The true impact racism has on people in our society Essay Example for Free

The true impact racism has on people in our society Essay The blacks are considered by the white society as worthless slaves who have no choice but to be a housemaid or slave. Racism has been a popular issue for many years, and has caused many blacks to suffer because of their outward appearance. Aibileen faces as a victim to racial comments in the movie â€Å"The Help† directed by Tate Taylor which took place in the 1960’s in Jackson, Mississippi. Aibileen is a maid. African American housemaid who has just experienced the loss of her son and has raised about 17 children as a maid. Blacks did not have the equal rights like the white society caused many to have education for money. This essay will show to a large extent the struggles Aibileen goes through, and through camera angles, dialogue, it will provide in detail why Tate Taylor used Aibileen to communicate to the viewers the problem of racism has on our society. Racism has caused blacks to differ from the white society. The impact of racism back in 1960s Jackson, Mississippi provides the struggle of an individual name Aibileen an African American house maid through a white society. Aibileen in scene one talks about how she lost her only son and was left laying dead in front of a white hospital. As a mother their responsibility is to protect and ensure the child’s safety is their first priority. Tate Taylor uses a point of view shot on the wall in scene one which sows the picture of her son and a frame of Jesus Christ to enable the viewers to see how severe the issue about racism can lead to. The blacks are treated unfairly and the white society takes advantage of the situation by ensuring blacks would be their maid to do their dirty work. In scene two you see a mid and long shot was used on Aibileen and Mae Mobley. It allows the viewers to see the foreshadow between scene one and scene two when she loses her son, and comforting the baby girl she looks after. Tate Taylor suggests by using a lo ng shot on them shows the sense of loss Aibileen has experienced ascertain the idea of sympathy towards Aibileen. When problems become piled up one by one you start to realize the only way through it is standing up for yourself. In the get together party in scene three a few girls all had a reunion which we see Skeeter joining in. Hilly makes a racist remark on black people carrying  diseases which Aibileen can clearly hear from a distance. A point of view shot was used from Skeeter to Aibileen to see her reaction towards Hilly’s comment. This camera angle was used clearly to express the disappointment on Aibileen’s face and how racism can hurt others mentally and emotionally. As the scene went on the maids are at first reluctant to talk to Skeeter because the result of them losing their jobs and violence can affect their families. Aibileen was first to tell her stories which foreshadowed their way out to starting a new life. By the end of the film when Skeeter books are finally published, Aibileen loses her job and walks off. Tate Taylor uses an establishing shot while Aibileen walks off to indicate to the viewers that while she is leaving she is also starting a new life. This angle was used effectively to deliberately allow the viewers to see that a fresh new start is what Aibileen really needs. Dialogue gives the viewers a vital idea of decisions made by Aibileen. Dialogue is crucial because it provides us with tension and suspense to what is going to happen. Aibileen from the beginning in scene one knew she would become a maid. She saws â€Å"my mama was a maid; my grandmamma was a house slave†. Back in 1960’s in Jackson, Mississippi the blacks ever want was fair treatment towards their society. Skeeter is used by Tate Taylor to provide the viewers the perspective of Aibileen as a black house maid. For many, blacks are afraid to stand up for what they believe in but Aibileen says to Hilly â€Å"All you do scare and lie to dry and get what you want: Hilly is used by the director to be the antagonist of the film and this quote by Aibileen shows the tension and anger that was bottled up inside Aibileen. â€Å"I aint never had no white person in my house† shows the contrast between both the white and the black society. Dialogue is very crucial for communication which allows the viewers to understand and critically know the situation in the film â€Å"The Help†. At the last scene of the film Hilly persuades Elizabeth to fire Aibileen as her housemaid. The quotes â€Å"My boy Trelaw said we gonna have a writer in the family on day, I guess it’s gonna be me† This establishes the struggles of Aibileen and portrays the idea that maybe one day she could retell the painful she experience she encountered as a housemaid. Dialogues show many views and angles and establish conflict and tension to effectively show a critical issue between Aibileen and the white society that surrounds her. In conclusion: Racism is an issue that still happens to this very day and is  something most people all have witnessed. Like the Film â€Å"The Help† racism has a big influence on people in our society we live in today and through dialogue and camera techniques, Tate Taylor uses it effectively to help communicate the struggles of Aibileen as an individual but with support and faith she overcomes the obstacles that society throws at her.

What is truth? :: essays research papers

â€Å"What is truth?† That is the question Pontius Pilate asked rhetorically as he turned away from the battered and bloody man standing before him, The Man who was, and still is, the Answer to that question. In today’s world—especially Europe, but also the USA to a lesser but still very significant extent—the very concept of truth itself is being dismissed by many who are caught up in â€Å"postmodern† thinking. This mindset holds that â€Å"truth† is only a construction by the culture or the individual, so that what may be true for one is not true for another. Thus, truth is relative. Necessarily, the meaning of words is not fixed, but a function of interpretation, so that each person can construct his own meanings for them. Adhering to that fallacy leads only to external chaos and internal emptiness. What is truth? An English dictionary says: â€Å"That which is in accordance with fact or reality; that which actually is.† In Scripture, the Greek word translated â€Å"truth† is aletheia, which means â€Å"the revealed reality, or the essence, of something.† That is, what you see is what you get. In Matthew 15:1-9 and Mark 7:1-13, Jesus contrasted truth with â€Å"tradition.† Replying to the hypocritical Jewish religious leaders who criticized his disciples for failing to adhere to one of the many extraneous requirements they had added to God’s Word, he said: â€Å"Thus you nullify the word of God for the sake of your tradition.† What is â€Å"tradition?† That word is translated from paradosis, which appears 13 times in the Greek text. It simply means â€Å"delivering over from one to another.† The context determines whether what was delivered was truth or whether it was the ideas of men that oppose the truth. Ten times it is used in the latter sense, and three times it is used in a positive sense, referring to true â€Å"teachings,† in the NIV, passed on by Paul to others.

Harley Davidson, Inc.

Harley-Davidson, Inc. – 2009 Case Notes Prepared by: Dr. Mernoush Banton Case Authors: Carol Pope and Joanne Mack A. Case Abstract Harley-Davidson, Inc. (www. harley-davidson. com) is a comprehensive strategic management case that includes the company’s calendar December 31, 2008 financial statements, competitor information and more. The case time setting is the year 2009. Sufficient internal and external data are provided to enable students to evaluate current strategies and recommend a three-year strategic plan for the company. Headquartered in Milwaukee, WI, Harley-Davidson, Inc. s traded on the New York Stock Exchange under ticker symbol HOG. B. Vision Statement (Actual) Harley-Davidson is an action-oriented, international company, a leader in its commitment to continuously improve its mutually beneficial relationships with stakeholders (customers, suppliers, employees, shareholders, government, and society). Harley-Davidson believes the key to success is to balance stakeholders’ interests through the empowerment of all employees to focus on value-added activities. Vision Statement (Proposed) We want to make your motorcycle ride a safe and a lifetime experience. C.Mission Statement (Actual) We fulfill dreams through the experiences of motorcycling, by providing to motorcyclists and to the general public an expanding line of motorcycles, branded products and services in selected market segments. Mission Statement (Proposed) Harley-Davidson is committed to providing the highest quality products and financial services to men and women worldwide (1, 3). The Harley name stands for customer satisfaction (7) and we would like all Harley customers to relay their satisfaction to all motorcycle dreamers. Harley-Davidson uses advanced technology to produce the superior motorcycles (4).Our philosophy is to conduct business with utmost integrity while serving our customers, employees, and shareholders (6). We appreciate the hard work of our employee s (9). We push excellence though our Harley-Davidson bar and shield logo and the Harley Owners Group (HOG) (7). We continue to do our part in supporting all environmental laws in every country we do business (8). Harley-Davidson intends to stay committed and determined. 1. Customer 2. Products or services 3. Markets 4. Technology 5. Concern for survival, profitability, growth 6. Philosophy 7. Self-concept 8.Concern for public image 9. Concern for employees D. External Audit CPM – Competitive Profile Matrix |   |Harley-Davidson |Honda |Yamaha | |Critical Success Factors |Weight |Rating |Weighted Score|Rating |Weighted Score|Rating |Weighted Score| |Advertising |0. 08 |4 |0. 32 |2 |0. 16 |3 |0. 24 | |Top Management |0. 05 |2 |0. 0 |2 |0. 10 |3 |0. 15 | |Customer Service |0. 10 |4 |0. 40 |3 |0. 30 |2 |0. 20 | |Technological Advances |0. 09 |3 |0. 27 |1 |0. 09 |2 |0. 18 | |International Market Sales |0. 07 |3 |0. 21 |4 |0. 28 |2 |0. 14 | |Global Expansion |0. 06 |2 |0. 12 |4 | 0. 4 |3 |0. 18 | |Financial Position |0. 07 |2 |0. 14 |4 |0. 28 |3 |0. 21 | |Customer Loyalty |0. 11 |4 |0. 44 |3 |0. 33 |2 |0. 22 | |Market Share |0. 09 |2 |0. 18 |4 |0. 36 |3 |0. 27 | |Product Quality |0. 10 |4 |0. 40 |3 |0. 30 |2 |0. 0 | |Marketing |0. 10 |2 |0. 20 |3 |0. 30 |1 |0. 10 | |Price Competitiveness |0. 08 |1 |0. 08 |3 |0. 24 |2 |0. 16 | |Total |1. 00 |   |2. 86 |   |2. 98 |   |2. 25 | Opportunities 1. Economy in Europe and other regions is growing at a better rate than United States 2. Gasoline price has been stabilized in 2009 3.Competition has reduced their production of motorcycle in 2009 4. Currently, Yamaha has seen decreasing motorcycle sales in Japan, the United States, and Europe, but is doing better in Southeast Asia and Latin America 5. Honda, Yamaha and Suzuki are more diversified than Harley in terms of product offerings 6. Female riders are on the rise 7. Honda, Yamaha and Suzuki focus on ATVs, scooters, and marine and watercraft in addition to vario us motorcycle product lines 8. Motorcycles typically are considered a good replacement for automobiles when gas prices are on the riseThreats 1. Unemployment is on the rise in the United States among middle class who could afford to buy a motorcycle 2. Competitors are reducing their prices so they can improve sales 3. Disposable income is falling among professionals between the age of 35 and 54 4. Competition is strong in markets outside the United States 5. Increase in fuel price could impact the industry sales 6. Rise in interest rate could impact the buyers from purchasing and financing high ticket items 7. Environmental protection laws could impact product design and cost 8.Shifts in buyers’ needs and tastes External Factor Evaluation (EFE) Matrix |Key External Factors |Weight |Rating |Weighted Score | |Opportunities |   |   |   | |Economy in Europe and other regions is growing at a better rate than United States|0. 08 |4 |0. 32 | |Gasoline price has been stabilized in 2009 |0. 6 |3 |0. 18 | |Competition has reduced their production of motorcycle in 2009 |0. 09 |3 |0. 27 | |Currently, Yamaha has seen decreasing motorcycle sales in Japan, the United |0. 05 |4 |0. 2 | |States, and Europe, but is doing better in Southeast Asia and Latin America | | | | |Honda, Yamaha and Suzuki are more diversified than Harley in terms of product |0. 5 |2 |0. 1 | |offerings | | | | |Female riders are on the rise |0. 04 |3 |0. 12 | |Honda, Yamaha and Suzuki focus on ATVs, scooters, and marine and watercraft in |0. 07 |3 |0. 1 | |addition to various motorcycle product lines | | | | |Motorcycles typically are considered a good replacement for automobiles when gas |0. 06 |4 |0. 24 | |prices are on the rise | | | | |Threats | | |   | |Unemployment is on the rise in the United States among middle class who could |0. 9 |2 |0. 18 | |afford to buy a motorcycle | | | | |Competitors are reducing their prices so they can improve sales |0. 07 |3 |0. 21 | |Disposable inc ome is falling among professionals between the age of 35 and 54 |0. 07 |2 |0. 14 | |Competition is strong in markets outside the United States |0. 06 |2 |0. 2 | |Increase in fuel price could impact the industry sales |0. 07 |1 |0. 07 | |Rise in interest rate could impact the buyers from purchasing and financing high |0. 05 |2 |0. 1 | |ticket items | | | | |Environmental protection laws could impact product design and cost |0. 05 |1 |0. 5 | |Shifts in buyers' needs and tastes |0. 04 |1 |0. 04 | |Total |1. 00 |   |2. 55 | Positioning Map [pic] E. Internal Audit Strengths 1. Additional job cuts has helped the company to improve its profit margin 2. Harley-Davidson motorcycles have led the industry in the United States for retail unit registrations of new heavyweight motorcycles 3.Harley-Davidson operates in two segments: (1) financial services and (2) motorcycles and related products. 4. Harley-Davidson has 5 divisions: (1) Parts & Accessories (P); (2) General Merchandise; (3) Lice nsing; and (4) Motorcycles 5. The Company offers a wide range of families of motorcycles: (1) Touring, (2) Dyna, (3) Softail, (4) Sportster, and (5) VRSC 6. In terms of non-U. S. distribution, Harley-Davidson has 71 full service dealerships in Canada, 383 in Europe, 201 in Asia Pacific, and 32 in Latin America 7. Strong brand recognition and customer loyalty . International retail sales were up 10. 3 percent as compared to 2007 9. Total current asset increased by $1. 9 billion dollars from 2007 to 2008 10. Harley offers financing of its bikes through HDFS Weaknesses 1. The Harley-Davidson motorcycle share of the heavyweight market was 45. 5 percent and 48. 7 percent in 2008 and 2007, respectively 2. Only 12 percent of U. S. retail motorcycle sales of new Harley-Davidson motorcycles are to female buyers 3. A typical buyer of Harley bike has an average of median household income of approximately $87,000 4.For the full year 2009, Harley-Davidson plans to ship between 264,000 and 273,00 0 new Harley-Davidson motorcycles, a 10 to 13 percent reduction from 2008 5. Total worldwide retail sales dropped by 7. 15 in 2008 from previous year 6. International retail sales growth slowed to 0. 7 percent during the fourth quarter of 2008 as a result of deteriorating economic conditions outside the United States 7. In the United States, retail sales of Harley-Davidson motorcycles in 2008 were down 13. 0 percent 8. Total operating income dropped by about $400 million from 2007 to 2008Financial Ratio Analysis (December 2009) |Growth Rates % |Harley-Davidson |Industry |S 500 | |Sales (Qtr vs year ago qtr) |-18. 00 |-13. 00 |-4. 80 | |Net Income (YTD vs YTD) |-71. 60 |15. 80 |-6. 00 | |Net Income (Qtr vs year ago qtr) |-84. 10 |6. 40 |26. 80 | |Sales (5-Year Annual Avg. ) |4. 2 |0. 78 |12. 99 | |Net Income (5-Year Annual Avg. ) |-2. 96 |-7. 50 |12. 69 | |Dividends (5-Year Annual Avg. ) |45. 92 |34. 93 |11. 83 | | | |Price Ratios |Harley-Davidson |Industry |S 500 | |Current P/E R atio |24. 3 |25. 6 |26. | |P/E Ratio 5-Year High |21. 9 |4. 3 |68. 0 | |P/E Ratio 5-Year Low |3. 0 |0. 8 |9. 9 | |Price/Sales Ratio |1. 12 |1. 12 |2. 25 | |Price/Book Value |2. 58 |3. 36 |3. 48 | |Price/Cash Flow Ratio |11. 90 |15. 0 |13. 70 | | | |Profit Margins % |Harley-Davidson |Industry |S 500 | |Gross Margin |29. 1 |23. 1 |38. 9 | |Pre-Tax Margin |9. 2 |6. 0 |10. 3 | |Net Profit Margin |4. |2. 4 |7. 1 | |5Yr Gross Margin (5-Year Avg. ) |37. 9 |29. 4 |38. 6 | |5Yr PreTax Margin (5-Year Avg. ) |23. 8 |17. 4 |16. 6 | |5Yr Net Profit Margin (5-Year Avg. ) |15. 3 |11. 2 |11. 5 | | | |Financial Condition |Harley-Davidson |Industry |S 500 |Debt/Equity Ratio |2. 26 |1. 53 |1. 09 | |Current Ratio |1. 4 |1. 8 |1. 5 | |Quick Ratio |1. 3 |1. 4 |1. 3 | |Interest Coverage |46. 2 |27. 4 |23. 7 | |Leverage Ratio |4. 1 |3. 5 |3. | |Book Value/Share |9. 77 |9. 22 |21. 63 | Adapted from www. moneycentral. msn. com |   |Avg P/E |Price/ Sales |Price/ Book |Net Profit Margin (%) | |12/0 8 |12. 20 |0. 67 |1. 87 |11. 0 | |12/07 |15. 50 |1. 90 |4. 69 |15. 2 | |12/06 |14. 0 |3. 02 |6. 60 |16. 9 | |12/05 |15. 50 |2. 55 |4. 58 |16. 9 | |12/04 |19. 00 |3. 39 |5. 56 |16. 7 | |12/03 |17. 80 |2. 95 |4. 85 |15. 5 | |12/02 |26. 80 |3. 28 |6. 6 |13. 5 | |12/01 |32. 10 |4. 64 |9. 36 |12. 2 | |12/00 |36. 40 |3. 96 |8. 54 |11. 3 | |12/08 |12. 20 |0. 67 |1. 87 |11. 0 | |   |Book Value/ Share |Debt/ Equity |Return on Equity (%) |Return on Assets (%) |Interest Coverage | |12/08 |$9. 9 |1. 86 |30. 9 |8. 4 |226. 6 | |12/07 |$9. 96 |0. 90 |39. 3 |16. 5 |NA | |12/06 |$10. 68 |0. 62 |37. 8 |18. 9 |NA | |12/05 |$11. 25 |0. 39 |31. 1 |18. 3 |NA | |12/04 |$10. 94 |0. 40 |27. 6 |16. |NA | |12/03 |$9. 81 |0. 34 |25. 7 |15. 5 |NA | |12/02 |$7. 38 |0. 34 |26. 0 |15. 0 |NA | |12/01 |$5. 80 |0. 34 |24. 9 |14. 0 |NA | |12/00 |$4. 65 |0. 32 |24. 7 |14. 3 |NA | |12/08 |$9. 9 |1. 86 |30. 9 |8. 4 |226. 6 | Adapted from www. moneycentral. msn. com Internal Factor Evaluation (IFE) Matrix |Key Internal Factors |Weight |Rating |Weighted Score | |Strengths |   |   |   | |Additional job cuts has helped the company to improve its profit margin |0. 05 |3 |0. 5 | |Harley-Davidson motorcycles have led the industry in the United States for retail |0. 08 |4 |0. 32 | |unit registrations of new heavyweight motorcycles | | | | |Harley-Davidson operates in two segments: (1) financial services and (2) |0. 05 |3 |0. 15 | |motorcycles and related products. | | | | |Harley-Davidson has 5 divisions: (1) Parts & Accessories (P); (2) General |0. 3 |4 |0. 12 | |Merchandise; (3) Licensing; and (4) Motorcycles | | | | |The Company offers a wide range of families of motorcycles: (1) Touring, (2) Dyna,|0. 06 |3 |0. 18 | |(3) Softail, (4) Sportster, and (5) VRSC | | | | |In terms of non-U. S. distribution, Harley-Davidson has 71 full service dealerships|0. 5 |3 |0. 15 | |in Canada, 383 in Europe, 201 in Asia Pacific, and 32 in Latin America | | | | |Strong brand recognition and customer loyalty |0. 07 |4 |0. 28 | |International retail sales were up 10. 3 percent as compared to 2007 |0. 07 |3 |0. 21 | |Total current asset increased by $1. billion dollars from 2007 to 2008 |0. 06 |3 |0. 18 | |Harley offers financing of its bikes through HDFS |0. 06 |3 |0. 18 | |Weaknesses | | |   | |The Harley-Davidson motorcycle share of the heavyweight market was 45. 5 percent |0. 07 |1 |0. 07 | |and 48. percent in 2008 and 2007, respectively | | | | |Only 12 percent of U. S. retail motorcycle sales of new Harley-Davidson motorcycles|0. 05 |1 |0. 05 | |are to female buyers | | | | |A typical buyer of Harley bike has an average of median household income of |0. 05 |1 |0. 5 | |approximately $87,000 | | | | |For the full year 2009, Harley-Davidson plans to ship between 264,000 and 273,000 |0. 05 |1 |0. 05 | |new Harley-Davidson motorcycles, a 10 to 13 percent reduction from 2008 | | | | |Total worldwide retail sales dropped by 7. 15 in 2008 from previous year |0. 06 |2 |0. 12 | |International retail sales growth slowed to 0. percent during the fourth quarter |0. 03 |2 |0. 06 | |of 2008 as a result of deteriorating economic conditions outside the United States| | | | |In the United States, retail sales of Harley-Davidson motorcycles in 2008 were |0. 05 |1 |0. 05 | |down 13. 0 percent | | | | |Total operating income dropped by about $400 million from 2007 to 2008 |0. 06 |1 |0. 6 | |Total |1. 00 |   |2. 43 | F. SWOT Strategies | |Strengths |Weaknesses | | |Additional job cuts has helped the company to |The Harley-Davidson motorcycle share of the | | |improve its profit margin |heavyweight market was 45. percent and 48. 7 | | |Harley-Davidson motorcycles have led the |percent in 2008 and 2007, respectively | | |industry in the United States for retail unit |Only 12 percent of U. S. etail motorcycle sales| | |registrations of new heavyweight motorcycles |of new Harley-Davidson motorcycles are to | | |Harley-Davidson operates in two segments: (1) |female buyers | | |financ ial services and (2) motorcycles and |A typical buyer of Harley bike has an average | | |related products. |of median household income of approximately | | Harley-Davidson has 5 divisions: (1) Parts & |$87,000 | | |Accessories (P); (2) General Merchandise; (3)|For the full year 2009, Harley-Davidson plans | | |Licensing; and (4) Motorcycles |to ship between 264,000 and 273,000 new | | |The Company offers a wide range of families of |Harley-Davidson motorcycles, a 10 to 13 percent| | |motorcycles: (1) Touring, (2) Dyna, (3) |reduction from 2008 | | |Softail, (4) Sportster, and (5) VRSC |Total worldwide retail sales dropped by 7. 15 in| | |In terms of non-U. S. distribution, |2008 from previous year | | |Harley-Davidson has 71 full service dealerships|International retail sales growth slowed to 0. | | |in Canada, 383 in Europe, 201 in Asia Pacific, |percent during the fourth quarter of 2008 as a | | |and 32 in Latin America |result of deteriorating economic conditions | | |Strong bran d recognition and customer loyalty |outside the United States | | |International retail sales were up 10. 3 percent|In the United States, retail sales of | | |as compared to 2007 |Harley-Davidson motorcycles in 2008 were down | | |Total current asset increased by $1. 9 billion |13. percent | | |dollars from 2007 to 2008 |Total operating income dropped by about $400 | | |Harley offers financing of its bikes through |million from 2007 to 2008 | | |HDFS | | |Opportunities |S-O Strategies |W-O Strategies | |Economy in Europe and other regions is growing |Develop a lower price / light weight bike, |1. Offer a better discount for retailers to | |at a better rate than United States |efficient in fuel consumption for individuals |sell / promote Harley merchandise such as | |Gasoline price has been stabilized in 2009 |who are interested in riding a bike but can’t |clothes, mugs, etc. (W5, W6, O) | |Competition has reduced their production of |afford or ride the current models (S3, S4, S5, |2.Offer better financing rate to new / first | |motorcycle in 2009 |S6, S7, S8, S8, S9, S10, O1, O2, O5, O6, O8) |time buyers (W1, W3, W5, W7, O3, O4) | |Currently, Yamaha has seen decreasing |Create a new line for female riders to be | | |motorcycle sales in Japan, the United States, |promoted in US and foreign markets (S5, S7, O8,| | |and Europe, but is doing better in Southeast |S9, S10, O1, O4, O6) | | |Asia and Latin America | | | |Honda, Yamaha and Suzuki are more diversified | | | |than Harley in terms of product offerings | | | |Female riders are on the rise | | | |Honda, Yamaha and Suzuki focus on ATVs, | | | |scooters, and marine and watercraft in addition| | | |to various motorcycle product lines | | | |Motorcycles typically are considered a good | | | |replacement for automobiles when gas prices are| | | |on the rise | | | |Threats |S-T Strategies |W-T Strategies | |Unemployment is on the rise in the United |Increase current promotional campaign (product |Introduce a new product line – Harley2 suitable| |States among middle class who could afford to |placement, advertising, Online newsgroup / |for female riders, light weight and priced | |buy a motorcycle |press releases, media ads, etc. ) both in the |lower to be marketed to a new segment (W2, W3, | |Competitors are reducing their prices so they |U. S. nd abroad (S1, S2, SS7, S9, S10, T3, T8) |W4, W5, T1, T2, T3, T5, T6, T7) | |can improve sales | | | |Disposable income is falling among | | | |professionals between the age of 35 and 54 | | | |Competition is strong in markets outside the | | | |United States | | | |Increase in fuel price could impact the | | | |industry sales | | | |Rise in interest rate could impact the buyers | | | |from purchasing and financing high ticket items| | | | | | | |Environmental protection laws could impact | | | |product design and cost | | | |Shifts in buyers’ needs and tastes | | | G. SPACE Matrix [pic] Financial Stability (FS) | |Environmental Stability (ES) | | |Return on Investment |6 |Unemployment |-5 | |Leverage |5 |Technological Changes |-2 | |Liquidity |4 |Price Elasticity of Demand |-1 | |Working Capital |4 |Competitive Pressure |-4 | |Cash Flow |4 |Barriers to Entry |-5 | | | | | | |Financial Stability (FS) Average |4. 6 |Environmental Stability (ES) Average |-3. | | | | | | |Competitive Stability (CS) | |Industry Stability (IS) | | |Market Share |-2 |Growth Potential |5 | |Product Quality |-1 |Financial Stability |1 | |Customer Loyalty |-1 |Ease of Market Entry |5 | |Competition’s Capacity Utilization |-3 |Resource Utilization |4 | |Technological Know-How |-2 |Profit Potential |3 | | | | | | |Competitive Stability (CS Average |-1. |Industry Stability (IS) Average |3. 6 | Y-axis: FS + ES = 4. 6 + (-3. 4) = 1. 2 X-axis: CS + IS = (-1. 8) + (3. 6) = 1. 8 H. Grand Strategy Matrix [pic] 1. Market development 2. Market penetration 3. Product development 4. Forward integration 5. Backward integration 6. Horizontal integration 7. Related diversification I. The Internal-External (IE) Matrix The IFE Total Weighted Score | |Strong |Average |Weak | | |3. 0 to 4. 0 |2. 0 to 2. 99 |1. 0 to 1. 9 | |High |I |II |III | |3. 0 to 3. 99 | | | | | | | | | | | | | | | | | | | | |IV |IV |VI | | | | | | | | | | |Medium | | | | |2. 0 to 2. 99 | |Harley-Davidson | | |Low |VII |VIII |IX | |1. 0 to 1. 99 | | | | J. QSPM    |   |Develop a lower price /|Offer better financing| | | |light weight bike, |rate to new / first | | | |efficient in fuel |time buyers | | | |consumption for | | | | |individuals who are | | | | |interested in riding a | | | | |bike but can’t afford | | | | |or ride the current | | | | |models | | |Key Factors |Weight |AS |TAS |AS |TAS | |Opportunities |   |   |   |   |   | |Economy in Europe and other regions is growing at a better rate than |0. 08 |4 |0. 32 |2 |0. 16 | |United States | | | | | | |Gasoline price has been stabilized in 2009 |0. 06 |4 |0. 24 | 1 |0. 06 | |Competition has reduced their production of motorcycle in 2009 |0. 09 |4 |0. 36 |3 |0. 27 | |Currently, Yamaha has seen decreasing motorcycle sales in Japan, the |0. 5 |— |— |— |— | |United States, and Europe, but is doing better in Southeast Asia and Latin| | | | | | |America | | | | | | |Honda, Yamaha and Suzuki are more diversified than Harley in terms of |0. 05 |— |— |— |— | |product offerings | | | | | | |Female riders are on the rise |0. 04 |3 |0. 12 |1 |0. 04 | |Honda, Yamaha and Suzuki focus on ATVs, scooters, and marine and |0. 7 |— |— |— |— | |watercraft in addition to various motorcycle product lines | | | | | | |Motorcycles typically are considered a good replacement for automobiles |0. 06 |4 |0. 24 |2 |0. 12 | |when gas prices are on the rise | | | | | | |Threats | |   |   | |Unemployment is on the rise in the United States among middle class who |0. 09 |2 |0. 18 |4 |0. 6 | |could afford to buy a motorcycle | | | | | | |Competitors are reducing their prices so they can improve sales |0. 07 |3 |0. 21 |1 |0. 07 | |Disposable income is falling among professionals between the age of 35 and|0. 07 |3 |0. 21 |1 |0. 07 | |54 | | | | | | |Competition is strong in markets outside the United States |0. 06 |3 |0. 18 |2 |0. 12 | |Increase in fuel price could impact the industry sales |0. 07 |4 |0. 28 |2 |0. 4 | |Rise in interest rate could impact the buyers from purchasing and |0. 05 |4 |0. 20 |3 |0. 15 | |financing high ticket items | | | | | | |Environmental protection laws could impact product design and cost |0. 05 |— |— |— |— | |Shifts in buyers' needs and tastes |0. 04 |— |— |— |— | |TOTAL |1. 00 |   |2. 54 |   |1. 6 | |Strengths |   |   |   | |Additional job cuts has helped the company to improve its profit margin |0. 05 |— |— |— |— | |Harley-Davidson motorcycle s have led the industry in the United States for|0. 08 |3 |0. 24 |1 |0. 08 | |retail unit registrations of new heavyweight motorcycles | | | | | | |Harley-Davidson operates in two segments: (1) financial services and (2) |0. 05 |— |— |— |— | |motorcycles and related products. | | | | | |Harley-Davidson has 5 divisions: (1) Parts & Accessories (P&A); (2) |0. 03 |— |— |— |— | |General Merchandise; (3) Licensing; and (4) Motorcycles | | | | | | |The Company offers a wide range of families of motorcycles: (1) Touring, |0. 06 |— |— |— |— | |(2) Dyna, (3) Softail, (4) Sportster, and (5) VRSC | | | | | | |In terms of non-U. S. distribution, Harley-Davidson has 71 full service |0. 05 |2 |0. 1 |3 |0. 5 | |dealerships in Canada, 383 in Europe, 201 in Asia Pacific, and 32 in Latin| | | | | | |America | | | | | | |Strong brand recognition and customer loyalty |0. 07 |3 |0. 21 |2 |0. 14 | |International retail sa les were up 10. 3 percent as compared to 2007 |0. 07 |3 |0. 21 |2 |0. 14 | |Total current asset increased by $1. 9 billion dollars from 2007 to 2008 |0. 06 |— |— |— |— | |Harley offers financing of its bikes through HDFS |0. 06 |1 |0. 06 |4 |0. 4 | |Weaknesses | |   |   |   | |The Harley-Davidson motorcycle share of the heavyweight market was 45. 5 |0. 07 |— |— |— |— | |percent and 48. 7 percent in 2008 and 2007, respectively | | | | | | |Only 12 percent of U. S. retail motorcycle sales of new Harley-Davidson |0. 05 |3 |0. 15 |1 |0. 05 | |motorcycles are to female buyers | | | | | | |A typical buyer of Harley bike has an average of median household income |0. 05 |1 |0. 05 |3 |0. 5 | |of approximately $87,000 | | | | | | |For the full year 2009, Harley-Davidson plans to ship between 264,000 and |0. 05 |— |— |— |— | |273,000 new Harley-Davidson motorcycles, a 10 to 13 percent reduction from| | | | | | |2008 | | | | | | |Total worldwide retail sales dropped by 7. 15 in 2008 from previous year |0. 06 |1 |0. 06 |3 |0. 18 | |International retail sales growth slowed to 0. 7 percent during the fourth |0. 3 |— |— |— |— | |quarter of 2008 as a result of deteriorating economic conditions outside | | | | | | |the United States | | | | | | |In the United States, retail sales of Harley-Davidson motorcycles in 2008 |0. 05 |1 |0. 05 |4 |0. 2 | |were down 13. 0 percent | | | | | | |Total operating income dropped by about $400 million from 2007 to 2008 |0. 06 |1 |0. 06 |3 |0. 8 | |SUBTOTAL |1. 00 |   |1. 19 |   |1. 51 | |SUM TOTAL ATTRACTIVENESS SCORE |   |   |3. 73 |   |3. 07 | K. Recommendations Develop a product line with 3 to 5 bikes that are light weight, fuel efficient, lower than average Harley motorcycles, compliance with EPA and other regulatory agencies to be marketed to 25 to 45 age group with income level of $65,000 or higher. The brand s hould be promoted for substitute to automobile for short distances. L. EPS/EBIT Analysis Amount Needed: $150 million Stock Price: $25. 20 Tax Rate: 36. 7% Interest Rate: 6. 97% # Shares Outstanding: 234. 4 Million |   |Common Stock Financing |Debt Financing | |   |Recession |Normal |Boom |Recession |Normal |Boom | |70 Percent Stock – 30 Percent Debt |   |   |70 Percent Debt – 30 Percent Stock |   |   | |   |Recession |Normal |Boom |Recession |Normal |Boom | |EBIT |$1,000,000,000 |$1,500,000,000 |$1,800,000,000 |$1,000,000,000 $1,500,000,000 |$1,800,000,000 | |Interest |8,364,000 |8,364,000 |8,364,000 |2,091,000 |2,091,000 |2,091,000 | |EBT |991,636,000 |1,491,636,000 |1,791,636,000 |997,909,000 |1,497,909,000 |1,797,909,000 | |Taxes |36,393,041,200 |54,743,041,200 |65,753,041,200 |36,623,260,300 |54,973,260,300 |65,983,260,300 | |EAT |35,401,405,200 |53,251,405,200 |63,961,405,200 |35,625,351,300 |53,475,351,300 |64,185,351,300 | |# Shares |238,566,667 |2 38,566,667 |238,566,667 |236,185,714 |236,185,714 |236,185,714 | |EPS |148. 39 |223. 21 |268. 11 |150. 84 |226. 41 |271. 76 | | M. Epilogue Harley-Davidson is extending the deadline for some its competitive bike exchange trade-in program so customers would have more time to take advantage of the promotion. The company has been trying to stimulate its sales and financing program due to weak economy and low sales results. They also announced that the Board of Directors approved a cash dividend of $0. 10 per share for the first quarter of 2010. This decision will reduce their cash flow by approximately $23. 7 million. Harley-Davidson still is suffering from borrowing of $600 million three years ago at a rate of 15%.The interest of this loan is approximately $90 million a year which is impacting the company’s bottom line. For 2009, the company announced 27% down from 2008 and ended up with a $55 million loss – its first loss since 1993. ————â₠¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€œ Brand Loyalty (High) Brand Loyalty (Low) Price (High) Price (Low) Harley-Davidson, Inc. Honda BMW -1 -2 -3 -4 -5 -6 -7 7 -6 -1 -7 -5 -4 -3 -2 7 6 5 4 3 2 1 Defensive Competitive Aggressive Conservative 1 2 3 4 5 6 IS Weak Competitive Position Quadrant II Quadrant I Quadrant IV Quadrant III Strong Competitive Position Rapid Market Growth Slow Market Growth The EFE Total Weighted Score ES CS FS Yamaha

The Creation Of Teddy Bears Built A Sense Of Self

The Creation of Teddy Bears Built a Sense of Self in our Children Children are the freshman in this world. They are discovering the world, and at the same time, themselves. In their early stages of exploration positive and negative experiences are gained, in which they approach different methods to manage their emotions and learn from them. In the reading, Transitional Objects as Objectifiers of the Self in Toddlers and Adolescents by Johanna K. Tabin, the author mentions that the bond created between toys and children helps them obtain power to transition from one frightful life situation to another. Likewise, Elena O. Smirnova, the writer of Character toys as psychological tools, explains that a child s self-reflects on their persona by communicating with a toy; thus, these toys are called character toys. Both writers agreed that toys play a major role in the construction of children’s sense of self. Additionally, these authors also implied that there are special toys that children connect to. Carmen Rosa Caldas-Coulthard and Theo Van Leeu wen argued, in Teddy Bear Stories, that children are mostly attracted to teddy bears because of its physicality and similar behavior. Thus, teddy bears are commonly children’s favorite toy of choice, which teddy bears become children’s transitional object and character toy. This paper will argue that teddy bears help children create a sense of self by allowing them to reflect about their inner thoughts, explore theirShow MoreRelatedThe Affordable Care Act : A Critical Analysis Essay10519 Words   |  43 Pageswith my own students. By now, I have edited this document so many times in so many ways that the current template bears virtually no similarity to the old Northcentral document. I want to be clear, however, that I am in debt to an unknown author who spared me the inconvenience of having to create my own templates from scratch. Keywords: writing, template, sixth, edition, APA format, self-discipline, is, good Abstract An abstract is a single paragraph, without indentation, that summarizes theRead MoreAn Introduction to Intercultural Communication29172 Words   |  117 Pagesdimension in illustrating to people within intercultural training what can happen when this is ignored. So why the iceberg model? The iceberg as mentioned above has the visible tip. These are the areas of culture that we can see manifest in the physical sense. In addition, more often than not these are the elements that we come into contact with first when diving into a new country or culture. Such visible elements include things such as music, dress, dance, architecture, language, food, gestures, greetingsRead MoreEssay Developmental Psychology and Children43507 Words   |  175 Pagesinformation about supporting every child’s development. It also has lots of references and website links to further information and reading to support your work. The CD-ROM will help you to use the EYFS effectively and provides opportunities for ongoing self-training and development. Additionally, the CD-ROM information will be available on the Teachernet website www.teachernet.gov.uk, where you can also access the most up-to-date links and information on the EYFS. 1.2 1.3 ââ€"   ââ€"   ââ€"   ââ€"   ââ€"   Read MoreConstraints and Challenges for the Global Manager13619 Words   |  55 Pagesby previous managers. This view is labeled â€Å"symbolic† because it’s based on the belief that managers symbolize control and influence.6 How do they do that? By developing plans, making decisions, and engaging in other managerial activities to make sense out of random, confusing, and ambiguous situations. However, the actual part that managers play in organizational success or failure is limited according to this view. In reality, managers are neither all-powerful nor helpless. But their decisionsRead MoreFinal Answers 1 Essay12505 Words   |  51 Pagesto interact with a company and specify their unique requirements which are then manufactured by automated systems and handled by your staff, a third party, or intermediary. Product development is a broad field of endeavor dealing with the design, creation, and marketing of new products. Sometimes referred to as new product development (NPD), the discipline is focused on developing systematic methods for guiding all the processes involved in getting a new product to market. 5. How does an OM strategyRead MoreCase on the Disney Brand14200 Words   |  57 Pagesbrand that has been built on the basis of an analysis of an ongoing debate on Brandchannel.com. Retail Family Kids Entertainment Theme Park Brand Disney Mickey Mouse Movies Animation Figure 6: Disney Brand Associations Brand Personality 22 Physique: Mickey Mouse, Snow White, Fun rides Personality: Interesting, Entertaining, Caring, Perfect Relationship: Friendly, Caring Disney Culture: American Reflection: Fun loving, Entertainment seeking Self image: Loves funRead MoreLogical Reasoning189930 Words   |  760 PagesConsistency and Inconsistency .......................................................................... 278 Recognizing Inconsistency and Contradiction .............................................................................. 279 Identifying Self-Contradictions and Oxymorons .......................................................................... 285 Inconsistency with Presuppositions ................................................................................................ 287 RefutingRead MoreBrand Building Blocks96400 Words   |  386 Pagesstructure: The brands in the portfolio have a relationship with each other. Brand architecture also involves designing a structure of all the brands, which will provide clarity to the customer rather than complexity and confusion. It must provide a sense of order, purpose and direction to the organization. Three approaches can be utilized to present the portfolio structure. Brand groupings: A brand grouping is a logical grouping of brands that have meaningful characteristics in common. The groupsRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesWork–Life Conflicts 21 †¢ Creating a Positive Work Environment 22 †¢ Improving Ethical Behavior 22 Coming Attractions: Developing an OB Model 23 An Overview 23 †¢ Inputs 24 †¢ Processes 25 †¢ Outcomes 25 Summary and Implications for Managers 30 S A L Self-Assessment Library How Much Do I Know About Organizational Behavior? 4 Myth or Science? â€Å"Most Acts of Workplace Bullying Are Men Attacking Women† 12 An Ethical Choice Can You Learn from Failure? 24 glOBalization! Does National Culture Affect OrganizationalRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pagesstill raw and far from respectable. He actually preferred classical music. The club’s name, the Ministry of Sound, ironically recalled Palumbo’s father, a former Minister in the Conservative government of the day. Yet within just 10 years, Palumbo built the Ministry of Sound into a music and media empire worth nearly  £150m. Two years later, Palumbo had quit as chief executive and the Ministry of Sound was looking for a new strategic direction. The Ministry of Sound’s start had been difï ¬ cult. Dance