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Cause and effect of E-commerce on small family owned businesses

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Introduction

The last few years have seen the integration of the internet in business operations as a business strategy. Specifically, the 20th century has seen the adoption of E-commerce in most businesses, both large and small, so as to assure continuity of business. As research studies explain, the adoption of E-commerce in businesses and enterprises has been advantageous to businesses but some businesses have failed in their adoption of this strategy. In their study of the issue, MacGregor and Lejia state, “Over the last decade, the Internet and Internet technologies such as electronic commerce have experienced phenomenal growth. However, research shows that small businesses have been slow to adopt and to implement e-commerce due to a variety of barriers or impediments.” (MacGregor & Lejia 1-24). Small family owned businesses have especially been slow in their adoption and implementation of E-commerce as a business strategy, and for that reason, they tend to fail in their business operations. Accordingly, researchers have focused their studies on identifying the causes and effects of E-commerce on small family owned businesses so as to discover the benefits of E-commerce on small businesses.

This paper examines the causes and effects of E-commerce on small family owned businesses.

Causes and Effects of E-commerce on Small Family Owned Businesses

Small family owned businesses have long been influenced by E-commerce since the introduction of this phenomenon in the business industry. As a business strategy, E-commerce has enabled most small businesses in their continuity of operations, thus ensuring the success of these businesses. To understand the importance of E-commerce in small businesses, one must first consider the causes and effects of E-commerce on small family owned businesses.

Causes

One main cause of E-commerce on small family owned businesses has been identified. Market penetration has been identified as the main cause of the application of E-commerce in small family owned businesses. The business market is hard to penetrate especially for small businesses, as they are forced to compete with other larger companies. The application of E-commerce as a business strategy allows small companies to market their products and services to a wide market range. This, sequentially, allows small businesses to penetrate their respective markets with minimal trouble arising from having to compete with the larger and bigger companies.

Effects

“…the key objectives of most businesses remain as follows: 1. improve productivity, 2. manage inventory more cost effectively, 3. improve cash flow, and 4. improve customer service. Electronic commerce is one of the few tools available that can favorably impact all 4 objectives. To fail to aggressively adapt this tool is to miss the opportunity to re-engineer an inter-organizational playing field that is becoming the successful business domain” (Boynton 126). Not only does E-commerce reduce the costs of marketing and advertising for the company, it also increases productivity for the businesses. E-commerce exposes companies to a broad environment, thus encouraging more productivity by both the employees and the business as a whole. E-commerce has also been identified as being a tool for the improvement of customer service. This is primarily so because it allows more personalized services with customers, as customers have direct contact with the company. This, therefore, allows customers to provide immediate feedback to the company regarding their products and services.

Conclusion

The identification and recognition of the causes and effects of E-commerce on small businesses is necessary for the recognition of its importance in small and medium business enterprises. “The article focuses on the effect of electronic commerce (e-commerce) on the business world. It says that e-commerce will play a vital role in the success of companies. However, there are several issues which need to be addressed to succeed the e-commerce including process creation and resolution of inherent channel conflict.” (International Journal Of Retail & Distribution Management 122-123) Small family owned businesses can use the information gathered regarding the causes and effects of E-commerce on small businesses to successfully run their business operations. Only through the identification of this can small businesses succeed in their operations in the industry, and to gain competitive advantage.

Works Cited

Boynton, Allan G. Electronic Commerce: Focusing on Success. Chain Store Age 70.1(2004):

126. ABI/INFORM Global. Web. 18 Dec. 2011.

MacGregor, Robert C., and Lejia Vrazalic. E-Commerce Adoption Barriers In Small Businesses

And The Differential Effects Of Gender. Journal Of Electronic Commerce In Organizations, 4.2 (2006): 1-24. Business Source Elite. Web. 18 Dec. 2011.

“The Realities Of Web-Based Electronic Commerce.” International Journal Of Retail &

Distribution Management 26.3 (1998): 122-123.Business Source Elite. Web. 18 Dec. 2011.

Case Study on Reverse Logistics

Case study on Reverse logistics

Reverse logistics is process of handling goods from their intended final destination to the point of origin with the aim of acquiring their value or for the purpose of proper disposal. The process involves planning and controlling of the inventory process to ensure cost efficiency. The physical processes are remanufacturing and refurbishing of tangible goods. It also involves handling of returned merchandise as a result of recalls, damage, salvage and inventories. The reverse logistics manages the hazarders’ waste materials and asset recovery from the previous dispatches (Rogers & Tibben-Lembke, 1998).

The factors that are driving companies in implementing reverse logistic strategies include the information on the benefits of reverse logistics have resulted to great interest in other companies and legislatives on waste management that require the companies to manage on the disposal of their products from their customers. Other factors are cost reduction and customer satisfaction. Technological developments are rapidly changing the electronic consumer market. This makes companies dealing with electronics the major players in implementing reverse logistics (Price water House Coopers, 2008).

Reverse chain processes involving commercial returns occur when the goods being retuned have value in another market. Electronic products in markets within the developed nations become outdated at a rapid rate due to emergence of new products. The products that had been distributed to the market may lose value as new models of those products are made. Outdated electronics in developed countries are of great value to poor countries like in Africa. The reverse chain strategy employed in dealing with such products involves shifting them to other markets. Commercial returns are caused by customer dissatisfaction, overproduction and other factors.

Products under warranty forms a chain on return based on repairable products or components. Companies develop strategies to deal with the products that are covered under warranty. The repairable returns may be used as modules in other products. Exchange repair can also be carried out in which the returned products are repaired using good components from previously returned products. Manufacturing companies develop strategies on possible product recalls. The recalls may occur due to a manufacturing defect that is identified after the products are already in the market. The manufacturer takes the full responsibility of rectifying the defects. Strategies on refurbishing of products deal with end of user returns in which product may be of no use to the original user but still have value. End of life returns are the products in which their use is void accordance to the set rules. Companies use these products to reduce on the cost of production. The products may be refurbished to add value (Price water House Coopers, 2008).

The process of reverse chain involves five general processes that include: product acquisition, product collection, product sorting testing and deposition, product recovery and product redistribution and sales. Product acquisition involves the retrieval from market or from the consumer use. Acquisition of products from the market requires cooperation with the supply chains especially at the final end of the distribution chain. The collection of products involves shipment and storage in the facilities that will handle processing of the products. The products are then sorted to classify them on their quality. Sorting determines whether the products will be used in the next stages of reverse chain or they will be disposed. Products with quality undergo through recovery process in which they can be repaired, refurbished or dismantled into valuable components that can be reused. The recovered products are then reintroduced in the supply chain and their value obtained through sales (Rogers & Tibben-Lembke, 1998).

Reverse logistics implementation occurs for different reasons which in turn creates two different forms of reverse chains based on cost. Policies on product recall involves a process where the cost incurred is on the manufacturing company. The benefits of value addition are passed to the customers in case of a product recall. In the other forms of product returns the company benefits from the redistribution and sale of the products (Rogers & Tibben-Lembke, 1998).

The barriers to implementation of reverse logistics are costs that cannot be quantified in reverse logistics especially on products which leads to more cost. Lack of a proper management system makes it difficult to keep track of the products in the market especially for big companies. The time of processing claims and returns by customers creates a negative effect to the companies.

The awareness by top management on the benefits of reverse chain has created cross functional collaboration with other partners. Auctioneers form an important part in redistribution of returned products to the market. Products such as furniture can be easily refurbished and auctioned back to the market. The perception of the returned products as waste makes the reverse chain to be easily analyzed in obtaining an insight in cost and performance (Price water House Coopers, 2008).

Reverse logistics are an important part in managing costs that are associated with unprecedented product performance in the market and in sustaining customer needs. The level of awareness on the reverse logistics determines the benefits obtained from the process. Collaborations in the implementation of reverse chain are essential especially in managing product returns and redistribution of products.

References

Price water House Coopers (2008). Reverse logistics. Retrieved on April 14, 2012 http://www.remanufacturing.org.uk/pdf/story/1p293.pdf

Rogers, D. & Tibben-Lembke, R. (1998). Going Backwards: Reverse Logistics Trends and Practices. University of Nevada, Reno Center for Logistics Management Retrieved on April 14, 2012 http://www.rlec.org/reverse.pdf

Case Study Cindi Bigelow and the R.C. Bigelow tea company

Case Study: Cindi Bigelow and the R.C. Bigelow tea company

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Case Study Questions

What are the issues and problems that the company faces?

How do these issues and problems affect the company’s overall performance?

What are the possible solutions and alternatives for these problems?

Who will be responsible for implementing these solutions?

What are the consequences of implementing these solutions and alternative strategies for the company?

Summary

The R.C Bigelow Tea Company is a company located in Kentucky that specializes in the production and sale of tea products. Specifically, the company specializes in the blending and sales of both traditional black tea and herbal tea for its consumers. Accordingly, the company is well known in the food service industry, and for that reason, has a great market share, with most of its products being readily available in the market. As a family-owned business, the company has been and still is being run by the Bigelow family with Cindi Bigelow as the current chief operating officer. R.C Bigelow’s Tea Company’s operations are guided by four main principles including establishing strong relationships with both suppliers and consumers, employee satisfaction, customer satisfaction, as well as, ensuring the practice of corporate social responsibility. Evidently, these principles have successfully assisted the company in building and maintaining itself as a great brand in the market. These principles have also assured the company of competitive advantage in its industry, hence the success of the company.

Because of the changing trends in the industry, the company identified the need for new product development so as to keep up with the competition. Accordingly, based on an examination of the company’s customer base, the chief operating officer considered the introduction of new tea flavors as a way of attracting the younger customers. Accordingly, the older customer base is important to the company, and for that reason, still needs to be maintained even with the company’s entry into the younger customer base. However, a problem arises when the company discovers that the greatest majority of its home country’s population prefers ice tea to hot tea. Additionally, the younger customers that the company intends to attract will also take time to convince and influence into drinking hot tea, as opposed to, iced tea. This is because, the company had previously made wrong decisions regarding the production of ice teas, which in turn caused their iced tea products to fail in the market. Fundamentally, the company seeks to expand its market share to include the younger customers, as they believe that this will assure market growth for the company. This decision has come about because the company feels like the company is not experiencing growth with the current customer base, which is the older customers.

Issues and Problems

Upon a closer examination of the case study presented it is evident that the R.C Bigelow Tea Company faces two main problems. The first problem is the expansion of its market share in a bid to embrace the younger customer base, while still maintaining the older customer base. The second problem revolves around the introduction of new products, as well as, the need for product specification as a marketing strategy. At the outset, the company needs to maintain itself as a preferred brand in the market, as well as, promote the sale of its teas to consumers. In essence, the company has a superb customer base, which has been loyal to the company thus assuring its existence in the market. The older customer base, which is holds majority of the company’s market share, has allowed the company to grow and develop into what it is at the moment. For that reason, the company, even when developing new strategies for business, needs to ensure that they do not lose this customer base at all costs.

Because the company is aware of the needs of its older customer base, it has been able to provide these customers with the services they require accordingly. Evidently, the older customer base is more inclined to the hot teas, products that the company is comfortable and willing to provide to these customers at any time. This, has, in turn, compelled the company into providing hot teas as their key products. Accordingly, a problem arises when the company wishes to expand its customer base and bring in younger customers. This is because these two customer bases have different needs and requirements, and for that reason, the company will need to rethink their product strategy. As previously mentioned expanding the customer base causes a problem to the company, as it will force the company to rethink its strategies.

The company needs to devise products that are attractive to the younger customer base, which may be a difficult task, especially since the company deals with the production of tea. Fundamentally, the company wishes to attract customers between the ages 18 and 34, which is one of the most difficult customer bases to attract. The company deals with tea products, something that the younger customer base may not be willing to spend their money on. Accordingly, attracting the younger customer base may be tasking to the company, and for that reason, the company needs to invest heavily for the attainment of this. The second problem identified regards product specification. This problem is related to the first problem, as it revolves around the younger customer base that the company wishes to attain as a way of expanding their market share. As explained in the article, R.C Bigelow Tea Company is distinctively concentrated on the production of hot teas. The company also wishes to expand its customer base to encompass the younger customer base.

However, the younger customer base has been identified as preferring iced teas and other beverages, thus causing a problem for the company. Evidently, the company was slow in the diversification of their products to the production of ice teas. This implies that the company’s ice teas do not do well in the market as expected. This, in turn, causes problems to the company, as it cannot offer its potential younger market products that they inherently, prefer.

Alternative Courses of Action

Having established some of the problems faced by R.C. Tea Bigelow Tea Company, it is crucial that the company develop at least three alternatives and courses of action to help deal with these problems. These strategies will assist the company in achieving its goals and objectives regarding market growth, as well as, increasing its sales. Three main alternative courses of action have been identified including disregarding the younger customer base, changing the younger customer base’s perception of tea, and changing the company image.

Disregarding the Younger Customer Base

This alternative implies that the company will need to forgo their need for market share expansion. Instead, the company will focus its marketing and operational activities on the maintenance of the current customer base, which is women above 45. By disregarding the younger customer base, the company will escape the pressure and possible failure of expanding its market share. This will allow the company to specialize their products based on the needs of its current customer base, which is the older customer. The company will shape their products and services in such a way that they meet the needs of this group of people. The company will also discount the younger market as part of their market share, and will, therefore, not produce teas that are suitable for the younger market.

Changing the Younger Customer’s Perception Regarding Tea Consumption

The second alternative that the company may consider for their problems is changing the perception of tea consumption for the younger customers. This is directly aimed at the younger customers because they are the customer base that the company wishes to attain for the expansion of its market share. Changing the younger customer’s perception on tea consumption will allow the company to attain the market share that it requires for its growth and development. Changing the younger customer’s perception regarding tea consumption will demand that the company develop strategies to persuade the younger clients into taking hot tea, as opposed, to the iced teas and sodas. This will require a marketing campaign that is specifically fashioned for the younger generation to encourage this group to purchase the company’s hot tea products.

Changing the Company Image

Changing the company image is the last alternative to the problems faced by the company, and it is a business strategy that demands the company to change its representation in the market. This change of image may come in many forms including product diversification, and market stratification among other things. The company may also need to restructure its customer base as a strategy for changing its image in the industry. The decision, in such a case, will be that of the company, and it will be dependent on what the company feels will be most advantageous to it. Changing the company image will demand that the company also changes some of its business and operational strategies, and for that reason, demands a lot of investments from the company.

Advantages and Disadvantages

The three alternatives presented above will have a great impact on the company, as well as, its activities in the industry. The impacts of these alternatives are both positive and negative and for that reason, need a careful analysis so as to determine which alternative is the best choice in such a case. In relation to the alternative of disregarding the younger customer base as part of the company’s market share, the advantages and disadvantages are largely related to its effects on the company’s market growth. As an advantage to the company, disregarding the younger customer base will not assure the company of growth and development in the industry. This implies stagnant movement in market growth as the company will be solely focused on sustaining its current market customer base. This alternative may also be advantageous o the company because, it allows the company to focus on one particular customer base, and establish this customer base as a stronghold for the company’s business operations. Focusing on one particular customer base will fortify the company’s strength with the existing customer base, thus assuring the company of a strong market share with this customer base.

In relation to changing the younger customer’s perception regarding the consumption of tea, the advantages are more than the disadvantages. Accordingly, this strategy allows the company to expand its market share, hence growth in its respective industry. This is because this strategy compels the customers into purchasing and consuming the company’s products and services. This, in turn, implies an expansion in the customer base, thus an increase of the market share in the industry. This further assures the company of an increase in business activities, hence more sales for the company and an increase in profit for the company. The only disadvantage of this alternative is that it requires a lot of investment by the company. The company will need to invest almost all its resources, so as to, assure the company of the achievement of the intended goal of the alternative. For that reason, if the company suffers from a financial deficit, then there is a possibility that this alternative will not achieve its intended purposes. In addition to this, this alternative risks the possibility of failure, especially of the company fails to persuade the younger consumers into tea consumption. Failing to convince the younger customer base will not assure the company of attaining the large market share that it intends to attain.

The last alternative identified is the change of company image, so as to suit the changing trends in the industry and market. This alternative will also allow the company to reestablish itself in the market, as a way of increasing its market share and reaching out to the younger customer base. The advantage of this alternative is that it allows the company to look into strategies that it would not implement on a normal basis, thus allowing the company to exercise new strategies for its business operations. Further, this alternative allows the company to keep up with the changing trends in the industry, hence the possibility of success. This alternative may pose a disadvantage to the company owing to the possibility of failure and the dilution of the company’s brand. For this alternative to succeed, there is need for the company to invest heavily, which may be complicated if the company does not have the necessary resources to achieve this. This alternative may also be disadvantageous to the company, as it will force the company into dilution. This is because the company will be forced into changing some of its activities and strategies, most of which constitute the company’s brand image. Branding is important for companies, and losing one’s brand may also imply the loss of its market share in the industry.

Solution

On a closer examination of the alternatives presented, as well as, their specific advantages and disadvantages, it is clear that some solutions are far much better than others. Evidently, the decision to change the younger customers’ perspectives regarding the consumption of tea would be the most applicable solution to the problem faced by R.C Bigelow Tea Company. This is because the company wishes to expand its market share so as to cover the younger customer base that the company is currently lacking. The other two alternatives do not match up with the company’s overall goals and objectives regarding the attainment of a larger market share for the company. Changing the customers’ perception regarding tea consumption demands a number of activities by the company. These activities include marketing activities for the company, as well as, the products and services it offers, and the benefits of these to the company. As mentioned in the case study, the younger customer base are not much of tea drinkers, and for that reason, may require an immense amount of persuasion regarding the consumption of tea. If R.C Bigelow Tea Company manages to persuade the younger customers into consuming tea, especially tea products from the company, then there is the possibility of the company increasing its customer base accordingly.

Rationale

Apart from the obvious advantages of this alternative for the company, changing the younger customers’ perception regarding tea consumption allows the company to rebrand itself in the market. Branding is a key ingredient for the success of business organizations, and for that reason, needs to be considered accordingly when developing business strategies. Changing people’s perception on tea consumption will assure the company of the opportunity to rebrand itself in its respective industry. This is because the processes involved in changing customer perception require that the company come into contact with the customers with which it wishes to attain. As previously mentioned, changing customer perception demands increased marketing activities, which may creating awareness on the importance of tea consumption, as opposed to, other drinking items. This alternative will also allow the company to expand its market share as is wishes to, and this will increase its sales, as well as, increase its profits. Changing the perception of younger customers on the consumption of tea will also help in gaining a larger customer base for the tea industry as a whole. This is because more consumers will be encouraged into tea consumption, which would in turn increase the sales of tea products in the industry. Persuading the younger consumers into tea consumption will assure vigor and vitality of the industry, thus keeping companies such as the R.C Bigelow Tea Company in business.

Lessons Learnt

The case study on R.C. Bigelow Tea Company exposes individuals to some of the problems that businesses face during their business life cycle. This case study also presents the solutions to these problems, as well as, their advantages and disadvantages. The case study allows individuals to understand some business principles and their application and practicability. At the outset, the case study allows students to understand the amount of work that goes into decision making in businesses and organizations. Through this case study, individuals are exposed to some of the problems that face decision makers in the business organization. Additionally, the case study also allows students to comprehend some of the negative impacts of making wrong decisions regarding the organization and its activities. This is clearly indicated in R.C Bigelow Tea Company’s decision regarding ice teas. On top of creating awareness on the importance of decision making on the organizational setting, the case study also exposes students to the significance of developing proper business strategies. With this, students have the ability to comprehend some of the strategies that a business can opt for in relation to expanding their market share, as well as, product specification. Information provided in the case study, as well as, some of the solutions suggested allows students to, deeply, understand the management process and the key concepts involved in this.

Case Review and Counseling Plan. Case Study 1 Tanya and Nicole

Case Review: Intervention Therapy

(Author’s name)

(Institutional Affiliation)

Case Study 1: Tanya and Nicole

As explained in the case study, Nicole and Tanya are a lesbian couple who wish to start a family after two years of being together and living together as a couple. In order to proceed with their plan to start a family, they both need to inform their families of their decisions so as to receive maximum support. A problem has arisen because only Tanya has been open with her family regarding her sexual orientation, with Nicole holding back on revealing this to her family. Accordingly, Tanya is not willing to go ahead with the plans to start a family with Nicole until she informs her family about Tanya and her relationship with Tanya. At the outset, Nicole needs to come clean with her family and inform them of her sexual orientation. However, this would mean that Nicole risks the possibility of rejection by her family, which will have adverse effects on her. Accordingly, there is need for intervention therapies to help Nicole deal with her problem. Two techniques have been identified to assist Nicole in dealing with her problem including reality therapy and group psychotherapy.

Reality therapy is important in this case, as it will facilitate problem solving, hence encourage understanding of the problem facing Nicole (Matthews, 2005). Accordingly, this intervention therapy technique focuses on present events and their effects on the client’s future life. In essence, the therapist encourages the client to explore their needs and wants, and whether their present actions draw them further away from or nearer to the achievement of their needs and wants (Matthews, 2005). Nicole will be the key participant of this intervention therapy, as she is the one who has chosen to hide her relationship with Tanya from her family. Nicole has gone to the extent of lying to her family about Tanya, and she claims that Tanya is just but her roommate. This intervention therapy will assist Nicole in comprehending how her actions, hiding and lying about Tanya, will affect her in the future. This intervention therapy will encourage Nicole to be honest to her family about Tanya if she wants to start a family with her spouse, as this is the only way Tanya would be willing to go ahead with their plans to start a family together.

Group psychotherapy is another intervention therapy technique that can be used in the case of Tanya and Nicole. This intervention therapy necessitates group counseling for problem solving and as a mechanism of change with those involved in the process (Lorentzen et al., 2002). The key aim of this intervention therapy is the evaluating interpersonal relationships within the group. More specifically, the group psychotherapy to be applied in this case will involve psycho-education for those involved in the group therapy. Accordingly, Nicole and her family have been identified as key participants in the group therapy. This is because they are the group that is more prone to psychological disturbance after the revelation of Nicole’s sexual orientation (Fjell et al., 2007). Nicole risks rejection after revelation hence psychological disturbance, whereas her family also risks psychological disturbance after finding out their daughter has gone against their beliefs. Because her family lives over 200 miles away, the group therapy sessions will take place at her family’s home town and Tanya will be required to attend too to ease the therapy process for problem solving purposes.

References

Fjell, A. et al. (2007). Innovations: Psycho-education: Multifamily Group Treatment in a

Program for Patients With First-Episode Psychosis: Experiences From the TIPS Project. Psychiatric Services 58(7):171-173.

Lorentzen, S. et al. (2002). Change During and After Long-Term Analytic Group Psychotherapy.

International Journal of Group Psychotherapy, 52(3): 419-30.

Matthews, A. (2005). Cognitive Behavioral Theories of Counseling: Traditional and

Nontraditional Approaches. Psychiatric Services 56(3):1164-1165.

Case Analysis Mueller-Lemhmkuhl GmbH

Case Analysis: Mueller-Lemhmkuhl GmbH

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Date:

Statement of the Problem

Operations of Mueller-Lemhmkuhl Company that is located in Germany, Europe and produces and sells apparel fasteners and attaching machines are noted to be faced with some complications as regards to attainment of organizational strategic goals. There is intense competition arising from price wars posed by Japanese Hiroto Industries that price their products at 20% lower than Mueller-Lemhmkuhl Company. Marketing, R&D and cost accounting systems ought to be re-designed so as to ensure that the firm attains competitive edge in the market, expand its operations, increase sales and profits not only in the short run but also in the long run. The loss of the market share to the Japanese Hiroto Industries that has been partially caused by forming a merger with the Atlas Group also has to be assessed since it is limiting attainment of comparative advantage in the industry (Kimmel, Kieso & Weygandt, 2008).

Executive Summary: Sound Solution to the Problem

Mueller-Lemhmkuhl Company ought to implement proper marketing strategies, revamp its cost accounting system and conduct what if analysis so as to assess the sensitivity of each of the costs incurred in relation to the revenue earned. This has an insinuation that issues relating to cost determination, marketing, research and development and effective management have to be implemented to ensure that the firm maximizes its profits. These stratagems will ensure that the organization competes effectively with other participants in the market. Mueller-Lemhmkuhl ought to adopt mechanisms that involves competing on a non-price approach so as to maintain customer relationships and increase profit margins. Porter’s five forces model has to be implemented so as to ensure that different segments of the market are reached through adoption on cost-effective marketing policies.

Analysis from Excel Spreadsheet to Support the Executive Summary

Mueller-Lemhmkuhl Company is involved in production of different apparel fasteners using automated and manual machines so as to cut on the costs of production. It has also formed an alliance with the Atlas Group that also offers apparel fasteners, though this has resulted in reduced geographical expansion prospects for the company. Hiroto Industries, which are the main threat to Mueller-Lemhmkuhl Company sell their commodities at 20% lower than the prices offered by Mueller-Lemhmkuhl Company. This has an implication that competing based on price wars would result in losses due Hiroto Industries possessing cost-advantage as they uses a cost-leadership strategy to capture wider market region. Porters’ Five Forces Model would be imperative in this context as it will ensure that more revenue is earned by the firm and make it expand its operations.

Market Condition Evaluation

Mueller-Lemhmkuhl Company is noted to the leading apparel supplier in the European market after forming an alliance with Atlas Company and thus gaining wider market share as compared to the Japanese firm. This competition is indicated to be aligned on production costs, with Mueller-Lemhmkuhl having an advantage in being located closer to a bigger market segment. Despite this, the production costs (wage and overhead) of Mueller-Lemhmkuhl Company are higher than those of the Hiroto Industries (Japanese firm). This means instituting R&D and using Porters Five Forces will ensure that effective decisions on marketing strategies are made so as to attain competitive advantage. The revenue for Mueller-Lemhmkuhl as at 1986 was estimated to be $103 million, insinuating that it was making substantial profits despite the rivalry from the Japanese firm. (Weygandt, 2012).

The executive team of the organization adopted diversification of its products so as to increase the firm’s revenue through selling different but related apparel fasteners. This diversification ought to be well managed through use of marketing, research and development as well as refurbishing the cost accounting method. This will ensure that all transactions or activities entailed in the manufacture of the products are considered in the computation of costs. This has an insinuation that investing in advertising, sales promotion and other product marketing strategies was pivotal in reaching many customers, not only in Europe but also around the globe (Weygandt, 2012). Continual evaluation of the operations and profitability of the firm has to be done so that suitable competitive strategies can be used to increase the organization’s returns. The firm has to strive to reduce the production costs and use competitive strategies other than price wars so as to attain competitive edge in the market and out do the Japanese firm.

Production Analysis

An assessment of the production processes of Mueller-Lemhmkuhl Company indicate that it has uses both manual and automatic machines so as to increase the production capacity, maximize sales and minimize production costs. The automated machines used in the production of fasteners are viewed to be effective and efficient as they produce many products simultaneously within a short period of time. They are also imperative in the whole manufacturing process as they help in reducing overhead costs such as the manual labor costs in operating the manual machines. Refurbishing the production can be done so that costs used in operating manual machines could be diverted to marketing or be retained as profits and enable the organization to make profits. In this context, it is portrayed that planning and appropriate cost analysis ought to be implemented so as to use only productive operational plans.

There is a need for the organization to conduct R&D so as to be cognizant of the market and consumption patterns of its clients so that the management can plan on marketing or promotional strategies to be used. For instance, Mueller-Lemhmkuhl Company is said to have segmented consumers into two groups; large companies purchasing large volumes of different commodities and smaller companies purchasing huge quantities of a major component. This segmentation of the consumers based on their volume of fasteners purchased is significant as it will enable the organization to make projections on sales, revenue and promotional/advertisement costs. Customer relationship marketing should be used as it enhances development of brand loyalty, maintenance of long term personal links and an eventual increase of sales and profits in for the company.

Sustaining quality production and service delivery to clients is also imperative as it will ensure customer satisfaction and development of consumer loyalty. These affirmations indicate that through the use of generic marketing schemes and use of the Porter’s Five Forces, cost-saving and efficient promotional stratagems can be implemented so as to cover wider market region, increase sales and profits for the organization (Weygandt, 2012). Mueller-Lemhmkuhl Company would not have to compete on price wars but by ensuring that the quality of the services and products offered is of high standards. It is evident that adoption of these strategies by Mueller-Lemhmkuhl will increase its sales and profit margins substantially. However, the markets’ condition and their viability ought to be evaluated through R&D before offering products and services to clients so as to losses.

What If Analysis for Mueller-Lemhmkuhl Company

What if analysis is an imperative model that enables the company to make judgemental and feasible decisions relating to cost accounting and maximization of its sales and profits. The computations in the excel sheet are based on Tornado and Spider chart analyses so as to ascertain the sensitivity and allocation of costs. Aspects put in consideration in this case relate to costs incurred in R&D as well as marketing using the Porter’s Five Forces Model so as to ensure that decisions undertaken facilitate profitability and wider market coverage. Through this analysis, operations of the organization will be coordinated and ensure that decisions made on cost accounting system and profit maximization are put in place.

Tornado chart for 10% variation on either side of the base value which is the actual budgeted value are used. If the company decides to increase marketing cost by 10%, there is a 65.07% variance. This has an insinuation that, if a decision to increase marketing or product promotion by 10%, there is an increase in net margins by $1,586 (8.3%). An increase in R&D by the same value results in an increase in revenue by $ 1162 (6.1%) on a higher variation. If Mueller-Lemhmkuhl GmbH Company varies the two costs by 25%, marketing increases by 20.9% ($3,965) and R&D 15.3% ($2,905) respectively. Detailed information is presented in the Microsoft Excel spread sheet (Edmonds, 2007).

Engaging in market surveys through R&D are vital as they will enable the firm to be cognizant with the preferences and demand as well as their market concentration. This insinuates that Mueller-Lemhmkuhl’s executive team can comprehend changes in the market and the economy at large and manufacture fasteners to suit the apparels that consumers have. Estimates of the projected costs in fastener production have to be done and be compared with projected earnings so that decisions on implementing suggested plans can be gauged. It is worth noting that these activities ought to be well coordinated and be carried out in a timely manner so as to avoid losses or unfounded decisions making that may make the organization to be overtaken by the Japanese firm.

Transaction cost accounting system ought to be adopted since it will encompass all cost elements in the calculation of production costs, pricing and decision making on appropriate marketing stratagems to use. It is through the consideration of all the costing elements that accurate standard costs for production of every item; either done using automatic or manual machines, can be determined and then proper prices can be set. There is a linkage between production costs and the prices charged regardless of those charged by other rivals in the industry. Assessing this correlation enables production and cost management officers to plan suitably what has to be done as regards to marketing, pricing and market segmentation so as to maximize profits.

In the excel spread sheet there are computations that show Mueller-Lemhmkuhl possible analyses that can be done. Tornado charts, allocation costs and sensitivity analyses are done through what if analysis so as to facilitate prosperity of the firm (Edmonds, 2007). Technological improvement such as using online order placement and marketing can be instituted so as to capture diverse market segments. Training employees and hiring qualified personnel has to be done so as to promote attainment of competitive edge in the market. Marketing strategies ought to be increased, research and development and planning implemented to meet customers’ needs since customer satisfaction leads to long term consumer relationships and increased revenue to the company.

References

Edmonds, T (2007). Fundamental Financial and Managerial Accounting Concepts, 1e. The McGraw-Hill Companies.

Weygandt, J (2012). Managerial Accounting: Tools for Business Decision Making, 6e. John Wiley & Sons, Inc.

Kimmel, P, Kieso, D & Weygandt, J (2008). Managerial Accounting. Tools for Business Decision Making, Fourth Edition. John Wiley & Sons.

Case Abstract

Case Study 1

Name

Institution

Date

Case Abstract

This paper involves the analysis of case study 1 titled Reach for the Stars-Developing salespeople, achieving organizational success. Highlighted in the case are the key observations and information concerning worker and manager behavior. Therefore, this paper is going to analyze the important incidents, which include the issues, situations, problems and consequences in the case that influence the organizational and individual effectiveness and performance. The paper will also involve making appropriate recommendations for improving problems, meeting challenges and taking advantage of opportunities.

In summary, the case is about the company called Providence Rehabilitation and Medical Equipment that is strategizing or aiming to increase the sales by ten percent by getting into or expanding into a new product line involving the sports injury-related medical supplies and equipment. After buying a small, fast growing manufacturing enterprise, the sales director faces a challenge because there were no salespersons ready to come and work in the new product line. The decision that they made is a good decision. Instead of getting new salespersons who could possibly come and replace the existing workforce, the executives of the company opted for the idea of up-skilling and retraining its current sales force.

Critical Incident 1: Team Formation

The idea of Ravi forming self-managed teams that can effectively, efficiently and rapidly penetrate the new market segment is a very nice idea. In addition, the idea of Ravi accepting the promotion and considering it as an opportunity for honing new management skills, focusing more on his interest in strengthening the intellectual or human capital of the company, solving harder problems is essential in his self development , and for boosting individual and organizational performance. The fact that the founder of the company, James Cleavon Jefferson is serving on the board as the new owner’s conscience is a vivid indication that the organization is under experienced check (Dobson & Dobson, 2000).

Critical Incident 2: Communication

As the sales director, Ravi does a good job to communicate to the staff about the impending reorganization. This downward communication channel is very important so that the employees can be aware and ready for the new changes. Ravi also excels in team formation. This is because his tactics involve the identification of weak links or softspots among the workforce so that he can optimize the human capital. It is only possible to achieve individual and organizational performance through the linking of weak salesperson with strong ones so that the weak ones can be up-scaled by the stronger ones.

Ravi consults an experienced friend called Portia who has ambition, dynamic intelligence, sharp wit and immigrant experience and roots. This was a very good move. The advice from his friend is incredible. This is because Ravi is asked to have better understanding of the individuals in his unit. In this case, Ravi has to understand such things as ethics, attitudes, values, emotion, motivation, personality, attribution, faultline factors, cultural, demographic and generational factors and learning styles (Berens, 2001).

Critical Incident 3: Personality Profiles

Ravi embarked on this exercise of profiling the salespersons in the company. In this profile, he lists some of the attributes and personalities of his different team members. At this point, Ravi has made a huge milestone. He has known the personalities of the salespersons. The last thing that he has to do is to match the personalities with the right job.

Recommendation

It is therefore, recommended that he uses the Jungian personality to match personality with the career. In this case, it is recommended that Ravi identifies the personality strengths of the team members. For career success and organizational success, it is essential to know and leverage the personality strengths of the team members. Such distinct features of the personality of team members as creativity, results orientation, leadership as well as the ability to form effective collaboration have to be identified. The sales director also has to identify favourable work environment for each team member. This will ensure that each team member is placed in the rightful work environment. The other thing that is recommended to be done in this case is to use the personality traits in creating career and job change analysis. This includes the outlining of the conditions and symptoms where job change and career change might be desirable. The current workplace and job of the team members has to be assessed from personality fit standpoint. This is particularly important considering the fact that Ravi is making some changes in job of the different team members (Dobson & Dobson, 2000).

References

Dobson, M. S., & Dobson, D. S. (2000). Managing up!: 59 ways to build a career-advancing relationship with your boss. New York: AMACOM.

Berens, L. V. (2001). Quick guide to the 16 personality types in organizations: Understanding personality differences in the workplace. Huntington Beach, Calif: Telos Publications.

CARVER YACHTS –The Carver 570 Voyager

CARVER YACHTS –The Carver 570 Voyager

Time was, even before the big Volvo Pentas began, Carver had already made a mark with her newline 570 Voyager Pilothouse – giving an impressive arrangement plan, standard equipment and dedicated workmanship. In fact, the company’s initial goal was to build crafts that are affordable while the same time providing luxurious amenities aboard and comfortable cruising for families. So, if your ideal boat is over 50 foot; you probably have only the alternative of a custom builder – the reason why the 570 Voyager carries the flagship of the Carver’s flotilla. She’s not only a stylish live-aboard motoryacht designed for serious cruisers, but also an attestation that cruising has revolutionized for the better.

Attitude Luxury

At first peek, her smooth contours and aerodynamic appearance is very pleasing to the eye. However, on closer look reveals the amount of engineering and skilled craftsmanship that went into this stylish modern looking boat.

The luxury notion begins on her massive saloon’s door on the main deck, framed with stainless steel – the door easily slides back and forth and fastened with firm wood. And when that frosty autumn jets in; to port and starboard huge windows allows golden sunlight to wash through the interior of the saloon – an ideal feature when relaxing or just enjoying that warm espresso sitting in one of the barrel chairs forward.

Of course, before most boats live the production line they have to appeal to a wide cross-section of cruisers with conventional interior furnishings and accessories. From a layman’s perspective, the 570’s interior gave what many may consider; a dream life aboard. Her earth-tone carpeting and barrel chairs, beige UltraLeather lounge and off white overhead are just a clue of what to come. Her deco will sure excite most folks; actually those kinds of décors that liven up the surrounding with vibrant throw cushions, an area rug, silk flower displays, and hanging artwork.

Aft incorporates an L-shaped convertible chaise longue to port, contiguous to a high or low table. Forward to starboard, there’s a console which includes TV, VCR and a second seat, adjoining to a faux granite KARADON™ countertop. Overhead there’s incorporated 14 halogen spotlights which facilitate profuse lighting.

Galley

Sure, “One cannot think well, love well, and sleep well, if one has not dined well.” The precise notion on the Carver 530’s galley; a fully integrated galley positioned forward end of the saloon, in the manner of a country kitchen dinning, it also facilitates expansion of space visually. While her inboard end of the counter arches gently in the direction of the centerline, describing the external perimeter of the galley space and interior perimeter of the companionway front to the pilothouse. This arch softens the conversion, and gets rid of one of those corners you may end up fetching up if you loose balance during rough water cruise. The most exciting section of the country-kitchen design is the snack counter. It’s nearly eight inches lower compared to the galley’s counter.

Below the main section of the counter are; Sub-Zero under-counter freezer/refrigerator, built-in Sharp microwave oven, a Princess three-burner oven, a useful double sink, and a cabinet-mounted Black and Decker coffeemaker. The galley also incorporates finishes of hardwood flooring and plenty cabinets for storage.

While still giving families full luxury aboard, over into the helm provides an eye-catching blend of aircraft cockpit and lounge. Surfaced in – is the UltraLeather helm settee, the bow thruster joystick is on the further end of the chair’s starboard-side-arm.

Instrumentation sports out in a semicircle inside the line of display. Above the windscreen, there’s plotter, closed circuit and radar TV screen – only the captain can decide whether he will like this arrangement or not. Meanwhile, the helm’s centerline placement allows an excellent view on the aft to starboard of the galley and provided greater distance findings compared to most offset helms.

Down below

Below the docks ahead, a stairway leads below decks to the carver’s three staterooms; one of the most pleasing adventures you’ll encounter on the 570’s interiors. It features an island pedestal bed which is accented by gorgeous lacquered cherry trim, stylish chrome, gold appointments, deluxe vanity with mirror, big cedar lined closet, and an entertainment center. While the master head positioned en suite, features a large bathtub and shower combination.

Given her price tag, creative utilization of space and lighting will have onlookers assume it’s a fare bet. Closer examination discloses the compromises that are in tandem with a production craft – added space within the drawers and doors, and standard grade hardware.

Positioned forward is the VIP guest stateroom which also includes an island pedestal bed, cedar lined closets, mirrored headboard, ample storage compartments, television and a secluded access into the guest head which included a vanity and a shower stall. The third stateroom is positioned to port, which is just right for the minors or crew with over and under bunks.

Up On The Flybridge

Entertainment and other social amenities are not restricted down below. Her flybridge brings a wide open space with an adjustable skipper’s seat and a comfortable capacity seating for five in the aft lounge. In fact, there’s a swiveling double companion settee that gives occupants the aptitude to either seat facing forward while having a conversation or aft with fellow crew on the L-shaped settee.

Complementing the wide social area is the full wet bar with sink, optional Jen air grill and storage. What’s more, a davit sits behind the L-shaped lounge and more room is incorporated on the aft cockpit which can house an RIB tender. The helm acts as a captain’s command center with complete full instrumentation and excellent visibility. While a stylish stairway leads down into the elevated pilothouse, and you may confuse it with the bridge of a Star Ship Enterprise rather than that of a cruising motoryacht.

Engine Area

With the Volvo D-12 diesel engine; internationally known engines to be reliable and usually used on faster planing vessels. The Carver 570’s engine came with Volvo’s Electronic Diesel Control system. An electronically controlled ignition timing that facilitates more fuel-efficient burning in the cylinders; thus you get superior fuel economy, reduced exhaust emissions and high power. The engine itself comprises of 6 electronic unit injectors, freshwater cooled turbo charger, air cooler, a gear driven pump and electronic engine controls displayed for specific rpm settings and uncomplicated engine diagnostics. What’s more, the D-12 builds up highest torque at merely 1400 rpm to get larger vessels up and running fast.

Test results indicate impressive results; on an overall length of 59’2” and a weight of 52,500 lbs the 570 Voyager Pilothouse gives a cruising speed of 26.8 mph with a pair of 675hp Volvo D-12’s, bring a range of 352 miles among fill ups. She gives a top speed of 32.6 MPH at only 78 decibels, while the stability of the hull underway is impressive thanks to the Carver’s low profile pilothouse.

Specifications

Length Overall 59′ 2”

Dry Weight 52,500 lbs.

Beam15′ 4”

Fuel Cap 800 gal.

Draft4′ 9”

Water Cap 200 gal.

Deadrise/TransomN/A

Bridge Clearance 19′ 5”

Max Headroom 6′ 11”

CARVER YACHTS –The Carver 366 Motor yacht

CARVER YACHTS –The Carver 366 Motor yacht

“Relaxing aft deck reading Sunday newspaper while having your favorite espresso will not necessitate struggling with the wind – thanks to the Carver’s shaded fiberglass hardtop shielded by acrylic doors.”

Onboard the new Carver’s 366 Motoryacht model is illusive, formerly 348 – inside her salon, no need to ask; it resembles the size of larger vessels. In fact, she combines both elements of a yacht and an express cruiser – which of course defines her exclusivity. As the latest introduction in Sturgeon Bay, Wisconsin, Carver’s management team put it that; “Carver 366 would be an ideal fit considering the increasing number of express cruisers enthusiasts…”

It’s the kind of a Motoryacht that combines functionality housing yet, giving exterior tranquility. Actually, it provides great amount of amenities aboard which is comparable to larger vessels at a merely 36-foot package.

Key Features

Complete beam salon

Massive L-shaped galley with equal configuration

Forward stateroom inclusive with big double bed and “flip down” flat screen TV/DVD player

Great loads of storage all over

Elevated aft deck patio

Integral transom with stainless steel swim ladder

Center line helm embraces two pedestal seats, tilt wheel, and storage sections

Wall-Vac system

Two heads with showers 

Three steps lead to the salon, where space and design is evidently linked together. And when functionality comes to play, you guess it! Just about to the inch, it’s a full spacious beam salon, complete dinette, an incredible galley and two complete staterooms. All new for the year, the 366 outlines to be an enormous seller for the Carver line. As much as it’s a yacht and an express cruiser combined together, she’s still roomy, innovative and has exceptional livability.

Climbing onboard is simplified, thanks to the integrated transom or fantail positioned on the deck. At the transom there is a swim ladder, shower and molded in steps with storage enclosed. Further, the transom molded stairs lead to the Patio where in the area there’s plenty of room to accommodate optional furniture, while the entire area is completely shield with acrylic doors to keep wind at bay.

Forward to the Patio is centerline helm with two pedestal settees and a tilt wheel. All the gouges at the helm are neatly arranged to facilitate easy to read and access by the skipper. A quick view on what’s going on in the helm you can tell actually Carver did pay attention to detail. As widely know with Carvers, is a centerline helm where there’s ample room to flush-mount your selection of electronics. However, pedestal seats in the 366 are only two as opposed to three seats which is standard on most Carver Yachts.

On the starboard there is a fresh water sink with a fridge underneath. While at the helm there’s a rear arch, which of course when you contain your canvas down, an enclosed covering ensures safety from tainted weather. Guest seated at dinette benefit from two tier window design which allows natural radiance in while eradicating straining for a complete view over the waters or a cool horizon while underway.

Three giant steps lead to the dinette adjacently where the galley sits. Both sections incorporate cherry joinery. The galley itself is functional in every sense; seats in the salon and dinette comprise of clear lines of sight from where the entertainment center is. The galley incorporates a single stainless steel sink, Black and Decker coffeemaker, two burner Princess Hotplates, Sharp Carousel microwave and a well thought out refrigerator that opens aft.

Moving forward, the guest stateroom divides the day head to port. This is an added advantage to functionality since it ensures traffic is kept as far-off from the aft master stateroom as possible. Yet on a craft of meek LOA, the master’s dwellers will enjoy optimum privacy. The day head is situated on the port, which sports two medicine cabinets, shower combo, Corian counters and lots of storage.

What’s more, aboard the 366 accompanies standard Wall-Vac system mounted proximity to the galley. Space is efficiently utilized, actually obtaining 10% added storage – due to her side-by-side galley arrangement. The galley’s size resembles condominiums kitchens among the four storage drawers and lazy susan. The main stateroom is much smaller compared to the forward VIP Cabin, but be rest assured of all necessary entertainment amenities and storage space aboard. In fact considering storage – there’s a full size hanging locker, on top which a third TV/DVD combo is integrated. The Cabin has further its own en suite and a separated shower stall.

Performance

The 366 Motoyacht’s performance seems to be quite firm. It gives a top speed of 37.1 mph at 4400 rpm. Her best cruise is at 3500 rpm with a range of 27.3 mph while burning 40.8 gallons an hour. With the 366 whether you’re looking for entertaining, unlimited cruising, or purely stretching your legs, Carver hopes to appeal to such kind of folks.

Specifications  

Length Overall 36′ 11”

Dry Weight 21,800 lbs.

Beam13′ 2”

Fuel Cap 196 gal.

Draft3′ 2”

Water Cap 70 gal.

Deadrise/Transom N/A

Bridge Clearance 17′ 10”

Max Headroom 6′ 5”

CARVER YACHTS –The Carver 52 Voyager

CARVER YACHTS –The Carver 52 Voyager

“It’s the Journey That Matters…But the Destinations Are Nice, Too”-anonymous

Obviously, the first thing when you look at a boat – It always begins with the build. Originally, down memory lane in 1991 Genmar Holdings bought Carver, a company that has been intensively specializing in building boats with the latest advanced technologies. By the year 1990, the company introduced stylish advanced window system and the improvement of the upscale Voyager series followed. In fact, by the year 2003 the largest Carver Yacht in the Voyager series was introduced – the 57 Voyager pilothouse. Three years later, the company further acquired a manufacturing facility in Fano, Italy, which marked a building area for its new line of Nuvolari Yachts. The year also marked the introduction of the Wisconsin-built Marquis Class.

Today, strong Voyager tradition continues to pilot the industry on increasingly building outstanding cruising yachts. The prospect even promises fresh and more exciting improvements to boost the ultimate cruising experience, which only Carver can deliver. Yet, the newly introduced Carver 52 Voyager looks to fulfill the Carver pledge.

Luxury Aboard Is Rich…

On a sunset calm evening from a distance through her large windows accent lighting appears to make the deckhouse glow from the inside cabin. Aboard the Voyager 52, it sports the largest beam in her class and a contemporary take on the traditional trawler-style travelermaker/coastal cruiser. While the ultimate emphasis is on liveaboard placate – with convectional systems, confidence and a demonstrated hull design, begins your expedition in the 52 Carver.

The styling is rich, and based on the capacity to achieve as much interior room as possible. Consequently, forget about sidedecks aft, this will only be a hindrance to comfortable cruising. You sit on an advantage of a full-width saloon, and it does not only feature large picture windows, but also sliding doors to the vaguely small cockpit.

The carver sports more comfort on her a spacious flying bridge – particularly designed for entertaining guest on top. Down the stairway or the Double transom door leads to a large swim platform which readily accommodates other features like fishing, swimming and lots of entertainment. Actually, aside from other components – there is a barbecue area with various eatery contents.

A stairway guides to the saloon at the lower helm, where the 52’s galley is in the forward bulkhead. The galley includes a number of detailed equipments but only for an ardent chef: Primarily, it has a double fridge/freezer, which makes the galley an on-water living experience. Besides, the galley incorporates; double oven, dishwasher, microwave and an induction cooktop. A well-implemented hardwood wooden floor compliments the convectional teak carpentry. For a more peaceful room, there is an optional carpet.

Further to port there is a large L-shaped leather sofa lounge with Robel Burl-veneer seasonal table, while Norwegian adjustable armchairs are on the starboard side. More to the galley is a hidden bar, where you can stock up your refreshments, which of course you wouldn’t want to staff refreshments allover to spoil the already concealed appliances in the galley. At the galley, the chef can untie lines from sidedeck bollard – thanks to galley’s sliding windows. They also facilitate efficient ventilation inside the galley. Sony entertainment systems sums up the evening slow down: A big screen TV display, DVD and a surround 5.1 sound system will have you ease – watching your favorite show or listening to your favorite country harmony.

Flying bridge, An Alfresco Salon…

Inside staircase leads to the flying bridge, which meets at split-level point. Most of the top sides are a repeat of various instruments down. The interior accommodations resemble those of a megayacht. Up forward, an enormous wheelhouse sports a second den with exceptional large L-shaped settee and dinning table. A falling bemini and radar arch allows navigation below low bridges for those who look forward to explore upstream. Moreover, there are two side doors at the helm station, which facilitate ample amount of ventilation and two Navigator helm settees with hydraulic dampers for the captain and his companion.

The subordinate aft ‘boat deck’ level accommodates an informal table with chairs that is further emphasized by a smaller galley station and it includes, – a sink, fridge and a barbecue center. A an ideal facility errands those twilight soirees or gatherings for a few drinks, a salver of treat nibbles or a showboat view that will have other on-lookers green with covet.

The dash is broadly equipped with most up-to-date gadgets and electronics. The view upfront is magnificent; thanks to the large, slanting windscreens. The aft-facing camera aids in maneuvering and of course, the bow and sternthrusters as well. A Portuguese viaduct separates the foredeck, hence gives the 52 Voyager to have that ‘shippy feel’ yet, a pleasant built-in couch awaits guest to enjoy magnificent scenery.

Still Her Interior

Yet, an accomplished outdoor Carver 52 gives more on the indoors/interiors. Forward staterooms provides an amidships master with circuitous queen-sized bed to starboard plus a three block head shower and washstand area, which splits overall utilities and permits natural illumination and aeration into the main cabin. The en suite guest cabin is located in the bow with an island double bed.

In an event of more guests, a Miele washer and dryer completes all laundry hassles when cruising. In addition, a pilothouse sofa switches to double bed if required, all the interior is entirely air-conditioned so it’s set for the tropics and both cabin have enhanced storage as well as complete TV/stereo entertainment equipments.

Pitching Up The Highway…

Having prepared the galley; taken care of the beds, watered, fuelled, and done an overall rigorous check off the cocktail bar, The 52 Voyager’s twin Volvo D9 575hp turbo-diesels inboard waits a “roger that!” The 11.5kVa Onan is gushing away and the Wesmar stabilizers are turned on – it’s an oyster world!

With a maximum speed of 20kts, you can beat the weather; however, seasonal cruisers will benefit from the experience and save kismet with a cost-effective 10kt cruise and 1000nm on hand from the 2550lt tanks. With a modified deep-Vee hull form, she handles well on a short variable sea. Although, she may not give the kind of thrill you’d expect with some of the newest technology inventions – but one thing is for sure, her performance is incredibly satisfactorily.

Sure, before you considering such a luxurious boat and you empty your pockets, what should be the most vital consideration? Of course – construction, layout and finishes sums up as top concerns. In case point, look at the Voyager’s cabin décor, it’s multi-layered and multi-textured – sleek in look and stems warmth. Tabletops are finished with burled wood, while all straight surfaces are honey-oak finished and vertical planes provides gloss sheen. What’s more, the salon is lush; broad-plank cherry floors, the chairs, sofas, and dinette relax are upholstered with genuine cowhide. This attractive blend of fabrics: – of course is not in favor of most builders, who repeatedly employ the same pattern and type all over the boat to trim down costs.

There you have it, it’s not the cost but the value you get at the end of the day, The Carver’s Luxury and expediency awaits such esteemed cruisers, spirit of escapade is the ultimate count to overcome the great unheard of. Why would anyone give no second thoughts on the Carver 52 Voyager?

Specifications

LOA (w/platform)53’9″ / 16.38 m

Beam15’4″ / 4.67 m

Draft57″ / 1.45 m

Weight (w/fuel & water)48,500 lbs / 21,999.6 kg

Bridge Clearance w/arch19′ / 5.79 m

Fuel System800 US gallons / 3,028.32 liters (Diesel Twin Inboards)

Water System200 US gallons / 757.08 liters

Holding Tank100 US gallons / 378.54 liters

Cabin Headroom6’11” / 2.11 m

Sleeps6 (8 optional)

UNOVERSITY

NAME:

DATE:

UNIVERSITY:

PROFESSOR:

Intelligence is shown through a range of talents at different ages. For example, language ability at six months of age is not the intelligence component since babies cannot make or understand words. Still, it is an intelligence component at six years since children cannot generate or understand terms. The intelligence testing items designed to evaluate intelligence at various ages reflect several intelligence components. For example, two-year-olds on Stanford Binet must identify items shown in line drawings, discover the object they have before seen but forgotten (learning and a memory test), and put all three things in the corresponding form hole. Suppose the Stanford Binet is ten years old. In that case, it is requested that word (verbal testing of ability) be defined, why certain social institutions existed (general test of knowledge and reasoning) and blocks are counted in a picture where the existence of certain blocks must be determined.

Children aged 5 to 6 years old have had the most success and the most diverse variety of applications for IQ testing. The specific talents tested and the questions used to measure them differ substantially from one test to the next. However, the most often used assessments share several similarities (Kovacs 189-194). General intelligence is a concept that encompasses a wide variety of cognitive talents and capacities. People can gain information and solve issues by employing these talents. This fundamental mental ability serves to develop particular mental skills such as spatial, numerical, mechanical, and linguistic abilities. Without intellect, it isn’t easy to learn anything.

Intelligence serves as the foundation for learning. The efficiency of the learning process is influenced by one’s degree of intelligence. In several settings, it is commonly accepted that students with high intelligence are easier to educate, lead, and guide than those with low intelligence.

I compared two of my close friends on the amplitude of learning and learning and general intelligence. To reach the two, I looked at the characteristics of intelligence from Stanford-Binet, one of the intelligence scholars (Baum 17-21). My main aim was to look at the cognitive abilities of both students. The results were not the same as the students with cognitive students had traits that were not the same as general intelligence students had very high cognitive abilities instead of learning intelligence.

The tests were critical as I understood the meaning of intelligence more profoundly, precisely, the general and learned intelligence quotient. I took this as a positive way even to handle the practical tests on intelligence. I was able to utilize my critical and critical thinking abilities as well as cognitive abilities to make the final decision on the test. I was not particularly eager to do an online test since the results were invalid, but all in all, they were meant to make us understand the topic of intelligence. On the other hand, the results were a good measure of intelligence as they incorporated all we learned in class. I recommend them as they prepared us for future physical testing on intelligence.

In a nutshell, the class has taught me so much about intelligence; I understood the measures of intelligence and how it can be compared with different factors. I have also learned that environment has a significant impact on one’s intelligence as well. For example, factors like the home environment and parenting of a kid, schooling and the availability of learning tools, and nutrition all have a role in a child’s intelligence.

Work cited

Baum, Seth. “A survey of artificial general intelligence projects for ethics, risk, and policy.” Global Catastrophic Risk Institute Working Paper (2017): 17-21.

Kovacs, Kristof, and Andrew RA Conway. “What is iq? life beyond “general intelligence”.” Current Directions in Psychological Science 28.2 (2019): 189-194.