Impact of culture on online consumer purchase decision Thesis Proposal

Impact of culture on online consumer purchase decision - Thesis Proposal Example The present research has identified that the advent of the internet in the business has significantly transformed the business. Organizations are making constant efforts to win the customer on multiple channels. Immense literature has been developed to explore the impact of different factors on the consumer purchase decision. The increasing role of the internet has led the researchers to explore the factors that play an effective role in driving consumer to transact online. Culture as a factor has received limited attention. Hence, the problem statement for this proposed study is an exploration of the role of culture on the whole in affecting the consumer purchase decision while making an online transaction. The aim of the study refers to the central idea around which the entire study revolves. With this definition at work, the aim of this study is to determine the impact of culture on the purchase decision of the consumer while making an online transaction. With this aim, following objectives are planned to be achieved: In the light of a specific definition of the culture, identification of a specific set of factors that determine the culture. Â  Exploration of the impact of culture on consumer decision-making process. Exploration of the difference in consumer decision making process in online and offline transaction. Exploration of different factors of culture on the online consumer decision making process.

Individual Learning Project Essay Example for Free

Individual Learning Project Essay The organization selected for analysis and evaluation is American Lake Credit Union. This organization is composed of two main branches, both located in Tacoma, Washington. In contrast to banks, Credit Unions are smaller organizations and are directed by members who are selected via a vote to serve in an all-volunteer board of directors for the organization (Scott, and Johnston, p.2, 2011). Specifically, this credit union was founded in 1948 and has grown since then. (C. Fitzer, personal communication April 7, 2014). For instance, although the organization is small in size through a partnership with a credit union network, it is able to provide general financial services at diverse locations throughout the country (CO-OP Financial Services, 2013). In addition, the active CEO Fantz (2013) asserted that the organization’s mission is to â€Å"provide a variety of quality services to a diversified membership while maintaining financial soundness†; additionally, they currently reported close to 50 billion dollars in assets on organization’s balance sheet. Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis Arumugam, Chang, Ooi, and The (2008), emphasized that in order to facilitate the drive towards high performance, many companies are using self-assessment tools to measure their current position and develop strategy in order to asses where they are and where they want to be within their industry. (p.141). SWOT analysis is one of this tools or processes. Boone and Kurtz (2006) defined the concept of SWOT analysis as a methodical approach to develop strategy as it compels managers to do an internal reality check, and an analysis of the external environment (p.274-275). This assertion is echoed by Blocher, Stout, Juras, and Cokins (2013) in which the scholars lectured the process of SWOT analysis as a process that provides the opportunity to methodologically examine internal and external factors in order to complete a self-assessment of the organization, and examine the environment in order to create a solid foundation for sound strategy for the organization (p. 36-38). The general quadrants of a complete SWOT analysis are strengths, weakness,  opportunities, and threats. These are listed in Table 1 for American Lake Credit Union. Table 1 Strengths -High quality aggressive employee training programs parallel with organization high audit and regulatory compliance rates -Membership to CO-OP Shared Branch Network 1 -Local Market Position/Community Relations Program -Cost Advantage and Pricing compared to banks -Physical Locations -Strong and Experienced Managers Weaknesses -Employee Turn-Over -Requirements to become a member -Lack of Market Differentiation as it relate to financial Services2 -Only two physical branches -Lack of a business/Market Development Section -Technology, bad turn around in communications equipment repair, need to redo contract for local IT Support Opportunities -Online Market -Branch Expansion -External Training Program -Rotating Customer Base in the local installation -College population in nearby universities -Available location for Branch at Air Force Location Threats -Military drawdown (long term), affect main target market -More exposed to economic issues (recessions) than bigger organizations due to limited size -Loss of one segment of the market with the deactivation of 4-2 Brigade Combat Team -Columbia Bank Plans to Open Facility in the immediate area 2 -Cyber Crimes External Note. Lists Adapted from (C. Fitzer, personal communication April 7, 2014) with the exception of: 1. CO-OP Financial Services. (2013). What is CO-OP ATM and CO-OP Shared Branch?. Retrieved from http://co-opsharedbranch.org/participating-cus/ 2. (C.H. Chapman, personal Communication April 8, 2014) This source is a marketing consultant for non-profit organizations, has worked closely with the American Lake Credit Union, and provided fresh feed back into the credit union during the interviews. A brief discussion of Table 1 is provided below: In the area of strengths the one of the most important strengths provided during the interview was their current training program for federal  regulatory compliance, this put the organization at an advantage even with more developed organizations In the area of weaknesses, the biggest challenge was employee turnover. Even with the recession and the current job market good talent could and can be found, but it is hard to retain with the current compensation and benefit plans offered In the area of opportunities, the online market presents a strong market that the organization has not exploited as much as they could In the area of threats, the main target market of the American Lake Credit Union is the current drawdown within the Department of Defense structure, in the short term, the population have currently lost 1400 service members and their families, in the long term more loses in market are expected (C. Fitzer, personal communication April 7, 2014) American Lake Credit Union Balanced Scorecard Soderberg, Kalagnanam, Sheehan, and Vaidyanathan (2011) presented the balance scorecard as a strategic planning procedural tool used by organizations to balance financial concerns, customer concerns, process concerns, and innovation concerns with the main purpose of developing appropriate strategy in favor of a more favorable market position (p. 689-690). Similarly, Lawrence and Webber (2008) illustrated the process as a concoction of focused key quadrants, people and knowledge, internal, customer, and financial indicators with the main purpose of developing metrics to measure all areas of performance (p.79). In the case of American Lake Credit Union, interview and analysis with C. Fitzer and C.H. Chapman provided enough data to produce the balanced scorecard depicted in Table 2 below. -Reduce Exposure to default Loans -Cash Flow/Balance Sheet -Selected cost savings in utilities and materials -Reduction in days for accounts receivable -Customer Service/Satisfaction -Customer Loyalty -Trend in Customers that transferred direct deposit accounts -Customer Surveys (Measured Quarterly (QTLY)) -Mystery Shopper feedback to manager -Trend in returning customers Number of Customer complaints -10 new customers a week (Account Holding) -10% increase in market share by end of fiscal year 2015 -95% Satisfaction on surveys per quarter -100% satisfaction in mystery shopper experience -Less than eight percent customer complaint rate quarterly -Participate in community awareness events -Sponsor small activities for customers -Provide Western Union Services at discount to customers with direct deposit to the institution -Open new Branch at local AF Base -Implement Secret Shopper Program -Implement Customer Service Training Table 2 (continued) General Quadrants Critical Success Factors/Goals Metrics/Measured Trends Towards Goals Goal Initiative Internal Process -Processes Efficiency and Quality -Productivity when doing direct customer interactions -Number of errors in financial processes -Cycle time/customer wait time -Time spent doing internal tasks -Less than 5 errors per shift -Less than 10 minutes from check in to check out for customers regarding of the time of the day -Decrease time doing internal tasks by 25% without loss of quality -Implement lean six sigma principles -Sustain compliance Training Program -Integrate yearly refresher for all employees (training will be employee led) Learning and Growth -Skill Development and Sustainment -Competitive Benefits/Compensation -Employee Access and Input in Strategic Planning -Number of errors in financial processes -Employee Surveys -Employee Turn-over rates -90% employee satisfaction rate in surveys -Minimize employee turnover rate by % by 50% FY 15 -Integrate yearly refresher for all employees (training will be employee led) -Implement a more comprehensive benefit package for employees, main target is well performing and those with longevity -Involved Employees in strategy development and asked for feedback on current decision Note. Lists Adapted from (C. Fitzer, personal communication, April 7, 2014) with the exception of: 1. CO-OP Financial Services. (2013). What is CO-OP ATM and CO-OP Shared Branch?. Retrieved from http://co-opsharedbranch.org/participating-cus/ 2. (C.H. Chapman, personal communication, April 8, 2014) This source is a marketing consultant for non-profit organizations, has worked closely with the American Lake Credit Union, and provided fresh feed back into the credit union during the interviews. Discussion of Critical Success Factors (CSFs) Blocher et al. (2013) defined critical success factors as â€Å"measures of the aspects of the firm’s performance that are essential to its competitive advantage and therefore to its success† (p. 898). Tables 2 depicted the selected CSFs within the standard four quadrants of the balance score card, and these are discussed in detail below. Financial The financial success factors are important because these defined the aspect of the main purpose of a business, to make a profit. The specific CSFs within the financial quadrant and the rational for their selection are explained below. Increase Gross Profit. This was selected by the interviewed organization representative because in her professional opinion it was the best way to determine the effectiveness and financial health of the organization (C. Fitzer, personal communication, April 7, 2014). Furthermore, in accordance to Bloomsbury Information (2009), this an important factor to consider because a high gross profit margin ratio, high gross profit margin ratio indicates that a business can make a reasonable profit on sales, as long as overheads do not increase. Investors pay attention to the gross profit margin ratio because it tells them how efficient your business is compared to competitors. It is sensible to track gross profit margin ratios over a number of years to see if company earnings are consistent, growing, or declining. For businesses, knowing your gross profit margin ratio is important because it tells you whether your business is pricing goods and services effectively. Reduce exposure to default loans. The concept implies reduction of credit risk. The term credit risk is illustrated by He and Xiong (2012), as the risk the organization takes when issuing a loan; furthermore, if the organization’s loan or debt market deteriorates, and loans go into default the organization would take loses in its investment (p. 391). This is important because if this risk is identified and mitigated in an effective way the organization will not be as exposed to financial loses. Customer Factors This specific quadrant addresses the customer and objectives to increase or develop value and differentiation from the point of view of the customer (Beard, 2009, p. 279). Specific CSFs for the organization in this specific quadrant are as follows. Prospective customer perspective towards the organization- This refers specifically for that segment of the market that are not customers of the organization yet. Lautenslager (2003) reported that aachieving a good perspective from this outer segment will allow the organization to attract new customers, expand its market, and build the  organization as an attractive brand which can translate in to new business and profits. Customer Service/Satisfaction- This term refers to the extent that the clientele is pleased with the product line or service provided by the organization. As a general concept this is important because if the customer is unhappy is likely that he would not comeback; furthermore, it is likely that he will walk away, repel other prospective customers, or even existing customers (Naik, 2011). Customer Loyalty- This objective is one of the fundaments of many business organizations. This is extremely important for any organization because once customer loyalty is achieved, these customers will purchase the organization’s products and services repetitively, the more loyal the customer, the harder it will be for a competitor to draw him, and they can provide a good source of advertising and new customers by word of mouth. (C.H. Chapman, personal Communication April 8, 2014). Internal Process Internal processes are another part of the quadrant that when disregarded can cost the organization in terms of effectives, quality, gross margin, and revenue. It refers to those processes that are internal to the organization, like appraisals, self-audits, customer interactions, and quality checks for example. Processes Efficiency and Quality- This area refers to the internal processes of the organization, for example, it was mentioned during the interviews that that one employee on the organization creates a weekly balance sheet, and that job usually takes about one hour. Streamlining this and similar other processes save the organization on employee hours that could be used for customer care or employee training (C. Fitzer, personal communication, April 8, 2014). Productivity when doing direct customer interactions- This refers to the amount of time that it takes to do a customer transaction from the moment that they enter the facility until they are complete. It may take a customer about 20 minutes during the busy time of the day to perform the transaction due to crowding. Altering the way the organization conduct some of this processes will allow for the â€Å"line† to move faster, and affecting the customer satisfaction factor. Learning and Growth The quadrant of learning and growth is fundamental to the American Lake Credit Union because of the environment in which financial organizations operate in our time. Constant changes to the financial regulations at the state, and federal levels, added to the technological advances call for continuous organizational development in order to remain relevant with the environment. Therefore, developing a learning collective workforce and retaining this work force is fundamental to any business organization today. The specific CSFs on this quadrant are discussed below. Skill Development and Sustainment- Currently, the organization has a very strong training program in the areas of federal compliance. The intent is to sustain this strong program, and enhanced it by adding employee training in new technologies, internal processes, and customer service; moreover, ensuring the program is employee led and centric, thus, giving a sense of ownership to the workforce (C. Fitzer, personal communica tion, April 8, 2014). Competitive Benefits/Compensation- C. Fitzer (personal communication, April 8, 2014) mentioned that this was one of the main employee complaints in regards to the employee programs within the organization. Implementing, a more comprehensive benefits/compensation plan will ensure that employee turnover rate is minimized and allow the organization to retain the experienced employees. Employee Access and Input in Strategic Planning- Allowing employees to have more impute on the decision making process for the organization will give management a fresher perspective that can be valuable when making those decisions. Plus, it will give sense of ownership to the workforce constraining any resistance to strategic changes. Evaluation of American Lake Credit Union in Achieving its CSFs Financial Any for profit organization is always on the look to increase its profit and solidify or expand its market position. Firstly, the risk reduction initiatives of education and member involvement combined with market expansion should facilitate the current goal of 10% increase in gross profit margin by the end of FY 15 (personal communication, April 8, 2014). Examining the balance Sheet quarterly will allow the organization to follow up and address trends that would constrain this goal. Currently, on the last quarter they were down by 2% from the quarter before, but on this quarter they are up 4% (personal communication, April 8, 2014). This may sound like a wave of percentages, but taking other factors into consideration as the  proposed expansion to the local AFB, cutting unnecessary costs on internal processes and supplies, initiatives to reduce cycle time for accounts receivable, and other initiatives within Table 2 an increase of 10% gross margin by the end of FY 15 is a realisti c and achievable goal for this organization. Customer Satisfaction Customer satisfaction will be measured monthly, analyzed and evaluated quarterly, taking in to consideration trends in customers that transferred direct deposit accounts, customer surveys, mystery shopper feedback, and trends in returning customers (C. Fitzer, personal communication, April 8, 2014). Currently’ the organization have a high customer satisfaction rate with survey results depicting up to 88% on all customer surveys and only three formal complaints last quarter (C. H. Chapman, personal communication, April 8, 2014). This fact combined with the implementation of the secret shopper program on the first quarter of FY 15, and the customer care training program initiatives will give a customer care advantage to the organization over other local competitors (C. Fitzer, personal communication, April 8, 2014). On the other hand, although the process for customer complaints seemed to be effective at the collection and solving states, there was no current intent on adding these as part of the customer care training program. This was recommended by this author to the manager under interview. Using an objective approach, after taking into consideration the current customer satisfaction trends and rates, the upcoming initiatives, it can be assessed that the goal of 95% customer satisfaction rate will be achieved and likely surpassed by the end of FY 15. Internal Process American Credit Union is looking to reduce errors in internal processes, increase effectiveness in customer processes, and decrease the time doing internal tasks. The current goals of less than five errors per shift, less than 10 minutes from check in to check out for customers regarding of the time of the day, decrease time doing internal tasks by 25% without loss of quality are achievable, but will require commitment of the leadership and the workforce. For instance, sustaining the current regulatory compliance training program, and implementing lean six sigma principles should provide  the tools to succeed in this area. However, with all the other initiatives on the horizon, and the plans for expansion in to the local AFB it will require extra effort for the organization as a collective to achieve those goals without de-prioritizing other initiatives. Learning and Growth In the case of American Lake Credit Union a robust education and training program, a more comprehensive concoction of compensation and benefits will translate into the development of a better and brighter workforce, and the retaining of this work force. This will be measure by taking into consideration the number of errors in financial processes, employee Surveys, and employee turn-over rates. Some of the initiatives on this area such as consider input from employees in strategic decisions and sustainment training will sharply motivate employees within this area. Moreover, the current goal of 90% employee satisfaction rate in surveys and to minimize employee turnover rate by 50% by FY 15 is very achievable if this area is somewhat prioritized by management. However, as reported in the article Putting People First (2011), management must keep in mind that newly trained and educated employees will take their knowledge and new skill sets somewhere else for better pay and or benefits, if the proposed compensation and benefit packets are implemented (p.25-26). Final Thoughts The purpose of this document was to provide a short description of American Credit Union along with a SWOT Analysis, Balanced Score card, and discussion of these. It can be assessed with the information provided that although there are challenges ahead, the current financial status of the organization selected is healthy and the ambitions for the future achievable as they exploit their strengths, their environment, and address their weaknesses. Lastly, as long as the management remained focused, committed, and is able to maintain the workforce motivated it is likely that the organization will achieve its goals. References Arumugam, V., Chang, H., Ooi, K., and Teh, P. (2009). Self-assessment of TQM practices: a case analysis, The TQM Journal, 21(1), 46 – 58. Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?articleid =1766744show=abstract#sthash.TkDGZoZ7.dpuf Beard, D. F. (2009.). Successful applications of the balanced scorecard in higher education. Journal of Education for Business, 84(5), 275-282. Retrieved from http://go.galegroup.com.ezproxy.liberty.edu:2048/ps/i.do?id=GALE%7CA199801168v=2.1u=vic_libertyit=rp=AONEsw=wasid=0a844270d80075c057b128b38e50a6e7 Blocher, E., Stout, D. S., Juras, P.E., Cokins, G. (2013). Cost Management: A Strategic Emphasis (6th ed.). New York, NY: McGraw-Hill Irwin. Boone, L. and Kurtz, D. (2006). Contemporary Business. Mason, OH: Thomson South-Western CO-OP Financial Services. (2013). What is CO-OP ATM and CO-OP Shared Branch?. Retrieved from http://co-opsharedbranch.org/participating-cus/ Fantz, E. (2013). Annual Report. Retrieved from http://www.americanlake.org/pdf/annualreport.pdf Bloomsbury Information. (2009). Gross profit margin ratio. Retrieved from http://www.liberty.edu:2048/login?url=http://literati.credoreference.com.ezproxy.liberty.edu:2048/content/entry/qfinance/gross_profit_margin_ratio/0 He, Z., Xiong, W. (2012). Rollover Risk and Credit Risk. Journal of Finance, 67(2), 391-429. Lautenslager, A. (2003), Why You Need PR: Getting the word out about your product or service should always be a priority. Retrieved form http://www.entrepreneur.com/article/65672# Lawrence, A.T., and Weber, J. (2008).Business Society Stakeholders, Ethics, Public Policy (12th ed). New York, NY: McGraw-Hill Irwin. Naik, A. (2011). Why is Customer Satisfaction Important. Retrieved from http://www.buzzle.com/articles/why-is-customer-satisfaction-important.html Putting people first. (2011). Develop ment and Learning in Organizations, 25(1), 25-27. doi:http://dx.doi.org/10.1108/14777281111096816 Scott, K., and Johnston, C. R. (2011). Factors affecting the adoption of consumer oriented information technology biometrics solutions by the credit union industry. Journal of Technology Research, 2, 1-13. Retrieved from http://search.proquest.com/docview/887909140?accountid=12085 Soderberg, M., Kalagnanam, S., Sheehan, N., and Vaidyanathan, G. (2011) When is a balanced scorecard a balanced scorecard?, International Journal of Productivity and Performance Management, 60(7) 688-708

Popular Music Under Seige :: essays research papers

POPULAR MUSIC UNDER SIEGE Beginning in the 1980s, religious fundamentalists and some parents' groups have waged a persistent campaign to limit the variety of cultural messages available to American youth by attacking the content of some of the music industry's creative products. These attacks have taken numerous forms, including a call by the Parents' Music Resource Center (PMRC) for the labeling of recordings whose themes or imagery relate to sexuality, violence, drug or alcohol use, suicide or the "occult," and prosecutions of record companies and storeowners for producing or selling albums that contain controversial songs. After years of pressure from the PMRC and a series of Senate hearings in 1985, the Recording Industry Association of America (RIAA) introduced, in 1990, a uniform labeling system using the logo, "Parental Advisory - Explicit Lyrics." The RIAA initiated this system without providing record companies with any standards, criteria or guidelines for determining what albums should be labeled. That decision is left completely up to the companies, which have chosen to label only selected rock and rap albums and not recordings of country music, opera or musical comedy that may also contain controversial material. Dissatisfied with the RIAA's labels, many would-be censors have demanded even more limits on the sale of music with controversial lyrics. As a result, legislators have introduced bills in more than 20 states in recent years that would require warning labels far more detailed than the RIAA's. Some proposed laws would go beyond mandatory labeling and actually ban the sale to minors of music deemed to be objectionable. Until 1992, none of this legislation had passed, although in 1991 a bill in Louisiana failed by only one vote. In 1992, however, the state of Washington passed a law that required storeowners to place "adults only" labels on recordings a judge had found to be "erotic"; the law also criminalized the sale of any labeled CD or tape to a person under age 18. Fortunately, the law was never enforced because a few months after passage a state court declared it unconstitutional. Even though Washington's "erotic music" law failed, the battle over proposals to label or otherwise restrict certain music sales will probably continue. The groups and individuals who have been attacking popular music want to impose their personal moral and political standards on the rest of us. The American Civil Liberties Union is working hard to prevent the achievement of that goal, which would imperil the First Amendment rights of musicians, and of all Americans, to create, perform and hear music of our own choosing.

Stock Analysis Essay -- essays research papers

Stock Picks and Analysis Choosing two profitable stocks amongst a myriad of potential alternatives is a daunting task to say the least. In order to narrow my choices from thousands to two, I examined several aspects of companies I was interested in. Among these were, company overview, alpha and beta ratings, price ratios, price charts, and company headlines. After evaluating this information, I chose Intuit INC (INTU) listed on the NASDAQ and Johnson and Johnson (JNJ) listed on the NYSE. Intuit, Inc. Intuit, Inc. is a provider of small business, tax preparation and personal finance software products and Web-based services that simplify complex financial tasks for consumers, small businesses and accounting professionals. The Company's principal products and services include Quicken, QuickBooks, Quicken TurboTax, ProSeries, Lacerte and Quicken Loans. Intuit offers products and services in five principal business divisions which include Small Business, Tax, Personal Finance, Quicken Loans and Global Business (Market Guide). Intuit develops, sells and supports small business accounting, tax preparation and consumer finance desktop software products, financial supplies, and Internet-based products and services for individuals and small businesses. This past fiscal year ended on 7/31/02 and revenues rose 18% to $1.36 billion. Net income from continuing operations totaled $69.8 million vs. a loss of $118.1 million. â€Å"Results reflected higher quicken loans division sales and lower acquisition-related charges.† (Market Guide) Inuit has continually met or surpassed previous financial estimates in a time when most companies are barely staying out of the red. On 9/8/02 Inuit, Inc had an Alpha rating of .0084 indicating it was performing better than previously estimated. Intuit also had a Beta rating of .24 indicating its volatility had decreased. This beta indicates that the company could possibly increase or decrease .76% less than the index. Due to this small Beta, Intuit is of relatively low risk as it is independent of the motion of the index. Inuit has a Relative Performance Rating of 53.81. This stock overperforms the NASDAQ 100 INDEX by 53.81 %. Intuit has gained 7.29% since December 31. The current price of Inuit was $45.900 with a P/E of 29.61. The stock’s fair value using its P/E Ratio was dismal at $24.58. From a fundamentalist view the stock should be sol... ...On September 25, it announced a large clinical trial showed its experimental devices to treat clogged heart arteries performed significantly better than current technology. Doctors and analysts expect the new technology to revolutionize the treatment of coronary artery disease. Although many analysts downgraded Johnson and Johnson from a strong buy to outperform Monday, they still site it as a good buy. Johnson and Johnson has been trading above both its 50 and 200 day averages and is promising. Its current market position is very attractive as it may become a market leader when the DOW turns around. Johnson and Johnson’s undervalued price, market position, and earnings make it a good pick in a sea of ambiguity. After considering the market position I have decided to take a moderate risk approach. I will allocate 40% of my resources to Johnson and Johnson and 30% to Intuit, Inc. The remaining 30% I will hold in cash. Although the saying â€Å"Cash is trash,† applies to a bull market, I am still apprehensive as to when this turnaround will occur. For now I will benefit by holding cash, but if the market turns at the end of our two month period as many analysts believe, I will lose out.

Marketing during Economic Depression

Marketing Under the Situation of Economic Depression The financial crisis originated in Wall Street of United States has spread all over the world rapidly. Because of the firmer and closer economic connections between countries, almost every country is beginning to experience somewhat economic depression. Considering the issue of marketing under the situation of economic depression is becoming necessary for many companies in any area of the world. Marketing is defined as a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and value with others. A company wanting to have a successful marketing strategy should first understand the marketing environment around it. A company's marketing environment consists of the actors and forces outside marketing that affect marketing management's ability to develop and maintain successful transactions with its target customers. And the economic depression situation should be considered as part of the marketing environment study area. The ever changing microenvironment and macroenvironment offer both opportunities and threats to companies. If a company wants to be successful in any condition, it should know the vital importance of watching and adapting to the changing environment, so it can avoid the unfavorable conditions and grasp any opportunities. Economic environment is one of macro factors that influence a company’s marketing concerns. Theoretically, it consists of factors that affect consumer purchasing power and spending patterns. Under the situation of economic depression, both consumer purchasing power and spending patterns have, to some extent, changed. Therefore, a company must have a clear picture of what those changes are. As for the consumer buying power, depressed economic situation is always related with reduced consumer buying power. For example, during the 1997’s Asian economic crisis, country after country saw their currency depreciate as the crisis unfolded. The consumers of those Asian ‘tiger' economies became more financially cautious and they spent much less at that time. Considering the spending patterns, as Engle suggested, when family income rises, the percentage spent on food declines, the percentage spent on housing remains constant and both the percentage spent on other categories and that devoted to savings increase. The reduced income in the economic depression has a large impact on what a certain person buys, for instance, he may spend less on entertainment or clothes, and the percentage of income spending on food may increase. Therefore, we can see that the depressed economy is going to influence consumer buying behavior. For all the four cultural, social, personal, and psychological factors, they affect the consumer purchase strongly. Under depression, there are a few phenomena that are notable for companies. First, consumers prefer more relatively cheap goods and fewer luxuries. There is a statistic number for the 1997 Asian economic crisis, in Thailand, 58% people didn’t buy any designed clothes any more and 45% people didn’t drink whisky. While recent economic crisis in Vietnam made the sales of automobile plummet. According to a report of VAMA, 16 members of this automobile manufacturing association only sold 11500 cars in May 2008, 2000 fewer those sales of April. Also, consumers may turn to the brands whose brand image are associated with mass market and people buy less imported goods. Second, towards companies’ promotion and advertisement, consumers may react differently than before. Since the economic depression brings a lot of psychological pressure to people, they are not as interested as in the sales ads any more. They may buy goods that are in promotion, but most of them will buy less or buy smaller size packages. Third, as for the shopping place, people prefer the discounted stores that the expensive department store. During the 1973 oil crisis in America, the frequency of 79. % consumers shopping in the discounted stores or buying directly from wholesales increased a lot. Apart from the changes above, there is another point; that is, the consumption of necessities varies a little, since they have relatively inelastic demands. So what should a company do in face of the changing marketing environment? There are several responses as for the environment change. Companies react differently because some view the change is uncontrollable thus passively adap t, while others may try to influence the change and take a proactive approach. The depressed economy is generally viewed as an uncontrollable element, so companies should try to find methods to adapt in the existing situation. To begin with, companies must focus on their core competitive advantage and reduce the extended brands marketing that are not so competitive. In the depressed economy, it is not only the consumers that are influenced; companies also have fewer resources to use. Companies should withdraw from those less competitive markets and use its own limited resources (human resources, capital and marketing channels, etc. used to consolidate and strengthen the markets of products of core competitiveness. Then is the promotion and advertising strategy for the company. As noted before, consumers are not that easily to be influenced by those things. So companies should target the audience of ads accurately, and avoid the way to waste money on the advertising to those who rarely buy the goods. It is suggested that companies use less mass adverting methods , such as ads on newspaper and leaflets. Instead, companies should try to ensure that people who read the ads have a high probability to buy the goods. For example, a Targeting Mobilephone Magazine sends the sales information messages to 200,000 high-end subscribers. That method is of low cost, but it is far more effective than traditional ways. Furthermore is the price issue. People are more sensitive to the price and they want cheaper goods than before since their purchasing power is often reduced during the depression. People decrease their consumption on luxuries and other high quality high price goods. The more for less, the same for less and less for much less value proposition strategy are more likely to succeed in this situation. In addition, since customers are likely to turn to the local discounted stores, companies may change their distribution channels a bit. They can put more goods in the discounted stores and warehouse-style supermarkets. If the economic recession is just in the range of home country, companies can also increase the export. However, not all companies have to take a conservative approach in the economic downturn. For some of them, especially the big and strong companies, it is a good chance for them to expand their market share. Since depressed economy just makes some small competitors bankrupt, the strong companies can get the consumers of those companies, thus having a larger market share. If a company can establish an image that is reliable and indestructible at the time when customers have some psychological pressure, it is more likely to win the favor of customers even after the depression is over. There is a saying, the more serious the depression, the more opportunities in the market. And the CEO of Alibaba. om, Ma Yun, also said â€Å"the economic crisis will create new business civilization. † There are many reasons to believe that the depressed economy brings us both opportunities and challenges. In conclusion, if a company can understand the environment around it well, study the consumer buying behavior carefully, and develop a appropriate marketing strategy for itself, it can certainly have chance to avoid the unfavorable factors and maintain its competitiveness, thus winning under the sit uation of economic depression and any other conditions of the economy.

The 1920 Wall Street Bombing

The 1920 Wall Street Bombing At noon on September 16, 1920, a horse drawn buggy loaded with 100 pounds of dynamite and 500 pounds of cast- iron slugs exploded across the street from the J.P. Morgan bank headquarters in downtown Manhattan, New York. The explosion blew out windows for blocks around, killed 30 immediately, injured hundreds of others and completely destroyed the interior of the Morgan building.. Those responsible were never found, but evidence- in the form of a warning note received at a nearby office building- suggested anarchists. Tactic / Type: VBIED / Anarchist Learn more: VBIEDs (vehicle borne improvised explosive devices | Anarchism and Anarchist terrorism Where: Financial District, downtown Manhattan, New York When: September 16, 1920 The Story: Shortly after 12pm on September 16, a dynamite loaded horse drawn cart exploded on the corner of Wall and Broad Street in downtown Manhattan, just outside the banking firm. J.P. Morgan   Co. The blast would ultimately kill 39 people- most of them the clerks and messengers and secretaries who served the financial institutionsand cause damage in the millions of dollars. To witnesses, the scale of the damage was unimaginable. Glass flew everywhere, including into the Morgan building, where several of the banks partners were injured (Morgan himself was traveling in Europe that day.) The attack was made more lethal by the cast iron slugs packed in with the dynamite. Investigations began immediately, with several theories about who might have committed the attack discarded along the way. Thomas Lamont, a Morgan bank principal, first accused Bolsheviks of the attack. Bolsheviks was for many a catch-all term that meant radicals, whether anarchists, communists or socialists. The day after the attack, a message was found in a mailbox a block from the attack, which said: Remember. We will not tolerate any longer. Free the political prisoners or it will be death for all of you. American Anarchist Fighters! Some have theorized that this note indicated that the attack was revenge for the murder indictment, several days earlier, of anarchists Nicola Sacco and Bartolomeo Vanzetti. Finally, it was concluded that either Anarchists or communists were responsible. However, those responsible for the attack were never located, and suspicions about the object of the attack were inconclusive. From Wall Street to the World Trade Center: The first act of terrorism aimed at the heart of the nations financial institutions inevitably draws comparison to the second, on September 11, 2001. Beverly Gage, author of the forthcoming book, The Day Wall Street Exploded: A Story of America in its First Age of Terror, has made one such comparison: To New Yorkers and to Americans in 1920, the death toll from the blast seemed incomprehensible. The horrible slaughter and maiming of men and women, wrote the New York Call, was a calamity that almost stills the beating of the heart of the people. That those numbers now seem paltry statistics from a past when we counted civilian deaths in dozens instead of thousands underscores just how violently our own world changed last Tuesday. The destruction of the World Trade Center now stands alone in the annals of horror. But despite the difference in scale, the Wall Street explosion forced upon New York and the nation many of the same questions that we are confronting today: How should we respond to violence on this new scale? What is the proper balance between freedom and security? Who, exactly, is responsible for the destruction? There is another striking similarity. We may think that the defensive security crackdowns and resource mobilization following 9/11 are unprecedented, but a similiar mobilization occurred in 1920: Within days of the attack, there were calls on Congress and the Department of Justice to dramatically increase funding and legal mechanisms to counter the threat of Communists and Anarchists. According to the New York Times on September 19: It was said today at the Department of Justice that Attorney General Palmer would recommend in his annual report to Congress that drastic laws for dealing with anarchists and other disturbing elements be enacted. At the same time he will ask for larger appropriations, which were denied in the past.

Werner syndrome essays

Werner syndrome essays This paper will discuss the what, how and who of a progressive, rare, but fatal dysfunction called Werner Syndrome. Werner syndrome affects approximately 1 in 1,000,000 individuals world- wide. However, there are some populations, mainly persons of Asian descent, who seem to be more susceptible to acquiring Werner syndrome. Werner syndrome is a syndrome that is characteristic of premature aging following puberty. Werner syndrome is a genetic disorder, whereby a person inherits an abnormal gene, predisposing them to age prematurely. Some examples of this premature aging include osteoporosis, muscle weakness, small jaws, and a striking difference between the persons appearance and his her real age. Hence by the time an individual reaches the age of 40, they often appear at least a decade older. Werner syndrome is diagnosed by, using clinical criteria. The person must exhibit symptoms and stature; they must have premature senescence or aging, scleroderma-like skin, and endocrine abnormalities. Because diagnosing Werner syndrome can sometimes be difficult to diagnose, the only available treatment for a person who has Werner Syndrome is to be supportive. There is no cure; however, doctors can treat symptoms to make the disease less painful. Signs and symptoms of Werner syndrome include, but are not limited to wrinkled skin, muscle aches and pains leading eventually to muscle atrophy, baldness, cataracts, and individuals are more susceptible to Diabetes mellitus. In addition, you will began to develop a skull that is relatively large, with a disproportionate lower part of the face, a high pitched voice, and the nose is pinched and the cheeks are sunken, because of fat loss which causes the bird like facial appearance. The average age of death is 47, usually as a result of some secondary disease, such as cancer or heart disease. Care for the person with Werner syndrome includes, checking the blood sugar lev...

Biography of Alice Walker, Pulitzer Prize Winning Writer

Biography of Alice Walker, Pulitzer Prize Winning Writer Alice Walker (born February 9, 1944) is a writer and activist, perhaps best known as the author of The Color Purple and more than 20 other books and poetry collections.  She is also known for  recovering the work of Zora Neale Hurston and for her work against female circumcision.  She won the Pulitzer Prize in 1983 and the National Book Award in 1984. Fast Facts: Alice Walker Known For: Writer, feminist, and activistBorn: February 9, 1944 in Eatonton, GeorgiaParents: Minnie Tallulah Grant and Willie Lee WalkerEducation: East Putnam Consolidated, Butler-Baker High School in Eatonton, Spelman College, and Sarah Lawrence CollegePublished Works: The Color Purple, The Temple of My Familiar, Possessing the Secret of JoySpouse: Melvyn R. Leventhal (m. 1967–1976)Children: Rebecca Leventhal (b. November 1969) Early Life Alice Walker was born on February 9, 1944, in Eatonton, Georgia, the last of eight children born to Minnie Tallulah Grant and Willie Lee Walker. Her parents were sharecroppers who worked on a large cotton farm during the days of Jim Crow. Recognizing Alices abilities at a very young age, her mother got the 4-year old into first grade at East Putnam Consolidated, where she quickly became a star pupil. In 1952, a childhood accident blinded her in one eye. Medical conditions in the Jim Crow south meant she did not get proper medical treatment until six years later when she visited her brother in Boston, Massachusetts. Nevertheless, she went on to become valedictorian of her class at Butler-Baker High School. At 17, Walker received a scholarship to attend Spelman College in Atlanta, where she became interested in Russian literature and the burgeoning Civil Rights movement. In 1963, she was offered a scholarship to Sarah Lawrence College, and, after her activist mentor Howard Zinn was fired from Spelman, Walker transferred to Sarah Lawrence. There, she studied poetry with Muriel Rukeyser (1913–1980), who would help her get her first collection of poems, Once, published in 1968. In her senior year, Walker studied in East Africa as an exchange student; she graduated in 1965. Professional Life After college, Alice Walker worked briefly for the New York City Department of Welfare and then returned to the south, moving to Jackson, Mississippi. In Jackson, she volunteered in voter registration drives and worked for the Legal Defense Fund of the NAACP. She met fellow civil rights worker Melvyn R. Leventhal on March 17, 1967, and they married in New York and moved back to Jackson, where they were the first legally married biracial couple in the city. They had one daughter, Rebecca, born November 17, 1969, but the marriage ended in divorce in 1976. Alice Walker started her professional writing career as a writer-in-residence first at Jackson State University (1968–1969) and then at Tougaloo College (1970–1971). Her first novel,  a three-generation saga of sharecroppers called The Third Life of Grange Copeland, was published in 1970. In 1972, she taught a course in Black Womens Writers at the University of Massachusetts in Boston. She continued steadily writing throughout this period. Early Writing By the mid-1970s, Walker turned to her inspirations from the Harlem Renaissance period of the early 20th century. In 1974, Walker wrote a biography of poet Langston Hughes (1902–1967), and the following year she published a description of her research with Charlotte Hunt, In Search of Zora Neale Hurston, in Ms.  magazine. Walker is credited with reviving interest in the writer/anthropologist (1891–1960). Her novel Meridian came out in 1976, and the subject was the civil rights movement in the south. Her next novel, The Color Purple, changed her life. Alice Walkers poems, novels, and short stories frankly deal with rape, violence, isolation, troubled relationships, bi-sexuality, multi-generational perspectives, sexism, and racism: all of the things which she knew from her personal experiences. Always, and more as she grew as a writer, Alice Walker has been unafraid to be controversial. The Color Purple When The Color Purple came out in 1982, Walker became known to an even wider audience. Her Pulitzer Prize and the movie by Steven Spielberg brought both fame and controversy. She was widely criticized for negative portrayals of men in The Color Purple, though many critics admitted that the movie presented more simplistic negative pictures than the books more nuanced portrayals. In two books- The Temple of My Familiar (1989) and Possessing the Secret of Joy (1992)- Walker took on the issue of female circumcision in Africa, which brought further controversy: was Walker a cultural imperialist to criticize a different culture? Legacy Alice Walkers works are known for their portrayals of the African-American womans life. She depicts vividly the sexism, racism, and poverty that make that life often a struggle. But she also portrays as part of that life, the strengths of family, community, self-worth, and spirituality. Many of her novels depict women in other periods of history than our own. Just as with non-fiction womens history writing, such portrayals give a sense of the differences and similarities of womens condition today and in that other time. Alice Walker continues not only to write but to be active in environmental, feminist/womanist causes, and issues of economic justice. Her latest novel, Now is the Time to Open Your Heart, was published in 2004; since that time her published work has been poetry. In 2018, she published a collection of poems titled Taking the Arrow Out of the Heart. Sources Alice Walker: By the Book. The New York Times, December 13, 2018.  Howard, Lillie P (ed.). Alice Walker Zora Neale Hurston: The Common Bond. Westport, Connecticut: Greenwood, 1993.Lazo, Caroline. Alice Walker: Freedom Writer. Minneapolis: Lerner Publications, 2000.  Ã‚  Takenaga, Lara. A Q. and A. With Alice Walker Stoked Outrage. Our Book Review Editor Responds. New York Times, December 18, 2018.  Walker, Alice. Alice Walker Banned.  Ed. Holt, Patricia. New York: Aunt Lute Books, 1996.  Walker, Alice (ed.) I Love Myself When I Am Laughing... Then Again When I Am Looking Mean Impressive: A Zora Neale Hurston Reader. New York: The Feminist Press, 1979.  Walker, Alice. Living by the Word: Selected Writings, 1973-1987. San Diego: Harcourt Brace Company, 1981.White, Evelyn C. Alice Walker: A Life. New York: W.W. Norton and Company, 2004.

It must be related to worikng and education Research Proposal

It must be related to worikng and education - Research Proposal Example Additionally, part-time jobs offer a practical learning experience to the students. This experience ensures that they are well prepared for their jobs. It is very beneficial especially if the students get part-time jobs that are related to their class work. They will develop useful professional networks that will assist them on later years (Lillydahl 310-315). For the students who find jobs that are not related to their career paths, they benefit by gain skillful tactics that will enable them in responding to challenges on their later days.On the other hand, some people fell that the students could drop out of school after they have earned money. Additionally, they also argue that the students will be too exhausted after working to go to school. This will lead to missed classes and poor performance in the examinations (Tilly b 35) This research paper will conduct a survey to show the actual percentage of people on each side of the motion. The researcher will issue questionnaires to parents and students to fill up. An interview will also be conducted. The data collected will be analyzed and graphically presented for a clear understanding of the problem. The researcher will have some recommendations at the end of the research. The drive of steering this research is to try to develop recommendations for the students who wants part-time jobs. The research will be relevant for the society and Company to know whether when they offer jobs to students they cause problems to them or not. The study will also assist students in making their decisions when looking for jobs. This will assist them in knowing the pros and cons of part-time jobs. The research will try to answer three questions which will support in realizing the objective of the study. One of the question will be â€Å"Should students have part-time jobs?† This questioned will be answered by both parents and students. The respondents who will be answering the questionnaire and interviews will be

Software Project Management (Managing a Mobile Website Project) Essay

Software Project Management (Managing a Mobile Website Project) - Essay Example No sooner is the plan accomplished than someone comes along to change it. These same naysayers would also argue that the plan, once completed is disregarded and merely put on the shelf so the team can get down to doing some real work. To people management, we mean the planning activity that involves deciding on the types of people in form of resources that are compulsory to perform the requirements of the project. In other words the types of skills and number of workers we need to complete the project (kwysocki, 1997). Whenever we talk about the methods mixed up in the project management we in general refer those methods towards the management of people as well as resources. The management of people is the management of workers. Management of people guides us about the roles and duties that a worker can perform in a project for making a project successful. It also guides management what type of staff should reserve for a specific project (Kerzner, 2003). As a project manager I have t he responsibility to prepare a configuration management plan for this project and also address the risk analysis, quality control, and software configuration aspects of the this mobile website project. In this mobile website we have lots of risks which are related to website development, compatibility, feasibility, etc. we have to address all of these before we are going to launch the website. Though we have a software development team of knowledgeable developers and artistic designers those are able to employ mobile applications for handheld devices of changeable convolution, but there are risks of building function seamlessly between PDA’s and Cell Phones of different types. 1We have to concentrate on this point that there are lot of different types of PDA’s and Cell Phones in the market and all of those have different type of compatibility and functionality levels. We have to choose format of website that can support all the types and also compatible to

How Does Cyber Bulling Affect Teenagers Research Paper

How Does Cyber Bulling Affect Teenagers - Research Paper Example This essay approves that cyber bullying victims are persistently tormented by their peers through text messages or emails, and this may rekindle the feeling of worthiness and hopeless and may therefore decide to commit suicide to escape all the pain. More so, online bullying triggers the feelings of sadness, anger and most commonly, embarrassment. In addition, cyber bullying has a negative impact on the quality of the relationship that the teenagers have with their families, peers or even teachers because they often feel disinterested in life and they start perceiving life as hopeless and meaningless, and in some cases, the victims may feel angry and vengeful, to revenge on the bullies. This report makes a conclusion that cyberbullying can have devastating impacts on teenagers’ lives such as depression, isolation or even suicide. Various studies show that cyber bullying is common and is some cases can be severe and adversely affect teenagers’ lives. Cell phones and computers cannot be entirely be blamed for cyber bullying because the social networking sites are supposed to be used positively such as connecting with other people, using them for learning activities, and entertainment among others. In order to stay safe online, it is advisable not to post or even share personal information online including internet passwords, inform parents or any other responsible adult about what they are doing online, and never meet anyone that they have only met online among others.

Effect of Exercise on Cancer Related Fatigue in Patients with Breast Essay

Effect of Exercise on Cancer Related Fatigue in Patients with Breast Cancer - Essay Example The mainstay of breast cancer care is local therapy consisting of surgery along with systemic adjuvant therapy, which includes chemotherapy, hormonal or a combination therapy. Besides major advances in managing both early and locally advanced breast cancer, patients still have to deal with severe side effects of fatigue during adjuvant therapy resulting in substantial impact on patients' quality of life (Markes, Brockow and Resch, 2006). Most cancer patients would say that fatigue is a major obstacle to functioning normally (Portenoy & Itri, 1999). Fatigue is a distinctive, dominant symptom in patients with cancer, that impacts life functional ability and occupational status. The fatigue diminishes the patient's ability to do both physical and mental tasks, as it has physical, affective, and cognitive components of the symptom (Dalakas, Mock and Hawkins, 1998). This kind of fatigue is referred as cancer-related fatigue or CRF. Cancer-related fatigue (CRF) as defined by the National Comprehensive Cancer Network "is an unusual persistent, subjective sense of tiredness related to cancer treatment that interferes with usual functioning" (NCCN, 2005). Since fatigue is not directly observable in most of its forms, its importance and treatment are often overlooked (Newell, Sanson-Fisher, Girgis, & Bonaventura, 1998; Tanghe, Evers, & Parodaems, 1998). Patients suffering from cancer-related fatigue may have difficulty adhering to and completing treatment regimens. Fatigue has also been identified as the main reason patients withdraw from clinical trials. The quality of life of individuals experiencing cancer-related fatigue may be less than satisfactory. The purpose of this paper is to review literatures on the effect of exercise on fatigue in women with breast cancer and make recommendations for nursing practice and health care providers to improve care of individuals suffering from cancer-related fatigue (Visovsky and Schneider, 2003). The following electronic databases were searched Cochrane Database Systematic Reviews, Medline, Highbeam and Pubmed. Terms related to breast cancer, exercise, fatigue, cancer-related fatigue and publication type (e.g., random controlled clinical trial) were used in searching. This search strategy was modified as necessary for each database. Fatigue has been reported by 60% to 100% of patients undergoing treatment for cancer and has been identified as a research priority by the Oncology Nursing Society for a decade (Mock, Pickett, Ropka, Poniatowski and Drake, 2001). Cancer-related fatigue differs from normal tiredness by its sudden appearance, its overwhelming nature, and its refractory response to rest. While oncology nurses are well aware that fatigue is a prevalent complaint in cancer patients, the best way to assess and treat this debilitating symptom is less clear (Clark, 2001). Fatigue is one of if not the most common complaints of patients with cancer. The etiology for CRF is unknown, but is theorized to be caused from activation of proinflammatory cytokines in response to the tumor such as interleukin-1 beta, interleukin-6 and tumor necrosis factor, have been implicated in the development of cancer-related fatigue resulting in diminished skeletal muscle protein stores. This reduction in muscle protein, also

INFORMATION SOURCES IN BUSINESS (STOCKS) Assignment

INFORMATION SOURCES IN BUSINESS (STOCKS) - Assignment Example Common stocks are units of ownership that carry with them voting rights that can be used in making some of the vital decisions in the corporation (Investor.gov, 2015). The shareholders receive their dividends and vote during meetings to make vital changes in the companys operations (Hafer & Hein, 2007). Conversely, preferred stocks are not associated with voting rights; hence, the shareholders are not directly involved in the corporate decision-making structure. The privileges include the priority in the case of liquidation and receiving of dividends before the common shareholders (Mrzygłod & Nowak, 2013). According to (U.S Security and Exchange Commission (SEC), 2015), stocks can be traded through stock funds, full-service brokers, direct stock plans and dividend reinvestment plans. The stock market can be affected by different fiscal policies such as taxes and other regulations by governments. It can be defined as a market where publicly owned companies trade their stocks on various exchanges and are found in free market economies (Parameswaran, 2011). The size of the market can be determined by jurisdictions based on various country borders. Stock indexes can be classified as an underlying stock security used in the future and options derivatives. The derivatives rely on the price of the underlying stocks in the markets. Additionally, stocks have also been to represent financial value; hence, can be regarded to as a form of current (Parameswaran, 2011). For example, a company can own part or full ownership of another during mergers and acquisitions through the exchange of stocks an d equities. They are many listed associations listed under self-regulatory organizations that control fiscal and monetary policies in the stock markets. Examples include the Japan Security Dealers Association (JSDA) that is found in the Japanese securities markets. Launched in 1940, JSDA

Effect of Exercise on Cancer Related Fatigue in Patients with Breast Essay

Effect of Exercise on Cancer Related Fatigue in Patients with Breast Cancer - Essay Example The mainstay of breast cancer care is local therapy consisting of surgery along with systemic adjuvant therapy, which includes chemotherapy, hormonal or a combination therapy. Besides major advances in managing both early and locally advanced breast cancer, patients still have to deal with severe side effects of fatigue during adjuvant therapy resulting in substantial impact on patients' quality of life (Markes, Brockow and Resch, 2006). Most cancer patients would say that fatigue is a major obstacle to functioning normally (Portenoy & Itri, 1999). Fatigue is a distinctive, dominant symptom in patients with cancer, that impacts life functional ability and occupational status. The fatigue diminishes the patient's ability to do both physical and mental tasks, as it has physical, affective, and cognitive components of the symptom (Dalakas, Mock and Hawkins, 1998). This kind of fatigue is referred as cancer-related fatigue or CRF. Cancer-related fatigue (CRF) as defined by the National Comprehensive Cancer Network "is an unusual persistent, subjective sense of tiredness related to cancer treatment that interferes with usual functioning" (NCCN, 2005). Since fatigue is not directly observable in most of its forms, its importance and treatment are often overlooked (Newell, Sanson-Fisher, Girgis, & Bonaventura, 1998; Tanghe, Evers, & Parodaems, 1998). Patients suffering from cancer-related fatigue may have difficulty adhering to and completing treatment regimens. Fatigue has also been identified as the main reason patients withdraw from clinical trials. The quality of life of individuals experiencing cancer-related fatigue may be less than satisfactory. The purpose of this paper is to review literatures on the effect of exercise on fatigue in women with breast cancer and make recommendations for nursing practice and health care providers to improve care of individuals suffering from cancer-related fatigue (Visovsky and Schneider, 2003). The following electronic databases were searched Cochrane Database Systematic Reviews, Medline, Highbeam and Pubmed. Terms related to breast cancer, exercise, fatigue, cancer-related fatigue and publication type (e.g., random controlled clinical trial) were used in searching. This search strategy was modified as necessary for each database. Fatigue has been reported by 60% to 100% of patients undergoing treatment for cancer and has been identified as a research priority by the Oncology Nursing Society for a decade (Mock, Pickett, Ropka, Poniatowski and Drake, 2001). Cancer-related fatigue differs from normal tiredness by its sudden appearance, its overwhelming nature, and its refractory response to rest. While oncology nurses are well aware that fatigue is a prevalent complaint in cancer patients, the best way to assess and treat this debilitating symptom is less clear (Clark, 2001). Fatigue is one of if not the most common complaints of patients with cancer. The etiology for CRF is unknown, but is theorized to be caused from activation of proinflammatory cytokines in response to the tumor such as interleukin-1 beta, interleukin-6 and tumor necrosis factor, have been implicated in the development of cancer-related fatigue resulting in diminished skeletal muscle protein stores. This reduction in muscle protein, also

Societal Changes Assignment Example | Topics and Well Written Essays - 1000 words

Societal Changes - Assignment Example We just know we do not want any part of it. Introduction The issue of stereotyping, which also leads to a form of racism, can be seen in both the population and within the police force and the type of interactions that occur. When looking for someone to blame for why certain crimes happen, it is easy to think automatically that if someone thinks, looks and acts within a narrow visual framework, then it is easy to blame that person and that group of people (Bradshaw & Roseborough, 2005). The issue of Muslims has a tender spot in the minds of many Americans who see all Muslims as perpetrators of bombings and terrorism in the country. Whenever something happens in the country, people automatically assume it was done by a Middle Eastern Muslim terrorist. As we have also seen, the bomber can also be a Western Muslim terrorist, such as in the case of the Shoe Bomber in 2001 (Elliot, 2002). 1.With the recent bombing of the Boston Marathon, and the near-beheading and death of a British soldi er on a London street, tensions have been running high with the public, particularly in England. There have been numerous protests, and police, both in England and in the United States, have been told to look for groups of people, who might commit crimes against Muslims directly, or on or around property owned by Muslims. It is very hard for people to understand that when one, or a few, members of a group have committed a crime against others, it does not mean that all people of that group will be doing that same sort of crime (Gabbidon & Greene, 2013). When people look for the enemy, the only thing they have to go on is what the enemy would typically look like. In a war, one side knows that a certain uniform represents the enemy, and that there may be other physical identifications, such as an Asian appearance, for wars conducted in World War II and Vietnam. In a more modern day, and in modern warfare conducted today, appearances are far more deceiving and it is hard to know who th e enemy is. Some have dressed up in Western army uniforms and then turned guns on unsuspecting Western soldiers. Even seeing women with burkas and, especially with full face veils, promotes the concept of hiding something that makes identification possible (Moore, 2010). Therefore, those who hide behind veils, or ski masks, are potentially considered an enemy. It would be easy to suspect that some other person may be under that burka and veil besides a normal Muslim woman. While in Muslim countries, veils are rarely given a second thought, in Western countries, it is important for Muslim people to respect parts of the society they are now living in, and to let women remove the veil so it is not so threatening. Integration with their new society is essential to their success. Living as if they were still in their own land and observing their own rules without regard to the new country, is not acceptable (Moore, 2010). 2. There are several solutions to the issue of racial profiling. A ) In the first case, Muslims can take matters into their own hands by meeting law enforcement members of their community and getting to know the neighborhood police who conduct regular beats in the area (Bradshaw & Roseborough, 2005). Making friends, or at least, acquaintances, allows the police: to 1) know who they are individually; 2) establish

Case Schwab Essay Example for Free

Case Schwab Essay Under Pottruck’s direction, the company suffered financial set-backs when they did not lower prices in the highly competitive market instead deciding to focus on expanding the business to include institutional trading and research, dropping individual investors on their list of priorities. The strategy again shifted to their initial strategy, focusing on the company’s long-term relationship with individual investors, providing competitive service fees, and careful allocation of resources under the reestablished management of Mr. Schwab’s. Customer retention, customer attainment, establishing long-lasting customer relationships, and building upon a structure that supports effective business decision are also key parts of the strategy. The strategy focused on customer relationships, competitive pricing, and thoroughly analyzed resource allocation. With the changes in strategy at Schwab, information needs increased. In regard to the strategy, Schwab needed to capture data that could successfully allow them to properly allocate resources and identify profitable areas, non-profitable areas, and cost saving opportunities. The changes in strategy at Schwab have required more detailed data to be gathered for effective profitability analysis. The different versions of PAS (Profitability Analysis System) has satisfied the information needs for the new strategy. How? After identifying the information needs and the vital contribution of data for the support of business decision-making, Schwab developed MUSE (Model for Understanding Schwab Economics), it was the first cost system introduced and later MUSE II was developed. MUSE allocated costs among products, segments, and channels. Special focus was given to products since they had the most baring, positive or negative, on customers, which was the focal point under the Schwab strategy. MUSE II was later introduced and reflected the original cost system with the addition of the activity-based costing principles in order to capture profitability data. The cost systems developed in pursuit of establishing a profitability analysis system served a very effective purpose. With the individual investor the root of the strategy it was important to maintain a positive relationship to retain customers. Mr. Schwab implemented the new or initial strategy because it had proven to be the key to success for Schwab. In order to assess the satisfaction of the customers, it made sense to zero in on the product and customer engagement and results. The cost systems developed provided that information for Schwab. MUSE II was very effective in providing valuable insight for management by capturing very detailed and thorough data. With the division of segments, products, channels and customer segments, data was very specific and abundant. Muse II provided insight into Schwab’s cost structure for effective decision-making. CAP (Customer Account Profitability) indentified individual customer profitability which was limited information as to not create an aggressive sales environment. According to the case, both versions evaluated segments and channels on revenues they generated and costs that were under their direct control. By identifying profitability they can effectively price products and equally important, they can create cost savings for customers by identifying the trade-offs. For example, the case noted that through PAS, by waiving Schwab One customers service fees for accounts with balances of at least $25,000 oppose to the current $50,000 requirement, they in turn would have a greater retention rate of clients in this category and found it relevant to do so also because these clients stand a greater chance of not only remaining a Schwab customer but also had great potential for portfolio growth or profitability. Overall, the versions of PAS developed by Schwab were highly effective in pinpointing profitability among products, segments, and channels. Given this information, Schwab was able to turn that into savings for customers, better product referrals, customer satisfaction, higher levels of customer retention, and create a competitive edge in the increasingly competitive market. The information provided by the PAS cost systems proved to be invaluable to Schwab’s success and position in the market and met Schwab’s strategy information needs. 2. What factors have enabled Schwab to extract value from the PAS? What elements have made it difficult for the PAS to create value? There were many factors that enabled Schwab to extract value from PAS such as effective analysis, broken down data, capturing data from product, segment, and channel separately, linking profitability to different areas, identifying customer profitability, utilizing the data effectively for more informed business decisions, perfecting product referrals, maintaining customer retention as the focus, quickly acting on negative or positive trends to ensure their competitiveness, responding to market fluctuations including price matching, and maintaining an ongoing analysis of data and the commitment to Schwab’s proven strategy. Elements that have made it difficult for the PAS to create value include interpreting behavior costs once CLI (Cost Leadership Initiative) measures were implemented and determining whether costs were fixed or variable which is not provided through the PAS. Though the PAS provides valuable data, this data once analyzed has revealed cost saving opportunities; however, persuading customers to alter practices is not easy. For example, the case discussed consumer behavior in regards to trading activity. They found it was necessary to charge for transactions performed at off-peak times for IT cost purposes. Although this information was helpful and fees were attached to influence more desirable transaction times, customer trading patterns did not change and also induced back-office processes due to the IT fee structure. Would you advise Velez to pursue the idea of providing different levels of service to customers in the same segment, depending on their profitability? More specifically, in page 10 of the case Velez mentions the possibility of differentiated call routing as a function of customer profitability. Keeping in mind that one of the factors determining profitability is the frequency of calls to the call center, please consider the following dimensions of the policy: What are the advantages and disadvantages of providing different call waiting times for customers in the same segment, as a function of customer profitability? How would you implement this differentiated call routing? Would you inform customers in advance about the different levels of service? If so, how? How long should Schwab observe a customers behavior before routing him/her to the long wait queue? Do you believe that the new routing will affect customer profitability? In particular, how would you calculate the cost of call center capacity for different customers? If priority call routing was implemented then the more profitable segments would be better served and have a better perception of Schwab in their ability to execute and resolve their needs. An advantage would be the more profitable segments would be l ess likely to jump ship and maintain loyalty to Schwab. Priority routing would enable Schwab to serve and assist their most profitable clients and improve their client relations which could lead to new clients as a result of their reputation. A disadvantage of priority routing would not improve their less profitable customer segments perception of Schwab. Although the less profitable customer segments may not trade as often, they are still a customer and if they do not feel valued by Schwab then they would not feel the need to reciprocate loyalty and turn to a competitor. Seeing that the less profitable segment does not trade as often, Schwab would be missing out on the few opportunities to create a positive customer interaction. With the lack of significant interaction the customer is likely to base their opinion on service during the few transactions they make and having to hold for long periods result in unsatisfied customers. Perhaps it would be more effective to inform customers in advance about the ‘higher’ level of service for those ‘dedicated customers’. I would steer clear of the term ‘different levels of service’, that would not be received well at all. By telling/advertising to customers who perform frequent transactions that because of their transaction activity, they would be assisted promptly for their convenience, lets the customer know they are valued thus, creating greater customer loyalty. Schwab should observe a customer’s transaction history over about a six month period to capture reliable information in regard to their profitability. Recent activity should also be analyzed to determine a possible change in the customer behavior which would prove to be an exception in an effort to improve relations with the customer for retention purposes. The new routing system could potentially increase the profitability of the already profitable customers. The profitable customer segment will be more willing to perform more transactions based on the efficient service they experience being a high priority client. To determine the total cost of call center capacity for different customers, first indentify total calls by segment and allocate a percent of cost based on duration of interaction while identifying transaction type (trade, inquiry, or balance transfer). 4. Describe the compensation system for the division manager [for example, John Clendening] and the branch manager. What metrics are at the root of the variable compensation system? What are the advantages and disadvantages of this system? The variable compensation system provides compensation for higher levels of management based on a series of measures such as customer satisfaction, customer retention, market share, successful transactions, product engagement, quality of customer interaction, capacity or productivity, and alignment with business strategy, all of which are reflective by specific branches. The variable compensation system is subjective to a number of factors; therefore, what to compensate is unclear. Selecting meaning and fair metrics can also pose as a problem since there are external factors that change business trends and may misrepresent the branch’s performance figures. With the added pressure, management may be inclined to manipulate the figures for a better representation of branch operations. Variable compensation can motivate management to ensure their branch or district is producing positive performance figures. By offering management stock options, shares, or even bonuses, Schwab encourages management to act in the best interest of the company. Through variable compensation, what is good for the Schwab is good for management. The incentive-type monetary compensation like any motivates Schwab’s management to out-perform competition and maintain that operations are in alignment with Schwab’s strategy.

Itgc review of the foods fantastic company

Itgc review of the foods fantastic company Several months ago, you started working at a large public accounting firm as an IT staff auditor. You are currently working on your first assignment, an ITGC review of the Foods Fantastic Company (FFC). FFC is a publicly traded, regional grocery store chain, headquartered in Mason, Maryland, and includes 50 stores located in the mid-Atlantic area. The centralized data center is in Mason. FFC relies on an integrated suite of application programs that include state-of-the-art software to manage merchandise replenishment, store- level sales forecasting, and point-of-sale data. For example, FFC relies on bar code scanners and credit/debit card readers. To maintain its competitive edge in its market area, FFC recently implemented a fingerprint bio-coding payment system in all of its stores. This new systems implementation required that FFC change several of its general-ledger application programs; in particular, those related to its cash receipts processing. FFC does not use any outside s ervice organizations to provide its IT services. Sophie Ewing, the audit senior who heads up your team, decided that because of FFCs complex and sophisticated IT processing, an IT General Control (ITGC) review is man- datory to meet SAS 109s risk assessment procedures and SOX Section 404 Management Assessment of Internal Controls requirements. You know that an ITGC review is very important because ITGCs provide the foundation for reliance on any financial information FCCs systems produce. Your evaluation will affect the financial auditor in assessing the risk of material misstatement in FFCs financials, and consequently, the audit plan. At your first team meeting, Sophie announced that your firms network security specialists would review the technical issues related to FFCs internal controls. They will evaluate FFCs operating systems, its telecommunications software, and its network configuration and firewalls. In preparation for the meeting, Sophie encouraged you to review the key provisions included in SAS 109, SOX Section 404, applicable sections of PCAOB Auditing Standard No. 5, and your firms internal guidance, which groups ITGCs into the following five areas: IT management, systems development, data security, change management, and business continuity planning (BCP). IT managements key concepts include ITs position within the organization, whether IT goals are aligned with the organizations strategic goals, the use of an IT steering com- mittee, and whether the IT departments structure promotes proper segregation of duties to protect the organizations assets. Your primary concerns are: Does FFC have an IT strategic plan? To whom does the Chief Information Officer (CIO) report? What key responsibility areas report to the CIO? Does FFC have an IT steering committee? Is so, who are the members? Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 65 Systems Development The key concepts within systems development include the existence of a new systems implementation methodology, project management, pre- and post-implementation reviews, quality control, adequate testing, and demonstrated compliance with the selected imple- mentation methodology. Based on this understanding, your teams primary concerns are: Does FFC design, develop, and implement systems in a logical fashion? Does the organization consider internal controls as an integral part of systems design or does it retrofit them after implementation? To what extent is FFCs Internal Audit department involved in systems development activities? Is it part of the project review team? Is it a voting member of the team? In particular, how well did FFC manage the development and implementation of its new fingerprint bio-coding payment system? Data Security The critical concepts within data security include adherence to an established infor- mation security policy, access approval on a need-to-know basis, periodic rotation or change of access controls, monitoring, exception reporting, and incident response. Data security has both physical and logical aspects. On the physical side, data security includes physical access and environmental controls over the data center computer room. On the logical side, data security includes policies related to password configuration, change, and history re- strictions. Logical security also includes prompt review, modification, or removal of access due to personnel transfers, promotions, and terminations. Your teams primary concerns are: How well does FFC control physical access to its data center computer room? Is FFCs computer room adequately protected against environmental dangers, such as fire? Does FFC control logical access to its information systems? In particular, how does it control the logical access of terminated or transferred employees? Does FFC have a current IT security policy? Does FFC produce access violation reports? Do FFC IT personnel adhere to IT policy and follow IT procedures? For example, do appropriate personnel review any access violation reports and take the prescribed action? Change Management Change Managements key concepts include documented change procedures, user au- thorization and approval, separation of duties in implementing changes, management re- view, quality control, and adequate testing. Your audit teams primary concerns are: Does FFC have (and follow) formal change management procedures? In particular, did FFC follow these procedures when making any necessary changes to its current application programs because of the new bio-coding payment system? For example: Were the changes approved? Did the programmers adequately test the changes before putting them into production? Did the application programmer(s) that made the code changes, test the changes, and/or put them into production? Business Continuity Planning Key concepts of BCP are managements expectations regarding a timely recovery of processing capabilities, the existence of a written plan, the currency of the plan, offsite Issues in Accounting Education, February 2009 66 Norman, Payne, and Vendrzyk storage of both the plan and data files, and testing of the plan. Your audit teams main concerns are: Does FFC have a written BCP plan? Is it current? When is the last time FFC tested its plan? Does FFC back up its software and data? How often? Where do they store the backups? Did FFC need to recover its systems using its backups during the past fiscal year? Information Collected During the ITGC Review Under Sophie Ewings direction, you and other members of the audit team worked very diligently reviewing FFCs policies and procedures, interviewing FFC client personnel, and observing FFCs various operations and procedures related to its ITGCs. First, your team created an organization chart to document the FFCs management structure (see Ex- hibit 1). Exhibit 2 reflects the information your team collected from interviews, observations, and reviews of corroborating documentation related to FFCs ITGCs. EXHIBIT 1 Foods Fantastic Company Organization Chart Executive Vice President and Chief Financial Officer (CFO) Senior Vice President and Controller Senior Vice President, Internal Audit Senior Vice President and Chief Information Officer (CIO) Senior Vice President and Treasurer Vice President, Applications Vice President, Operations Vice President, Information Security Vice President, Database Administration (Currently V acant) Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 67 EXHIBIT 2 Foods Fantastic Company IT General Control (ITGC) Review Notes Notes from meetings with the Chief Financial Officer (CFO): Foods Fantastic Company (FFC) implemented a new bio-coding payment system in all of its stores this past fiscal year. FFCs IT Executive Steering Committee develops IT policies and reviews the overall operations of the IT department. The voting members of the committee are: 1. the Senior Vice President (SrVP) and Chief Information Officer (CIO) 2. the VP, Applications 3. the VP, Data Base Administration (DBA) 4. the VP, Operations 5. the VP, Information Security (IS) 6. the Executive Vice President and Chief Financial Officer (CFO) 7. the SrVP, Internal Audit The IT Executive Steering Committee revised FFCs security policy in 2005. The policy addresses all organizational security issues including IT. FFC has no documented business continuity or disaster recovery plan. Management believes such a plan is cost-prohibitive for an organization of its size and FFC has never experienced any major business disruption. In case of disaster, the data center manager would retrieve the most recent backup tapes that are stored offsite. FFC would use these files to recover its systems. Notes from meetings with the SrVP, Internal Audit: FFCs Internal Audit Department is involved as a voting member of the project teams responsible for design, development, and implementation of new projects. Internal audit performs post- implementation reviews on all projects over $2 million. The new bio-coding payment system was 25 percent over its initial time budget and 40 percent over its initial dollar budget. Notes from meetings with the CIO: The VP, Applications is currently responsible for the DBA function. However, the CIO reviews the logs that show the actions of the Application VPs user ID. FFC has an IT strategic plan, which is consistent with its corporate strategic plan. The IT strategic plan outlines the objectives and strategies that the information systems group will implement to assist FFC in meeting its overall business objectives. FFC adopted Structured Systems Analysis and Design Methodology (SSADM), an industry- recognized standard for systems development and project management. All projects (buy or build) follow the applicable SSADM phases. The CIO periodically reviews each projects required budget-to-actual reconciliation. FFCs security policy states that the VP, IS is to conduct a user audit on a quarterly basis. The appropriate department manager reviews electronically submitted reports that list each users profile, note changes on the reports, and return the reports to the VP, IS. The VP then makes the appropriate modifications based on the returned reports. The VP maintains the reports, and initials and dates the report after completing all modifications. Notes from meetings with the VP, Human Resources: FFC is currently interviewing individuals to assume the DBAs responsibilities and hopes to hire someone within the next six to eight months. Aside from the security policy, management does not provide any formalized security awareness programs related to data security. Each month, the Human Resources department forwards a Transfers and Terminations report to the VP, IS. (continued on next page) Issues in Accounting Education, February 2009 68 Norman, Payne, and Vendrzyk EXHIBIT 2 (continued) Notes from meetings with the VP, Applications: The VP, Applications assigns a project manager and develops an initial time and dollar budget for each new development project. IT personnel adequately tested the new bio-coding payment system prior to its implementation. This testing included integration testing, stress testing, and user acceptance testing. User depart- ments corroborated their testing and acceptance of the new system. Application programmers do not have access to the computer room unless escorted by data center personnel (e.g., an operator). FFC instituted formal procedures for change management. The VP, Applications is responsible for change management and maintains all documentation in a fireproof vault in his office. A Change Request form initiates all application software changes, including required software up- grades. A user completes the form, which the users department manager approves. The user forwards the request form to the VP, Applications, who logs each request in a Change Request Log. The VP performs an initial analysis and feasibility study and estimates the required devel- opment hours. The Change Request log is a listing of all requested changes and the status of the change request. The VP, Applications uses this log to track open items and follow up on changes not completed within the original time estimate. The VP, Applications assigns the change request to an applications programmer and issues the current systems documention to the programmer. The applications programmer copies the source code from the systems production region to its development region and makes the change. The pro- grammer works in the systems development region using test data. The programmer tests the change first within the affected module and then within the entire application. Changes are never tested against production data. The programmer updates the necessary systems documentation. The applications programmer migrates the code to the systems test region. A second programmer performs systems integration testing, volume testing, and user acceptance testing, again using test files. The second programmer then performs a quality review of the change, including a source- compare analysis, and reviews the updated systems documentation. Upon completion of testing, the user who requested the change and the appropriate department manager review the test results and accept the change by signing the original request form. The VP, Applications reviews the user-approved request form on which the department manager has indicated that s/he is satisfied that the program is ready for implementation. The VP, Applications also reviews the documentation prior to implementing any new or changed program to ensure that the documentation is adequate. The VP, Applications approves the change, initials the change request form, and transfers the change to the VP, Operations, who officially accepts the change. The VP, Applications then updates the Change Request log and returns the revised systems documentation to the fireproof vault. Notes from meetings with the VP, Operations: FFCs computer room, within its data center, is locked at all times. All outside contractors or visitors must first contact the data center manager for entry into the computer room. Each must bring an official picture ID, sign a visitors log, and be escorted at all times by data center personnel during the visit. In 2002, FFC installed video cameras on all doors entering the computer room to record activity 24/7. Building management staff, who report to the facilities manager, are responsible for main- taining these tapes. The VP, Operations has not needed to review these tapes for at least six months since no unathorized access attempts have been reported. Environmental controls are in place in the computer room (i.e., temperature controls, uninter- rupted power supply, a backup generator, fire-extinguishing equipment, and raised floor). Appro- priate maintenance staff test these controls semi-annually. FFC backs up all of its data each day. It stores its most recent daily backup once a week at a company-owned offsite location, along with the most recent version of its software. FFC did not test backup tapes during the past year and has no plan to test these tapes in the future. The VP, Operations assigns IT operations personnel the task of placing new or changed appli- cations programs into production after the VP, Applications has approved the work. (continued on next page) Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 69 EXHIBIT 2 (continued) Notes from meetings with the VP, Information Security: The VP, IS grants keycard access to the computer room. The VP, IS receives a keycard access report for the computer room on a monthly basis. The VP, IS determines if an unauthorized access attempt into the computer room has occurred. Passwords are not displayed on terminals or reports. Password standards are enforced by security software. FFC requires a minimum password length of six alphanumeric or special characters and a maximum length of nine alphanumeric or special characters. The software prevents the same character from being used more than once in a password and prevents numbers from being used next to each other in a password. The security software forces users to change their pass- words twice each year. The security software maintains a history of two previous passwords and does not permit employees to reuse their two most recent passwords. The security software does not display statistics regarding employees sign-on information. For example, there is no infor- mation regarding a users sign-on attempts (such as date and time of last sign-on), number of invalid sign-on attempts since last successful sign-on, or number of days prior to password expiration. The system allows three access attempts. If the third attempt is unsuccessful, the user ID is automatically disabled. The user must contact the VP, IS to reset the user ID. The system gen- erates a logical access violation report on a daily basis. User access is limited to workstations within the corresponding responsibility area. For example, users with access to the Accounts Payable module can only log in from workstations located in the Accounts Payable area. A workstation can stand idle for up to 60 minutes before the user is logged off. The VP, IS is responsible for maintaining user profiles and authorization lists. The VP grants access to the system to new hires. The appropriate department manager completes a computerized form that specifies the proper level of access. The VP reviews the request form for proper approvals and then either approves or denies the request. If approved, the VP issues the necessary ID and initial password with the requested access via encrypted email. Normal users may have multiple IDs. Each user ID can log on to one sign-on session at a time. The VP, IS, who has unlimited access, can log in from any workstation and have multiple sign- on sessions. The VP, IS is responsible for modifying and/or disabling user IDs for personnel whose job duties change because of promotions, transfers, and/or terminations based on the Transfers and Ter- minations report. The VP, IS maintains the report, and initials and dates the report when the VP, IS has made all of the modifications. Notes from meeting with the facilities manager, who reports to the VP, Human Resources: According to the facilities manager, no one asked to view the computer room video tapes during the past six months. Observations of the audit team: Documentation of the systems development process for the new bio-coding payment system confirms that the VP, Applications complied with SSADM requirements when implementing this new system. The data center is on the first floor of FFCs building. The data center manager reports to the VP, Operations. Company policy requires the VP, IS to review the keycard access report at least once per quarter. During the past six months, the VP has not reviewed the report for any unauthorized access attempts. The team observed no instances in which application programmers were in the computer room without a proper escort. The team observed no instances in which visitors or outside contractors were in the computer room without a proper escort. (continued on next page) Issues in Accounting Education, February 2009 70 Norman, Payne, and Vendrzyk EXHIBIT 2 (continued) Documentation of the computer room environment controls test results for the last 18 months shows no irregularities. These files are in the CIOs office. If someone attempts to enter the computer room without authorization, company policy requires that the VP, Operations review the video tapes from the computer room cameras within 24 hours. The FFC security policy requires each employee to sign an acknowledgment that s/he read the current policy. A review of the personnel files of a sample of employees found no exceptions. A review of the selected user profiles and passwords revealed the following: User Vice President, Applications Vice President, Information Systems Password 7LiAcOf# QSECOFR1 Note: The acronym QSECOFR looks familiar. Remember to review A Beginners Guide to Auditing the AS/400 Operating System (Bines 2002). During the past six months, the dates of the modifications were about three weeks after the VP, IS received the HRs Transfers and Terminations report. The VP, IS performed the most recent user audit eight months ago. Company policy requires the VP, IS to review the unauthorized system access report on a monthly basis to check for unusual activity (e.g., multiple violations, changes to the authorization lists, etc.). During the past six months, the VP, IS has not reviewed the report for any unauthorized access attempts. The audit team verified that FFC followed its approved change management procedures when making the bio-code payment-related changes to its cash receipts processing and other financial reporting application programs. In the past fiscal year, no incidents occurred that required FFC to recover its systems using its backup tapes. Case Requirements Sophie Ewing assigned your team the following tasks: 1. For each ITGC area, identify the control issues and classify them as strengths or weak- nesses, using Exhibit 3 to document your work. Exhibit 3 will be part of the audit teams work papers. 2. Determine the level of risk (High, Medium, or Low) that you believe is present in each particular ITGC area. 3. Assess the overall risk of the organizations ITGCs, taking into consideration the five separate risk assessments that you just made (task #2 above), and their relative impor- tance to internal controls over FFCs financial reporting. 4. Prepare a report that documents and appropriately supports your overall IT risk as- sessment (task #3), using the guidance Sophie provided in Exhibit 4. You must include a statement explicitly stating your overall risk assessment in the reports concluding section and attach your completed ITGCs matrix. Issues in Accounting Education, February 2009 Assessing Information Technology General Control Risk: An Instructional Case 71 EXHIBIT 3 Foods Fantastic Company IT General Controls Matrix Part A: Strengths and Weaknesses ITGC Area Summary of Issue Strength or Weakness IT Management FFC has an IT strategic plan Strength Part B: Risk Assessment for each ITGC area (Indicate Low, Medium or High) ITGC Area IT Management Systems Development Data Security Change Management Business Continuity Planning Risk Assessment Issues in Accounting Education, February 2009 72 Norman, Payne, and Vendrzyk EXHIBIT 4 Report Guidance IT General Controls Risk Assessment Report Foods Fantastic Company Students Name Date Background: Write a short description of Foods Fantastic Company (FFC) and why the ITGC review is necessary (2-3 sentences). Purpose: Briefly describe the purpose of an ITGC review and why it is important (2-3 sentences). Scope: Provide a short description of the work your team performed at Foods Fantastic to develop your risk assessment (3-4 sentences). Findings: Elaborate on the key finding(s) that influenced your overall risk assessment. Discuss the key control strengths and weaknesses you identified within each of the five ITGC areas and its corresponding risk assessment. Provide enough detail to support your assessment. Include specific examples from the information your team collected (interviews, observations, and reviews of corrob- orating documentation). Your arguments need to be consistent with your risk assessment for the five different areas, as well as your overall risk assessment (4-5 paragraphs). Conclusion: Provide a statement of your overall risk assessment. For example, I set FFCs assessed level of ITGC risk as (Low, Medium, or High) because of . Summarize the primary reasons that contributed to your assessment. Keep in mind the relative im- portance of each of the five ITGC areas in controlling FFCs financial reporting (3-4 sentences).