultant can rise only so much. That puts a limit on both company growth and consultants’ earning potential. Moreover, because approximately 70% of consultants drop out each year, we need new recruits just to maintain sales. We currently recruit about 10,000 consultants per month and lose 7,000 per month. I know that turnover rate sounds high. But, in fact, our rate is the lowest in the direct-selling industry, and lower than most retailers’ sales staff turnover. No But a good director must sell as well as recruit. Her best source of new recruits is her customer base. Also, her role as leader, teacher, and motivator involves setting an example for her unit members. We also need the sales directors to stay on top of customers’ needs and their reactions to new products because the directors are our strongest tie to the marketplace. Do Although all consultants fell into one of two general categories, nondirectors and directors, there were multiple titles within each group. The financial success of the more senior consultants and of directors depended heavily on their ability to recruit new consultants and on the ongoing performance of their recruits. Exhibit 5 summarizes the compensation for all levels as described below. An entry-level beauty consultant’s income was the difference between the retail value of the products she sold and the wholesale price (usually 50% of suggested retail) at which she bought 5 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 190-103 Mary Kay Cosmetics: Sales Force Incentives (A) op yo rP os t products from Mary Kay. A nondirector consultant also received a 4% to 12% commission2 on the sales of all her personal recruits. Once she had at least five recruits, her title became Team Leader and she could try to qualify for the use of a VIP car. In order to win the use of a VIP car (a red Pontiac Grand Am) and keep it for the entire awarded period of 24 months, a consultant had to reach and maintain three types of targets over that period: (1) team monthly production volume (i. e. wholesale value of all her recruits’ orders); (2) personal monthly wholesale production; and (3) number of active recruits. Each VIP consultant was given a fixed â€Å"allowance† she could draw on to make up for shortages in particular months, so that she would not have to relinquish her car because of one or two bad months. The allowance could be increased (and thereby â €Å"banked†) by performance above the minimum requirements in any given month. Once a consultant became a sales director (the qualifications were again tied to personal and team production and number of recruits), several additional avenues of income opened up to her. In addition to receiving an 8% to 12% commission on her personal recruits’ wholesale orders, she received a 9% to 13% commission on the production of the entire unit she directed, which included her recruits’ recruits. In addition, she received a sliding-scale monthly bonus of $400 to $2,500 if her unit’s total monthly production exceeded $4,000. Thus, if a director’s unit achieved the $4,000 threshold, the compensation system rewarded her doubly for the unit’s performance. Finally, a director also received a $100 to $400 bonus for each month in which her unit of consultants recruited at least three new active consultants. As soon as one of a director’s unit members became a director herself, the former became a senior sales director. In addition to the sources of director compensation, senior directors also received a 4% commission on the monthly production of all their â€Å"offspring† units. If they had eight or more offspring units, the commission increased to 5%. tC A national sales director—the highest position in the Mary Kay independent sales force—did not directly work with nondirector beauty consultants. Her compensation was based on the wholesale production of both her first-line and second-line offspring units. She received a commission of 5% to 8% and 2%, respectively, for the two tiers of units. History of the VIP Car Program No Between 1983 and 1989, Mary Kay’s car programs increased from a base of 1,100 cars on the road to over 5,000 cars. Most of this increase was due to the VIP program, which was introduced in 1984. By mid-1989, VIP cars in force numbered 3,000. The number of VIP car winners had grown rapidly despite increases in program qualification requirements in 1986, 1988, and 1989. Increased VIP participation was accompanied by several external cost trends: The costs to Mary Kay of leasing the cars had increased with interest rates. Automobile insurance premiums had escalated faster than both inflation and prices of Mary Kay products. Do †¢ †¢ General Motors discontinued the Oldsmobile Firenza, reducing the resale value of the one- and two-year-old cars. 2Commissions were based on wholesale orders and the percentage level depended on the number of recruits a consultant had. 6 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) 190-103 The Current Challenge op yo rP os t All of these trends had contributed in driving up the cost of the VIP program. The cost increase was further magnified by the decline in car â€Å"tenure†: an increasing proportion of the consultants who had qualified for VIP cars were unable to maintain the required sales and recruiting levels for the 24month period. As a result, Mary Kay often was forced to reclaim cars that were substantially less than two years old. The newer a car when Mary Kay reclaimed it from a consultant, the greater the disparity between the car’s unamortized book value and the (much lower) resale price that Mary Kay received for it. In short, the company absorbed larger losses on cars that were in service for shorter periods of time. Mary Kay’s top management was seeking a broad solution to the rising costs—and corresponding diminishing returns—of its incentive plan, the VIP car program in particular. According to Richard Wiser, vice president of Financial Planning and Analysis: Over the last several years, we’ve watched the cost of the car programs and of commissions creep up relative to sales. [See Exhibits 6 and 7. ] Car expenses in particular have really jumped up since 1985. In the past, we’ve always gone for incremental cost savings. We took a egative approach: we simply raised the program qualification requirements when we wanted to reduce the cost of the program. Now, we want to be more creative. We have Finance, Marketing, and Sales all working together to identify innovations that would save money for us but, at the same time, keep the sales force morale up and boost the effectiveness of the incentives. tC We haven’t been getting a bang for our buck from all VIP consultants. Unless they are trying to qualify for directorship, many feel no motivation to increase their sales and recruiting efforts above the level needed to maintain the use of their cars. We’re not tapping their full potential because we’re not rewarding them for achieving it. President Dick Bartlett continued: No Richard is right. In fact, those VIP consultants who really do want additional income and recognition may rush into directorship prematurely. They may qualify before they have a large, strong team base and sufficient experience. That’s bad for everyone. The consultant must fight a frustrating uphill battle to retain her director status. And from our perspective, her unit’s size and performance may deteriorate. A weak director hurts unit morale and development. The problem trickles down: when a weak or negligent consultant loses a customer, it’s a lost sale for Mary Kay. Customers can’t buy our products in retail stores and the customer is not likely to seek out another consultant. Do Bartlett and his management team summarized the objectives of the Marketing Plan modifications they sought: †¢ To improve profit margins by reducing overall beauty consultant compensation (particularly the costs associated with the car programs) as a percent of sales—a ratio that had been escalating yearly. †¢ To enhance the beauty consultants’ career path with more distinct milestones and forms of reward. Bartlett was particularly concerned about two issues that had adversely affected many top-performing VIPs: 7 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. 190-103 Mary Kay Cosmetics: Sales Force Incentives (A) op yo rP os t 1. Many had worked extra hard to achieve director status but were ill-prepared for the extra demands of continuing director-level performance. . Many had stagnated at a â€Å"maintenance† sales level simply to retain their VIP cars. †¢ To make cost reductions elsewhere in the Marketing Plan while preserving sales force morale and motivation. †¢ To minimize the cost to the firm of maintaining low-performing consultants, i. e. , those with very few recruits and no indication of ambitious growth goals. At the conclusion of their interview with the casewriters, the managers reemphasized the extreme sensitivity of beauty consultants’ actions to changes in the Marketing Plan. They cited an example: in 1984, an announced increase in VIP qualification criteria resulted in an enormous â€Å"rush† for VIP status before the effective date of the program change. As a result, the number of VIP car winners temporarily increased dramatically, rather than tapering off as intended. (Refer to Exhibit 6. ) Moreover, many of those consultants who had rushed to obtain cars had relatively low tenure with Mary Kay. So, they did not have the experience and team strength to maintain their VIP status. As a result, they had to forfeit their cars prematurely, which was demoralizing for them and costly for the firm. Do No tC In general, any change in the Marketing Plan that was not well-received by the sales force of over 175,000 beauty consultants could be disastrous to the company: not only would sales drop off in the near term, but the sales force attrition rate could increase and the recruiting rate decrease over the long term. Aware of this danger, management had scheduled the first â€Å"Mary Kay Summit Meeting† and invited all national sales directors (the top of the independent sales organization) to be involved in designing changes in the Marketing Plan. Management wanted to bring to the Summit Meeting their own draft plan as a starting point for discussions with the national sales directors. 8 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) op yo rP os t Mary Kay Organizational Structure Do No tC Exhibit 1 190-103 9 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) Exhibit 2 op yo rP os t 190-103 National Sales Directors (60+)a Average Income: $160,000 Executive Senior Directors and Senior Directors (1,700) Average Income: $44,000 Directors and Star Directors (3,000+) Average Income: $23,000 Team Leaders (including VIPs and Directors-in-Qualification) (3,300) Average Income: $9,200 Star Recruiters, Star Consultants, and All Other Active Consultants (gt;175,000) Average Income: $1,900 PROFILE OF A TYPICAL BEAUTY CONSULTANT b †¢ †¢ †¢ †¢ 24 to 54 years old arried with children holds another job has some college education †¢ †¢ †¢ †¢ lives outside a major urban area spends approximately 8 hours per week on Mary Kay work earns less than $5,000/year through May Kay work holds $2,500 to $3,000 worth of inventory (at suggested retail value) in her home Do No tC aNumbers in parentheses represent headcounts bBased on entire sales force. Directors and above, however, do Mary Kay work full-time. This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] arvard. edu or 617. 783. 7860. Mary Kay Cosmetics: Sales Force Incentives (A) Director Prizes for Unit Membersa (representative sampling) Item op yo rP os t Exhibit 3 190-103 Cost to Director Ordered Through Mary Kay Director Supply Department: Business card case Checkbook cover Ask Me About Mary Kay luggage tag Mary Kay pencils (pkg. of 12) 1. 25 Gold money bag 1. 50 Mauve ring binder Pearls of Sharing bracelet 3. 00 Pearls of Sharing necklace 5. 00 Mary Kay pens (pkg. of 25) 5. 00 Glamour Face sweatshirt 10. 00 Ordered through independent distributors of promotional products and specialty gifts: Mink key rings Costume jewelry Picture frames Belts .75 2. 75 (all $5 to $20) Wrist watches .50 tC $. 50 Do No aThese prizes were purchased by directors at their own expense to award to eligible beauty consultants at weekly unit meetings. 11 This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. This document is authorized for use only by Hamid Akbari at University of Ontario Institute of Technology until October 2013. Copying or posting is an infringement of copyright. [emailprotected] harvard. edu or 617. 783. 7860. Personally recruit three or more Active Consultants Personally recruit five or more Active Consultants Maintain team production of $3,000/month, personal production of $600/month Attain a unit size of at least 30 Active Consultants and at least $14,000 wholesale unit production within a four-month, qualification period Have at least 1 off-spring director (Executive Senior Directors need 5 off-spring) Have at least 10 first-line off-spring directors, 8 of whom are senior directors Star Recruiter Team Leader VIP Sales Director Senior Director National Sales Director 190-103 -12- rP os t aThis list of awards was supplemented by a continual variety of company-sponsored and director-sponsored contests for specific time periods, as well as personal congratulatory letters from Mary Kay Ash for achievers of various milestones, and lastly, lavish awards and recognition for year-long efforts (before 7,000 people) at the annual Seminar. Contest prizes ranged from calculators and costume jewelry to furniture. Top-line Cadillac; Annual Summit Meeting; special suit; Presidents Circle Awards; Millionaire Club recognition Any commissions paid to sales directors on products repurchased by the com pany were charged back to the directors to whom they were paid based on the companys premise that commissions are earned by sales directors only on products which consul ants buy and resell to the ultimate t consumers. aCommissions are calculated and paid out on a monthly basis. Note: National Sales Directors: Senior Directors (and Executive Senior Directors): All Directors: †¢ tC No Recruiters, Star Recruiters, Team Leaders, VIPs, and all Directors: All Consultants: Compensation Receiveda Mary Kay Marketing Plan (all sources of financial compensation)