Consequences of Innovation Essay Example | Topics and Well Written Essays - 250 words

Consequences of Innovation - Essay Example , people with big cameras at home, adventurers, non-governmental organizations that collect and distribute used cameras to the needy, and the press experience the creation and diffusion of the digital  camera. The student organizations, photography clubs, and the press are winners in this case since they enjoy the aspect of configuring the digital camera to operate in a low-resolution refocusable mode and a high-resolution non-refocusable mode. These social groups attend and organize events that require them to operate in different resolutions. These groups can now take digital photographs even at night since the digital camera have an image sensor that captures digital images (Border and Young 1). Indeed, investigators and police can now take clearer and authentic images as forms of criminal evidence. Moreover, the winners can now take images that correspond to their specified virtual image planes (Border and Young 1). On the other hand, camera retailers and non-governmental organizations that collect and distribute used cameras to the needy are losers in this case. Indeed, camera retailers will suffer losses from the old camera since consumers will shift to the digital cameras platform. Non-governmental organizations that collect and distribute used cameras will be dealing with cameras with outdated features thus limiting their value. Border, John Norvold, and Richard D. Young. Digital  camera  including refocusable imaging mode adaptor. Nov 26, 2013. Web. 3 March 2015.

I need help with the book called warriors dont cry Essay Example for Free

I need help with the book called warriors dont cry Essay Oluwatemi Kukoyi December 3. 2013 English Period 7 Gang Violence: Death of a Friend In the united States, there are over 1. 4 million gang members. With such small percentage of the U. S, their the reason why most kids such as Isaac Johnson, 17 years old killed by the crossfire; are fearing for their life every day. They say dont blame the streets, blame the people in it. I look back, and see all the Hard work America have done to change the life styles of Gang Bangers. Based on the results, on the streets. d what the Media have been embracing, it seems that America have been doing absolutely nothing. His name was Mike. I usually wouldnt say not Like Mike as of In the movie, but, in this case, he was Like Mike All he wanted to do was play Basketball, There was never a time when he was bored, because basketball is what hell be playing. He was smart on the streets but, not too bright when it came down to books. He was my best friend, my right hand man, every time I looked at his face, I see a wallet full of enJamln bills, because I knew with his talent, and he would make It to the real court (NBA). The court raised him, but, the streets changed him. Mike hated school. He would accept graduating with Ds down his report card, and be proud of It. He didnt care. He was only in it, to Just get out of his life. I use to see mike outside around the corner sometimes, smoking weed, and with gang affiliates. remember It like It was yesterday, or 5 minutes ago. I was home, waking up from a nap from school. I went in the kitchen to get a nice cold bowl cereal. The phone rang. One of my good friends whispered through the phone in a dreadful tone that mike was died. And when heard that, it felt like I have died also. walked in my bed with a limp of sorrow, and just cried. I swallowed my Machoness and swallowed my pride. I felt as If I was handicap. That my right hand man was killed, that the pain will never go away. skipped school for weeks. My mind was full of questions. At that point, I really didnt care, but for only to get my friend back. I need help with the book called warriors dont cry by melba beals By Jamesthegreatl 2 Oluwafemi Kukoyi December 3,2013 In the United States, there are over 1. million gang members. With such small streets, and what the Media have been embracing, it seems that America have been His name was Mike. I usually wouldnt say not Like Mike as of in the movie, but, in this case, he was Like Mike All he wanted to do was play Basketball. There was never a time when he was bored, because basketball is what hell be playing. He was benJamin bills, because I knew with his talent, and he would make it to the real court ccep t graduating with Ds down his report card, and be proud of it. He didnt care. I remember it like it was yesterday, or 5 minutes ago. I was home, waking up from mike was died. And when I heard that, it felt like I have died also. I walked in my bed with a limp of sorrow, and Just cried. I swallowed my Machoness and swallowed my pride. I felt as if I was handicap. That my right hand I skipped school for weeks. My mind was full of questions. At that point, I really didnt care, but for only to get my friend back.

Biography of Toulouse Lautrec :: essays research papers

Artist Biography and Painting Critique Henri-Marie-Raymond de Toulouse-Lautrec Monfa, commonly known as Toulouse Lautrec, was born on November 24th, 1864. He lived out the entirety of his life in France, and died on September 9th, 1901. Born into a family of noble but inbred blood, he had inherently frail bones, and after a series of horrendous accidents, was crippled for life. During his recovery from one such accident, he discovered his love and talent for drawing and painting. He spent a considerable amount of time in Fernand Gormon's studio, and met with Vincent Van Gogh. He also visited many locations Van Gogh has worked at. They were both of the pre-impressionistic era. Lautrec's body of work often featured scenes from brothels. He was well respected for his art at the time of his death. Lautrec's Papa Chrysantheme, painted in 1893, features three female figures on a brown, cardboard-like background. Two images of ladys in flowing, form fitting dresses are viewed from behind in the foreground, in between which is a woman who appears to be in the center of a stage, on a pedestal. She is leaning backwards, her skirt flayed out behind her. The audience is a blackish-purple shadow surrounding the murky green pedestal, the three female bodies outlined in white, red, and yellow shaded slashes. All three are vague forms, with no faces or details. Dashy, erratic lines create a sense of movement, a flurry of motion which the female dancers are creating as the twirl eroticly in their dresses. Their flesh is the color of the background - speckled yellow-brown. This and purple are the main colors in the painting, the one's you notice first. The painting is entirely earthy, natural tones, very expressive of the flourishing movement and erotic dancing Lautrec is trying to cap ture. The incomplete outlines of the body create a frenzied appearance, a fluid rather than

career paper ( preschool teacher) -- essays research papers

History   Ã‚  Ã‚  Ã‚  Ã‚  Preschool is something very important for toddlers. Preschools were established in Europe around the late 1800’s. They were later introduced to the United States in the 1920’s. According to the Encyclopedia of careers and vocational guidance 9th edition â€Å"preschools expanded rapidly in the united states during the 1960’s†. Job Description   Ã‚  Ã‚  Ã‚  Ã‚  Preschool teachers usually instruct children usually until they reach the age of five. They conduct activities designed to develop social, physical, and intellectual skills needed for primary school. During an interview I was told many things on the subject. â€Å"You need a lot of patience† said Esther Rodriguez a preschool teacher. There are many tasks needed to be done. While researching I came across plenty of information on the internet, Echoices says that some typical tasks are â€Å"planning individual and group activities, and monitor activities to prevent accidents and conflicts between children†. Nature of Work   Ã‚  Ã‚  Ã‚  Ã‚  Preschool teachers play a very important role in the development of children. In the Encyclopedia of careers and vocational guidance 9th edition states that â€Å"a preschool teacher’s primary responsibility in the social development and health of each child†. Preschool teachers design activities that build on the children’s native abilities and help them develop skills and characteristics that will help them grow. What children learn a...

The Golden Lily Chapter 17

ADRIAN'S CAR DROVE LIKE A DREAM. When I got behind the wheel, I nearly forgot to check for any pursuit. In fact, I nearly forgot that I was supposed to be taking us to Wolfe's and showing Adrian how to use a stick shift. Instead, I was caught up in the way the engine hummed around us and in the scent of the leather. Leaving his neighborhood, I had to restrain myself from flooring it in the crowded streets of downtown Palm Springs. This was a car screaming to be let loose on the open road. I had admired Brayden's Mustang, but I worshipped this one. â€Å"I feel like I've just crashed someone's date,† Adrian remarked, once we were getting on the highway. No one had tailed us out of downtown, making me feel much safer. â€Å"Like I'm intruding on you two. If you want to drop me off somewhere, I'll understand.† â€Å"Huh?† I'd been paying careful attention to the way the car built up to higher speeds, both through sound and feel. The Mustang was in stunning shape. People often have the idea that classic cars are expensive. They are – if they're in good condition. Most aren't. When something's sat around for years without care, it inevitably falls apart, which is why so many older cars are fixer-uppers. Not Adrian's. This had been maintained and restored throughout the years and had probably never left the state of California – meaning it hadn't faced harsh winters. That all added up to a high price tag, making it that much more ludicrous that Adrian had bought something he couldn't drive. I groaned. â€Å"I'm sorry†¦ I don't know what I was thinking.† Well, I kind of knew. I'd been wondering what my odds of a ticket would be if I broke the speed limit to see how fast we could go. â€Å"I should've been walking you through this as soon as I started the car. I promise I will when we leave Wolfe's, all the steps. For now, I guess we can recap the basics. This is the clutch†¦Ã¢â‚¬  Adrian didn't seem annoyed by my neglect. If anything, he looked amused and simply listened to my explanations with a small, quiet smile on his face. Wolfe looked just as disreputable as he had last time, complete with the eye patch and what I suspected were the same Bermuda shorts as before. I hoped he'd done laundry since then. Despite his appearance, he was ready to go when our class assembled and seemed competent in his subject matter. Although he reminded us again about the importance of avoiding conflicts and being aware of one's surroundings, he quickly moved past those points and focused on actually practicing more physical ways of protecting oneself. Considering how much Adrian had complained last time about the â€Å"boring† safety talk, I figured he'd be excited that we were pretty much jumping right into some action. Instead, that amused look from the car vanished, and he grew increasingly tense as Wolfe explained what he wanted us to do in our partnered practice sessions. When the time actually came to practice, Adrian looked blatantly unhappy. â€Å"What's the matter?† I asked. I suddenly remembered last time, when Adrian had freaked out over my â€Å"attack.† Maybe he hadn't really expected he'd have to work here. â€Å"Come on, these are simple. You won't get dirty.† Even when teaching more combative actions, Wolfe was still an advocate of keeping things fast and simple. We weren't trying to learn to beat someone up. These maneuvers were effective means of distracting an assailant so that we could escape. Most were done with the dummies, since we could hardly try to stick fingers in each other's eyes. Adrian went through those motions diligently, if silently. It was working directly with me that he seemed to have a problem with. Wolfe noticed it too as he made his rounds. â€Å"Come on, boy! She can't try to escape if you don't try to hold her. She's not going to hurt you, and you won't hurt her.† The maneuver in question was actually one that would've been helpful the night I'd been grabbed in the alley. So, I was eager to practice it and frustrated that Adrian kept only halfheartedly helping. He was supposed to put an arm around my torso and attempt to cover my mouth. Unfortunately, his efforts were so weak and his hold so loose that I didn't need any special techniques to escape. I could have simply walked right out of his arms. With Wolfe there, Adrian made a slightly better showing as an assailant but immediately resorted to his former ways once we were alone. â€Å"Let's switch,† I said at last, nearly wanting to pull my hair out. â€Å"You try to escape me. Make up for last time.† I couldn't believe that Adrian's sluggish attitude had turned out to be the problem here. I'd expected the hang-up would be me not wanting to touch a vampire, but it didn't bother me at all. I wasn't thinking of him as a vampire. He was Adrian, and my partner in this class. I needed him to learn the move. It was all very pragmatic. If I didn't know better, I'd almost say that Adrian was afraid to touch me, which made no sense. Moroi didn't have those hang-ups. Was something wrong with me? Why wouldn't Adrian touch me? â€Å"What's going on?† I demanded, once we were in the car and headed back to the city. â€Å"I get that you're not an athlete, but what happened in there?† Adrian refused to meet my eyes and instead stared pointedly out the window. â€Å"I don't think this is really my thing. I was all about playing action hero before, but now†¦ I don't know. This is a bad idea. It's more work than I thought.† There was a flippant, dismissive tone in his voice that I hadn't heard in a while. â€Å"What happened to you finishing things you started?† I asked. â€Å"You told me you had changed.† â€Å"That was for art,† said Adrian quickly. â€Å"I'm still in those classes, aren't I? I didn't jump ship on those. I just don't want to do this one anymore. Don't worry. Now that I've got more money, I'll pay you back the class fee. You won't be out anything.† â€Å"That doesn't matter,† I argued. â€Å"It's still a waste! Especially since what Wolfe's showing us isn't really that difficult. We're not ripping ourselves apart like Eddie and Angeline would. Why is this so hard for you to stick with and learn?† My earlier self-doubt returned. â€Å"Do you just not want to work with me? Is there†¦ is there something wrong with me?† â€Å"No! Of course not. Absolutely not,† said Adrian. In my periphery, I saw him finally look at me. â€Å"Maybe there are only so many things I can learn at once. I mean, I'm supposed to also be learning to drive a stick shift. Not that I see that happening.† I wanted to slap myself on the forehead. In my frustration over class, I'd completely forgotten again about showing Adrian how to drive. I felt like an idiot, even though I was still mad at him for giving up on Wolfe. I checked the time. I had things to do tonight at Amberwood but felt obligated to make up for my shoddy teaching. â€Å"We'll practice once we're back in your neighborhood,† I promised. â€Å"We'll start slow, and I'll show you everything you need to do. I might even let you try driving around the block tonight if you seem like you're paying attention to the lesson.† The transformation in Adrian was remarkable. He went from sullen and uncomfortable to cheerful and energetic. I couldn't figure it out. Sure, I found cars and driving fascinating, but technically speaking, there was a lot more detail to learn about manual transmission than there was in Wolfe's evasive techniques. Why were those difficult for him, but the clutch was easy? I stuck around for about an hour when we got back. To his credit, Adrian paid attention to every word I said, although his results were inconsistent whenever I quizzed him or actually let him try something. Sometimes he'd respond like a pro. Other times, he'd seem totally lost on things I could have sworn he'd picked up. By the end of the hour, I felt safe enough with him driving the car at low speeds on empty streets. He was a long way from the highway or stop-and-go traffic of a busy city. â€Å"Looks like we've got more lessons in our future,† I told him when we finished. I'd parked the car behind his building, and we were walking back toward the main entrance and Latte. â€Å"Do not take that car beyond a half-mile radius. I checked the odometer. I'll know.† â€Å"Noted,† he said, still wearing that smirky smile. â€Å"When's the next lesson? You want to come back tomorrow night?† â€Å"Can't,† I said. â€Å"I'm going out with Brayden.† I was surprised at how much I was looking forward to it. Not only did I want to make things up to him after the dance, but I also just wanted a dose of normality – well, at least the kind of normality Brayden and I had together. Plus, things with Adrian were feeling really weird†¦ â€Å"Oh.† Adrian's smile fell. â€Å"Well. I understand. I mean, love and romance and all that.† â€Å"We're going to the textile museum,† I said. â€Å"It's cool, though I'm not sure how much love and romance there'll really be there.† Adrian nearly came to a halt. â€Å"There's a textile museum here? What do people do there?† â€Å"Well, they look at†¦ um, textiles. There's actually a great exhibit on – † I stopped as we reached the front of the building. There, behind Latte, was a familiar car, the rental that Sonya and Dimitri were using. I looked questioningly at Adrian. â€Å"Were you expecting them tonight?† â€Å"No,† he said, resuming his walk to the door. â€Å"They've got a key, though, so I suppose they can make themselves at home anytime. They do it a lot, actually. He eats my food, and she uses my hair stuff.† I followed him. â€Å"Hopefully it's just Dimitri.† After our recent revelations about the hunters, Sonya was pretty much under house arrest. Or so I thought. When we walked into the apartment, she was sitting on the couch. No Dimitri in sight. She glanced up at us from her laptop. â€Å"Thank goodness you're here,† she said, directing her words to me. â€Å"Jill said you two were out and I was hoping to catch you.† Something told me no good would come out of her wanting to â€Å"catch† me, but I had greater concerns. â€Å"What are you doing here?† I asked, half-expecting hunters to come through the door. â€Å"You're supposed to be at Clarence's until you leave town.† â€Å"Day after tomorrow,† she confirmed. She stood; eyes alight with whatever had driven her here. â€Å"But I needed to talk to you now – face-to-face.† â€Å"I would've come to you,† I protested. â€Å"It's not safe for you to be out.† â€Å"I'm fine,† she said. â€Å"I made sure I wasn't followed. This was too important.† She was breathless and excited. More important than being caught by wannabe vampire hunters? Debatable. Adrian crossed his arms and looked surprisingly disapproving. â€Å"Well, it's too late now. What's going on?† â€Å"We got the results back from Sydney's blood,† explained Sonya. My heart stopped. No, I thought. No, no, no. â€Å"Just like with Dimitri's blood, nothing physiological showed up,† she said. â€Å"Nothing unusual with proteins, antibodies, or anything like that.† Relief poured through me. I'd been right. Nothing special about me, no inexplicable properties. And yet†¦ at the same time, I felt a tiny pang of regret. I wasn't the one who would fix everything. â€Å"We sent it to a Moroi lab this time, not an Alchemist one,† Sonya continued. â€Å"One of the researchers – an earth user – felt a hum of earth magic. Just like how Adrian and I felt spirit in Dimitri's blood. The technician had other types of magic users examine your sample, and all four basic elements were detected.† That panic returned. She had me on an emotional roller coaster, one that left me nauseous. â€Å"Magic†¦ in my blood?† A moment later, I understood. â€Å"Of course there is,† I said slowly. I touched my cheek. â€Å"The tattoo has vampire blood and magic in it. That's what it is. There are different degrees of charms in it from different users. That would show up in my blood.† I shivered. Even with a logical explanation, it was a scary thing accepting that there was magic in my blood. Ms. Terwilliger's spells were still anathema to me, but at least there was some comfort in knowing they drew magic from outside of me. But knowing I had something internal? That was terrifying. And yet, I couldn't be surprised at this finding, not with the tattoo. Sonya nodded along. â€Å"Yes, of course. But there must be something about that combination that's repulsive to Strigoi. It may be the key to all of our work!† To my surprise, Adrian took a few steps toward me, and there was a tension in his stance that was fiercely protective. â€Å"So you know Alchemist blood has magic in it,† he said. â€Å"That's no surprise. Case closed. What do you want from her now?† â€Å"Another sample to start,† said Sonya eagerly. â€Å"There's none left in the original vial I took, once all the testing was done. I know this sounds strange, but it'd also be useful if a Moroi could†¦ well, taste your blood and see if it has the same repulsive quality as it did to Strigoi. Fresh blood would be ideal, but even I'm not deluded enough to ask you to submit to a feeding. We should simply be able to use your sample and – â€Å" â€Å"No,† I said. I stumbled backward, horrified. â€Å"Absolutely not. Whether it's from a neck or a vial, there's no way I'm giving my blood for anyone to taste. Do you know how wrong that is? I know you do it all the time with feeders, but I'm not one of them. I should never have given you the first sample. You don't need me for any of this. Spirit's the key. Lee's proof that former Strigoi are the ones you need to examine.† Sonya wasn't cowed by my outburst. She pushed forward, though her tone was gentler. â€Å"I understand your fear, but think of the applications! If something in your blood makes you resistant to Strigoi, then you could save countless lives.† â€Å"Alchemists aren't resistant,† I said. â€Å"That tattoo isn't protecting us, if that's what you're getting at. Do you think that in all our history, there haven't been Alchemists who were turned Strigoi?† â€Å"Well, of course,† she said. Her words were hesitant, encouraging me. â€Å"So, the magic you sensed in me is irrelevant. It's just the tattoo. All Alchemists have it. Maybe ours tastes bad, but Alchemist blood has nothing to do with Strigoi turning. It still happens to us.† I was rambling but didn't care. Sonya grew perplexed, her mind running through the implications of this news. â€Å"But do all Alchemists have bad-tasting blood? If so, how would a Strigoi be able to drain them?† â€Å"Maybe it varies by person,† I said. â€Å"Or maybe some Strigoi are tougher than others. I don't know. Regardless, we aren't the ones to focus on.† â€Å"Unless there's just something special about you,† mused Sonya. No. I didn't want that. I didn't want to be scrutinized, locked behind glass like Keith. I couldn't be. I prayed she wouldn't see how scared I was. â€Å"There's plenty that's special about her,† said Adrian dryly. â€Å"But her blood's not up for dispute. Why are you pushing this again after last time?† Sonya glared at Adrian. â€Å"I'm not doing this for selfish reasons, you know that! I want to save our people. I want to save all our people. I don't want to see any new Strigoi added to the world. No one should live like that.† A haunted look shone in her eyes, as a memory seized her. â€Å"That kind of bloodlust and complete lack of empathy for any other living creature†¦ no one can imagine what it's like. You're hollow. A walking nightmare, and yet†¦ you just don't care†¦Ã¢â‚¬  â€Å"Funny attitude,† said Adrian, â€Å"seeing as you purposely chose to become one.† Sonya paled, and I felt torn. I appreciated Adrian's defense but also pitied Sonya. She'd explained to me in the past about how spirit's instability – the same instability Adrian feared – had driven her to turning Strigoi. Looking back at her decision, she regretted it more than anything else in her life. She would've submitted herself for punishment, but no court knew how to handle her situation. â€Å"Doing that was a mistake,† she said coldly. â€Å"One I've learned from – which is why I'm so anxious to save others from that fate.† â€Å"Well, then find a way to do it without dragging Sydney into it! You know how she feels about us†¦Ã¢â‚¬  Adrian faltered as he glanced at me, and I was surprised to almost detect bitterness in his voice. â€Å"You know how the Alchemists feel. Keep involving her, and you'll get her in trouble with them. And if you're so convinced they've got the answers, ask them for volunteers and do experiments that way.† â€Å"I'd help with that,† I offered. â€Å"Getting authorized subjects for you. I'd talk to my superiors. They'd like to see an end to Strigoi as much as you.† When Sonya didn't answer right away, Adrian guessed why. â€Å"She knows they'd say no, Sage. That's why she's appealing to you directly and why they didn't send your blood to an Alchemist lab.† â€Å"Why can't you both see how important this is?† asked Sonya, a desperate longing to do good in her eyes. It made me feel guilty and conflicted. â€Å"I do,† said Adrian. â€Å"You think I don't want to see every single one of those bastard Strigoi wiped from the face of the earth? I do! But not at the cost of forcing people to do things they don't want to.† Sonya gave him a long, level look. â€Å"I think you're letting your personal feelings interfere with this. Your emotions are going to ruin our research.† He smiled. â€Å"Well, then. Be glad you'll be free of me in two days.† Sonya glanced between the two of us, looked like she was about to protest, and then thought better of it. Without another word she left, her face defeated. Again, I felt torn. In theory, I knew she was right†¦ but my gut just couldn't agree. â€Å"I didn't mean to upset her,† I said at last. Adrian's face showed no sympathy. â€Å"She shouldn't have upset you. She knows how you feel.† I still felt a little bad, yet I couldn't shake the feeling that if I gave this, I'd be asked to give more and more. I recalled the day Eddie and Dimitri had been coated in spirit magic. No way could I risk getting involved to that level. I was already pushing my limits too far. â€Å"I know†¦ but it's hard,† I said. â€Å"I like Sonya. I gave her the first vial, so I can see why she thought the second would be easy.† â€Å"Doesn't matter,† he said. â€Å"No is no.† â€Å"I really will mention it to the Alchemists,† I said. â€Å"Maybe they'll want to help.† I didn't think I'd get in too much trouble for the first vial. The Alchemists endorsed the initial experiments after all, and I'd probably get points for standing up to vampire peer pressure for the other sample. He shrugged. â€Å"If they do, great. If not, it's not your responsibility.† â€Å"Well, thanks for gallantly coming to my defense again,† I teased. â€Å"Maybe you'd be more into Wolfe's training if you got to protect someone else instead of yourself?† The earlier smile returned. â€Å"I just don't like seeing people bullied, that's all.† â€Å"But you should come back to Wolfe with me,† I urged. â€Å"You need a chance to try to get at me.† Like that, he was serious again. He looked away. â€Å"I don't know, Sage. We'll see. For now, we'll just focus on the driving – when you can get away from your boyfriend, of course.† I left shortly after that, still confused about his weird behavior. Was that some of spirit's crazy effects on the mind? One minute, he was brave and defensive. The next, he was down and obstinate. Maybe there was a pattern or some type of reasoning behind it all, but it was beyond my analytical abilities. Back at Amberwood, I immediately headed for the library to get a book for my English class. Ms. Terwilliger had lightened up on my usual work so that I could â€Å"devote more time† to crafting her spells. Since her independent study – which was supposed to be my easy elective – took up more time than my other classes, it was refreshing to focus on something else for a change. As I was leaving the British Lit section, I caught sight of Jill and Eddie studying together at a table. That wasn't weird, exactly. What was weird was that Micah wasn't with them. â€Å"Hey, guys,† I said, slipping into a seat. â€Å"Hard at work?† â€Å"Do you know how weird it is to be repeating my senior year?† asked Eddie. â€Å"I can't even blow it off either. I have to get decent grades to stay here.† I grinned. â€Å"Hey, all knowledge is worth having.† He tapped the papers in front of him. â€Å"Yeah? You got any knowledge on the first woman to win the Pulitzer Prize in fiction?† â€Å"Edith Wharton,† I said automatically. He scrawled something onto his paper, and I turned to Jill. â€Å"How are things with you? Where's Micah?† Jill had her chin propped in her hand and was gazing at me with the weirdest look. It was almost†¦ dreamy. It took her a few moments to snap out of her daze and respond. The dreamy look became embarrassed and then dismayed. She glanced down at her book. â€Å"Sorry. I was just thinking how good you look in taupe. What did you ask?† â€Å"Micah?† I prompted. â€Å"Oh. Right. He's got†¦ stuff to do.† I was pretty sure that was the shortest explanation she'd ever given me. I tried to remember what I'd last heard on their status. â€Å"You guys patched things up, right?† â€Å"Yeah. I guess. He understood about Thanksgiving.† She brightened. â€Å"Hey, Eddie and I were talking about that. Do you think we could all have a big family-style Thanksgiving at Clarence's? Do you think he'd mind? We could all help, and it'd be lots of fun. I mean, aside from the cover, we really are like a family. Eddie says he can make the turkey.† â€Å"I think Clarence would love that,† I said, happy to see her cheery again. Then, I replayed her words. I turned to Eddie incredulously. â€Å"You know how to make a turkey? How would you have learned that?† From what I knew, most dhampirs stayed nearly year-round at their schools from an early age. Not a lot of culinary time. â€Å"Hey,† he said, straight-faced. â€Å"All knowledge is worth having.† Jill laughed. â€Å"He wouldn't tell me either.† â€Å"You know, Angeline claims she can cook,† said Eddie. â€Å"We were talking about it at breakfast. She says she knows about cooking turkey too, so if we tag-team, we can pull it off. Of course, she'll probably want to hunt and kill her own.† â€Å"Probably,† I said. It was amazing that he was talking about working with her on anything. It was even amazing that he could speak about her fondly, without a grimace. I was beginning to think more and more that her display at the assembly had been a good thing. We didn't need animosity in this group. â€Å"Well, I got what I came for, so I'm heading back. I'll see you in the morning.† â€Å"See you,† said Eddie. Jill said nothing, and when I glanced over, I saw that she was watching me again with that weird, enraptured look. She sighed happily. â€Å"Adrian had a great time with you at your class tonight, you know.† I nearly rolled my eyes. â€Å"The bond leaves no secrets. He didn't always seem to be having a good time.† â€Å"No, he really did,† she assured me. A dopey smile crossed her features. â€Å"He loves that you love the car more than he does and thinks it's awesome you're getting so good in your defense class. Not that that's a surprise. You're always so good at everything, and you don't even realize it. You don't even realize half the things you do – like how you watch out for others and never even think about yourself.† Even Eddie looked a little astonished by that. He and I exchanged puzzled looks. â€Å"Well,† I said awkwardly, really unsure how to handle this Sydney lovefest. I decided escape was my best option. â€Å"Thanks. I'll see you later and – hey. Where'd you get that?† â€Å"Huh?† she asked, blinking out of her enraptured haze. Jill was wearing a silk scarf painted in rich jewel tones, almost reminding me of a peacock's tail. It also reminded me of something else, but I couldn't quite put my finger on it. â€Å"The scarf. I've seen it before.† â€Å"Oh.† She ran her fingers over the smooth material. â€Å"Lia gave it to me.† â€Å"What? When did you see her?† â€Å"She stopped by the dorm yesterday to give the dresses back again. I didn't tell you because I knew you'd want to return them.† â€Å"I do,† I said adamantly. Jill sighed. â€Å"Come on, let's just keep them. They're so pretty. And you know she'll just bring them back anyway.† â€Å"We'll deal with that later. Tell me about the scarf.† â€Å"It's no big deal. She was trying to pitch me on this scarf collection – â€Å" â€Å"Yeah, yeah, she told me too. How she could make it so no one recognized you.† I shook my head, feeling a surprising amount of anger. Was nothing under my control anymore? â€Å"I can't believe she went behind my back! Please tell me you didn't sneak off with her to do a photo shoot.† â€Å"No, no,† said Jill quickly. â€Å"Of course not. But you don't think†¦ I mean, you don't think there's any way she could pull it off? Hide me?† I tried to keep my tone gentle. After all, I was mad at Lia, not Jill. â€Å"Maybe. Maybe not. You know we can't take the chance.† Jill nodded, face sad. â€Å"Yeah.† I left feeling annoyed and was so distracted that I nearly ran into Trey. When he didn't respond to my greeting, I realized he was even more distracted than I was. There was a haunted look in his eyes, and he seemed exhausted. â€Å"You okay?† I asked. He managed a weak smile. â€Å"Yeah, yeah. Just feeling the pressure of everything. Nothing I can't handle. What about you? Don't they usually have to throw you out of this place? Or did you finally get tired of being here for eight hours?† â€Å"I just needed one book,† I said. â€Å"And I was actually only here ten minutes. I was out most of the night.† The smile fell, replaced by a frown. â€Å"Out with Brayden?† â€Å"That's tomorrow. I had, um, family stuff tonight.† The frown deepened. â€Å"You go out a lot, Melbourne. You have a lot of friends outside school.† â€Å"Not that many,† I said. â€Å"I'm not living a party lifestyle, if that's what you're getting at.† â€Å"Yeah, well. Be careful. I've heard about some scary stuff going on out there.† I remembered him being concerned for Jill too. I usually kept up on all the local news and had heard nothing alarming recently. â€Å"What, is there a crime ring in Palm Springs I should know about?† â€Å"Just be careful,† he said. We started to part ways, and then I called to him, â€Å"Trey? I know it's your own business, but whatever's going on†¦ if you want to talk, I'm here.† It was a huge concession for me, seeing as I wasn't always the most socially adept person. Trey gave me a wistful smile. â€Å"Noted.† I was kind of reeling as I went back to my dorm. Adrian, Jill, Trey. I suppose if you counted Eddie and Angeline getting along, everyone in my life was behaving weirdly. All part of the job, I thought. As soon as I was back in my room, I called Donna Stanton with the Alchemists. I never could be sure what time zone she was in, so I wasn't too concerned about the late hour. She answered right away and didn't sound tired, which I took as a good sign. She hadn't responded to my e-mail about the Warriors, and I was anxious for news. They posed too big a threat to us to be ignored. â€Å"Miss Sage,† she said. â€Å"I was planning on calling you soon. I trust everything's okay with the Dragomir girl?† â€Å"Jill? Yeah, she's fine. I wanted to check in on some other things. You got the info I sent you about the Warriors of Light?† Stanton sighed. â€Å"That's what I was going to call you about. Have you had any more runins?† â€Å"No. And they don't seem to have been following us anymore either. Maybe they gave up.† â€Å"Unlikely.† Her next words took a long time to get out. â€Å"Not from what we've observed in the past.† I froze, momentarily speechless. â€Å"In the past? Do you mean†¦ you've run into them before? I was hoping they were just some†¦ I don't know. A crazy, localized group.† â€Å"Unfortunately, no. We've encountered them before. Sporadically, mind you. But they pop up everywhere.† I was still in disbelief. â€Å"But I was always taught that any hunters had disappeared centuries ago. Why has no one ever talked about this?† â€Å"Honestly?† asked Stanton. â€Å"Most Alchemists don't know. We want to run an efficient organization, one that deals with the vampire problem in an organized, peaceful way. There are some people in our group who might want to take more extreme action. It's best then if the existence of our radical offshoot is kept secret. I wouldn't have even told you, but with all the contact you're having, you need to be prepared.† â€Å"Offshoot†¦ then they are related to Alchemists!† I was sickened. â€Å"Not for a very long time.† She sounded equally disgusted. â€Å"There's almost no resemblance anymore. They're reckless and savage. The only reason we let them be is because they usually just go after Strigoi. This situation with Sonya Karp is more difficult. She hasn't had any more threats?† â€Å"No. I just saw her tonight†¦ which brings up the other reason I called†¦Ã¢â‚¬  I gave Stanton a rundown of the various blood experiments, including my own donation. I painted it in very scientific terms, how it had seemed useful as extra data. I then made sure to sound properly appalled by the second request – which wasn't that difficult. â€Å"Absolutely not,† said Stanton. No hesitation. Often, Alchemist decisions went through chains of command, even with someone as high up as her. It was a sign of how much this went against Alchemist beliefs that she didn't even have to consult anyone. â€Å"Human control-blood is one thing. The rest she's suggesting is out of the question. I will not allow humans to be used in these experiments, especially when the evidence clearly shows the former Strigoi need to be the focus – not us. Besides, for all we know, this is some ploy on the Moroi part to get more of our blood for personal reasons.† I didn't believe that last part at all and tried to find a tactful way of saying so. â€Å"Sonya seems to sincerely believe this would help protect against Strigoi. She just doesn't seem to grasp how we feel about it.† â€Å"Of course she wouldn't,† said Stanton dismissively. â€Å"None of them do.† She and I returned our focus to the vampire hunters. The Alchemists were doing some investigating on any sightings in the area. She didn't want me to do any active investigation myself, but I was to report in immediately if any other information came my way. She was assuming the Warriors of Light were operating nearby, and once she found out where, the Alchemists would â€Å"deal with them.† I wasn't entirely sure what that meant, but her tone made me shiver. As she'd pointed out earlier, we weren't a particularly aggressive group†¦ though we were excellent at getting rid of problems. â€Å"Oh,† I said, just as we were wrapping up. â€Å"Did you ever find out anything about Marcus Finch?† I'd tried locating Clarence's mysterious human, who'd helped against the hunters, but had found nothing. I'd hoped Stanton might have more connections. â€Å"No. But we'll keep looking.† A slight pause. â€Å"Miss Sage†¦ I can't emphasize enough how pleased we are with the work you're doing. You've run into a few more complications than any of us expected, yet you handle them all efficiently and properly. Even your conduct with the Moroi is outstanding. A weaker person might have yielded to Karp's request. You refused and contacted me. I'm so proud I took the chance on you.† I felt a tightening in my chest. So proud. I couldn't remember the last time someone had said they were proud of me. Well, my mother did a lot, but no one tied to my work among the Alchemists did. For most of my life, I'd hoped my father would say he was proud. I'd finally given up on expecting that. Stanton was hardly a parental figure, but her words triggered happiness in me I hadn't known was waiting to come out. â€Å"Thank you, ma'am,† I said, when I could finally speak. â€Å"Keep it up,† she said. â€Å"When I can, I'll get you out of that place and into a position that doesn't involve so much contact with them.† And like that, my world came crashing down. I suddenly felt guilty. She really had given me a chance, and now I was deceiving her. I was hardly like Liam, ready to sell my soul to the Strigoi, but I also wasn't staying objective with my charges. Driving lessons. Thanksgiving. What would Stanton say if she knew about that? I was a sham, reaping glory I didn't deserve. If I was truly a dedicated Alchemist, I'd change my life here. I'd stop all extraneous activities with Jill and the others. I wouldn't even attend Amberwood – I'd accept the offer of outside accommodations. I'd only come here and see the gang when I absolutely was required to. If I could do those things, then I'd truly be a good Alchemist. And, I realized, I'd also be terribly, awfully lonely. â€Å"Thank you, ma'am,† I said. It was the only response I could give.

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The industrial revolution essays The Industrial Revolution and its Implications The industrial revolution brought change throughout the world. The world not be nearly the same as it is today if it had not been for the industrial revolution. Society, Industry, Technology, and most everything we see in our daily lives is the way it is because of the industrial revolution. However, I cannot discuss all of these points. Instead I will focus on the changes in social structure, the lives of women, and the lives of the working class and the issues surrounding them. Personally, I believe that one of the most important changes that came as a result of the industrial revolution was the changes in the structure of society and the class systems. Before the revolution, every man and woman was born into his or her social class. Your position in life was determined solely by you birth and your blood. With the industrial revolution came radical change in this system. Almost immediately, peoples own accomplishments and skills began to become the dominant factor in determining a persons position in life. This is thought by many to be a pivotal ideal of the United States. This was the idea that brought so many immigrants to the US in the early to mid 90s. Nowhere is this more apparent than in the lives of women. The amount of change that occurred as a result of the industrial revolution is not only an example of the changes in social structure, but rather a point in and of itself. Before the industrial revolution the lives of women were very limited. Outside of getting married or joining a convent, women really had no other options. All of this changed with the advent of factory work. Now women were able to go out and earn a living on their own. In fact, the idea of being independent and going into the workplace and meeting new people became quite an attractive option. Mill Girls were a prime example of this. Mill Girls were women who wo ...

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Information Systems, Not Computer Science

Information Systems, Not Computer Science The largest growth in most economies is coming from information industries. The success of such knowledge-based organisations lies in their information systems. Also, forced by technological change and globalisation of markets, many manufacturing industries are also placing increasing emphasis upon information systems. Information systems are more than just computer programs. Though information and communications technologies are playing an increasing role in meeting organisations information needs, an information system is a much more general concept. It refers to the wider systems of people, data and activities, both computer-based and manual, that effectively gather, process, store and disseminate organisations information 2.0 Information Systems not Computer Science Information systems, as a discipline, focuses on exploring the interface between management, information science and computer science. Computer Science focuses on information technology: software. Information Systems mediates the two opposing worlds of human activity systems and information technology 3.0 Information Systems and the Modern Organization 3.1 Outline Competitive Advantage and Strategic Information Systems Evolution of Information Systems Classification of Information Systems The Modern Computing Environment Managing Information Resources 3.2 Learning Objectives Describe Porters competitive forces model. Discuss strategies that companies can use to achieve competitive advantage in their industries. Describe strategic information system (SISs) and how information technology helps companies improve their competitive positions. Describe various information systems and their evolution. Learn major Information System classification schemes. Describe the emerging computing environments. Describe how information resources are managed and the roles of the information systems department and the end users 4.0 Competitive advantage and SIS Competitive Advantage: An advantage over competitors in some measure such as cost, quality, or speed, which leads to control of a market and to larger than average profits. 4.1 Competitive forces model A business framework, devised by Michael Porter, for analyzing competitiveness by looking at five major forces that might alter a firms competitive standing. 4.2 Porters five forces Model 4.3 Strategies for Competitive Advantage Cost Leadership. Produce products and/or services at the lowest cost in the industry. Differentiation. Offer different products, services or product features. Customer orientation. Concentrate on making customers happy so that they remain loyal. New markets. Discover new markets either as a means of expansion and growth, or with the goal of capturing market niches. Innovation. Introduce new products and services, add new features to existing products and services or develop new ways to produce them. Operational Effectiveness. Improve the manner in which internal business processes are executed so that a firm performs similar activities better than its rivals. Discussion: Which of these strategies can be enhanced by the use of IS/IT, and how? 4.4 Strategic Information Systems (SISs) Systems that help an organization gain a competitive advantage through their contribution to the strategic goals of an organization and / or their ability to significantly increase performance and productivity. 4.5 IS Related Organizational Responses Strategic Systems may provide advantages that enable organizations to increase market share and/or profits, to better negotiate with suppliers, or prevent competitors from entering their markets. Customer Focus is the idea of attracting and keeping customers by providing superb customer service. Can be enhanced by use of IS/IT. Made-to-Order. is a strategy of producing customized products and services. Mass Customization is producing a large quantity of items, but customizing them to fit the desire of each customer. E business and Ecommerce. Is the strategy of doing business electronically. Discussion: Which Information Systems would be strategic for: An university An online book store A car manufacturer? 5.0 Evolution of Information Systems The first business application of computers (in the mid1950s) performed repetitive, high volume, transaction computing tasks. The computers crunched numbers summarizing and organizing transactions and data in the accounting, finance, and human resources areas. Such systems are generally called transaction processing systems (TPSs). Management Information Systems (MISs): these systems access, organize, summarize and display information for supporting routine decision making in the functional areas. Office Automation Systems (OASs): such as word processing systems were developed to support office and clerical workers. Decision Support Systems: were developed to provide computer based support for complex, or no routine decision making. End-user computing: The use or development of information systems by the principal users of the systems outputs, such as analysts, managers, and other professionals. Knowledge Management Systems: support creating, gathering, organizing, integrating and disseminating of an organization knowledge. Data Warehousing: A data warehouse is a database designed to support DSS, ESS and other analytical and end-user activities. Intelligent Support System (ISSs): Include expert systems which provide the stored knowledge of experts to non experts, and a new type of intelligent systems with machine learning capabilities that can learn from historical cases. Mobile Computing: Information systems that support employees who are working with customers or business partners outside the physical boundaries of their companies; can be done over wire line or wireless networks. 6.0 Classification of Information Systems The two most common classifications are: Classification by breath of support Classification by organizational level. 6.1 Classification by Breath of Support Typical information systems that follow the hierarchical organization structure are functional (departmental), enterprisewide and interorganizational Functional information systems are organized around the traditional departments. Enterprise information systems serve several departments or the entire enterprise. Inter organizational systems connect two or more organizations. An organizations supply chain describe the flow of materials, information, money, and service from raw material suppliers through factories and warehouses to the end customers. IT provides two major types of software solution for managing supply chain activities: Enterprise Resource Planning ( ERP), Supply Chain Management (SCM) 6.2 Departmental, corporate, and inter organizational IS 6.3 IT outside your organization 6.3 Classification by Organization Levels The typical enterprise is organized hierarchically, from the clerical and office worker layer, to the operational layer, the managerial layer, the knowledge worker layer and finally the strategic layer. 6.4 Levels in an Organization 6.5 The Clerical Level Clerical workers constitute a large class of employees who support managers at all levels of the company. Among clerical workers, those who use, manipulate, or disseminate information are referred to as data workers. These employees include bookkeepers, secretaries who work with word processors, electronic file clerks, and insurance claim processors. 6.6 The Operational Level Operational or first line managers deal with the day to day operations of the organization, making routine decisions, which deal in general with activities such as short-term planning, organizing, and control 6.7 The Knowledge Work Level They act as advisors and assistants to both top and middle management and are often subject area experts. Many of these professional workers are classified as knowledge workers, people who create information and knowledge as part of their work and integrate it into the business. 6.8 The Strategic Level Top-level or strategic managers (the executives) make decisions that deal with situations that may significantly change the manner in which business is done. 7.0 The Modern Computing Environment Computing Environment: The way in which an organizations information technologies (hardware, software, and communications technology) are organized and integrated for optimal efficiency and effectiveness. Legacy system: Older systems, typically those that process an organizations high volume transactions that are central to the operations of a business. 8.0 Managing Information Resources Information resources includes hardware, software, data, networks, applications etc. Management includes acquisition, introduction, support. Traditionally, department (ISD IS department) owns, manages and controls all resources End-user computing: employees use computers, write applications, manage data etc. Leads to fragmented management and need for cooperation between ISD and users Who is responsible for which resources? Includes financial responsibilities (contracts between users and ISD IT controlling) Discussion: What are the possible problems associated with: Complete control at ISD, and Complete control for end-users? Which factors in a company would lead to which outcome Chief Information Officer (CIO): sometimes member of top management, nowadays no longer technical, but strategic function IT Governance: à ¢Ã¢â€š ¬Ã‚ ¦ the leadership and organisational structures and processes that ensure that the organisations IT sustains and extends the organisations strategies and objectives. Framework for IT Governance: COBIT Control Objectives for IT and related Technologies Mandated for Turkish banks in 2006 Domains: Plan and Organize, Acquire and Implement, Deliver and Support, Monitor and Evaluate COBIT 9.0 The information system strategies implementation in UK companies 9.1 Strategic process formality Business strategy relationship % companies The ISS is a formal documented part of the business strategy 47.5 There is no formal documentation, but the ISS is related to specific strategic aims 41.8 The ISS is a departmental function, rather than a corporate function 6.4 The ISS is not seen as related to the business strategy 0.0 9.2 Success of strategies 9.4 Conclusion: Collective intelligence and knowledge management can become effective mechanisms to help avoid the disturbances leading to internal disequilibrium within the organisation. Collective intelligence and knowledge management can remediate the negative effects of the instability of environment. The information and knowledge become raw materials for the intelligent organisation; their management requires simple solutions. Life cycle for products and services is getting shorter; the markets are global, fragmented by the needs and exigencies of the clients. The organisational culture evolves according to the aggregate strategy. The role of knowledge manager is to invest in the acquisition and dissemination of knowledge, leaving the employees to capitalise their personal competence

Japan Technology :: essays research papers

â€Å"Success is never a destination - it is a journey† (Satenig St. Marie) and there is a company that understands that journey. Kodak has been around for many years providing families around the world with innovative and high quality products. Many homes worldwide recognize and associate film with the Kodak name. â€Å"The company ranks as a premier multinational corporation, with a brand recognized in virtually every country around the world† (Kodak History). However, the changes in technology create a dilemma for Kodak. The company’s considerations for digital imaging will change its long history with 35mm film production. Will the shift from 35mm to digital imaging affect Kodak’s successful journey? To find an answer to this question, we must analyze Kodak from an economic perspective. An economic perspective views many different factors and determines whether it is in Kodak’s best interest to pursue digital imaging, will give enough evidence to support a rational decision. The era of digital photography is well under way. After surpassing sales of film cameras in 2003, the demand for digital devices in the US and other developed markets continues to swell. According to market research firm IDC, during the first nine months of 2004, â€Å"U.S. shipments of digital still cameras grew by close to 50%, vs. the same period in 2003. Conversely, we think U.S. shipments of traditional film cameras declined at a double-digit rate in 2004, and we expect a similar drop in 2005† (Stice). With the technology currently available, digital photography holds several major advantages over traditional film photography. The benefits can be categorized by cost, time, and versatility (Bhatia). Kodak wisely restructured its manufacturing to remain a strong competitor in the industry’s market demand for traditional 35mm film. Film cameras are slowly declining in existing markets. Kodak takes full advantage of the situation by shifting its core focus to the increasingly demanded digital imaging technologies. But since emerging markets continue their demand for traditional products, an efficient number of production factors are still available in China and India, where Kodak will continue service and support products for existing markets. Their strategy is to fill the profit gap left from traditional product sales losses with sales gains from the new digital products plus gain top market share. In 2004, Kodak Operating Systems (KOS), charged with Kodak’s Manufacturing and Logistics, began making manufacturing plans to restructure decisions as they realized the opportunity costs of having un- or under-used factors of production at PPC1 (See Fig.

term limits in congress :: essays research papers

THESIS:  Ã‚  Ã‚  Ã‚  Ã‚  Term limits for Congress will disrupt the balance and can make the taxpayers very unhappy. SUPPORTING DETAILS: 1)  Ã‚  Ã‚  Ã‚  Ã‚  Too many new, inexperienced members can hurt voters, as rookie legislators find it hard to navigate the bureaucracy. 2)  Ã‚  Ã‚  Ã‚  Ã‚  Term limits will force out well respected politicians. 3)  Ã‚  Ã‚  Ã‚  Ã‚  It will take away the voters’ right to choose their politicians. 4)  Ã‚  Ã‚  Ã‚  Ã‚  Long term politicians will have â€Å"good behavior† in order to ensure their reelection. 5)  Ã‚  Ã‚  Ã‚  Ã‚  The more experienced the politician, the better they will handle the peoples’ affairs. There were many things that I had to go through to complete this assignment. As with anything that you do, you will need to work hard to overcome obstacles, some which may be more difficult than others. Everyone has their own way of dealing with dilemmas. This assignment was a definite dilemma for me. Politics is by far the worst subject for me. I tend to get very lost when it comes to this. This is definitely an area I need to work on. I had to read many articles in order to form an opinion on this matter. Even after all the reading I still had trouble deciding on a side to take. I had to question myself many times to get the right take on it for myself. It was difficult but it seems that I have managed to come up with a good argument. Questioning is a great strategy for me to use. This has helped me out very much in this particular assignment. The argument could have really gone either way, but questioning myself helped make the decision much easier. Brainstorming or listing is another helpful tool that everyone should use. This has helped me form my supporting details. It is easier to sit down and rack your brain and list all the points than it is to just free-write all your ideas. Free-writing can sometimes be a jumbled mess.

Bahrain Bay Case Study

1- The 4 main philosophy ideas that Bahrain Bay? s tries to communicate consist in: 1. Communicate a wide range of messages to the broadest range of audiences, such is the example of taking a risky marketing move to go to Cannes and advertise themselves there to a wide range of people. 2. Address challenges as they present themselves in the competitive market place, because they are starting a business in a place where the economy is booming, so it’s a very lucrative place but risky as well. 3.Ensure that all marketing messages conform to the highest possible standards: because they are looking for clients who are willing to pay what they ask for. In other words, they are looking out for clients who are not afraid to afford the costs of acquiring a new space in their terrains. 4. Support the brand name of Bahrain Bay as a vision of the business future: for example helping their surroundings to blossom in terms of economic success. 2- In my opinion Bahrain? s Bay mission is to achieve a sustainable business, moreover to gain high profits from it to a very exclusive market.Because getting one of those places is not for everyone. They manage to penetrate a very exclusive clientele which are able to afford the wanted price and they have done it in such a successful way that there is still demand on this sort of landpieces. They have also shown interest in helping their surroundings. Maybe as a marketing strategy so that the place doesn’t look dangerous nor looks that it is taking advantage of the land without taking in consideration its original population.Therefore they have decided to make a very important image move in helping the locals to get a better life by sponsoring the football team for example. 3- During the MIPIM they were able to get the attention of several investors and developers. They were able to share and embrace the same vision of the project with these investors and developers which were about 26,000 people in a new coming and div ersifying economy that will adapt to the 21st century lifestyle. – Due to its starting blossom economicaly speaking, Bahrain it’s a very juicy place for oversea inverstors. It has a lot of potential which has not fully been achieved. Right now this place is in a postion very desired for people wanting to invest lots of money expecting highly rewards from it. 5- Bahrain Bay is not the only project taking place in the region. Nowadays there are other major financial and commercial centers. Never the less we can not put aside the great importance of Bahrain Bay to the place. There are also other projects such as: B.Investment Wharf , Financial Harbor, B. City Center†¦ which including B. Bay represent a high percentage of the countries growth. 6- Part of their new marketing program, consists in sponsoring the local Football team. This helps the local areas to start a new rise in an economical level and in a social level. Making the local economy increase might make th e place more interesting for the tourists and further investors. They are also achieving with the newly founded foundations fighting poverty and helping the locals in a positive way.

Harley Davidson, Inc.

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