Definition and Examples of Plain English

Definition and Examples of Plain English Plain English is  clear and direct speech or writing in English. Also called plain language. The opposite of plain English goes by various names: bureaucratese, doublespeak, gibberish, gobbledygook, skotison. In the U.S., the Plain Writing Act of 2010 took effect in October 2011 (see below). According to the governments Plain Language Action and Information Network, the law requires federal agencies to write all new publications, forms, and publicly distributed documents in a â€Å"clear, concise, well-organized† manner that follows the best practices of plain language writing. Based in England, the Plain English Campaign is a professional editing company and pressure group committed to eliminating gobbledygook, jargon and misleading public information. Examples and Observations Plain English, it turns out, is the product of craft: an understanding of the readers needs, the translation of alienating jargon, establishing an easy pace that readers can follow. Clarity of expression comes most of all from a clear understanding of the topic or theme you are writing about. No writer can clarify for the reader what is not clear to the writer in the first place.(Roy Peter Clark, Help! for Writers: 210 Solutions to the Problems Every Writer Faces. Little, Brown and Company, 2011) Plain English (or plain language, as its often called) refers to: The writing and setting out of essential information in a way that gives a cooperative, motivated person a good chance of understanding it at first reading, and in the same sense that the writer meant it to be understood. This means pitching the language at a level that suits the readers and using good structure and layout to help them navigate. It doesnt mean always using simple words at the expense of the most accurate or writing whole documents in kindergarten language . . ..Plain English embraces honesty as well as clarity. Essential information should not lie or tell half-truths, especially as its providers are often socially or financially dominant.(Martin Cutts, Oxford Guide to Plain English, 3rd ed. Oxford University Press, 2009) Plain Writing Act (2011) The federal government is rolling out a new official language of sorts: plain English. . . .[President Barack] Obama signed the Plain Writing Act last fall after decades of effort by a cadre of passionate grammarians in the civil service to jettison the jargon. . . .It takes full effect in October, when federal agencies must start writing plainly in all new or substantially revised documents produced for the public. The government will still be allowed to write nonsensically to itself. . . .By July, each agency must have a senior official overseeing plain writing, a section of its website devoted to the effort and employee training under way. . . .It is important to emphasize that agencies should communicate with the public in a way that is clear, simple, meaningful and jargon-free, says Cass Sunstein, a White House information and regulation administrator who gave guidance to federal agencies in April on how to put the law into place.(Calvin Woodward [Associated Press], Feds Must St op Writing Gibberish Under New Law. CBS News, May 20, 2011) Plain Writing As for plain English writing,  think of it as having three parts: - Style. By style, I mean how to write clear, readable sentences. My advice is simple: write more the way you talk. This may sound simple, but its a powerful metaphor that can revolutionize your writing.- Organization. I suggest starting with your main point almost all the time. That doesnt mean it has to be your first sentence (though it can be)just that it should come early and be easy to find.- Layout. This is the appearance of the page and your words on it. Headings, bullets, and other techniques of white space help your reader seevisuallythe underlying structure of your writing. . . . Plain English is not limited to expressing only simple ideas: it works for all kinds of writingfrom an internal memo to a complicated technical report. It can handle any level of complexity. (Edward P. Bailey, Plain English at Work: A Guide to Writing and Speaking. Oxford University Press, 1996) Criticism of Plain English As well as the arguments in favour (e.g. Kimble, 1994/5), Plain English also has its critics. Robyn Penman argues that we need to consider the context when we write and we cannot rely on a universal principle of plain or simple English. There is some evidence that Plain English revisions do not always work: Penman quotes research including an Australian study which compared versions of a tax form and found that the revised version was virtually as demanding for the taxpayer as the old form (1993), p. 128).We agree with Penmans main pointthat we need to design appropriate documentsbut we still think that all business writers should consider the recommendations coming from Plain English sources. Unless you have clear contrary evidence, they are the safest bet, especially if you have a general or mixed audience. (Peter Hartley and Clive G. Bruckmann, Business Communication. Routledge, 2002)

60 Nationalities in Spanish

60 Nationalities in Spanish In Spanish, most of the words for the people who hail from particular countries around the world look or sound very similar to the word for the country in English. For example, colombiano  is the word for a male hailing from Colombia and boliviana  is the word for a female from Bolivia. An interesting distinction that varies from English to Spanish is that words used for nationalities are not capitalized in Spanish. Nationalities Can Be Nouns or Adjectives As in English, the words  for nationalities can be used in Spanish as either adjectives or nouns. An example of the adjective form is I want a French  coffee or Yo quiero  un cafà © francà ©s. An example of the noun form is He is an Italian or Él  es italiano. Who You Are Addressing Usually Matters In Spanish, nouns, and adjectives usually, have a masculine form and a feminine form depending if the person being referenced is male or female. The masculine form is usually used to refer to more than one person of unknown gender. For example, They are American would be translated as Ellos son americanos, which is the masculine plural form. A majority of nationalities end in -o.The feminine form for nationalities ending in -o is made by changing the -o to an -a. For example, the word griego, for a person from Greece, changes to griega when referencing a female. Another common ending for nationalities is  -à ©s. Words ending in -à ©s  can be made feminine by changing the ending to -esa. Thus the feminine form of inglà ©s,  for someone or something  from England, is inglesa. A Few Nationalities Do Not Change with Gender There are some nationalities that do not change form with gender. Nationalities that have irregular endings, such as -ense, as in the  word  costarricense, used for Costa Rican, do not have a separate masculine or feminine form. The word remains the same when describing either gender. The same can be said for  nationalities that end in -a. These do not change, such as  croata  for Croatian, or  belga  for Belgian. The following sampling of 60 countries is listed with the masculine form of the nationality. Use the masculine and feminine rules to change the word depending on the person being addressed and the endings of the nationalities that are given. Related Grammar Rules Plural nouns and adjectives for nationalities follow the regular  rules for plurals., typically by adding an  -s  or  -es. The names of most countries as well as provinces, states, and regions is masculine. The main exceptions are those whose names end in an unstressed -a, such as Francia, Argentina, and Gran Bretaà ±a. Canad, which ends in a stressed -, is masculine. A few country names, the biggest of them being la India, cant stand alone and need the definite article. For some countries, such as (los) Estados Unidos, the definite article is optional., List of Nations and Nationalities Alemania (Germany) - alemnArgentina - argentinoAustralia - australianoAustria - austriacoBà ©lgica (Belgium) - belgaBelice (Belize)  -   beliceà ±oBolivia - bolivianoBrasil - brasileà ±oCanad - canadienseChile - chilenoChina - chinoColombia - colombianoCorea del Norte (North Korea) - nortecoreano, norcoreanoCorea del Sur (South Korea) - sudcoreanoCosta Rica - costarricense, costarriqueà ±o (uncommon)Cuba - cubanoCroata (Croatia)  - croataDinamarca (Denmark) - danà ©Ecuador - ecuatorianoEgipto (Egypt) - egipcioEl Salvador - salvadoreà ±oEscocia (Scotland) - escocà ©sEspaà ±a (Spain) - espaà ±olEstados Unidos (United States) - estadounidense, norteamericano, americanoFilipinas (Philippines) - filipinoFrancia  (France)- francà ©sGales (Wales) - galà ©sGran Bretaà ±a (Great Britain) - britnicoGrecia (Greece) - griegoGuatemala - guatemaltecoHaità ­ - haitianoHonduras - hondureà ±oHungrà ­a  -   hà ºngarola India - indio, hindà º Inglaterra (England) - inglà ©sIrak, Iraq - irakà ­, iraquà ­Irn - iranà ­Irlanda (Ireland)  - irlandà ©sIsrael - israelà ­Italia (Italy) - italianoJapà ³n (Japan) - japonà ©sMarruecos (Morocco) - marroquà ­Ã‚  (Moro is sometimes used but can be considered offensive.)Mà ©xico, Mà ©jico - mexicano, mejicano  (the first spelling is used in Mexico, while usage varies elsewhere)Myanmar/Birlandia (Myanmar/Burma)  -   myanma/birmanoNicaragua - nicaragà ¼enseNoruega (Norway) - noruegoNueva Zelanda (New Zealand) - neozelandà ©sPaà ­ses Bajos (Netherlands) - holandà ©sPalestina  (Palestine) - palestinoPanam - panameà ±oParaguay - paraguayoPerà º - peruanoPolonia (Poland) - polacoPortugal - portuguà ©sPuerto Rico - puertorriqueà ±ola Repà ºblica Dominicana (Dominican Republic) - dominicanoRusia - rusoSudfrica (South Africa) - sudafricanoSuecia (Sweden) - suecoSuiza (Switzerland) - suizoTaiwan - taiwanà ©sUruguay - uruguayoVenezuela - venezolano Notes on Americano Estadounidense is understood everywhere to refer to U.S. residents, but in some areas it can seem overly formal. In parts of Latin America, norteamericano is preferred with speaking of the U.S., although in some places that term is understood include persons or things Canadian (but not Mexican). Americano can be understood to mean Latin American in some areas, but American in the U.S. sense in others. Quick Takeaways As in English, noun and adjective forms of nationalities in Spanish use the same words.Although names of countries are capitalized in Spanish, names of nationalities are not (except at the beginning of a sentence.)The most common endings for nationality names are -o and -es.

MGMT315 U4 IP Research Paper Example | Topics and Well Written Essays - 750 words

MGMT315 U4 IP - Research Paper Example s which every organisation must be aware of and adhere to before they can invest in a foreign country and before they can engage employees in that country. Any American company that intends to invest in a foreign country needs to keep abreast of the specific employment laws of that particular country so as to ensure that they do not get into problems with the regulatory authorities in the country. Before a company can invest in a foreign country, it is important to carry out an initial survey on the employment laws applicable in that country so as to determine how they differ from those applicable in the USA. This is important due to the fact that some employment laws may lead to a situation where the incremental operational costs exceed the benefits the company will get from operating in that country (Hennart and Larimo, 1998). Employment laws normally relate to rules and regulations governing minimum wages, maximum working hours and minimum annual leave days that an employee is entitled to. They also relate to the whether an employee is entitled to paid leave days or not. Employment laws are diverse in every country since in most cases the government of the country sets the minimum wages applicable to the employees in the country. The employment laws may also relate to the length of time that a company should keep employees on casual employment terms and the procedure to absorb them into permanent basis. American companies therefore need to familiarise themselves with laws in different countries so that they evaluate the economics of investing in a particular country (Hennart and Larimo, 1998). The management of the American company working in a global location need to analyse the political situation of the specific country so as to determine the political stability of the country. This is important in that the company will be able to evaluate the risks and return coefficients associated with investing in the country. A politically stable country provides a

How Does Organizational Change Manifest Organizational Behavior Research Paper

How Does Organizational Change Manifest Organizational Behavior - Research Paper Example The intention of this study is organizational culture as a set of values and beliefs that guides employees on how and when to perform a task. It also states what kind of behavior is expected from the employees and accordingly behaviour should be moulded to fit into the organization’s structure. However, there is a great difference between the perceived behavior and actual behaviour. There is no guarantee or assurance that employees would think and behave in an expected manner. Behaviours are driven by the impact of internal and external factors and thus would differ from what the organization dictates. Organizational culture is the supreme force that shapes the behavior, attitude and understanding of employees within the organization. Culture is a set of rules and values shared amongst the employees. The organizational culture shapes employees perceptions and ideologies along with striking the right cord with the ideologies and beliefs of the organization. Organizational cultu re can be considered as a psychological contract between the employees and the employer based on few formal and informal rules and regulations. There is no denying that behavior and attitude is shaped by the culture and the organization is responsible to offer a positive shape based on ethically accepted principles and norms to create long term mutual support and benefits. The organizational culture of the Turkish National Police is different from that of private companies based on informal communication and approach. The Turkish National Police Administration’s culture is centralized, paramilitary and semi bureaucratic that suggests that employees are supposed to think and behave as per the written and prescribed rules of the organization. This kind of approach may attract conflicts of ideas and understanding that might not shape employee’

Investment Strategies Order Number Essay Example for Free

Investment Strategies Order Number Essay There are many methods an investor can use to determine if a stock is a good buy or not. Three indicators often used to assess the risk of a security are beta, alpha and the Sharpe ratio. One of the most popular measures of risk associated with a security is its beta. Beta is a measure of a stock’s volatility in relation to the market as a whole. The market is given a beta of 1. 0 and individual stocks are ranked according to how much they deviate from the market’s beta. Stocks with a beta of less than 1. 0 are considered less volatile than the market and, therefore, pose less risk. Stocks that have betas higher than 1. 0 are considered more volatile than the market and, therefore, pose more risk. All things being equal, an investor would expect to see higher returns on a stock with a beta higher than the market than one with a beta lower than the market. (1) Beta is also a key component for the capital asset pricing model (CAPM). The original CAPM defined risk in terms of volatility, as measured by a stock’s beta coefficient. The formula is: Kc = Rf + beta Km – Rf) where Kc is the risk-adjusted discount rate (also known as the cost of capital) Rf is the rate of a â€Å"risk free† investment, i. e. ten-year treasury bill Km is the return rate of a market benchmark, such as the SP 500 Kc is the expected rate of return you would require before you would be interested in a particular stock at a particular price. The CAPM expresses the amount of risk a particular stock has and gives an investor an idea of the expected returns he should expect given a certain level of risk. The more risky a stock is the higher the level of returns an investor would expect for that particular stock. (2) A stock’s alpha is a mathematical estimate of the amount of return expected from a stock’s inherent values, such as the rate of growth of in earnings per share, management strengths or other factors, as opposed to general market conditions. Stocks with an alpha greater than 1. 0 can be expected to outperform the market regardless of what happens to the market as a whole. (3) The Sharpe ratio helps investors determine the best possible proportion of securities to use in a portfolio that can also include cash. The formula for the Sharpe ratio is: S(x) = (Rx – Rf) / StdDev(x) where x is some investment Rx is the average annual rate of return of x Rf is the best possible rate of return of a â€Å"risk free† security (i. e. cash) StdDev is the standard deviation of Rx The Sharpe ratio is a direct measure of reward-to-risk. In other words, the Sharpe ratio is used to characterize how well the return of an asset compensates the investor for the risk taken. (4) Although beta, alpha and the Sharpe ratio are useful for an investor to gauge the risk of a security or portfolio of securities there are also other methods an investor can use to determine whether a security is a good investment or not. The two most common methods used to determine the investment potential of a security are fundamental analysis and technical analysis. Fundamental analysis is the process of looking at a business from its financial statements. This type of analysis typically looks at various ratios of the business to determine its financial health. The goal of fundamental analysis is determine the current worth of a stock and how the market values the stock. (5) Probably the most two important factors looked at in fundamental analysis are a company’s earnings and revenue growth. Investors like to see earnings and revenue increasing by at least 25% for each of the last three quarters and year-to-date. Return on equity (ROE) is also a major fundamental factor. ROE reveals how much profit a company earned in comparison to the total amount of shareholder equity found on the balance sheet. (6) The higher a company’s ROE compared to its industry the better. Investors typically look for an ROE of at least 17%. Technical analysis is a method of evaluating stocks by relying on the assumption that market data, such as charts of price, volume and open interest can help predict future market trends. (7) Investors using technical analysis typically look for trends in chart data and use a variety of technical indicators, such as moving averages, Bollinger bands, fast and slow stochastics, MACD, and RSI to determine the right buy point for a stock. More sophisticated investors use a combination of fundamental analysis and technical analysis to determine whether a stock is a good buy or not. They use fundamental analysis to make sure a company is healthy from a financial standpoint and is a leader in its industry. Once determining a stock is healthy from a fundamental standpoint, these investors will use technical analysis to determine the correct buy point for a stock. A stock’s chart will show the investor how the stock is actually performing in the market and whether it is rising out of a good base or is overbought based on how far its current price is from its 50 day moving average. If a stock’s price is 30% or more above its 50 day moving average, the risk that it will fall into a correction is greater. References: (1) http://www. investopedia. com/articles/stocks/04/113004. asp Beta: Know the Risk (2) http://www. moneychimp. com/articles/valuation/capm. htm CAPM Calculator (3) http://www. allbusiness. com/glossaries/alpha/4943389-1. html Business Definition for Alpha (4) http://www. moneychimp. com/articles/risk/sharpe_ratio. htm The Sharpe Ratio (5) http://stocks. about. com/od/evaluatingstocks/a/Fundanatools1. htm Tools of Fundamental Analysis (6) http://beginnersinvest. about. com/cs/investinglessons/l/blreturnequity. htm Return on Equity (ROE) (7) http://www. investorwords. com/4925/technical_analysis. html Technical Analysis

Ecological Change With the Arrival of Europeans in the New World :: American America History

Ecological Change With the Arrival of Europeans in the New World Imagine yourself coming from an overpopulated, intensely manicured development (typical of many Americans) to an Island of immense vegetation and overgrowth. Your job is to develop a productive colony using these unknown plants. Your only guides are the natives of the land - if they are gentle and willing to help. Now forget all you know about ecology and the importance of cultures and think about what you would probably do. What if you had one more chance to go to your native land and bring back with you a few simple things to make your life easier? What would you bring? Most would probably react the same way the Europeans did, bringing seeds and machinery for cultivation with them. The Europeans may have even gone further than needed in their search for a productive product. Europeans were fearful and distrustful of the wild, natural areas. For example, many Europeans considered mountains to be hideous. This was said of the Alps, and many mountainous areas of Europe (Sale 77). They had this agenda to control whatever they could. If the land looked wild it needed tamed to their ideas, even if this made the ecosystem unstable or less productive. The results of their need for control and their lack of knowledge on ecosystems resulted in a reflux of new plants being imported. The most influential plants were the forage or grazing crops. These were brought because the Europeans wanted their own familiar crops to be in the grazing yards. These plants included white clover and "Kentucky" bluegrass. Ironically the Kentucky bluegrass was named so because it preceded west at a faster rate than the colonists, so when they arrived in Kentucky they found it in abundance and named it so. These plants were introduced at least as early as 1685, when William Penn was noted for trying some in his courtyard (2 Crosby 157). These plants spread with the equivalences of weeds. Imported, overgrazing European animals helped in the quick dispersal of these plants. The effect of these new grasses is hard to determine. Many of the indigenous grasses all but disappeared, except for small-untouched areas. The introduced animals helped to pave the way for many of these new plants (2 Crosby, 157). The animals first overgrazed the native plants, which were not adapted for heavy grazing, and then continued overgrazing created a new niche or specialization.

Glaxowellcome

Case 21 †¢ The Headaches of GlaxoWellcome comply with regulations, and selling it to the end users while making a pro? t. In addition, there is a tariff for the import of candelilla wax into Japan of 3. 8 percent; this is for either ? rst or second re? ned candelilla wax. FUTURE OF THE CANDELILLA WAX INDUSTRY ? According to executives of Ceras Deserticas, the future of this market is promising. They expect growth in the future, although they they have not made public the actual estimated growth for the market. They are worried about the best path to take advantage of this growing and competitive market. The industry is consolidating and if Ceras Deserticas does nothing, it will either die or be taken over. As mentioned before, there are several joint ventures in which U. S. companies are investing in Mexico to guarantee a steady supply of candelilla wax. Both Ceras Nacionales de Mexico and †¢ 735 Multiceras have established joint ventures with American companies. They are p ursuing research and development to try to create a synthetic wax that can replicate the characteristics of candelilla wax and meet the requirements of end-users.DISCUSSION QUESTIONS 1. Of the three options options presented at the beginning of ? the case, what should Ceras Deserticas do? 2. Why would Mitsuba Trading Co. be interested in a joint ? venture with Ceras Deserticas? 3. What would be the advantages and disadvantages for Ceras ? Deserticas of a joint venture? ? 4. What strategy must Ceras Deserticas follow in approaching joint venture? C ASE 21 THE HEADACHES OF GLAXOWELLCOME Migraine medicine is a key growth area for Glaxo Wellcome Inc. Glaxo); a Britain-based pharmaceutical company with global operations. 1 Glaxo’s primary business is to market prescription products to physicians and healthcare providers. Glaxo was the ? rst pharmaceutical company to manufacture and market a revolutionary new class of prescription migraine medications called ‘‘triptansà ¢â‚¬â„¢Ã¢â‚¬â„¢. Triptans, which Glaxo launched in 1993, are a class of medications that work speci? cally on the 5HT-1 receptor sites, which are believed by doctors to be the primary cause of migraine headaches.In mid May of 1997, Sir Benjamin Palmer, the general manager of Glaxo’s CNS/GI Metabolic division, sat at the head of the conference table in room G-1 of the Glaxo Wellcome global headquarters in Stockley Park West, England. A group of 6 marketers (3 from the ‘‘Professional’’ team and 3 from the ‘‘Commercial’’ team) were staged in front of Palmer and two vice presidents of sales (East and West). The three of? cers listened attentively to the ? nal marketing presentation that more than 60 marketing team members had worked on for the past 19 months.The issue: How to launch Naramig, Glaxo’s new (second generation) prescription migraine medicine, in the U. K. In the back of Palmer’s mind were the following considerations: – Although Naramig was considered by Glaxo to be a better triptan than Imigran, in reality, there were some attributes of Naramig that were inferior to those of Imigran. – It was not as if Imigran had not been successful: Glaxo had captured 91 percent of the prescription medication market share (in ? s) for migraines in the U. K. – Glaxo expected the approval and launch of its competitor, Zeneca’s ? st triptan medication (Zomig) prior to that of Naramig, and likewise, expected Zeneca to market Zomig as a 2nd generation triptan. 8 1 Months Later 2 Early in February of 1998, a similar scene to that of 8 1 months 2 ago, in room G-1 of the U. K. headquarters, was taking place in a conference room located at the U. S. home of? ce in Research Triangle Park, North Carolina. Mark Glackin, U. S. General Manager of Glaxo’s CNS/GI Metabolic Division, considered several marketing options presented by the team for the U. S. aunch of Amerge, Glax o’s second-generation triptan that had been marketed in the U. K. as Naramig. 2 Although Glackin had several considerations to keep in mind, various factors and events gave Glackin a much different perspective than 1 that of Palmer 8 2 months earlier: †¢ How would U. K. hospitals and doctors react to Glaxo’s promotion of Naramig? †¢ Glaxo was apprised of the marketing strategy chosen by the U. K. for Naramig and its short-term results. †¢ What was the best product positioning of Naramig with respect to Imigran? This case was prepared by Jared Fontaine, Aaron C.Lennon, and Robert Moscato of the Fox School of Business and Management at Temple University under the supervision of Professor Masaaki Kotabe for class discussion rather than to illustrate either effective or ineffective management of a situation described (2001). 1 Today the company is known as GlaxoSmithKline, which was formed in January 2001 as the result of a merger between GlaxoWellcome and S mithKline Beecham. †¢ Zeneca’s Zomig had in fact been approved and launched in the U. K. prior to that of Naramig. The effects of Zomig on the success of Naramig and Imigran were therefore available for analysis by Glackin. Just as in the U. K. , Glaxo U. S. expected the approval and launch of Zomig in the U. S. prior to that of Amerge. 2 Like Amerge/Naramig, Glaxo’s research indicated that the name Imitrex would fare better than Imigran in the U. S. market. 736 †¢ Case 21 †¢ The Headaches of GlaxoWellcome EXHIBIT 1 The Businiess GW Portfolio: 1998 ?1,027m (+9%) ? 432m (+5%) ? 1,971m (+24%) Respiratory Viral Infections CNS ? 688m (? 44%) ? 749m (+1%) ? 1,209m (? 4%) ? 1,089m (+31%) (Migraine ? 645m) Migraine Bacterial Infections Gastro-intestinal Oncology Others % of Sales 28 17 15 9 10 10 6 14Total sales ? 7,165m increase of 2% †¢ Glaxo U. S. had launched the marketing promotion of Product Lines: Migraine Depression Gastrointestinal Imitrex (the U. S. brand name of U. K. ’s Imigran)3 Nasal Spray 5 months earlier. on pharmaceutical marketing, Glaxo U. S. could use directto-the-consumer (DTC) advertising to promote Amerge. †¢ Unlike the U. K. , which has stricter government regulations †¢ Allergy/Immunology/Respiratory Division Product Lines: Allergy/Immunology Asthma COPD COMPANY BACKGROUND GlaxoWellcome Inc. was formed in 1995 when U. K. based Glaxo Pharmaceuticals, a relatively young company, acquired U. K. pharmaceutical company Burroughs Wellcome in a corporate takeover. The acquisition made Glaxo Wellcome Inc. one of the top three pharmaceutical ? rms in the world with approximately 4 percent of the worldwide prescription pharmaceutical market. International Organization GlaxoWellcome Inc. is based in the U. K. with its Worldwide Headquarters located in Stockley Park West. As of 1997, Glaxo Wellcome Inc. had 22 local operating companies (LOCs) in 9 countries of which Glaxo U. S. was one. Although based in the U.K. , the U. S. market made up approximately 40 percent of worldwide sales, while the U. K. only accounted for 7 percent. Due to the rigid guidelines of the Food and Drug Administration (FDA), Glaxo’s products are generally introduced ? rst in one of the other 8 LOCs before gaining approval in the U. S. The majority of R&D and production for Glaxo takes place in the U. S. , U. K. , France, and Italy, each having both an R&D unit and manufacturing plants. Organizational Structure/Product Lines The organizational structure of Glaxo Wellcome in both the U. K. and the U. S. s based around its 3 divisions and the product lines within each of those divisions: †¢ HIV/Oncology Division Product Lines: HIV Cancer Glaxo sells prescription medications that fall into one of these three product lines. As of 1998, the migraine product line made up just over 9 percent of total Glaxo sales worldwide. The CNS/GI Metabolic division, of which migraine makes up 60 percent, grew 31 perc ent from 1997 to 1998 (see Exhibit 1). THE PHARMACEUTICAL INDUSTRY Pharmaceuticals are generally classi? ed into two categories: over-the-counter (OTC) and prescription medications.As of 1998, there were no OTC drugs speci? cally formulated for migraine. After a pharmaceutical medication has been developed, there are two stages: approval and marketing. Approval In order for a pharmaceutical company to market and sell any medication that they have developed, the product must ? rst be approved by the respective regulatory body of each country (FDA in the U. S. , MCA in the U. K. ). On average it takes 12 years for an experimental drug to travel from the lab to the medicine chest. Only ? ve in 5,000 compounds that enter preclinical testing make it to human testing.One of these ? ve tested in people is approved. Although each country has †¢ Central Nervous System/Gastrointestinal Metabolic Division (CNS/GI) 3 Market research showed that U. S. consumers would be more responsive to t he brand name ‘‘Amerge’’ than that of ‘‘Naramig. ’’ Case 21 †¢ The Headaches of GlaxoWellcome its own particular set of guidelines and speci? c procedures for approval, new medicines are generally developed and approved as follows: 1. Preclinical Testing—This is the exploratory process where a pharmaceutical company identi? es compounds through in vitro (test tube) testing.The deliverable at the end of this process are compounds that can enter Phase One of Clinical Testing. 2. Clinical Trials, Phases—There are three mandatory phases of clinical trials. These clinical trials study the medicine’s safety pro? le, how it is absorbed and distributed, the duration of its action, its ef? cacy, and side effects. 3. Application—Following the completion of all three phases of clinical trials, the company analyzes all of the data and applies for approval in the respective country if the data successfully demon strate safety and effectiveness. The application contains all of the scienti? information that the company has gathered. At this point, the regulatory body may request further information. 4. Approval/Refusal—Once the regulatory body completes the professional assessment of all relevant information, it either approves the application and the new medicine becomes available for physicians to prescribe, or, if unsatis? ed, refuses to grant approval. There is one important distinction between the U. S. and the U. K. in the approval stage of pharmaceuticals. In the U. S. , every medication must be approved by the FDA before it can be marketed and sold.However, because of the existence of the European Union (EU), it is possible that a medication may be approved in member nations without being professionally assessed and analyzed by each country’s respective regulatory body. This means that if one member nation’s (e. g. Sweden’s) regulatory body approves a medic ation, the applying pharmaceutical company can either ask the other EU member nations to ‘‘recognize’’ Sweden’s approval or apply to each member nation separately. If one member nation approves a medication, then all of the countries in the ‘‘Mutual Recognition’’ procedure have the same prescribing information.However, if a medication receives independent approvals, then the prescribing information will be unique in each country. The difference can have an effect if applying in each country separately produces slightly different results in the trial phases (e. g. , perhaps the trials show that a medication is more effective for its desired indication during trials in the U. K. as compared to similar trials performed in Sweden). Marketing In general, products are marketed and advertised solely toward the ? nal consumer. This makes sense since it is the ? al consumer that ordinarily has the ? nal say as to whether he/she will actually purchase the product. However, pharmaceuticals are marketed to physicians and hospitals that in turn decide if they will prescribe the medication to their patients. U. S. vs. U. K Although it is illegal for pharmaceutical companies to advertise their products directly to patient/consumers in the U. K. , †¢ 737 in the U. S. (as of 1997) direct-to-consumer (DTC) advertising is permitted. Research has shown that DTC advertising in the U. S. has a large impact on sales.The research shows that patient’s requests for speci? c medications marketed by speci? c pharmaceutical companies affect the companies’ sales to physicians and hospitals. The other major difference in the pharmaceutical industry between the U. S. and the U. K. is the extent of governmental coverage. In the U. K. , the health care system is socialized. Doctors are paid by the government with an additional payment per patient. Everyone is entitled to free medical care under the plan, which is fun ded by the National Treasury and Health Insurance Tax. The U. S. on the other hand, has not employed socialized medicine, although Medicare and Medicaid cover a signi? cant part of the population. Instead, the U. S. health care system follows an insurance-based coverage scheme whereby individuals buy insurance from a company, which in turn pays for their medical costs. HEADACHES AND MIGRAINES Doctors classify headaches into three main types: †¢ cluster headaches †¢ tension-type headaches †¢ migraines Cluster headaches are the most painful type but also quite rare and hence have not offered pharmaceutical companies a suf? cient market potential to pro? ably develop and market a medication speci? cally focused on curing these headaches. Tension-type headaches, while the most prevalent, are generally capable of being combated with over-the-counter medications such as aspirin and ibuprofen and hence, likewise do not offer Glaxo a pro? table market for which to develop a p rescription product. Migraines, on the other hand, are suffered by an estimated 26. 3 million people in the U. S. , 5 million people in the U. K. , and at the time of Glaxo’s launch of Imigran/Imitrex, were not effectively treatable with over-the-counter medications.Migraines are complicated combinations of intense pain (usually on one side of the head) and neurological symptoms like visual problems, nausea, vomiting, and sensitivity to light and sound, which often reduce the sufferer’s productivity and concentration and in some cases render the sufferer bedridden. In the U. K. about 18 million working days are lost to migraine sufferers a year. In the U. S. approximately 10 million migraine sufferers were bedridden for more than 3 million days per month and experienced 74. 2 million restricted activity days per year (as of 1989). Such statistics translate to lost workplace productivity ranging from $5. billion to $17 billion annually in the U. S. and sick pay and repl acement personnel costs of ? 750 million in the U. K. annually. Hence, in the early 1990s, Glaxo took advantage of the market potential for migraine-speci? c prescription drugs. 4 4 At the time of Glaxo Wellcome Inc. ’s entrance into the market for prescription migraine medicines, although doctors were prescribing drugs for migraines, these drugs were not migraine-speci? c but rather were drugs that were developed for general pain relief. 738 †¢ Case 21 †¢ The Headaches of GlaxoWellcome IMIGRAN/IMITREX In 1993, Glaxo Pharmaceuticals introduced in the U.K. and the U. S. , the ? rst medication (triptan) speci? cally formulated for the acute treatment of migraine. 6 Imitrex/Imigran when initially launched in March of 1993 was produced in injection form. In 1995 and 1997, Glaxo followed up the marketing of Imitrex/Imigran by introducing line extensions in the forms of tablets and nasal spray, respectively (see Exhibit 2). Imitrex/Imigran5 uncomfortable injecting themsel ves). Sales of Imitrex/Imigran worldwide grew from less than $350 million in the year of its introduction to more than $1 billion in 1997.Imigran/Imitrex SWOT Glaxo considered the strengths, weaknesses, opportunities, and threats of Imigran/Imitrex to be the following: Strengths—Imigran/Imitrex was the ? rst medication marketed toward speci? c migraine relief. Hence, Imigran/Imitrex had a strong brand image as the market leader, and in fact played a signi? cant role in the development of the migraine market. Imigran/Imitrex was also a potent medication with a proven ef? cacy; it was in fact very successful in relieving the pain of migraine headaches. Although there were some side effects associated with the medication, Imigran/Imitrex has a proven safety pro? e. The fact that Imigran/Imitrex is offered in 3 different line extensions offers Glaxo a ‘‘portfolio’’ of relief to offer to various patients. Weaknesses—The fact that Imigran/Imitrex is a potent medication has its downside as well. The medication proves to be too powerful for some patients, which therefore limits its use. Moreover, Imigran/Imitrex is expensive relative to OTC products that were used to ? ght headaches. This weakness of being expensive is exacerbated by the fact that the medication has a high rate of recurrence (a patient may need to take the drug more than once during a migraine).Although Imigran/Imitrex is proven to be safe, because of the side effects (e. g. , tightening of the chest), there is a perception by some that the medication is not safe. Opportunities—Glaxo felt that having 3 product line extensions opened up the opportunity to perhaps exploit Imigran/Imitrex as a medication that is right for every kind of migraine sufferer. The biggest opportunity for Glaxo and Imigran/Imitrex is the fact that the migraine market was completely underdeveloped. EXHIBIT 2 Line Extension Injection Tablet Nasal Spray U.K. 3/1993 5/1995 5/1997 U. S. 3/1993 7/1995 8/1997 These line extensions were spurred by the fact that only a small percentage of the total 26. 3 million migraine sufferers had ever tried Imitrex/Imigran in injection form. Hence, Glaxo, even 2 years after the introduction of Imitrex/Imigran injections, viewed the potential market as wide open. The injection formulation of the product provides the fastest relief—as early as 10 minutes; the nasal spray—as early as 15 minutes; and the tablet—as early as 30 minutes.Hence, Glaxo has been successful marketing the injection form of Imitrex/Imigran using a strategy of ‘‘quick-relief’’ (an aspect that is very important to severe migraine sufferers) and successful marketing the tablet and nasal spray forms of the drug using a strategy of ‘‘easy and painless administration’’ (an aspect that is important to migraine sufferers who are 5 The launch of Imigran/Imitrex came prior to the Glaxo Pharmaceutic als’ acquisition of Burroughs Wellcome, Inc. 6 Glaxo used the brand name Imitrex in the U. S. nd the brand name Imigran in the U. K. for the same product. Market research showed that the name Imitrex would fare better with U. S. physicians and hospitals. EXHIBIT 3 GlaxoWellcome Worldwide Migraine Franchise $m 1,200 1,000 800 600 400 200 0 1993 Injection 1994 1995 Tabs 1996 1997 1998 Nasal Spray Case 21 †¢ The Headaches of GlaxoWellcome Threats—The two main threats to Imigran/Imitrex are that of competition and cannibalization. Glaxo was aware that Zeneca was close to marketing a competitor triptan called Zomig. SinceImigran/Imitrex had been on the market for over four years, Glaxo felt that Zomig would be marketed as a ‘‘second-generation’’ triptan (an improved version of Glaxo’s ? rst-generation Imigran/Imitrex). Imigran/Imitrex had also experienced some cannibalization effects between its 3 line extensions (see Exhibit 3). The Un derdeveloped Migraine Market As of 1997, the fact of the matter, was that approximately 90 percent of migraine sufferers were not being medicated with a triptan (see Exhibit 4). This meant that many people were still taking ineffective OTC drugs to combat their migraine pain.Accordingly, Glaxo considered the market for ‘‘triptan’’ drugs to have great potential. †¢ 739 Exhibit 5 shows how Naramig/Amerge speci? cally compared to Imigran/Imitrex as a migraine medication. EXHIBIT 5 Imigran vs. Naramig MEASURE Speed of onset Peak efficacy Consistency of response Tolerability Incidence of chest pain Incidence of recurrence ORDER (best first) Imigran > Naramig Imigran > Naramig Imigran > Naramig Naramig > Imigran Naramig < Imigran Naramig < Imigran EXHIBIT 4 Migraine market = underdeveloped 48 million migraine patients 586 million migraine attacks/yearNaramig/Amerge SWOT Glaxo considered the strengths, weaknesses, opportunities, and threats of Naramig/Amerge to be the following: Strengths—Although not as powerful as Imigran/Imitrex, Naramig/Amerge was effective in relieving migraine pain. Its biggest strength, relative to Imigran/Imitrex was its mildness; the side effects caused by Naramig/Amerge were substantially less compared to Imigran/Imitrex, which gave it ‘‘user friendly’’ image. Its long duration of pain relief gave Naramig/Amerge a low rate of recurrence; 67 percent of patients require only one dose of Naramig/Amerge over a 24-hour period.Naramig/Amerge was able to be marketed as a true second-generation triptan (an improvement on the ? rst) since Glaxo was the company that had introduced the ? rst triptan medication. Weaknesses—The major weaknesses of Naramig/Amerge were twofold. First, it had a slow onset of action. This of course would turn off patients looking for fast relief. Second, Naramig/Amerge had only been developed in tablet form and therefore lacked marketability in terms of line extensions. Opportunities—The market opportunity for Naramig/ Amerge was quite obvious.At the time of Naramig/Amerge’s approval, only 10 percent of all migraine attacks were being treated with triptan drugs. This meant that 90 percent of migraine sufferers were either not being treated at all, or treated with relatively ineffective medications. Threats—Like Glaxo’s ? rst-generation triptan, Naramig/ Amerge’s biggest threat came from Zeneca’s Zomig. Although it was unclear how successful Zomig would be in stealing Glaxo’s market share and expanding the market through sales to the untapped 90 percent, what was clear was that Zomig was likely to be approved in both the U.K. and the U. S. prior to Glaxo obtaining approval for Naramig/Amerge. COMPETITION 60 Triptan Rx = 10% 526 Million Attacks Since its introduction in 1993, Imitrex/Imigran had clearly played a role in de? ning patient expectations. However, combining its awareness th at Zeneca was in the process of developing Zomig and the fact that Glaxo, as a company, was always looking to bring new medications and improvements to the forefront, Glaxo had worked on developing a secondgeneration triptan of its own.Company research revealed that for a new triptan product to be successful, patients and doctors would require it to be as effective as Imitrex/Imigran but with a longer duration of pain relief and a lower side effect pro? le. NARAMIG/AMERGE Naramig/Amerge, Glaxo’s second-generation triptan, was actually being developed prior to the launch of Imigran/ Imitrex. 7 Amerge/Naramig, only available in tablet form, tested to have both a longer duration and a lower side effect pro? le than Imigran/Imitrex.Although Naramig/Amerge was considered by Glaxo to be a better triptan than Imigran/Imitrex, in reality, there were attributes of Naramig/ Imigran that were inferior to those of Imigran/Imitrex. 7 Glaxo, as with Imigran/Imitrex, used the brand name Nar amig in the U. K. and the brand name Amerge in the U. S. for this new ‘‘triptan’’ drug. This decision was once again a product of market research. When Glaxo Pharmaceuticals acquired Burroughs Wellcome in 1995, they had already launched Imigran/Imitrex (1993). 740 †¢ Case 21 †¢ The Headaches of GlaxoWellcome However, Burroughs Wellcome was also developing a triptan of its own.When the takeover took place, the Federal Trade Commission (FTC) forced Glaxo Wellcome to divest one of its triptan formulations because of antitrust implications (i. e. , monopolization). Having already successfully marketed Imigran/Imitrex, Glaxo Wellcome of course chose to divest the triptan that Burroughs Wellcome had developed. (Burroughs only completed about 55 percent of the clinical trials. ) Zeneca purchased the rights to this incomplete triptan and ? nished the further development and application process of what came to be Zomig.Glaxo had the following assumptions a bout Zomig: powerful means of maximizing market share, Palmer was unsure of the logistics of such an approach and worried about the ethical considerations of focusing the promotion of their product in areas based on factors such as socioeconomic status. Also, Palmer considered the fact that such a strategy may overlook patient needs. 3. An Alternative: Whereby Glaxo would market Naramig as an alternative to Imigran/Imitrex, (e. g. , superior; different; similar). The pros of the ‘‘Alternative’’ strategy were that it could detract from competitor noise, and could in fact devalue the image of the econd-generation triptan. This latter aspect may be an effective way to combat Zomig. The biggest drawback of this strategy was the idea that if there were no clear message (in terms of the medication that was best for migraines) it could lead to confusion and hence hurt Glaxo’s image. 4. Replacement: Whereby Glaxo would discontinue the marketing of Imigran an d focus solely on Naramig. This option ? t well with the overall concept that Naramig was an overall superior drug to Imigran. It would also allow Naramig to gain all the bene? s of a new compound: ‘‘secondgeneration,’’ safety, and low recurrence. However, Palmer worried about the confusion that would accompany such an approach and if a ‘‘Replacement’’ strategy would devalue Glaxo Wellcome in the eyes of physicians and hospitals. 5. Don’t Launch: Whereby Glaxo would only continue to market Imigran and never launch Naramig. Although this strategy might class all triptans as the same, negating Zomig as a second-generation, Palmer had already made up his mind that not launching Naramig was a waste of an opportunity and of resources that went into developing the medication.There was also the consideration that Zeneca would still be able to accomplish marketing Zomig as a second-generation triptan and leave Zeneca with an open ? eld. Naramig in the U. K. Palmer and his team chose a ‘‘Replacement’’ strategy for Naramig. This involved ceasing all promotion of Imigran (except to the extent of sales for patients who were already using Imigran) and positioning Naramig as the recommended starting place for migraine patients. Palmer felt that replacement was the best way to attract triptan-na? atients and ? ve capture the untapped market. Glaxo focused the promotion around Naramig as a ‘‘patient-friendly’’ medication providing patients with the best relief on the market. The results showed that the replacement strategy met Glaxo U. K. expectations. Naramig proved to be effective for migraine headaches in the majority of patients. In terms of the 90 percent untapped market, Naramig was preferred by 67 percent of previous non-triptan users. Exhibit 6 shows worldwide sales of Glaxo Wellcome’s two triptan drugs.It is clear that the replacement strategy thwarte d the growth of Imigran, and that Zomig and Naramig were both successful in expanding the market. PRODUCT POSITIONING: U. S Mark Glackin was now faced with the same decision that Palmer was faced with 8 ? months earlier. What was the best strategy to market Amerge with respect to Imitrex in the U. S. †¢ Like Naramig/Amerge, Zomig had a lower recurrence rate than Imigran/Imitrex. †¢ Zeneca would be successful in marketing Zomig as a secondgeneration triptan even though it was the company’s ? rst triptan. This was simply an issue of timing. Zomig’s ef? cacy was comparable to Imigran/Imitrex. †¢ Zomig would be launched in both the U. K. and the U. S. prior to Naramig/Amerge gaining approval in both markets. PRODUCT POSITIONING: U. K Sir Benjamin Palmer sat in his of? ce weighing all the information he had just learned in the marketing meeting. There was only question to be considered; the considerations were complex; the answer to that question was crucial: the success of a major product line of Glaxo Wellcome hung in the balance. How should Glaxo Wellcome U. K. , position its new triptan Naramig?Palmer wondered how U. K. hospitals and doctors would react to Glaxo’s promotion of Naramig when Imigran had been the ‘‘gold standard’’ for the past 4 years and had captured 91 percent of the prescription migraine medication market share. Palmer’s bigger concern was how to position Naramig with respect to Imigran in order to capture the 90 percent of the market that was untapped (see Exhibit 4). Although Naramig was considered to be a better triptan than Imigran, perhaps there were new patients who would be partial to the characteristics of Imigran.Just as important was what positioning strategy would be the most effective in ? ghting off the attack of Zeneca’s Zomig that Palmer expected to be launched in the U. K. prior to that of Naramig. Palmer had been presented by the marketing team with ? v e positioning strategies for Naramig: 1. Based Segment: Whereby Glaxo would target its marketing efforts toward different patient types. (e. g. , adolescents; elderly; chronic migraine; Imigran/Imitrex nonresponders; and patients who do not tolerate Imigran). Using such a strategy would allow Glaxo to promote Naramig where Imigran was weak to increase market share.At the same time, though, it was not clear as to how the market should be segmented, or how able physicians would be to identify such segments. If in fact physicians had trouble identifying the different patient types, the effect may be to confuse the prescribing process. 2. Distribution Based Segment: Whereby Glaxo would segment the market based on distribution channels. (e. g. , hospitals only; clinics only; private channels; less wealthy areas). Although Glaxo considered this option to be a Case 22 †¢ Benetton †¢ 741 EXHIBIT 6 Sales (? m) 700 600 500 400 300 200 194. 04 100 35 0 8 6054 282. 588 362. 346 539. 4 51 Triptan Revenue 662. 12 671. 797 would have to consider this difference along with the differences in the respective health care systems. Would Glaxo U. S. be successful in using DTC advertising to offer a portfolio of migraine medication to various types of migraine patients, or should the U. S. follow a similar replacement strategy as the U. K. and position Amerge as the best migraine medication available. Glackin considered the same 5 options for Amerge positioning as Palmer had considered 8 ? months earlier for Naramig: 1.Clinical/Patient Based Segmentation 2. Distribution Based Segment 3. An Alternative to Imitrex 4. A Replacement for Imitrex 5. Don’t Launch Amerge at All DISCUSSION QUESTIONS 1993 1994 Imigran 1995 1996 Zomig 1997 1998 Naramig market? Glackin had several considerations to keep in mind including the results of the ‘‘Replacement’’ strategy chosen in the U. K. , and the effect of Zomig as a competitor. As was the case in the U. K. , Imitrex had largely de? ned the market for migraine medication and had been quite successful in capturing customers.Glackin also expected that Zomig would be launched in the U. S. prior to that of the approval of Amerge. The U. S. had recently legalized DTC advertising. Glackin 1. Why is GlaxoWellcome introducing a second migraine medication? 2. How should GlaxoWellcome position Naramig in the U. K.? 3. Was the actually chosen strategy (option #4) the best decision? 4. How should GlaxoWellcome position Amerge in the U. S.? C ASE 22 BENETTON COMPANY BACKGROUND Benetton was founded as a single shop in Italy in 1965. Three years later the company expanded into France.Eventually, Benetton spread throughout Europe and by 1979 it was established in the United States. Benetton Group S. p. A is a unique global group that is a part of a larger organization known as the Edizione Holding Group. This is the holding company through which the Benetton family has ownership in many different b usinesses including hotels, publishing, and real estate. The Edizione Holding Group as well as the Benetton Group was founded by the Benetton family, which is made up of four siblings: Luciano, Chairman; Gilberto,Deputy Chairman and Joint Managing Director; Carlo, Director; and Giuliana, Director, who own and run the company as shown in Exhibit 1. Luciano’s son, Alessandro, is also one of the eight Directors. This global Benetton Group specializes in designing and manufacturing of clothing within the textile-apparel sector of industries, and combines this know-how with the strong identity and image of world-leading sports brands that have been incorporated through the acquisition of the Benetton Sportsystem business.These sports brand names are encompassed under the Playlife label and include Rollerblade, Killer Loop, Prince, and Nordica. The clothing sector includes casual and sportswear, consisting of the Sisley, United Colors of Benetton (UCB), and Undercolors of Benetton brands, which are mainly produced and distributed by the Automated Distribution Center in Castrette, Italy, the factory that produces over 90 million items of clothing each year. There are production facilities in France and Spain as well. These ? ished and packaged products are the dominant production category for the company and are distributed directly to the Benetton Group’s 7,000 retail stores located in 120 countries, of which only 55 stores are owned by the company, with the remaining stores independently owned and operated. The second production category for Benetton comprises the sports equipment and performance-wear item and a third category encompasses items such as footwear, bags, and accessories. Benetton’s overall turnover amounts to about 4,000 billion lire.Recently, in 2003, the company initiated an effort to diversify away from its main clothing business by moving to acquire Italian highway operator, Autostrade. This case was prepared by Eunjung Jenny Chun, Juliet Freedman, and Nicole Parker and updated by Sonia Ketkar of the Fox School of Business and Management at Temple University under the supervision of Professor Masaaki Kotabe for class discussion rather than to illustrate either effective or ineffective management of a situation described (2003).

Multiplex Industry in India

Consulting Industry Overview †¢ †¢ The Indian film industry is the largest film industry in the world in terms of the number of films produced and admissions each year. Revenue for 2004 was estimated at Rs. 59 billion (US$1. 3 billion), which was less than 1% of global film industry revenue and a fraction of the U. S. Film industry revenue, which was US$9. 49 billion in 2003. (Source CII ) Film Industry Revenues 12% 4% 57% 9% 2% 2% 14% Domestic Theatrical Leakages piracy In Cinema Ads Music Satellite / DTH / IPTV DVD / VCD / Overseas Cable Overseas TheatricalNearly 80% of Indian Industry revenues come from Domestic and Overseas Theatrical. On the contrary US Film Industry earns only 35% from box office sales and remaining 65% is derived from other revenue sources This clearly signifies the onset and potential of Multiplexes in the Indian Film Exhibition Sector. Consulting Consulting The Film Exhibition Industry †¢ †¢ The Indian film exhibition sector had revenues of Rs. 34 billion in 2004. (Source:CII) The Film Exhibition Industry can be divided into two segments: – – single and double-screen cinemas and multiplex cinemas, i. e. hree screens or more. †¢ As of March 2005, there were approximately 12,000 cinemas in India of which 73 were multiplexes with a total of 276 screens. Multiplexes constitute only 0. 6 % of about 12,000 cinema halls in India, but account for 28% to 34 % of the box office take for the Top 50 films in 2004. (Source Yes Bank) †¢ Consulting The Film Exhibition Industry: Multiplex More than 60 additional multiplexes with more than 220 additional screens are slated to commence operations by the end of 2006, a growth rate of 80-100% Average price of a ticket for a multiplex cinema is Rs. 5 – 85 but the number of screens in multiplexes represented only 2. 3% of total screens in India as of March 2005. (Source:Industry Estimates) An increase in the number of Multiplex screens should result in an i ncrease in film exhibition revenues, so the opening of new Multiplexes represents a significant growth opportunity for the industry. S c re e ns P e r M illio n P o pula tio n 140 120 100 80 60 40 20 0 India UK Belgium Ger many Spain Italy Ir eland Denmar k Fr ance USA 117 77 52 30 12 43 45 46 53 61In India, the number of screens per million of population is just 12 whereas the average in western countries is 40. India needs 20,000 screens to cater the entire cinema viewing population Consulting The Film Exhibition Industry: Multiplex No of Multiplex in Cities 16 12 8 4 0 12 6 5 4 4 3 3 Nasik Multiplexs Across Regions as on March 2005 (source Yes Bank) 3 Pune 23 North South East Delhi Kolkata Mumbai & Suburbs Ahmedabad Ghaziabad Gurgaon 42 3 5 West Geographic Distribution of Theatres Across India Ficci – E&Y Report 2004Andhra Pradesh 24% 21% Kerala Karnataka Maharashtra Uttar Pradesh Tamil Nadu Others 10% 19% 8% 9% 9% Number of Screens 3 Screens 4 Screens 5 Screens 6 Screens More than 6 Screens Number of Number of Number of Seats / Multiplexes Screens Seats Screens 40 120 43143 360 21 84 25862 308 6 30 10148 338 4 24 6991 291 2 18 3326 185 73 276 89470 1482 Majority of multiplexes have 3 screens. The table enlists the number of multiplexes sub-divided by the number of screens and seats. Consulting Consulting Key playersCompany PVR Cinemas * Inox Leisure Limited Adlabs Films * Shringar Cinemas Wave Cinemas E-City Cinemas Total % of India # of Properties # of Screens 7 34 5 25 4 14 3 14 3 13 3 14 25 114 34% 41% # of Seats 7333 7344 5666 4588 4380 3952 33263 37% * Only film exhibitio n pro perties with 3 o r mo re s creens have been co ns idered fo r this analys is So urce: Bo llywo o d Emerging Trends & Gro wth Drivers – Yes Bank Repo rt 2005 Kindly note that the No of Properties , Screens and Seats have been updated in the subsequent slides * from respective Company Web Sites as new properties have come up after report was published.Six largest mu ltiplex operators of India tabulated above operate 114 screens spread across 25 properties with a cumulative seating capacity of 33,263. This constitutes 34%, 41% and 37% of India’s total multiplex properties, screens and seats respectively. (Source: Market Estimates) Consulting Key player : Adlabs Films Adlabs Upcom ing Multiplexes Nam e City Screens Cineplex Adlabs Ansal Vaishali Plaza Metro Adlabs Mangal Adlabs Goldspot Adlabs Adlabs Palm Beach Himalaya Adlabs RDB Boulevard IMAX, Mani Square Ansal Mall Gopalan Legacy Adlabs Dattani Mall Nam eSeats 1,076 1,003 1,491 1,102 1,362 1,008 1,200 1,050 1,350 1,200 1,100 1,100 Adlabs Upcoming Multiplexes Name City Screens Seats Sangam Adlabs Mumbai 4 1250 R Town Fortune City Mall Ansal Plaza Maheshwari Parmeshwari Adlabs RAP, Borivali Rap Mirage RAP Media Ltd RAP Media Ltd RAP Media Ltd RAP Media Ltd Mumbai Bangalore Gurgaon Hyderabad 8 to 10 8 to 10 3 5 to 6 2200 2,200 1,000 1600 Mangalore Ghaziabad Mumbai Indore Hyderabad New Mum bai Ahmedabad Kolkata Kolkatta Greater Noida Bangalore Thane 3 6 4 4 4 5 3 4 4 4 4 RAP Metropolitan RAP Media Ltd Patiala Little world Mall Kharghar Paras Zirakhpur Downtown Total upcoming Mumbai Agra Amritsar Jalandhar Ludhiana Mohali (Chandigarh) Moradabad 4 3 6 5 7 5 3 5 4 to 5 4 122 – 128 1250 1004 1,700 1,500 2,000 1,500 1016 1,450 1,200 1300 36,212 Adlabs Film s Ltd Exis ting M ultiple xe s Location City Scre e n Kalyani Nagar CIDCO Wadala Mulund Kanjurmarg Andheri Sahibabad Industrial Estate Pune Nashik Mumbai Mumbai Mumbai Mumbai Ghaziabad 3 3 5 4 4 5 4 28Se ats 1,109 1,200 1,832 1,353 1,263 1,282 1,313 9,352 Gold Adlabs Divya Adlabs Imax Adlabs R-Adlabs Huma Adlabs Fame Adlabs Aerens R Imax at Rap Adlabs Adlabs Films Ltd was founded by Mr. Manmohan Shetty and Mr. Vasanji Mamania In 2005, (Reliance – ADA Group) acquired a 50. 16% stake in Adlabs Films Limited Consulting Key player : E-City Entertainment E – City Entertainment (Essel Group)Nam e Sigma Mal l Fun Republic Fun Republic City Centre Cross River Mall Ansals Plaza II Pacif ic Mall Nand Plaza Fun Republic Fun Republic TDIChandigarh Fun Republic Malnz Times Square (Jagat Cinema) Axis Mall Lake Mall Times Square Dindayal City Mall Fun Republic Dreams Mall Kukreja Mall AEZ Carnival Country North Square TDI Mall V3S Mall Mittal's Mega Mall Ansals Plaza Mittal's Mega Mall Sun City Mall Ansals Royale Plaza Grand Total Location Bangalore Hyderabad Lucknow Mumbai New Delhi Punjab Agra, Uttar Pradesh Agra, Uttar Pradesh Ahmedabad Chandigarh Chandigarh Coimbatore G. T. Road Jaipur Kolkatta Kolkotta Kota M.P Mumbai Mumbai Mumbai NCR (Uttar Pradesh) New Delhi New Delhi New Delhi Panipat, Haryana Punjab Punjab Rajasthan Rajasthan Since /Targe t Date March, 2006 Planned 2007 April, 2006 Planned 2007 March, 2006 Planned 2008 May, 2006 Planned 2006 June, 2001 November, 2003 Planned 2007 Planned 2006 Planned 2008 December,2005 Planned 2008 Planned 2007 Planned 2006 Planned 2006 August, 2003 Planned 2006 June, 2006 March, 2006 February, 2006 December, 2005 February, 2006 Planned 2006 Planned 2007 Planned 2009 Planned 2007 Planned 2007 No of Scre e ns 3 6 4 4 4 4 4 3 6 4 3 6 6 2 4 4 4 4 6 5 4 3 3 3 3 3 4 4 4 3 120E-City Entertainment is a business segment of the Essel Group. In Film Exhibition they have 2 Brands 1. Fun Republic Entertainment 2. Fun Multiplex. †¢ E City Entertainment has made a prominent appearance Metros across Regions like Mumbai and Delhi. †¢ And is seen to be targeting Tier 2 Tier 3 Cities like Coimbatore, Rajasthan, Punjab, Kolkata Consulting Key player : Shringar CinemasShringar Cinemas Ltd Existing Multiplexes Fame Adlabs 5 screens , 1342 seats Fame Malad 6 screens, 1571 seats Fame Nasik 3 Screens, 1407 Seats Fame Kandivali 4 Screens, 1275 Seats Fame Kolkata 4 Screens, 900 Seats Fame Pune 3 Screens – 1009 Seats Grand Total 25 Screens 7504 Seats †¢ Shringar Cinemas, managed by promoters who have been one of the largest film dis tributors in Western India for Hindi films. Company is focusing on Western India i. e. Mumbai, Pune, Nashik, Aurangabad as well as Eastern Indian i. e. Kolkata Shringar Cinemas Ltd Upcoming Projects FAME FAME FAME FAME FAME FAME Allahabad Ghatkopar Aurangabad Hyderabad Surat – Raj Empire Thane 4 screens and 1250 seats 3 screens and approximately 1000 seats. 3 screens and approximately 900 seats 6 Screen 5 screens Consulting Key player :Inox Leisure LtdInox Leisure Ltd Existing Multiplexes No of screens City Location Mumbai Nariman Point 5 Bangalore Magrath Road 5 Vadodara Race Course Circle 4 Pune Bund Garden 4 Goa Panaji 4 Kolkatta Salt Lake 4 Kolkatta Elgin Road 4 Indore Sapna Sangeeta 3 Darjeeling Laden La road 3 Jaipur Vaibhav Nagar 2 Grand Total 38 No of seats 1335 1103 1318 1316 1271 1144 1016 1080 811 787 11181 Inox Leisure LtdUpcoming Projects Location Screens Seats Vishakhapatnam Raipur Lucknow Kolkatta Kharagpur Jaipur Jaipur Hyderabad Chennai Bangalore Bangalore Ba ngalore Grand Total 4 4 4 5 4 3 3 6 5 4 7 7 56 1300 1250 1000 1042 1200 750 750 1470 1156 1100 1860 1720 14598 Inox Leisure plans to target very specifically cities in South India Like Bangalore, Chennai, Hyderabad, Vishakhapatnam. Consulting Key player : PVRPVR Cinemas Existing Locations Name PVR Bangalore PVR Priya PVR Saket PVR Vikaspuri PVR Narania PVR Gurgaon PVR EDM PVR Faridabad PVR SRS Faridabad PVR Plaza Spice PVR PVR Hyderabad PVR Rivoli PVR Lucknow PVR Indore PVR Mumbai Grand Total Location Screens Seats Bangalore 11 NA Delhi NA 944 Delhi 4 1000 Delhi 3 921 Delhi 4 830 Gurgaon 7 1300 Ghaziabad 3 720 2 480 Faridabad (Ha NCR Delhi 3 776 Delhi NA 300 Noida NA 1821 Hyderabad 5 812* Delhi 3 329* Lucknow 4 928 Indore 5 1199 Mumbai 2+3 NA 57 approx 12360 Approx PVR Cinemas UpcomingCinemas PVR C INEMAS Mumbai PVR C INEMAS New Delhi PVR C INEMAS Mumbai PVR C INEMAS Mumbai PVR C INEMAS New Delhi PVR C INEMAS C hennai PVR C INEMAS Mumbai PVR C INEMAS Ludhiana PVR C INEMAS Gurgaon Pr ashant Vihar, Delhi Latur Aurangabad Silver Arc, Ludhiana TOTAL Screens 6 Screens 6 Screens 7 Screens 8 Screens 6 Screens 7 Screens 4 Screens 4 Screens 2 Screens 3 Screens 3 Screens 3 Screens 3 Screens 71 Screens Seats 1750 1269 2050 2200 1500 1600 1250 1000 450 800 1050 1100 1000 Expected In Fiscal 2006 Fiscal 2007 Fiscal 2007 Fiscal 2007 Fiscal 2008 Fiscal 2007 Fiscal 2007 Fiscal 2007 Fiscal 2006 Fiscal 2006 Fiscal 2006 Fiscal 2006 Fiscal 2008 9310 Seats †¢ PVR Cinemas setup India’s first multiplex in 1997 at Delhi. †¢ The Company has been funded by ICICI Venture and is in final stages of closing second round of equity funding for future expansion †¢ PVR Cinemas is focusing on developing multiplex properties in Northern, Western and Southern India (Bangalore & Hyderabad) Consulting Key player : Wave Cinemas Wave Cinemas is a part of The Chadha Group. Currently operates 13 screens spread across 3 properties. With existing operations in Noida, Kaushambhi and Lu cknow. Wave Cinemas is a regional player focusing on Northern India. enetrating in untapped raw territory in UP and Ghaziabad. Wave Cinemas Existing Cinemas Location Screens Noida 5 Kaushambi ( Ghaziabad) 4 Lucknow 4 Grand Total 13 Seats 1804 1192 1394 4390 Wave Cinemas Upcoming Projects Mohali ALL LOCATIONS ARE Ludhiana IN NORTHERN INDIA Raja Garden Delhi Consulting Consulting Summary: Growth Drivers Growth drivers responsible for the expected increase in the number of multiplex cinemas are as follows: †¢ An increase in disposable income in the hands of an ever expanding Indian middle class demographic changes tax benefits for multiplex cinemas retail boom Favourable †¢ Organised †¢ Entertainment †¢ Increase in the number of high grade Hindi films. Consulting Favourable Demographics Demographics †¢ †¢ (source CIA fact sheet July 2005 Est) Current Population: 1 billion+ (1,080,264,388) growing between 1. 4% to 1. 8% annually Age structure: 0-14 years: 3 1. 2% 15-64 years: 63. 9% 65 years and over: 4. 9% Median age: 24. 66 years A younger population tends to have higher aspirations, and will spend more as it enters the earning phase. †¢ †¢ Consulting Increase in Disposal IncomeClasses Rich Consuming Climbers Aspirants Destitutes Between Above USD 4,600 USD 970 – 4,600 USD 470 – 970 USD 340 – 470 Less USD 340 Households in Households in Households in 1995 2000 2006E 1 million 3 million 6 million 29 million 66 million 75 million 48 milliom 66 million 78 million 48 million 32 million 33 million 32 million 24 million 17 million URBAN CONSUMER SPEND % (Source KSA Technopak) Categories 1999 2002 Savings & Investments 14 5. 2 Consumption Shopping 22 24. 3 Leisure & Entertainment 21 29. 1 Grocery 43 41. 4 Sub total of Consumption 86 94. Total 100 100 Source: CII – KPMG Report 2005 accredited NCAER Multiplexes generally cater to High and Middle income Groups, with an increase in the number of households within this earning group, will result to higher consumption and spending patterns. Similarly migration of households from lower income to middle income levels will further drive the consumption patterns. Urban consumers have increased their expenditure on leisure & entertainment. Simultaneously spends on eating out, movies and theater, and books and music will increase. ConsultingOnset of Retail Activity †¢ Though Organised retail comprises of 3% of the total retail pie of USD 200 Billion, it is growing at 25 to 30% CAGR Number of malls in India is expected to increase from approximately 50 as of the end of 2004 to around 250 by the end of 2006. (Source: BW Marketing Whitebook, 2005, attributed to KSA Technopak. ) †¢ †¢ †¢ There will be approximately 600 malls by 2010 Securities study) (Source Edelweiss Multiplexes are one of the anchor tenants in large format malls, as their presence increases footfalls by approximately 40-50%. Source: CII) Consulting Entertain ment tax benefits Entertainment Tax Exemption / Benefit Minimum Minimum Seating No of Screens 1250 4 1000 1000 1000 NA NA 3 3 3 NA 3 STATE Delhi Gujrat Maharashtra Mumbai Kalyan, Thane, Dombivali, Navi Mumbai, Nasik, Aurangabad, Nagpur Vasai, Virar, Nallasopara Karnataka UP Tamil Nadu West Bengal ENTERTAINMENT TAX 30% 100% 45% 45% 40% City Mumbai Rest of Maharashtra Punjab Kolkatta Rajasthan UP Bhopal/Indore/ Jabalpur/Gwali or Yr 1 100% 100% 100% 100% 100% 100% Yr 2 100% 100% 100% 100% 100% 100% Yr 3 100% 100% 100% 100% 90% 100%Yr 4 75% 75% 100% 100% 80% 100% Yr 5 75% 75% 100% NA 70% 100% 34% 40% 60% 15% 30% 100% 100% 100% 75% 50% 1000 3 Source PVR Cinema Research †¢ In order to encourage investment many state governments have announced policies offering entertainment tax benefits. †¢ This has encouraged the growth of Multiplex Cinemas and also encouraged singlescreen theaters to convert into Multiplexes. †¢ Quantum of entertainment tax benefit would be dependant on c ompliance with certain conditions specified by the relevant state. Consulting Increase in Hindi Movies 001 Average number of high grade Hindi films released per week 1. 15 2002 1. 46 2003 1. 58 2004 1. 71 Source: Bollywood Emerging Trends & Growth Drivers – Yes Bank Report 2005 The number of Hindi movies has increased from year 2001 to 2004. This signifies immense potential and is definitely a sign of being a crowd puller and generating more revenue. Consulting Regulatory †¢ †¢ †¢ The Indian film exhibition sector is highly regulated and changes in regulations may have an adverse effect on business. Regulations by both the central and the state governments.Policies extend to aspects of building and safety requirements, licensing requirements, tax and entertainment tax registrations and grant of exemptions from the payment of entertainment tax. Provisions of laws include: – Requiring a minimum distance between the screen and the front row seats, which dis tances were set based on large screens used in singlescreen cinemas and not the smaller screens used at most Multiplex Cinemas. – The permissible pressure at which the electrical current may be supplied to a projector, which provision does not reflect the technological advances in respect of Multiplex Cinemas. The reservation of playing times for a scientific film, educational film, news reel or documentary. , – Restrictions on ticket prices in certain states. †¢ Consulting Break-Up of Revenues REVENUE Patron’s Spend Ticket Revenue Advertising F&B Revenues Conducting Fee Parking Charges Management Fee Consulting Break-Up of Cost Cost Direct Cost Distributors Share Entertainment Tax F&B Cost A 1250 seater Multiplex in a metropolitan city would cost anywhere between Rs80-90mn. This does not include the cost of land because the land may be leased Personnel CostDepreciation Interest Consulting Way Forward †¢ Over the next 18-24 months, 6 of the largest mul tiplex operators in India mentioned earlier are likely to commercialize approximately 200-240 screens spread across 50- 60 new multiplexes. †¢ These multiplexes will have a cumulative seating capacity in excess of 55000-60000. †¢ There will also be an increase in number of multiplexes operated by smaller players, who constituted 66% of total multiplexes as of march 2005. †¢ It is estimated that number of operating multiplexes in India will increase by 80-100% by end of 2006. By the end of 2006, 135+ multiplexes will house more than 160,000 seats spread across 500+ screens. †¢ These multiplexes will have significant direct positive impact on the business economics of film production, financing, distribution and exhibition and indirectly on other ancillary markets. (Source: Yes bank) Consulting D’Essence Consulting, New MHADA Complex, Bldg no. 1 , Office no. 2, Near PMGP Colony, Andheri East Mumbai 400093 Fax- 28228142 / Tel-28347425 www. dessenceconsulting. com EmaiL: [email  protected] com [email  protected] com

Emotional And Mental Condition Of Problematic Child Social Work Essay Essays

Emotional And Mental Condition Of Problematic Child Social Work Essay Essays Emotional And Mental Condition Of Problematic Child Social Work Essay Essay Emotional And Mental Condition Of Problematic Child Social Work Essay Essay This assignment concerns the analysis of the emotional and mental status of Kirsty, a 14 twelvemonth old miss who lives with her female parent and her stepfather. Kirsty, a much loved kid lost her darling male parent when she was 8 and now lives with her female parent and stepfather. The miss has of late been exposing marks of emotional and mental perturbation and unnatural delinquent behavior. Her wellness every bit good as her attending and public presentation at school have begun to endure. Children like Kirsty, who have experienced terrible emotional loss and who furthermore have to see disturbed domestic conditions, are far more likely to develop emotional, mental and physical upsets and complaints than other kids. Social work theory and pattern considers the relief of the status of physically and mentally ailing people to be one of its primary aims ( Petr, 2003, p 41-47 ) . Social work policy in the UK is furthermore ferociously committed to the betterment of public assistance and to the physical, emotional and societal development of all kids in the state, particularly those enduring from different types of disadvantage ( Humphreys, 2000, p 30-34 ) . Recent old ages have besides witnessed steady betterment in the intervention of physically and mentally deprived persons. This survey is directed by such aims and purposes to first examine and discourse Kirsty s instance from different societal work positions in order to understand the causes behind her bing emotional, mental and physical province. Such treatment and analysis is followed by the application of the 4P theoretical account for organizing Kirsty s status with the usage of predisposing, precipitating, perpetuating and protective factors. A 4 P analysis will assist in understanding the assorted forces that are presently moving upon the kid every bit good as her assorted beginnings of strength, nutriment and comfort, and in make up ones minding upon possible interventionist schemes. The survey is structured into two chief subdivisions ; the first trades with the scrutiny of the events in Kirsty s life and her current physical and mental troubles, even as the 2nd efforts to place the 4P factors in her life in order to assist her to develop resiliency to get the better of her emotional and mental challenges. Analysis of Kirsty s Case Kirsty was born an IVF babe and, like most such babes, was a much wanted and loved kid. Whilst the instance survey does non supply elaborate inside informations about her childhood, it is clear that her male parent and female parent, particularly her male parent, doted upon her. Her secure, happy, and comfy childhood changed radically and everlastingly when she was merely about 8 with the decease of her male parent in a auto accident. With her female parent want to get down a new life after the calamity, the two of them moved off from Aberdeen, where they lived antecedently, and moved from house to house in Scotland until the clip her female parent remarried. Both of them thenceforth came to populate with her stepfather in his house, where all three continue to shack even now. Her present domestic environment appears to be disturbed. Her stepfather, a builder by profession, earns periodically and has a imbibing job. Whilst Kirsty s female parent works in a supermarket, the money she earns is non plenty to run into the demands of the household and changeless statements occur between the two grownups on the issue of money. Kirsty s stepfather physically abuses his married woman during the class of such statements, particularly when he has been imbibing. Whilst such battles do non happen in forepart of the kid, Kirsty frequently sees the Markss of physical force on her female parent s face. Kirsty loves her female parent really much but has of late begun to experience intrusive and in the manner of the two unhappy grownups. Kirsty attends secondary school and has for the last twelvemonth been taking lessons in playing the guitar. She is demoing some promise in music and remembers her male parent playing the guitar for her at her birthday parties when she was immature and he was still alive. Kirsty and her household have friendly neighbors. The neighbors invariably welcome her and the kids love and adore her. She is a quiet kid and is for such ground practically unnoticed in school because her category has a figure of loud and active kids who keep the category instructor busy. The miss has a few close friends at school and spends much of her clip with them. She has late started traveling out in the eventide with these friends and other immature people. They normally go to the park where they spend clip with each other. Some of the immature people bring inexpensive intoxicant to the park and Kirsty has started imbibing on a regular basis. This frequently leads to her waking up tardily in the forenoon and dropping out of traveling to school for the twenty-four hours. Kirsty is little and scraggy for her age and finds it hard to kip at dark. Her appetency is hapless and she frequently feels ill and suffers from katzenjammer symptoms. The neighbor is worried about Kirsty s wellness and Kirsty s female parent has late taken the kid to see a GP, who after a preliminary probe has decided to mention her instance to other services. It is obvious from the available fortunes of the instance that Kirsty is emotionally and mentally disturbed and that these jobs are furthermore impacting her physical wellness and her attending and public presentation at school. The miss s emotional and physical development has been adversely affected by specific events and fortunes, viz. ( a ) the loss of a much loved parent, when she was still a kid, ( B ) her memories of her male parent, which continue to remain with her, and ( degree Celsius ) her disturbed place environment, with its elements of intoxicant maltreatment and domestic force. Some of her present mental troubles can be explained by the usage of the Attachment Theory, foremost advanced by John Bowlby, which concerns the emotional bonding between two or more persons and suggests that kids must develop stable relationships with at least one of their primary attention givers for happening of normal development and growing ( Bowlby, 1988, p 5-11 ) . The attachment theory suggests that kids instinctively attach to their carers for endurance, for security and for eventual familial and behavioral reproduction ( Bowlby, 1988, p 5-11 ) . Sheltered babes and kids become free to concentrate and derive cognition from their environments ( Walker, 2008, p 3-5 ) . Whilst the birth female parent usually represents the chief attachment figure, it is besides really much possible that any other person who invariably adopts fussing ways can replace the female parent as the rule attachment figure ( Walker, 2008, p 3-5 ) . In Kirsty s instance it appears that her male parent assumed the function of the chief attachment figure. This fact is non wholly confirmed because of the deficiency of inside informations about her life before the decease of her male parent. The miss, even today, after a oversight of six old ages, remembers him playing the guitar and diverting her at her birthday parties. She besides appears to hold unconsciously imbibed his love for music and his genius for playing the guitar. Attachment upsets are likely to happen when kids, for different grounds, are unable to organize normal fond regards with their attention givers during their childhoods. Such attachment upsets can take to traumas and a scope of mental and physical troubles ( Solomon A ; Siegel, 2003, p117 ) . Children diagnosed with behavior upset, post-traumatic emphasis upset and oppositional-defiant upset frequently display attachment jobs, perchance because of the happening of fond regard upsets in their childhood ( Solomon A ; Siegel, 2003, p117 ) . It appears clear from Kirsty s history that she was closely affiliated to her male parent and that his tragic decease traumatised her significantly. Whilst her female parent did supply her with attention and support, the indispensable insecurity in their lives after the decease of her male parent, ( which continues even today and is accentuated by the environment of intoxicant maltreatment and domestic force at her place ) , has accentuated her inju ry. Childs from disturbed household backgrounds, particularly 1s that are characterised by force and substance maltreatment, are likely to endure from a scope of physical, mental and emotional jobs in comparing with other kids ( Taylor A ; Daniel, 2005, p 73-79 ) . Such kids, it has repeatedly been seen in the class of research and studies are far more likely ( a ) to make severely at school, ( B ) bead out of school, ( degree Celsius ) engage in smoke and in intoxicant and drug maltreatment, ( vitamin D ) have adolescent gestations, and ( vitamin E ) engage in delinquent or condemnable behavior ( Taylor A ; Daniel, 2005, p 73-79 ) . These kids and immature people are far less likely to travel to college than others and demo significantly greater inclinations for condemnable behavior. A recent study by research workers who studied 13,500 kids, populating with individual parents or measure parents, revealed that such kids were twice every bit likely as kids who stayed with their natural male parents and female parents, to develop emotional upsets, hyper-activity and hapless behavior ( Thaindian News, 2010, p 1-2 ) . Whilst 15 % of the kids who lived with measure parents displayed terrible behavioral jobs, the corresponding figure for kids who stayed with both natural parents was less than 6 % ( Thaindian News, 2010, p 1-2 ) . Kirsty does non merely endure from the disadvantages of being unable to remain with her two natural parents, but is besides under force per unit area because of a place environment that is disturbed on history of issues like low income, domestic force and intoxicant maltreatment ( Thaindian News, 2010, p 1-2 ) . It is obvious from this analysis that Kirsty is highly vulnerable to the development of different types of mental and physical complaints because of her past history of loss, mourning and injury and her present household fortunes of low income, intoxicant maltreatment and domestic force. The subsequent subdivision attempts to look at ways and agencies for designation of the predisposing, precipitating and perpetuating factors for Kirsty that can take to the oncoming of mental and emotional upsets and complaints, as besides the protective factors that can assist her to develop the necessary resiliency to get the better of her bing troubles and challenges. Designation of Predisposing, Precipitating, Perpetuating and Protective Factors The 4 P theoretical account concerns the scrutiny, analysis and diagnosing of four specific factors, which can assist in organizing the emotional and mental conditions of a kid ( Turner, 2005, p 33-39 ) . Such diagnosing enables the preparation of intercessions that address revealed forms of troubles and strengths help in working with persons with complex issues ( Turner, 2005, p 33-39 ) . Predisposing factors constitute the set of characteristics that make kids vulnerable to mental and emotional jobs. The predisposing factors, like the other 3Ps can be socio-environmental or biological-psychological in nature ( Hughes, 2003, p 271-277 ) . Such predisposing factors concern non merely specifically the kid but include factors that are associated with the households and environments in which kids live ( Hughes, 2003, p 271-277 ) . Individual predisposing factors can include familial influences, gender, low IQ, specific developmental holds, communicating troubles, hard dispositions, physical unwellness or even academic failure. Male kids, for illustration, are seen to be more predisposed than females for the oncoming of mental troubles ( Gitterman, 2001, p 111-117 ) . Family factors can include issues like ( a ) struggle between parents and household dislocation, ( B ) inconsistent or equivocal subject, ( degree Celsius ) hostile or rejecting relationships, ( vitamin D ) f ailure of parents to accommodate and set to the altering developmental demands of the kid, ( vitamin E ) maltreatment, physical, sexual and emotional, ( degree Fahrenheit ) psychiatric troubles of parents, and ( g ) criminalism, alcohol addiction and personality upsets of parents ( Gitterman, 2001, p 111-117 ) . Predisposing environmental factors include issues like ( a ) socio-economic disadvantage, ( B ) homelessness, ( degree Celsius ) favoritism, and ( vitamin D ) intimidation at school or maltreatment by friends ( Gitterman, 2001, p 111-117 ) . Precipitating factors concern current symptoms and include any cause that can take to showing of symptoms and aid in diagnostic logical thinking sing the function of motivating happenings and concurrent unwellnesss ( Crozier A ; Alden, 2001, p 76-84 ) . Such factors can include desirable ego injury after an statement or difference with a loved individual, a alteration in a favorite school or even a physical unwellness that can take to effects like school refusal ( Crozier A ; Alden, 2001, p 76-84 ) . Perpetuating factors represent the characteristics that live to the continuation of the state of affairs like the badness of fortunes, issues with conformities and even unresolved predisposing and precipitating factors. Such factors can once more, like predisposing factors pertain specifically to the kid, the household or even the environment ( Crozier A ; Alden, 2001, p 76-84 ) . Protective factors on the other manus concern the strengths, resiliency and supports that are available to kids and grownups ( Herrenkohl, et Al, 2003, p 179-180 ) . They include factors like ( a ) ego regard, ( B ) sociableness and liberty, ( degree Celsius ) norm or higher than mean IQ, ( vitamin D ) household compassion, ( vitamin E ) absence of parental strife and ( degree Fahrenheit ) societal support systems that encourage people to do personal attempts and get by with their fortunes and originate above them ( Herrenkohl, et Al, 2003, p 179-180 ) . The 4P theoretical account can be used efficaciously both to understand Kirsty s present fortunes and her strengths and supports that can assist her to get the better of her hurt and her challenges. Taking up the issue of predisposing factors foremost, it is clear that the kid does non look to hold any important familial exposure for the oncoming of mental upsets or complaints. Both her biological parents, as per available information, appear to be normal, good adjusted and happy persons who wished to do their matrimony and household work and took a specific determination to hold an IVF babe. The kid is quiet and diffident and does non at present appear to be on really close footings with her female parent. This is evidenced from the fact that female parent and kid do non portion assurances with each other about their lives or their present hard economic fortunes. Kirsty s hard household fortunes, particularly the troubles associated with their holding to get by on low and irregular incomes, the intoxicant maltreatment of her measure male parent and the physical force being experienced by her female parent, are besides strong predisposing factors. Precipitating factors in her instance could include terrible action by the school governments in response to the recent absences from school and possible bead in academic public presentation, escalation of force against her female parent, loss of her employment and farther deterioration of economic state of affairs, or the development of a physical unwellness by her or her female parent. Kirsty is a little and physically frail kid. She eats much less than she should and is likely to be vulnerable to infection and disease that can be picked up at school or exterior. The happening of any of the described events could precipitate emotional and mental perturbation. Kirsty has started imbibing sneakily in the company of her friends and inordinate intoxicant ingestion can take to the development of physical complaints, sing the hapless province of her current wellness. Her parents may besides happen out about her imbibing and this could take to important unpleasantness in the household. Su ch an event can besides be a major precipitating factor. Perpetuating factors can associate to the kid, the household or the environment. In Kristy s instance the most of import perpetuating factors are evidently the deficiency of intervention for her status and changeless maltreatment her organic structure is being subjected to because of under feeding, combined with consumption of intoxicant. The continuation of disturbed and low income household fortunes is besides working towards perpetuating her exposure to mental complaints. Kirsty nevertheless besides has a figure of protective factors that can assist her in developing resiliency and in get the better ofing her emotional and mental troubles and challenges. She has a strong, warm and loving relationship with her female parent, which is unluckily under force per unit area because of the disturbed place environment and the troubles that have emerged in the relationship between her female parent and her stepfather. The relationship between female parent and kid, whilst under force per unit area, continues to be strong and can be a beginning of strength for both of them. Kirsty besides has a warm and fond relationship with her neighbors and some of her school friends. Whilst she is non good known in her school, she does non look to be disliked and both the school and her school friends can go beginnings of huge strength to her. She has already started demoing promise in music. This can take to greater proficiency and to grasp from the outside universe, which in bend can assist her to develop assurance and ego regard. Decisions Kirsty, a much loved kid lost her darling male parent when she was 8 and now lives with her female parent and stepfather. The miss has of late been exposing marks of emotional and mental perturbation and unnatural delinquent behavior. Her wellness every bit good as her attending and public presentation at school have begun to endure. This survey foremost aims to analyze and discourse Kirsty s instance from different societal work positions in order to understand the causes behind her bing emotional, mental and physical province. Such treatment and analysis is followed by the application of the 4P theoretical account for organizing Kirsty s status into predisposing, precipitating, perpetuating and protective factors. Kirsty was born an IVF babe and, as most such babes, was a much wanted and loved kid. Her secure, happy, and comfy childhood changed radically when she was merely about 8 with the decease of her male parent in a auto accident. With her female parent want to get down a new life after the calamity, she remarried. Both of them thenceforth came to populate with her stepfather in his house, where all three continue to shack even now. Her present domestic environment appears to be disturbed. Her stepfather earns periodically and has a imbibing job. Kirsty frequently sees the Markss of physical force on her female parent s face. Some of her present mental troubles can be ascribed to the fond regard theory, which suggests that kids instinctively attach to their carers for endurance, for security and for eventual familial and behavioral reproduction and that kids must develop stable relationships with at least one of their primary attention givers for happening of normal development and growi ng. The 4 P theoretical account concerns the scrutiny, analysis and diagnosing of four specific factors, which can assist in organizing the emotional and mental conditions of a kid. The application of the 4 P theoretical account allows for the apprehension of her predisposing, precipitation g and perpetuating factors, every bit good as the assorted protective factors that can assist her in developing resiliency and in get the better ofing her emotional and mental troubles and challenges. It is of import nevertheless to observe that some of the illations have been made about available cognition about her past relationship with her male parent. Such information may be uncomplete and lead to erroneous decisions. Mentions Bowlby, J. , 1988, A Secure Base: Clinical Applications of Attachment Theory, Routledge: London. Crozier, W. R. A ; Alden, L. E. , 2001, International Handbook of Social Anxiety: Concepts, Research, and Interventions Relating to the Self and Shyness, New York: John Wiley A ; Sons. Gitterman, A. ( Ed. ) , 2001, Handbook of Social Work Practice with Vulnerable and Resilient Populations ( 2nd ed. ) , New York: Columbia University Press. Herrenkohl, T. I. , Hill, K. G. , Chung, I. , Guo, J. , Abbott, R. D. , A ; Hawkins, J. D. , 2003, Protective Factors against Serious Violent Behavior in Adolescence: A Prospective Survey of Aggressive Children , Social Work Research, 27 ( 3 ) , 179. Hughes, D, 2003, Psychological intercessions for the spectrum of fond regard upsets and interfamilial injury , Attachment and Human Development, 5: 3, pp 271-277. Humphreys, C. , 2000, Social Work, Domestic Violence and Child Protection: Challenging Practice, Bristol, England: Policy Press. Petr, C. G. , 2003, Social Work with Children and Their Families: Matter-of-fact Foundations ( 2nd ed. ) , New York: Oxford University Press. Solomon, M. , A ; Siegel, D. , 2003, Mending Trauma, fond regard, head, organic structure and encephalon, NY: W.W. Norton and Co. Taylor, J. A ; Daniel, B. ( Eds. ) , 2005, Child Neglect: Practice Issues for Health and Social Care, London: Jessica Kingsley. Turner, F. J. ( Ed. ) . , 2005, Social Work Diagnosis in Contemporary Practice, New York: Oxford University Press. Thaindian News, 2010, Children from broken places twice every bit likely to hold emotional jobs , Thaindian.com Company Limited, Available at: www.thaindian.com/ /children-from-broken-homes-twice-as-likely-to-have-emotional-problems_100444624.htmlA -A United States ( accessed December 4, 2010 ) . Walker, J. , 2008, The Use of Attachment Theory in Adoption and Fostering , Available at: jim-walker.co.uk/ /The % 20use % 20of % 20attachment % 20theory % 20in % 20adoption % 2 ( accessed December 4, 2010 ) .

Coursework Stories

Coursework Stories Coursework Stories Coursework Stories: Prepare Yourself Sooner or later, you will obviously be assigned with the task of coursework stories writing. This is an inseparable part of any studying process and diploma receiving. That is why in order not to be taken aback by coursework stories writing it is recommended to prepare yourself before it. Thus, coursework stories are those to be similar with simple essays writing, however, at this point, it should be stressed that the research is made much more thoroughly for coursework stories writing than for essay writing. The length of the work is much longer than that one of essay; that is why you have to present more information in it. The deepness of examining the subject of coursework stories also differs from that one of essay. The topic should be examined inside out and be fully disclosed in coursework stories writing: Assess Information In Your Coursework Stories However, you do not only have to present the information, which you have gathered with the help of conducting the research. Your own assessment of the topic is what your professor will look for in your coursework stories writing. Hypothesis, findings, conclusions, which you have made on your own are those to be included into your work. Without them, your coursework stories loose scientific value and become a simple rephrase of the information, which you have plagiarized from other authors. Coursework Structure and Story Writing Formatting The structure of your coursework is similar to the structure of essay: an introduction, a discussion, a conclusion. However, each of the sections has to be extended with more data as the length of coursework stories differs a lot from the length of essays. There is one more thing, which helps you to prepare yourself to coursework stories writing. This thing is called custom writing service. Within any custom writing you can find a lot of useful information devoted to the subject of coursework stories writing. Useful articles, which are full of tips and pieces of advice, are waiting for you within the measures of our custom writing site as well. Custom Coursework Writing Services Apart from presenting our customers with information, we are also ready to support our customers at any stage of their coursework stories writing. If you are going to have some difficulties with either introduction or conclusion, we are ready to assist you. Contact our custom writing representative and ask any question, which disturbs you concerning your coursework stories writing, and you are going to get professional help you are in need of immediately. Read also: Dissertation Paper Dissertation Expert APA Thesis Term Schools Papers about Gospel Music Term Papers Medieval Knights