Thursday, December 26, 2019

The Social Welfare And Import Trade Of Britain And China

Title analysis: This essay will compare the social welfare and import export trade of Britain and China, and will evaluate the causes and consequences of the differences. In recent years, the import and export trade has been one of the factors of the rapid economic development of many countries, by increasing the production inputs, labour inputs and technology investment, and promoting economic development. At the same time, with the continuous development of economy, countries ensure the harmonious development of society by continuously improving the country s social welfare system, solving the problem of living in certain groups. China and UK are import and export trading powers, and in terms of social welfare there is a huge difference, Britain has a relatively sound social welfare system, however, because of China s large population and it is in the development stage of the social welfare system has many shortcomings. This essay will compare the Social Welfare and the import and export trade between China and the Britain. Social welfare is divided into its definition, children welfare and the elderly welfare. Import and export trade will compare t he UK’s and China’s comparing the products. Britain is known for its welfare state. The word first appeared during World War II. According to Rodney (1999), welfare State through politics and administration modifies market forces in at least three directions. First, by ensuring individuals and families a minimum incomeShow MoreRelatedThe Party Support Uk Leave The Eu1391 Words   |  6 Pagesaspects, politics, trade, immigration, and history. In the political dimension, UK and the EU countries have obvious difference on the issue of sovereignty (Biskup, 2003). Britain emphasis on the sovereignty of parliament is inalienable. 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Ghana and subsequent countries facing neocolonialism pay high prices for manufactured goods. For this unequal relationship to be solved is for developing nations to be self-sufficient by controlling national resources (import substitution). 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Tuesday, December 17, 2019

Why Do Ones Looks Get For Justify Others Opinions

Why does ones looks get to justify others opinions? The first impression people get of each other is the way one looks. If someone has tattoos, is overweight, or just plain unattractive they are deemed as some sort of monster. Our perceptions of others and stereotypes that are used impact everyone’s social identities today. When we stop hiding from the fact that we as a society are based off of appearances, we can come together to change these social misinterpretations. David Kirby and Deborah Rhode introduced us to the topic of discrimination and stereotypes that we face based upon our appearance and physical attributes. They assist by showing us how this discrimination should be changing into something more thoughtful and positive. Social perceptions of one’s appearance leads to stereotypes and discrimination that should be legally changed to help people for the better. As a matter of a fact, Kirby and Rhode prove stereotypes lead us to judge people before we know all the background information. Kirby tells us about the research he did to come to the realization that tattoos are not for savages. During this research he meet a lot of people, but one stood out the most, Jodie. Jodie was the turning point for Kirby because her tattoos had a backstory that changed his mind, more than anyone else had. Kirby starts off by telling us, â€Å"Jodie was the sweetest, the most articulate, and the most heavily inked† (Kirby 694). If Kirby was not changed by Jodie, the first thing heShow MoreRelatedDon t Put High Expectations On Yourself884 Words   |  4 Pagesorder to be good enough. High expectations are one of the reasons people are so stressed out. They are trying to become something perfect, and that s impossible to do, so they get stressed out as they work towards it, fail, work towards it again, and fail again. Work to be the best that you can be. 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Monday, December 9, 2019

Customer Value and Superior Performance free essay sample

Market Orientation, Customer Value, and Superior Performance Stanley F. Slater and John C Narver Thinking in terms of the market (not marketing) is essential in the highiy competitive arenas of today, o achieve superior performance, a business must develop and sustain competitive advantage. But where competitive advantage was once based on structural characteristics such as market power, economies of scale, or a broad product line, the emphasis today has shifted to capabilities that enable a business to consistently deliver superior value to its customers. This, after all, is the meaning of competitive advantage.Our recent research shows that a market-oriented culture provides a solid foundation for these value-creating capabilities. A business is market-oriented when its culture is systematically and entirely committed to the continuous creation of superior customer value. Specifically, this entails collecting and coordinating information on customers, competitors, and other significant market influencers (such as regulators and suppliers) to use in building that value (see Figure 1). The three major components of market orientation+ustomer orientation, competitor focus, and cross-functional coordination-are long-term in vision and profit-driven.Based on extensive interviews with managers and executives, Kohli and Jaworski (1990) conclude that market orientation provides â€Å"a unifying focus for the efforts and projects of individuals, thereby leading to superior performance. † A developing stream of empirical research has found a strong relation- T ship between market orientation and several measures of business performance, including profitability. customer retention, sales growth, and new product success. Customer Orientation The heart of a market orientation is its customer focus.To create superior value for buyers continuously requires that a seller understand a buyer’s entire value chain, not only as it is today but also as it evolves over time. Buyer value can be created at any point in the chain by making the buyer either more effective in its markets or more efficient in its operations. A market-oriented business understands the cost and revenue dynamics not only of its immediate target buyers but also of all markets beyond, for demand in the immediate and â€Å"upstream† markets is derived from the demand in the original â€Å"downstream† markets.Therefore, a market-driven business develops a comprehensive understanding of its customers’ business and how customers in the immediate and downstream markets perceive value. Employees of market-oriented businesses spend considerable time with their customers. Managers and employees throughout the business call on their customers or bring them into their own facilities in a constant search for new ways to satisfy their needs.For example, Ih Pont has developed a program called â€Å"Adopt a Customer† that encourages a blue-collar worker to visit a cu stomer once a month, learn the customer’s needs, and be the customer representative on the factory floor. Market-driven businesses continuously monitor their customer commitment by making im- proved customer satisfaction an ongoing objective. To maintain the relationships that are critical to delivering superior customer value, they pay close attention to service, both before and after sales.Because of the importance of employees in this effort, these businesses take great care to recruit and retain the best people available and provide them with regular training. Some businesses even involve their customers in hiring, training, and developing contact people as well as in making motivation and reward system decisions. Involving customers in these key areas forges strong customer loyalty. ogy development. Top managers frequently discuss competitors’ strategies to develop a shared perspective on probable sources of competitive threats.A reason for the success of many Japanese companies is that they train managers to understand that competitive intelligence is part of everyone’s job. Using this information, marketdriven businesses often target opportunities for competitive advantage based on competitors’ weaknesses. In any case, they keep competitors from developing an advantage by responding rapidly or anticipating their actions. Interfunctionai Coordination Competitor Focus The third of the three core components of a marCreating superior customer value requires more ket orientation is the coordination of personnel than just focusing on customers.The key quesand other resources from throughout the comtions are which competitors, and what technolopany to create value for buyers. Any point in the gies, and whether target customers perceive them buyer’s value chain is an opportunity for a seller as alternate satisfiers. Superior value requires that to create value for the buyer firm. This means the seller identify and understand the principal that any individual in any function in a seller firm competitors’ short-term strengths and weaknesses can potentially contribute to value creation. As and long-term capabilities and strategies. For Michael Porter (1985) explains: example, a team of Marriott employees traveled the country for six months, staying in economy Every department, facility, branch office, hotels and collecting information about their and other organizational unit has a role facilities and services. Armed with this informathat must be defined and understood. All tion about potential competitors’ strengths and employees, regardless of their distance weaknesses, Marriott invested $500 million in a from the strategy formulation process, new hotel chain.Fairfield Inn, its budget market must recognize their role in helping a entry, achieved an occupancy rate 10 points firm achieve and sustain competitive higher than the industry average in one year. advantage. A seller should adopt a chess-game perspective of its current and principal potential competiTo accomplish this, effective companies have tors. Moreover, it should continuously examine developed horizontal structures that focus on the competitive threats they pose, inferring these building value, such as time-to-market for new threats from intent and value-creation capabilities.This is crucial information to a seller in developFigure 1 ing its contingency competitive Market Orientation strategies. In one case, HewlettPackard decided to accelerate the Interfunctional announcement of a new computer Information Assessment Acquisition peripheral after discovering through its travel agency that a rival had booked conference rooms around the country for a specific date. Knowing that this rival had a similar product in development, H-I-’ rushed its announcement and beat the competition to the market. In market-driven businesses, employees from all functions share information concerning competitors.For example, it is crucial for RD to receive information acquired by the sales group about the pace of a competitor’s tec hnol- Customer Information Competitor Information d Coordinated Superior Customer Value Other Market Information Market Orientation. Customer Value, and Superior Performance 23 products. They manage projects through small multifunctional teams that can move more quickly and easily than businesses that use the tradtional function-by-function, sequential approach. For example, cross-functional teams call on customers to identify additional opportunities for value creation.Engineering becomes involved during preliminary market research to help marketers understand what is feasible. Production is involved during product design to ensure that the product can be manufactured at a reasonable cost. Engineers and production people constantly discuss their capabilities and limitations with sales and marketing so capabilities can be leveraged and limitations avoided when promoting products or sewices. When all functions contribute to creating buyer value this way, more creativity is brought to bear on increasing effectiveness and efficiency for customers.Does This Mean the Marketing Department Is in Charge? Shapiro (1988) tells the anecdote of a company CEO explaining to top m anagers that because of increasing competition, the business needed to become more market-oriented. With that encouragement the marketing vice president jumped in, â€Å"I’ve been saying all along we need to be more marketing-oriented. Marketing has to be more involved in everything Ixcause we represent the customer and we have an integrated view of the company. † At that point the CEO snarled. â€Å"I said more maet-oriented. not 177arketin~-oriented. † That story is very epresentative of our experience with marketing orientation as well. A marketing orientation implies an emphasis on the marketing function that may not be appropriate. Customer value is created by core capabilities throughout the entire organization. Whereas Procter and Gamble’s competitive advantage may be based on :I core marketing capability, 3M’s advantage is innovation: Canon’s is technology. This does not make 3M or Canon any less market-oriented than Procter and Gaml~le. Because market-driven behavior permeates multiple functions at 3M and Canon, they may be more market-oriented and less marketing-oriented.In our view, lvhen a business achieves the objective of developing a pervasive market orientation, the marketing function may become lessnot more-important, because all functions are dedicated to creating and delivering customer value. This is consistent with Regis McKenna’s (1991) notion that â€Å"Marketing is everything and everything is marketing. † Webster (1992) foresees a time when marketing specialists will become increasingly rare while marketing as a general management function becomes more imp ortant. This is the result of a general focus on cross- unctional cooperation, which causes internal functional boundaries to lose meaning. GE’s 1990 Annual Report puts it this way: In a boundary-less company, internal functions begin to blur. Engineering doesn’t design a product, then â€Å"hand it off† to manufacturing. They form a team, along with marketing and sales, finance, and the rest. Customer service? It’s not somebody’s job. It’s everybody’s job. However, for businesses that currently have an internal orientation on production or research and development, the marketing department may have to take the lead role in encouraging marketoriented thinking throughout the firm. As the primary boundary between the business and its markets, marketing is â€Å"management’s window on the world† (Holver and Garda 1985). Because it is dependent on other functional areas for the timely and efficient development, production, and delivery of the product, marketing is likely to be the first function that fully appreciates the benefits of market orientation. To maximize its effectiveness. marketing must demonstrate the benefits of market-driven behavior to top management and to other functions. Marketing may have a key role in the development and maintenance of a culture that is truly arket-oriented The crux is that the responsibility for superior buyer value is beyond that of any one function. Creating value for buyers is analogous to a symphony orchestra in which all members contribute according to a general plan and in which the contribution of each subgroup is tailored and integrated by a conductor-with a synergistic effect. A seller must draw upon a nd integrate effectively all of its human and other resources in an ongoing effort to create superior ,alue for buyers at a profit. This coordinated integration of company resources builds directly on both customer and competitor analysis.

Monday, December 2, 2019

Speech Perception Essays (2326 words) - Phonetics, Speech Perception

Speech Perception Speech Perception Speech perception is the ability to comprehend speech through listening. Mankind is constantly being bombarded by acoustical energy. The challenge to humanity is to translate this energy into meaningful data. Speech perception is not dependent on the extraction of simple invariant acoustic patterns in the speech waveform. The sounds acoustic pattern is complex and greatly varies. It is dependent upon the preceding and following sounds (Moore, 1997). According to Fant (1973), speech perception is a process consisting of both successive and concurrent identification on a series of progressively more abstract levels of linguistic structure. Nature of Speech Sounds Phonemes are the smallest unit of sound. In any given language words are formed by combining these phonemes. English has approximately 40 different phonemes that are defined in terms of what is perceived, rather than in terms of acoustic patterns. Phonemes are abstract, subjective entities that are often specified in terms of how they are produced. Alone they have no meaning, but in combination they form words (Moore, 1997). In speech there are vowels and consonants. Consonants are produced by constricting the vocal tract at some point along its length. These sounds are classified into different types according to the degree and nature of the constriction. The types are stops, affricates, fricatives, nasals, and approximants. Vowels are usually voiced and are relatively stable over time Moore, 1997). Categorical Perception Categorical perception implies definite identification of the stimuli. The main point in this area is that the listener can only correctly distinguish speech sounds to the extent that they are identified as different phonemes. Small changes to the acoustical signal may make little difference to the way the sound is perceived, yet other changes which are equally as small may produce a distinct change, altering the phoneme identity. People do not hear changes within one phoneme category. Only changes from one phoneme to another phoneme are detected (Lobacz, 1984). Although categorical perception generally is considered to reflect the operation of a special speech decoder, there is a strong indication that categorical perception can also occur in non-speech signals. Musicians are a good example of this. The discrimination performance of musicians was better for frequency changes that revised the identity of the chord than for changes that did not alter the identity (Moore, 1997). Categorical perception is not unique to speech, however it appears more frequently with speech than with non-speech signals. There are three possible explanations for categorical perception. The first explanation suggests that consonants and vowels may be explained in terms of differences in the extent to which the acoustic patterns can be retained in auditory memory. Consonant sounds have a lower intensity than vowels, fluctuate more rapidly, and last for a shorter time than vowels. Therefore, the acoustic patterns of consonants frequently decay rapidly. Another explanation is that boundaries, which separate one speech sound from another, tend to lie at a point where discrimination is optimal. The last explanation is that it comes from experience with a persons own language. In this explanation it is believed that a person learns to attend to acoustic differences that affect the meaning of a word and ignore the differences that do not affect the meaning. The natural consequence of this is categorical perception (Moore, 1997). Brain Specialization Language functions are unilaterally represented in one of the two hemispheres. It is most commonly found in the left hemisphere. Therefore, the right ear will identify speech stimuli better than the left ear. This occurs because the neural pathways cross from the ear to the brain (Studdert-Kennedy and Shankweiler, 1970). Interestingly, the left ear will detect melodies better than the right ear. Speech is more readily decoded in the left hemisphere than in the right cerebral hemisphere. This is evident in people with brain lesions. The left hemisphere plays a primary role in speech perception (Moore, 1997). Speech Mode Speech mode is the perception of the restructured phonemes. If phonemes are encoded syllabically, they must be recovered in perception by a suitable decoder. Liberman (1996) stated that perception of phonemes that have been encoded may be expected to differ from the perception of the phonemes that have not been encoded and from non-speech. For example, the transition cues for /d/ in /di/ and