Monday, January 27, 2020

Green Marketing And Ethical Consumerism Marketing Essay

Green Marketing And Ethical Consumerism Marketing Essay Green marketing refers to the process of selling products and/or services based on their environmental benefits. Such a product or service may be environmentally friendly in itself or produced and/or packaged in an environmentally friendly way. It takes advantage of customers willingness to purchase, and sometimes pay a premium for products that provide private benefits as well as public environmental benefits. This market place is predicted to grow by $845 billion by 2015, categories within the green market place are ; sustainable economy (green buildings), healthy life style, ecological life style(eco tourism). Top reasons why green consumers consume these green products are; to ensure a safer environment, protect and conserve natural resources, consistency with moral, ethics and personal beliefs. Green marketing targets such customers under the assumption that they will pay a premium for environmentally-preferable, or green, electricity products, and the development of this customer driven market has been heralded by some as offering significant, new, market-based opportunities for renewables. (Nakarado, 1996). In the marketing literature, there is a growing consensus that the green market is significant and that companies can profit by improving environmental performance and developing green products. But not all green products are successful in garnering customer interest, and customer surveys of attitudes toward, and even intended purchase of, green products often substantially overestimate actual product demand (Kempton, 1993). Ethical consumerism has to do with the purchase of products and services that consumers view as ethical, this consumption of such goods and services is intentional as most consumers are interested in purchasing goods that has an ethical brand, and one of the definition of what makes an ethical brand to a consumer are products of companies that promotes the environment. Ethical consumerism by some people is seen as a way of life An increasing number of people have begun to realize that it is often possible to do far less damage to the environment simply by taking more care over what goes into the shopping basket. This can be related to ethical consumerism, which includes buying foods produced under environmentally sustainable methods , buying coffee and other goods procured via fair-trade arrangements; boycotting companies that use sweatshop labor; favoring products with low carbon emissions (hybrid vehicles, Energy Star appliances); recycling diligently; shunning products with wasteful attributes (bottled water); buying animal products only from suppliers that use humane husbandry methods (cage-free eggs). Recent studies consistently report that a large number of residential customers (40-70%) express a willingness to pay a 5-15% premium for green products (Farhar and Houston, 1996). While this is the case, some consumers also find these green goods too expensive and these producers actually claim that the extra prices reflect the extra cost involved, but refuse to discuss their profits margins. The rapidly growing body of literature on consumer willingness-to-pay for products associated with more sustainable resource exploitation sends out a pessimistic message regarding the market potential for green (kempen et al, 2009), In a scenario like in the third world countries, most people are not willing to pay an extra premium to purchase green / ethical products. Different studies on developing countries concerning green consumerism have also showed that people in developing countries have a negative willingness to pay for green products, for example; Bonsu and Zwick (2007) concluded that Ghanaian consumers exhibit lower levels of ethics compared with Western counterparts, which suggests that ethical markets are not very likely to prosper in this country. Goswami (2008) found that only a small segment of consumers- wealthier liberal professionals-is positively motivated to preferentially buy eco-labelled clothing in India, supporting the proposition that only few (richer) consumers in developing countries may be ready to pay a premium for green products. Nonetheless, Mohamed and Ibrahim (2007) found that 32% of their sample of Malaysian consumers would be willing to pay a premium for environmentally certified wood products and that the average premium for this subgroup would amount to a sizeable 14.4%. The assumption underlying these conclusions is that consumers from developing countries cannot afford to care about the ethical profile of their consumption; specifically they are just too poor to be green. They are some factors that affect ethical consumption and they include income; goods that are environmental friendly are more costly than regular goods, so the propensity to consume these goods will rise with income. Conversely, ethical consumption practices that are intensive in time rather than money (e.g. recycling and reusing materials, commuting via public transportation) may tend to decline with income, (Starr, 2009 p.918). 2. Age: Younger people are generally more involved in the participation of the environmental friendly world, because having been educated more recently, there is a high possibility that they may have a better grasp of problems related to the environment and global warming than older people, so that the value they attach to consuming ethically would be higher than that of the old people. 3. Income: Controlling for income and other factors, education could be expected to raise the likelihood that a person consumes ethically, due to the advantages in acquiring and processing information on social, ethical and environmental issues that it confers, thereby lowering its extra costs over regular consumption. (Starr, 2009 p.918). But everything boils down to the income of the individual, because they may be aware of the benefits of purchasing these products to the environment but have inadequate income to purchase these goods. Social Norms: People are more likely to consume ethically when they live in an area in which it is relatively common, this shows the influence of the immediate environment in ethical consumption. Starr found a positive relationship between these factors listed above and buying ethically, first, buying ethically is positively associated with education, consistent with education conferring efficiency advantages in acquiring and processing information about social, ethical and environmental implications of individual consumption decisions, Second, buying ethically is also positively affected by income, consistent with its extra costs being less prohibitive for those with less binding budget constraints. (Starr, 2009 p.924) The bandwagon effect associated with ethical consumerism is a very missed blessing (Irvine, p.3), and there is a risk of consumers being seriously manipulated in ways like , some companies are more interested in cleaning up their image rather than their act, also some unscrupulous businesses are only interested to rip off a green consumer through unreasonable high prices on environmental- friendly products, another issue is the middle man who is standing between the producers and the would be green consumer is the advertising industry, these advertising industries exploit these green consumers, most of the adverts about environmental products are deliberately misleading and some others are false, governments are not even helping matters by providing necessary information in order for consumers to make appropriate choices, words such as natural, real, environmental friendly have become thoroughly polluted through misuse, all in the aim to increase the sale of a particular product, the reby misleading the consumers to think they are buying these products in order to protect their environment. They are factors that have resulted in green marketing, and they include; first environmental law: It draws from and is influenced by principles of environmentalism, including ecology, conservation, stewardship, responsibility and sustainability. Most governments favour incentives to favor economic incentives to encourage o=consumers and industries to behave in ways that do little harm to the environment. Most of these enviromental laws requite theses comanies to protect their enviorments, so these leads to green marketing opprtunities. Second, damage on the environment and its awareness through the media: individuals seek to want to protect the environment, and they are very sensitive to the issues of the environment, like the damage of the ozone layer of the earth, global warming, acid rain and reaching the limits of sand fills, and with the help of the media reports of these natural disasters are made known to the general public, freilich, (1989 p.45), found out that events and th reats influence consumers behaviors. Hardly a day passes without a mention of issues that has to do with environmental damage and a study in the United Kingdom found that the wood green was used 3617 times in some newspapers and five years later, it was mentioned 30,777 times (Smith, 1990, p. 77) this shows more than 60% increment and this was 20 years ago, probably it will be mentioned more than 100,000 times now. Thirdly, public opinion and Social concern for the environment: Public opinion in both Europe and the United States of America, as influenced by environmental damage, media coverage, has led to actions to protect the environment (Gazda and Lampe, 1995. Pp.298). public opinion concerning the environments shows an increasing support and need to clean up the environment. Fourthly, the need for greening of businesses: due to public concerns of the environment, these concerns have led to potent forced for the environment for the environment including green consumerism( the use of individual consumer preference to promote less environmentally damaging products and services) and green political power( environmental political party, for example, the United kingdom greens party, Australian greens party and the, Germany green party), these forces and pressures from investors, governments, consumers has been major catalyst for the greening of the business, it has also put pressures on retailers (particularly supermarkets) to meet the growing demand for environmentally friendly products. In the world now, socially responsible investing is a growing trend; most individual and investors will avoid companies with poor environmental criteria, a study by commissioned by the Michael peters group found that 77% of Americans said a companys environmental reputation affects what they buy (Kirkpatrick, 1990, p45). Because of this most companies have taken up environmental cause, like recycling, innovations of new technologies for environmental protection. All these issues has led to green marketing in one way or the other , either collectively or individually. conclusion The obvious assumption of green marketing is that potential consumers will view a product or services greenness as a benefit and base their buying decision accordingly. The not-so-obvious assumption of green marketing is that consumers will be willing to pay more for green products than they would for a less-green comparable alternative product an assumption that, in my opinion, has not been proven conclusively. Green marketing has not lived up to the hopes and dreams of many managers and activists. Although public opinion polls consistently show that consumers would prefer to choose a green product over one that is less friendly to the environment when all other things are equal, those other things are rarely equal in the minds of consumers. How then, should companies handle the dilemmas associated with green marketing? They must always keep in mind that consumers are unlikely to compromise on traditional product attributes, such as convenience, availability, price, quality and performance. Its even more important to realize, however, that there is no single green-marketing strategy that is right for every company. It is suggested that companies should follow one of four strategies, depending on market and competitive conditions, from the relatively passive and silent lean green approach to the more aggressive and visible extreme green approach with defensive green and shaded green in betw een. Managers who understand these strategies and the underlying reasoning behind them will be better prepared to help their companies benefit from an environmentally friendly approach to marketing.

Sunday, January 19, 2020

How to be a New York Police Officer? Essay

A State with low crime rate and has deliberately peaceful community shows the effectiveness of the law and policies that the State has provided. Police department together with other related agencies is the prime partner of the government in maintaining the peace and order in the communities. With the proper and legal implementation of the state policies, people will not be worried of any threats or crime hat might harm them. The New York Police Department (NYPD) is currently the largest in population amounting to about 37,838 in January 2007. The core responsibility lies in enforcing the law and investigation of the crimes committed within the five areas of New York City. Being the largest police department in the US, it has specialized into broad divisions which include, the tactical operations, harbor patrol, intelligence, counter-terrorism, bomb disposal, and narcotics. Public transportation and public housing are also part of the responsibility of the department. According to a various statistics, police force is apparently decreasing. In June 2005, the number of sworn officers dropped to 35,000 from 40,000 in June 2004. In an interview to a New York police officer upon taking his opinion of reasons why there is decreasing number of sworn officers in the last 5 years, he certainly said that this may be due to the salary of a police officer which is only amounting to about $35,000 to $40,000 per annum. This salary is hardly to support the needs of the family and this amount is much lesser compared to other neighboring police department. As a tactical operation officer, he deliberately said that giving his life for the community is what he wants but with what is going on with the administrative part of the department, he considered shifting to other departments like the Port Authority Police which gives more salary for their officers. Reference â€Å"Careers. † New York Police Department. Retrieved April 4, 2009 @ http://www. nyc. gov/html/nypd/html/careers/cadet_corps. shtml

Saturday, January 11, 2020

Implement financial management approaches

Provide support to ensure that team members can competently perform required roles associated with the management of instances 2. 3 Determine and access resources and systems to manage financial Budgets as plans, monitoring and communication tools What is the point of budgets and why should they be monitored? In order to plan effectively – both strategically and in terms of operations – management must have analyses that provide estimates of income and of factors that will cause variation in any or all of the factors related to income. Income will change and sales volumes will fluctuate.This is a certainty. Yet in order to maintain and initiate operations a forecast of how much things will change is necessary. Thus financial information – on costs, environmental factors, expenses, units, capital, revenue, variance etc is brought together to provide a picture which relates directly to operations -? its planning and function. Properly conceived budgeting can mean t he difference between a general drift that might (or more likely will not) lead toward a desired goal, and a plotted course toward a predetermined objective that holds drift to a minimum.Managing financial information and budgeting is not simply a once yearly (or 6 monthly) process – where a budget is prepared and at the end of the budgeting ERM you check to see whether your business activities match the projections. If you use the budget in this way, you might get a very big surprise at the end of the year. Use the budget to monitor work activities, resource use and income. The other thing that should be remembered is that it is very difficult for employees to work toward achieving a budget if they do not know what the projections are. Reports and other relevant financial information (e. . Cost cutting needs, sales targets etc) must be communicated to the employees within the organization, as well as to other shareholders and stakeholders. Age 13 Responsibility accounting Re sponsibility accounting is a method of attributing costs to specific departments/ sections/ teams or project areas within an organization. In this way a fair assessment of team and individual performance can be based on the resource costs for which the team/ section etc is responsible, and over which its members can exercise control and seek to improve their performance.Responsibility accounting can provide a sound basis for team decision making. It can be positively motivational because members who are directly responsible for the management of their own team/ section/ visional costs, can relate operations to financial outcomes. They become, to a large degree, self-managing ; waste reduction and cost improvement techniques are within their sphere of influence.Involvement The guidelines that should be followed if budgeting is to serve effectively as a source of motivation are that: C] subsequent evaluations of performance should be made carefully with opportunities to explain appare nt deficiencies objectives reflected in a budget should be obtainable -? they must be realistic – and clearly communicated 0 employees who will be affected by a budget should be consulted when the gadget is prepared and should be kept up to date with regard to monitoring Performance evaluation One of the hallmarks of leading-edge organizations is the successful application of performance measurement to gain insight into, and make judgments about, organizational effectiveness – to drive improvements and successfully translate strategy into action. A cohesive and clear performance measurement framework that is understood by all levels of the organization, including employees, process owners, customers, and stakeholders, supports objectives and the collection of results. High-performance organizations Leary identify what it takes to determine success and make sure that all employees and managers understand what they are responsible for. Accountability for results is clear ly well-understood and assigned.Budgets – as a planning/ forecasting and as a monitoring/ evaluation tool, contribute to the determination of performance expectations (Key Performance Indicators and Key Results Areas). They contribute to the design of information collection systems and those information results are, in turn, used to develop and design future budgets/ forecasts. Accountability requires understanding and information. It is amazing that in so many organizations employees have no awareness of the relationships between costs, profits and their own contribution to financial success. The communication aspect of a budget should enable employee awareness and involvement in waste reduction, cost cutting and revenue raising. Yet managers often withhold this information from employees.Performance measurements offer information on what expenditures are needed and on how to priorities expenditures – how to develop the financial plan (budget) that will support all or ganizational operations. They help to identify what works and what does not so as to continue with and improve on what is working and repair or replace what is not working. Thus performance management and budgets are critically linked. Budget analysis produces information about the efficiency with which resources are transformed into services and goods, on how well results compare to a program's intended purpose, and on the effectiveness of operations in terms of their specific contribution to program objectives.For this reason, it is vital that information be collected, collated and stored, so that it is both accessible and useable for hose purposes Page | 4 Budgeting steps Cash flow is the movement of money in and out of a business – the process through which the business uses cash to generate products/services for sale to customers, collects cash from sales, then completes this cycle all over again. Organization's need cash flow in order to operate. The cash position chang es constantly, depending on material/stock/supplies purchases, leases or wages payments or incoming payments. Inflows are the inward movement of money from the sale of products/ services.If your organization extends credit to customers and allows them to hare the sale of the goods or services to an account, then inflow occurs as money is collected on the customers' accounts. Proceeds from bank loans are also cash inflow. Outflows are the movement of money out of a business – generally the result of paying expenses. If the business involves reselling or on-selling goods, then the largest outflow is most likely to be for the purchase of retail inventory'. A manufacturing business's largest outflows will mostly likely be for the purchases of raw materials and the supply of other production components. Purchasing fixed assets, paying back loans, and paying accounts payable are also cash outflows.Profit is not the same as cash flow. It is possible to show a healthy profit at the e nd of the year, and yet face a significant money squeeze at various points during the year. Assignment tools Budgets provide for money and specify where it should be spent. They determine who should be accountable for what activity and are used to allocate human resources to processes, functions and projects. They are also used to match resources to results. The intention of budgets is to ensure: 0 sufficient cash flow which will meet all financial obligations 0 maximum profitability Types of budget There are a number of different budgets that will be prepared in an organization.Some of these are:: sales training cash flow capital expenditure operations advertising etc Page 15 Managers, frontline managers and supervisors will deal with some of these budgets; either trying to stay within budget, in terms of expenditure, or to reach budgetary expectations with regard to revenue (income). The different cost centre in the organization will obviously have different budgetary applications . The master budget pulls each of these individual budgets together to form a budget for the overall organization and provides a marry of the financial sources and requirements for operations. It establishes planned and authorized expenditure and when compared with financial reports and running operational information, provides a monitoring tool so you can determine whether events over the budget period are following the predicted course.It indicates revenue shortfalls, excess of over cost spending and sign efficient changes in the economic performance of the organization, a department, project or product. Thus budgets tell you where the organization's money is going and where the resources for operations will mom from. They tell you, therefore what money is available for your team/ division/ section or what the organization's expectations are with regard to income generation by your team/ section/ division. Budgets are one of the most commonly used management tools. Every business, large or small, public or private, profit oriented or not- for-profit should have a budget of some sort.They enable the organization and the people working within it to pull together its commitments, projects and plans and all its costs and to contrast expenditure with expected revenues. A budget enables an organization's financial manager (or team) to anticipate the business's cash resources and make sure they are available ahead of time. Every budget process, therefore, develops a cash flow budget and in most organizations there will be a capital budget (usually extending for more than a year), which sets expected needs against the various sources of capital, providing the basis for capital resources allocations – money for capital expenditures (CAPE). Rapports for expanding business, changing operations, purchasing new machinery and equipment are allocated from the capital budget. As a managerial and planning tool, when properly deployed, budgets ensure that key resources (including people) are assigned to priorities and results. In their capacity as a reporting and monitoring tool, they enable managers to know when to revise and review plans, either because results are different from those expected (better or worse) or because environmental, economic, market or technological conditions no longer correspond with the budget assumptions. Page 16 Forecasting and operations budgeting Budgets are concerned with the uncertain future.They forecast or predict what will happen to the various parts of the operation, and used to ask questions such as: What historical data or trends can we use to help us? How much cash will we need to operate the business? What profit will We make? What will happen to costs? What can we sell? Developing cost consciousness Controlling costs and continuously improving our cost performance requires that teams and individuals constantly review work procedures, practices and systems. This requires the cooperation of the whole team a nd their ongoing support to develop a cost conscious culture where searching for improvements is part of everyday activities. Many people in organizations know how to do things better and save costs and time, but they are often reluctant to suggest them.There can be a number of reasons for this: fear of rejection, fear of loss of a job if the idea could reduce the number of employees, or simply because they think the company does not care or would not act on their suggestions. One of the other reasons for this reluctance might come from the fact that they have not been informed of the budgetary requirements applicable to the team or group with which they work, therefore the significance of their suggestions is lost. These are the barriers that team leaders, frontline managers and supervisors have to overcome so that their team/ work group members will talk freely with them and know that good suggestions will be recognized, acted on and rewarded.Information regarding budgets should b e disseminated to team members; they should be given opportunities to contribute to the development Of new budgets, the tools to use for monitoring the budget and the training that will enable them to understand how their work impacts on organizational cost/ profit ratios. If they do not have this information, they cannot be expected to erect their work activities at cost savings and effective income generation. Thus, not only do team members require the right information, they also require the skills to be able to use that information to add value in terms of their work and in terms of improvements to work. Page 17 Budgets as controls (setting direction) Organizations apply financial controls in order to monitor progress.Cost or actively centered budgets and actual expenditure reports or financial statements are compared and analyses to budgets to identify variance, its causes and corrective actions. As a monitoring tool, budgets enable assessment of success in various areas â€⠀œ are we under, over or on budget? Figures show the organization's performance relative to a specified time frame – last week, last month etc. They act as an early warning system for poor performance and danger, or for the need to revise a forecast. Performance against budget should also be viewed as a warning system for opportunities – for performance that is better than expected and should, therefore be analyses and where appropriate, reproduced. Budgets as reporting tools Budgets are financial reports. They report on what is expected to happen.Comparing and monitoring what actually happens (or is happening) over a set period gives a picture of how well the organization is progressing in achieving its goals. In most organizations a business manager, accountant or accounting department will be responsible for the organization's overall financial management. This is usually achieved through input from the various cost centre which are the units, divisions or sections in an organization which carry accountability for their own expenditure. Such responsibility might relate to day-to-day operations or to the management of specific projects. The employees in the various cost centre would be responsible for collating, collecting and recording the data that will support financial plans.Examples of cost centre include the following departments: Production marketing administration manufacturing Smaller organizations will probably not be broken into separate cost centre. You might be required to record and collect financial data, and, at times, prepare financial reports, oversee the budgeting functions in your section/ division or manage project budgets. At the least, you should be able to read and understand the information contained within financial budgets and reports. Financial information relating to operations, costs, credit analysis, inventory management, invoices and accounts, etc enables management to monitor and control cash flow, production an d productivity, solve problems, plan for continuous improvement, implement quality control procedures and to plan future strategies.

Friday, January 3, 2020

Wimax vs. Long Term Evolution - 929 Words

Wimax vs. LTE: LTE and Wimax are 4G technologies. LTE is Long Term Evolution project which is been proposed by 3GPP (3rd generation partnership project) which is nothing but collaboration between various telecommunication companies. So LTE has its background from the GSM technology. Wimax is IEEE 802.16 standard and it’s mainly roots in CDMA. Frequency of operation: LTE operates at lower frequency as compared to wimax. Higher the frequency of operation, higher the attenuation. Both wimax and LTE uses OFDM (Orthogonal Frequency Division Multiplexing). OFDM uses orthogonal frequencies as carrier frequencies so that there will be no interference between the signals i.e. it uses the principle of orthogonality. This in turn improves the spectral efficiency. Multiple Access: Both LTE and wimax uses MIMO (Multiple Input Multiple Output), which a Space Division Multiple Access technique. It is a smart technique in which the same signal is transmitted in different streams to the receiver. 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